Modeling Value Creation with Enterprise Architecture

P. M. Singh

, H. Jonkers

, M. E. Iacob

and M. J. van Sinderen

University of Twente, Enschede, The Netherlands

BiZZdesign, Enschede, The Netherlands

Keywords: Value Creation, Enterprise Architecture, Archimate, Business Models, Sensitivity Analysis, e-3 Value

Model.

Abstract: Firms may not succeed in business if strategies are not properly implemented in practice. Every firm needs

to know, represent and master its value creation logic, not only to stay in business but also to keep growing.

This paper is about focusing on an important topic in the field of strategic management and economics:

value creation. We develop a value creation framework and then use the ArchiMate enterprise architecture

modeling standard to model value creation, using a four step method. The output of this method is a new

model, the value creation model, which represents value creation by a firm. We demonstrate the use of the

method with an example case. Potential uses of the value creation model, including traceability, sensitivity

analysis and a networked enterprise architecture, are discussed in detail.

1 INTRODUCTION

The primary function of any firm is creating and

maintaining value (O'Cass, et al., 2011) – only as

long as a firm creates value in the eyes of the

customer it can stay in business. The moment it

stops offering this value, its existence is threatened.

One would expect that the process of value creation

is well understood by decision makers in general and

by managers in particular. However, literature

suggests that this not the case and there is “minimal

theory explaining “-how-” managers/firms transform

resources to create value” (Sirmon, et al., 2007).

Moreover, there is little consensus on what value

creation is or on how it can be achieved (Lepak, et

al., 2007).

Amit & Zott (2001), while studying value

creation in e-business, suggested that a business

model should be used as a starting point for analysis

of value creation. There exist different business

modeling approaches, each with their own merits

and focus (Al-Debei & Avison, 2010, Iacob et al.,

2012).

A business model typically identifies agents,

goals, resources and exchanges of resources between

agents (Andersson, et al., 2006), and focuses on the

what side of value creation. A process model is more

detailed than a business model and focuses on the

procedural and operational aspects, i.e., the how side

of value creation. Apart from business and process

models, we have information systems models which

focus on the IT infrastructure of firms. The IT

infrastructure components support the processes of

the firm and therefore information system models

can be considered as models that represent the with

what side of value creation. A similar division of

viewpoints on value creation was put forward by

Gordijn & Akkermans (2003).

There exists a gap in the literature when it comes

to representing ‘how’ value is created and ‘with

what’ value is created. As firms get bigger in size

and expand their business, the answers to these

questions become increasingly complex. Managers

frequently face problems while translating the value

creation logic of the firm from strategy to

implementation, i.e., how new products and services

should be created and how the existing ones are to

be improved. This is the case because there are no

existing models or modeling approaches to specify

the processes and technological resources used for

creating a particular value proposition

What is the correct way to model value creation

at a low level of abstraction? To the best of our

knowledge no satisfactory answer is found for this

question in literature. We argue that the enterprise

architecture of a firm provides an excellent base and

starting point to model value creation at low level of

343

Singh P., Jonkers H., Iacob M. and van Sinderen M..

Modeling Value Creation with Enterprise Architecture.

DOI: 10.5220/0004883903430351

In Proceedings of the 16th International Conference on Enterprise Information Systems (ICEIS-2014), pages 343-351

ISBN: 978-989-758-029-1

 2014 SCITEPRESS (Science and Technology Publications, Lda.)

abstraction. An enterprise architecture (EA) model is

the “organizing logic for business processes and IT

infrastructure reflecting the integration and

standardization requirement of the company’s

operating model” (MIT, 2013). An EA model shows

how a firm realizes the services it offers to its

customers. (Janssen, et al., 2005). The EA modeling

standard used for this research is ArchiMate® (The

Open Group, 2012), which consists of different

elements to model the business and IT processes of a

firm, the supporting infrastructure and human

resources. The main contribution of the paper is a

method to derive a value creation model from an

existing EA model. This value creation model will

not only provide managers better insights into the

existing value creation logic of the firm but will also

aid in new value creation, thereby bridging the gap

between strategy formulation and strategy

implementation.

The structure of the paper is as follows. In

Section 2 we present background information on

value creation and the ArchiMate® EA modeling

standard. In Section 3, 4 and 5 we create the

necessary base for developing the method to derive

the value creation model. The method itself is

presented in Section 6. The use of the method to

derive the value creation model is demonstrated with

the help of an example in Section 7. The potential

uses of the value creation model are discussed in

Section 8. Finally, limitations of the research and

potential areas of future research are given in

Section 9.

2 BACKGROUND

2.1 Value Creation

We firstly clarify what we mean by the term value

creation, since there is “-considerable disagreement

and confusion-” among researchers about value

creation. (Lepak, et al., 2007). O'Cass & Ngo (2011)

identified two main streams of research in the field

of value creation:

1. The first stream of research focuses on how

value is created by the customer at the point of

exchange and during use of the product/service,

therefore is exogenously determined.

2. The second stream of research focuses on

understanding how value is created by the firm at

the point of proposition.

Exchange value is the amount paid by the customer

to the firm for the product or service. The

transaction of product/service and the exchange

value (between the firm and the customer), occurs at

a point in time which is called the point of exchange

(Bowman, et al., 2000). Point of proposition is the

point in time at which a firm offers a product or

service to the market. This product or service has

some value in the eyes of the customer, and the firm

expects that the customer is willing to buy that

product or service. Our concept of value creation is

aligned to the second stream of research and we aim

to model the process of creating value by the firm.

We define value creation as the process or the

mechanism via which firms build, combine and

reconfigure resources (possessed or acquired) to

produce a product or service for the customer.

2.1.1 Elements of Value Creation

To model value creation, we have to answer three

questions a) what is being created b) what activities

are performed c) what resources are used.

Correspondingly, we propose a three-step value

creation framework for our research, shown in the

Figure 1.

Figure 1: Three step value creation framework.

Various resources and activities come together to

form a value creation process, whose output is a

product or a service, which the firms offers to the

customer, also called the value proposition. A value

creation process has the following three constituents.

Value – is associated with the outcome of the

value creation process. The outcome of the process

has value to the customer (e.g., Flight ticket,

Insurance Policy or Customer Support). It can be a

part of the value proposition by the firm or the value

proposition itself.

Resources – are the inputs for the value creation

process. They can be inert inputs or human inputs.

Human input is different from inert input as it is

capable of creating new inert inputs (Bowman, et al.,

2003). According to Osterwalder (2004), resources

can be physical, human, intellectual or financial.

Activities – are performed on resources which

incrementally change them to a product or service

having value for the customer. Firms perform

different kinds of activities for value creation

(Bowman & Ambrosini, 2003). Activities acquired

Which

resources

Which

activities

Whatis

created

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344

by a firm from its business network are called

capabilities.

2.2 ArchiMate

ArchiMate® is a widely popular EA modeling

language, promoted by The Open Group®. It is a

lightweight and scalable modeling language which

provides an integrated architectural approach for

describing and visualizing the different architectural

domains, their underlying relations and

dependencies in a firm. (The Open Group, 2012).

The ArchiMate metamodel consist of three types

of elements, viz. active, passive and behavioral

elements. They are related in the same way as parts

of a sentence, i.e., subject (active structure element),

object (passive structure element), and a verb

(behavior element) (The Open Group, 2012). The

active element performs an action (specified by the

behavior element) on the passive element. Besides

the above classification based on role, ArchiMate

elements are also divided according to their

specialization and scope into three layers, i.e.,

Business, Application, and Technology. The

elements in the technology layer provide the

necessary infrastructure to run applications, which in

turn are used by business processes that realize the

services and products offered to the customer.

ArchiMate® also has a set of relationships to show

how the different elements interact with one another.

Many of these relationships (composition,

aggregation, association, and specialization) have

been inherited from UML, while others, like trigger,

are from business process modeling languages.

Relationships in ArchiMate® can also been ranked

with respect to their “strength” (Buuren, et al.,

2004).

At this point we ought to answer an important

question, i.e., why do we choose ArchiMate, to

model value creation? Firstly, ArchiMate has a

layered structure spanning the whole enterprise.

Thus it provides the required granularity to our

approach to model value creation at a low

abstraction level. Secondly, the supporting

infrastructure for performing the processes, i.e.,

human, IT resources, etc. is incorporated in

ArchiMate®. Thirdly, the resource and activity

components of the value creation framework aligns

well with the concept of structural and behavioral

elements in ArchiMate® metamodel, respectively.

Lastly, ArchiMate® is adopted by the Open group

and is widely used by academics and practitioners in

the field of enterprise architecture (Iacob, et al.,

2012)

2.3 e-3 Value Model

It should be kept in mind that firms may acquire

resources and activities for creating value from

partners in their business network. e-3 value

(Gordijn & Akkermans, 2003) is a simple technique

to model value creation by firms from a network

perspective. A e-3 value model shows how firms

create value in a network by exchanging objects

having economic value among them. Originally

proposed to gauge the feasibility of new e-commerce

ideas and ventures, e-3 value models have been

successfully applied to many diverse industries, like

healthcare and banks (Kinderen, Gaaloul, & Proper,

2012). Key concepts used in an e-3 value model are

Actor, Value exchange and Value Object.

3 CLASSIFICATION OF

ARCHIMATE ELEMENTS

In this section we classify ArchiMate elements based

on value creation framework presented above and

our definition of value creation as resources,

activities and value.

Value is Business service, Application Service,

Infrastructure Service and Business Product. It is

through these concepts, that the firm exposes its

value offerings to the environment.

Resources are mostly the structural components

in ArchiMate i.e. Business Object, Data Object,

Application Component, Artifact, System Software,

Device, Network, Role, Business Collaboration,

Application Collaboration, Communication Path and

Node.

Activities are behavioral elements in ArchiMate,

i.e., Business Interaction, Application Function,

Business Function, Application Service,

Infrastructure Service, Infrastructure Function,

Application Interaction, Business Process, Business

Service.

The remaining ArchiMate elements do not fall

into any of categories above. Such elements are

Meaning, Contract, Application Interface, etc

4 RELATING VALUE TO

RESOURCE AND ACTIVITY

For relating a particular service/product to resources

and activities, which realize it, we have developed

an algorithm which traverses an ArchiMate model as

ModelingValueCreationwithEnterpriseArchitecture

345

a directed graph, while treating ArchiMate elements

as nodes and the relationships between them as

edges. Our starting point is a given EA model

(modeled in ArchiMate) and a certain service (or

product) for which one wants to understand the

value creation process. The selected service/product

to be analyzed is the starting element of the

algorithm. The result of applying the algorithm to an

ArchiMate model, is a smaller model, called, the

value model which specifies how value is created at

the process level, and in which the selected

service/product is the root node. To derive the value

model, the algorithm starts with a chosen

service/product and includes all architecture

elements on which this service/product is dependent.

It does this recursively. To define dependency, we

have used the meaning associated to each

relationship shown in Table 1.

Table 1: ArchiMate relationships and their weights.

Relationship Meaning Weight

Composition Is Composed of 7

Aggregation Is an aggregation of 6

Assignment Is performed by 5

Realization Is realized by 4

Use Uses 3

Access Accesses 2

Trigger Is triggered by 1

Flow Inflow 0

All entries in the column “Meaning” form the set E

of all unidirectional relationships expressing

dependency between two architecture elements. The

weights of the relationship have been motivated

from Buuren, Jonkers, Iacob, & Strating (2004).

Thus, we define the following sets:

 N = {all ArchiMate elements which are classified

as either Value, Resources or Activity}.

 E = {all unidirectional dependency relationships}.

The algorithm makes the following assumptions.

 There exist a stack S, with unlimited storage.

 Each element of the given EA model has 5 fields,

i.e., Name, Type, Parent, Relationship and State.

At initiation, the Parent and Relationship fields of

all elements in the EA model is NULL. Also, the

State field is equal to “not checked”.

Below we provide the pseudo-code specification of

the proposed traversing algorithm.

Step 1: Push the starting element into

S. Create S in the new model

Step 2: Till S is not empty.

Step 3: Pop one element from S. Call it

If E

:state is not equal to “is

checked” proceed further, else go to

Step 2.

Step 4: For every X attached to E

through Y

Condition 1: IF (X: type∈N) AND (Y∈E)

THEN

a) {Create a model E

:parent→X via Y

real

} where Y

real

is the lowest

weighted relationship between Y and

: relationship.

b) {Push X in S if state of X is not

equal to “is checked”}

c) {X: parent = NULL, X:

relationship=NULL}

Condition 2: IF (X: type∉

N) and (Y∈E)

THEN

a) {Push X in S if state of X is not

equal to “is checked”}

b) IF {E

: parent = NULL} THEN {X:

parent = E

} ELSE {X : parent = E

parent}

c) IF {E

: relationship = NULL} THEN

{X: relationship = Y} ELSE {X :

relationship = Y

real

} where Y

real

is the lowest

d) weighted relationship between Y and

: relationship}

Condition 3: IF (Y∉E) THEN

a) Do Nothing

Step 5: Mark E

“is checked”. Go to

step 2.

Stop

This algorithm has been successfully implemented

in EA modeling tool BiZZdesign Architect ® for

testing purposes.

5 VALUE CREATION AND

VALUE NETWORKS

“In today’s global economy, firms rarely create

value in isolation. Instead, firms co-operate to create

products and services” (Cavusoglu, et al., 2011).

They create value together with suppliers,

customers, and sometimes even with competitors.

The discussion of value creation by a firm would be

incomplete without the inclusion of its business

network because the success of a firm largely

depends on how well it is able to manage and exploit

its network to create greater value for the customer

and thus greater profit for itself. (Normann &

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346

Ramirez, 1993). A firm acquires resources,

capabilities from other firms in its network and

employs them in its value creation process

(Bowman, et al., 2000). Without the inclusion of

these acquired resources and capabilities, our value

creation model

would be incomplete. We call these

resources and capabilities, use-values. To model

use-values and include them in a given EA model of

a firm we follow a 4 step, Create, Select, Model and

Make (CSMM) procedure, described below.

1. Create an e-3 value model, showing the acquired

use-values and the network entities from which

they are acquired.

2. Select those use-values which are used in

realizing the product (or service) under analysis.

3. Model and add these acquired use-values as

services (business, application or infrastructure)

or product in the given EA model. Another way

of adding these use-values is by using the

collaboration element in ArchiMate i.e. business

collaborations (when two Roles are collaborating

to perform a specific function) or application

collaboration (when two Application

Components are collaborating to perform a

specific function).

4. Make a relationship between these new

additional elements (made in step 3) and an

existing element in the EA model which uses

them.

6 A METHOD TO MODEL

VALUE CREATION

In this section we present a step by step method for

creating the value creation model using a given EA

model. The concepts used in the method, are e

value model, value creation framework, and the

algorithm developed as a part of this research, all of

which have been discussed in the previous sections.

The only pre-requisite for applying this method is

that there exists an EA model of the firm.

Step 1. Choose the business product or service

from the given EA model for which analysis has to

be done. This product or service would be the root of

the value creation model.

Step 2. Create an e-3 value model, select, model

and add the use-values acquired from the network to

the EA model, by following the CSMM procedure

mentioned in section 5, sequentially. After Step 2

the EA model with which we stared, would have

some addition in the form of new external services,

products or collaborations.

Step 3. Run the algorithm with the product or

service chosen in Step 1 as the starting element. As a

result a smaller value

model is created. This step is

automated by using the EA modeling tool,

BiZZdesign Architect®.

Step 4. Select the key activities from the value

model and make two tables for each of these

activities, i.e. Internal Value table and External

Value table. In these value tables, those

resources/capabilities are enumerated which are

difficult to be modeled using ArchiMate concepts,

e.g. skills, funds, revenue, consultancy etc.

Resources/Capabilities which are possessed by the

firm are entered in the Internal Value Table and

those which are acquired from the network are

entered in the External Value Table. Each of these

resources/capabilities are then added to the value

model and related to an existing element.

The final model resulting after these 4 steps is

the value creation model for a given service/product.

It includes the network perspective of value creation

and also those resources which are difficult to model

using the standard ArchiMate concepts.

7 ILLUSTRATION OF THE

METHOD

We illustrate our method presented in Section 6 with

the help of an example case which has is an adaption

of the case used by Schuster & Motal, 2009.

Case Description: A Newspaper Publisher,

wants a sustained increase in its coverage by

retaining its current customers and also by

increasing its customer base. To accomplish this, the

Newspaper Publisher has started providing a

monthly gift to all its current readers and to every

new reader, so that they continue their subscription

with the Newspaper and do not start a subscription

from a different newspaper. Since the publisher does

not produce gift items (and neither does it want to do

that), it acquires them from a Gift Vendor. The gifts

are sent by the Gift Vendor to the Newspaper’s

office, from where they are sent to the customers.

The Vendor gets paid by the publisher for every gift

which is delivered to its warehouse. New customer

acquisition is an important function of the

Newspaper, which is performed by the Marketing

Department. This is done in two ways. 1) By Online

Marketing on the Internet and 2) By Cold Calling.

Customer Acquisition via cold calling is outsourced

to a Call Center. The call center transfers the details

of customers interested in a subscription to the

ModelingValueCreationwithEnterpriseArchitecture

347

Newspaper. For this, the call center is paid a fixed

amount per month by the newspaper. The value

network of the Newspaper Publisher (Figure 2)

consists of the Call Center, Gift Vendor, Reader

(current customers) and Test Reader (new

customers). The EA model

of the Newspaper

Publisher is given in Figure 4. A middle level

product manager of the Newspaper Publisher wants

to know how the value proposition, Advertising Gift,

is realized or created. We apply our method to the

above case.

Step 1. The business service (in the EA model of

the newspaper) which has to be analyzed is the

service “Provide Advt. Gift to customer”. This

service will be the root of the value creation model.

Step 2: In the second step of the method we have

to follow CSMM procedure as described in Section

Figure 2: A simple e-3 value model of the example case.

Create: An e-3 value model has been created based

on the case description. It has five network actors

namely, Newspaper, Gift Vendor, Call Center,

Reader and New Reader. The use value which the

Newspaper acquires from the network are, Advt.

Gift from the Gift Vendor, New Customer Details

from the Call Center, Fees and Coverage from the

Readers.

Select: In this step we choose those use-values

which are

used for realizing the business service,

Provide Advt. Gift to Customer. For providing Advt.

gift to customer only one use value is required, i.e.

the Advt. Gift itself from the Gift Vendor.

Model: We model Advt. Gift as a business

product.

Make: We now connect business product Advt.

Gift and the business process Store Gift by the used-

by relationship as shown in Figure 3.

Step 3. In this step the algorithm is run on the EA

model of the newspaper with the business service,

Provide Advt. Gift to Customer as the starting

element. The resulting value model is shown in

Figure. 5 (left).

Step 4. From the above value model the key

activities of are to be filtered. Due to space

restriction only one entry for internal value table and

one entry for external value table is shown for the

business process Store Gift.

We now add each of these values to the value

model and relate them to the appropriate element.

Figure 3: Make a relationship.

The final model after mapping these values is shown

in Figure 5 (right). The final model is called the

value creation model for providing the advertising

gift to the customer.

Table 2: An entry for the Internal Value Table.

Store

Gift

Value Element Description

Comp-

uter Skills

Store

Manager

The store managers

should have the

computer skills to

enter the data in the

logistic software

Table 3: An entry for the External Value Table.

Stor

Gift

Value Element Description

Ware-

house

Space

Store Gift The newspaper

rents the warehouse

space to store the

gifts sent by the

gift vendor

8 APPLICATION OF THE VALUE

CREATION MODEL

In this section we discuss ways in which the value

creation model can be used in practice to support

analysts and decision-makers in firms.

8.1 Extract a Relevant Subset of a

Model

In its basic form, the method extracts a subset from a

complete EA model that is relevant from the

perspective of a certain type of value that is

delivered to the customer. This enables product or

process managers to focus on the elements in the

architecture needed to deliver a specific product or

service to the customer. The value creation model is

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348

Figure 4: The EA model of the Newspaper Publisher.

a good starting point to improve Business-IT

alignment, as it highlights how IT facilities are

involved in providing customer value.

8.2 Linking EA to Value Networks

In the second step of the method we suggested a way

to model values acquired from the network. These

values can be modeled as services, products or

collaborations. If the EA models of all the firms

participating in value network are known, then the

value creation model provides a way of linking the

EA models of the firms in a network, resulting in a

networked EA model. Previously, several

researchers Publisher have tried to integrate e-3

value and ArchiMate by attempting a mapping

between them. Janssen, Buuren, & Gordijn (2005)

concluded that there is much similarity between

these two modeling techniques. The first step of our

method uses an e-3 value model to model the

services acquired from the network and thus shows a

possible way of mapping these two approaches. Also

the value creation model can help in mapping the

value activity concept of e3 value model to an EA

model.

8.3 Analysis

The value creation model is a good starting point for

various types of qualitative and quantitative

(financial) analysis of an EA model. It has been

previously shown that ArchiMate can be used for

portfolio analysis, cost benefit analysis and also

business case modelling (Janssen, Buuren, &

Gordijn, 2005). The value creation model can

provide a basis for calculating the costs incurred for

realizing a product or service, and thus aid the

above-mentioned types of analysis. Since the value

creation model includes the use-values acquired

from the network (Step 2), as well as the resources

and activities which are difficult to model as

ArchiMate elements (Step 4), it is a more

comprehensive way of doing cost-benefit analysis. A

second type of analysis is traceability analysis. Our

method can be used to trace a value proposition to

the resources and activities that realize it, thereby

helping product or process managers to decide

whether changing or stopping a particular activity or

resources would affect a given value proposition.

Traceability is not only confined to a single firm, but

could span a complete network. From the example

of the Newspaper Publisher and the Vendor, the

value proposition of Advertising Gift can be traced

back to resources, such as the Shipping Component

application of the Gift Vendor. A third type of

analysis that we want to highlight is sensitivity

analysis, to determine how critical certain resources

or activities are to a given value proposition. For this

purpose, a number of metrics can be defined, such as

the weight and importance of elements in the

architecture. The result of the analysis is a sensitivity

factor, which indicates how much a product or

service will be affected if a certain resource or

activity is changed or removed. A detailed research

ModelingValueCreationwithEnterpriseArchitecture

349

Figure 5: The Value Model (Left) and the Value Creation Model (right).

paper, dedicated to the quantitative applications of

the value creation model is under preparation.

8.4 Composition of New Services

The value creation model may also aid process and

product managers in designing or composing new

services. The model is used to identify the resources

and activities that are used to realize an existing

service, and which may be reused or replicated to

compose similar services.

9 CONCLUSIONS

In this research paper we have shown a step-by-step

method to model value creation using ArchiMate.

We argue that our method and the value creation

model will help managers to better implement,

analyze, evaluate and reconfigure strategies. A

detailed evaluation of the method was conducted

through an online survey and personal interviews of

researchers and practitioners. The results of the

evaluation show that the method in general and the

value creation model in particular have important

practical and theoretical implications in real life

problem solving and decision making. Further

extension of the method and its application to

different cases are in progress. Below we enumerate

some of the limitations of our research.

Firstly, the method has not been tested on a real

case. Secondly, we have chosen not to use the

association relationship as an edge while creating

the value model. This might lead to some omissions

from the original ArchiMate model. Thirdly, in the

case of a large organization, having a complex EA,

the value model itself can be large and difficult to

analyze. Lastly, since some elements are excluded

from the original EA model, the algorithm can result

in some relationships between two elements which

are inconsistent with the ArchiMate meta-model.

This research opens some promising future areas

of research. The value creation model should be

used in real cases to ascertain its contribution. The

metrics proposed in this research, have to be further

formalized before they can be used in real cases.

More possible uses of the value creation model have

to be explored.

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