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context aspects that we carved out per model.
During the course of our research, we have
evaluated the framework in the context of SAP’s
Commercial Platform, conducting five focus group
workshops with representatives from the market-
place operator role. Further, we have conducted
interviews with potential partners (9) and internal
experts taking on the customer role (16), thus
evaluating the framework through all of the three
marketplace roles. At current state, seven out of the
ten models were selected for future use by the
experts. This demonstrates that, in practice, different
business models are needed to commercialize
different types of products or services. Our
contribution hence broadens the view of software
ecosystem-based marketplaces in theory and
practice. The theoretical and practical contributions
may serve decision makers as a starting point for
their business model innovation plans.
Future research could assess the framework’s
applicability to other contexts of platform industries
to arrive at a more generalizable and more
systematic description of the marketplace business
models. Based on these foundations, a process
model for selecting the right model in a specific
context could be developed. Such a process model –
e.g., a decision tree or software tool – would support
less knowledgeable users in finding the right
business model.
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