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Lecture Notes in Networks and Systems 266
Christine Leitner
Walter Ganz
Debra Satterfield
Clara Bassano Editors
Advances in
the Human
Side of Service
Engineering
Proceedings of the AHFE 2021
Virtual Conference on The Human
Side of Service Engineering,
July 25–29, 2021, USA
Lecture Notes in Networks and Systems
Volume 266
Series Editor
Janusz Kacprzyk, Systems Research Institute, Polish Academy of Sciences,
Warsaw, Poland
Advisory Editors
Fernando Gomide, Department of Computer Engineering and Automation—DCA,
School of Electrical and Computer Engineering—FEEC, University of Campinas—
UNICAMP, São Paulo, Brazil
Okyay Kaynak, Department of Electrical and Electronic Engineering,
Bogazici University, Istanbul, Turkey
Derong Liu, Department of Electrical and Computer Engineering, University
of Illinois at Chicago, Chicago, USA; Institute of Automation, Chinese Academy
of Sciences, Beijing, China
Witold Pedrycz, Department of Electrical and Computer Engineering,
University of Alberta, Alberta, Canada; Systems Research Institute,
Polish Academy of Sciences, Warsaw, Poland
Marios M. Polycarpou, Department of Electrical and Computer Engineering,
KIOS Research Center for Intelligent Systems and Networks, University of Cyprus,
Nicosia, Cyprus
Imre J. Rudas, Óbuda University, Budapest, Hungary
Jun Wang, Department of Computer Science, City University of Hong Kong,
Kowloon, Hong Kong
The series “Lecture Notes in Networks and Systems” publishes the latest
developments in Networks and Systems—quickly, informally and with high quality.
Original research reported in proceedings and post-proceedings represents the core
of LNNS.
Volumes published in LNNS embrace all aspects and subfields of, as well as new
challenges in, Networks and Systems.
The series contains proceedings and edited volumes in systems and networks,
spanning the areas of Cyber-Physical Systems, Autonomous Systems, Sensor
Networks, Control Systems, Energy Systems, Automotive Systems, Biological
Systems, Vehicular Networking and Connected Vehicles, Aerospace Systems,
Automation, Manufacturing, Smart Grids, Nonlinear Systems, Power Systems,
Robotics, Social Systems, Economic Systems and other. Of particular value to both
the contributors and the readership are the short publication timeframe and the
world-wide distribution and exposure which enable both a wide and rapid
dissemination of research output.
The series covers the theory, applications, and perspectives on the state of the art
and future developments relevant to systems and networks, decision making, control,
complex processes and related areas, as embedded in the fields of interdisciplinary
and applied sciences, engineering, computer science, physics, economics, social, and
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Indexed by SCOPUS, INSPEC, WTI Frankfurt eG, zbMATH, SCImago.
All books published in the series are submitted for consideration in Web of
Science.
Editors
123
Editors
Christine Leitner Walter Ganz
Centre for Economics and Public Fraunhofer IAO
Administration Stuttgart, Baden-Württemberg, Germany
London, UK
Clara Bassano
Debra Satterfield University of Naples Parthenope
California State University Avellino, Italy
Orange, CA, USA
This Springer imprint is published by the registered company Springer Nature Switzerland AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
Advances in Human Factors
and Ergonomics 2021
12th International Conference on Applied Human Factors and Ergonomics and the
Affiliated Conferences (AHFE 2021)
Proceedings of the AHFE 2021 Virtual Conference on The Human Side of Service
Engineering, July 25–29, 2021, USA.
Advances in Neuroergonomics and Cognitive Hasan Ayaz, Umer Asgher and Lucas
Engineering Paletta
Advances in Industrial Design Cliff Sungsoo Shin, Giuseppe Di
Bucchianico, Shuichi Fukuda,
Yong-Gyun Ghim, Gianni Montagna
and Cristina Carvalho
Advances in Ergonomics in Design Francisco Rebelo
Advances in Safety Management and Human Pedro M. Arezes and Ronald L. Boring
Performance
Advances in Human Factors and Ergonomics in Jay Kalra, Nancy J. Lightner and Redha
Healthcare and Medical Devices Taiar
Advances in Simulation and Digital Human Julia L. Wright, Daniel Barber, Sofia
Modeling Scataglin and Sudhakar L. Rajulu
Advances in Human Factors and System Isabel L. Nunes
Interactions
Advances in the Human Side of Service Christine Leitner, Walter Ganz, Debra
Engineering Satterfield and Clara Bassano
Advances in Human Factors, Business Jussi Ilari Kantola, Salman Nazir and
Management and Leadership Vesa Salminen
Advances in Human Factors in Robots, Unmanned Matteo Zallio, Carlos Raymundo Ibañez
Systems and Cybersecurity and Jesus Hechavarria Hernandez
Advances in Human Factors in Training, Salman Nazir, Tareq Z. Ahram and
Education, and Learning Sciences Waldemar Karwowski
(continued)
v
vi Advances in Human Factors and Ergonomics 2021
(continued)
Advances in Human Aspects of Transportation Neville Stanton
Advances in Artificial Intelligence, Software and Tareq Z. Ahram, Waldemar Karwowski
Systems Engineering and Jay Kalra
Advances in Human Factors in Architecture, Jerzy Charytonowicz, Alicja Maciejko
Sustainable Urban Planning and Infrastructure and Christianne S. Falcão
Advances in Physical, Social & Occupational Ravindra S. Goonetilleke, Shuping
Ergonomics Xiong, Henrijs Kalkis, Zenija Roja,
Waldemar Karwowski and Atsuo
Murata
Advances in Manufacturing, Production Stefan Trzcielinski, Beata Mrugalska,
Management and Process Control Waldemar Karwowski, Emilio Rossi and
Massimo Di Nicolantonio
Advances in Usability, User Experience, Wearable Tareq Z. Ahram and Christianne S.
and Assistive Technology Falcão
Advances in Creativity, Innovation, Evangelos Markopoulos, Ravindra S.
Entrepreneurship and Communication of Design Goonetilleke, Amic G. Ho and Yan
Luximon
Advances in Human Dynamics for the Daniel Raposo, Nuno Martins and
Development of Contemporary Societies Daniel Brandão
Preface
If there is any one element to the engineering of service systems that is unique, it is
the extent to which the suitability of the system for human use, human service, and
for providing an excellent human experience has been and must always be con-
sidered. The International Conference on the Human Side of Service Engineering
(HSSE) was organized within the framework of the International Conference on
Applied Human Factors and Ergonomics (AHFE) as an Affiliated Conference. This
conference included over 60 presentations during the three-day event in sessions
which focused on the study of people as the key variable in service systems, with
service innovation as the primary goal to invent, adapt, and engineer better skills,
technologies, organizations, information resources, and value propositions to
address the needs, wants, and aspirations of diverse people in service systems.
Newly included topics for HSSE relate to determinants of re-balancing benefits in
the digital age in the wake of the COVID pandemic and trust: standards, experience,
public policy, participatory governance, privacy, and ethics. All of these are types
of shared information resources that influence trust between actors and will be
impacted by advances in artificial intelligence (AI).
The book is divided into eleven major sections as follows:
1. Re-Balancing Benefits in the Digital Age
2. Addressing Complexity in the Emerging Platform Society
3. Enhancing Interdisciplinary in Service Innovation
4. Resilient Design for Service-Oriented Value Creation
5. Emerging Research Innovations in AI, User Experience, and Design
6. Human-Centered Service Design
7. Augmenting Service Capabilities in the Post-Pandemic Era
8. Education, Training, and Technology Facilitating a Future Workforce
9. Artificial Intelligence-Based Co-Creation
10. Creating Value in Teams and Organizations
11. Creating Value in Communities and Society
vii
viii Preface
A major area of expansion in this conference is the intersection of AI, big data,
and human, social, and knowledge science in the human side of service engi-
neering, and also various interdisciplinary contributions to the field of service
innovation and co-creation of value, calling for rethinking existing service systems
and the role of technology in human–machine co-creation processes in the digital
age.
We are deeply indebted to all session chairs for their contributions to HSSE
2021. We hope that you find this volume useful and interesting and invite all to join
us for next year’s meeting. Our sincere thanks and appreciation goes to the board
members listed below for their contribution to the high scientific standard main-
tained in developing this book. In particular, we would like to thank Jim Spohrer,
Louis Freund, and Wojciech Cellary for their dedication and support to the HSSE
community.
T. Abel, USA
L. Anderson, USA
S. Badesha, USA
F. Bodendorf, Germany
J. Busquets, Spain
W. Cellary, Poland
B. Edvardsson, Sweden
M. Ehret, UK
S. Fosso Wamba, France
L. Freund, USA
C. Glauser, Switzerland
K. Hidaka, Japan
Y. Kohda, Japan
O. Korn, Germany
A. Kumar, USA
S. Kwan, USA
K. Lyons, Canada
P. Maglio, USA
C. Mele, Italy
Y. Misnikov, UK
Y. Moghaddam, USA
R. Mueller-Toeroek, Germany
A. Orofino, Italy
S. Parikh, India
F. Polese, Italy
Y. Sawatani, Japan
D. Simmons, USA
J. Spohrer, USA
J. Valero Torrijos, Spain
S. Vargo, USA
L. Walletzký, Czech Republic
Preface ix
M. Warg, Germany
C. Zagel, Germany
A. Zimmermann, Germany
xi
xii Contents
1 Introduction
This paper provides an updated introduction to the area of study known as the Human-
Side of Service Engineering (HSSE). HSSE is the area within the broader field of ser-
vice science that focuses on the performance and accommodation of people as key
actors within service systems and emerging service innovations. Service innovations
include the results of inventing and adapting engineering technology, organizations, and
information systems to better support people’s needs, wants, and aspirations. In the
original HSSE paper [11], the service research foundations upon which our efforts are
built were discussed, including Service Science, Management, Engineering, and Design
(SSMED) [27], Service-Dominant Logic [34–36], and a proposed framework for Service
Innovation [15].
HSSE is concerned with the human-centric issues encountered in designing, devel-
oping, and operating better service systems for our work and daily lives. It includes
topics ranging from ergonomics and human factors engineering to the determinants of
trust.
In Sect. 2, the original framework is summarized. Section 3 presents an extended
framework. Sections 4, 5, 6 and 7 discuss the proposed extensions related to standards,
skills, public sector and privacy, respectively. Section 8 provides summary and future
research directions.
Fig. 1. Framework as described in [11]. Service Science portion of the diagram from [28]
The Human-Side of Service Engineering 5
may be impacted by the system. It focuses on preparing the customer in every way
to efficiently and safely receive services, as well as engineering service systems to be
adaptive and to safely deliver the services as intended and expected.
Populations with special needs such as the elderly, children, people with disabilities,
pregnant women, people with allergies, gender identity, etc., give rise to human factors
design challenges for service engineers. For example, especially challenging are theme
parks, because their employees may wear costumes that limit visibility and hearing,
while their visitors are very diverse.
Accommodation means respecting the dignity of individuals while providing a real
and non-demeaning approach for access and engagement. In some major urban areas, for
example, some segments of the population may not be accommodated well by service
systems that are not designed to serve homeless people suffering from mental illnesses.
The Human-Side of Service Engineering is continuously challenged by the contex-
tual and dynamic nature of the capabilities, constraints, rights, and responsibilities of
persons with special needs.
Fig. 2. Extended Framework as described in present paper. Service Science diagram from [28]
Intelligence [17] was formed in 2017 and there are now twenty-nine member nations
working on sixteen standards related to concepts and terminology, bias, trustworthiness,
framework, use cases, big data, governance and other matters.
additionally share aspects of our personal lives that may, in turn, result in better service.
We may be able to establish a framework for this communication pathway by using the
T-shaped paradigm to represent an individual’s personal and professional achievement
and experience [6, 13, 29]. According to this model, the stem (or vertical part) of the
T reflects the depth of expertise a person has gained in a discipline or a system, while
the top (or crossbar) of the T reflects a person’s breadth of experience in disciplines,
responsibilities, cultures, organizations and other professional and personal broadening
experiences (Fig. 5). Further explorations of the horizontal bar/crossbar of the T-shaped
adaptive innovator continue to highlight the importance of a strong focus on the human
aspects of service system knowledge [7, 8].
The T paradigm has been proposed to represent the current state of any person at any
point in their career path [12]. This paradigm defines the T-stem in terms of a person’s:
(1) Memberships, authorships, and recognitions. (2) Education, degrees and certifica-
tions. (3) Operations responsibilities and expertise. (4) Software/Device Proficiencies.
(5) Methods/Skills and Proficiencies. Conceivably, based on a person’s documented T
stem history to date, a service system supported by AI could configure and supplement
the expertise of that person for purposes of assuring that the system and the person are
optimally integrated.
The Human-Side of Service Engineering 11
Engaging Citizens: Now, about two decades after the beginning of ‘e-government’ [18],
public administrations are going increasingly ‘digital by default’ or “digital first”. How-
ever, currently citizens require governments to be even more focused on the ‘human
side’ [22, 31] due to increasing awareness of the potential negative impacts of digital
technologies on individuals and society (for example, mass manipulation during elec-
tions). In democratic societies, citizens ask their government to fulfill the social contract
also throughout their offerings in digital services, security, the protection of citizens’
rights and the provision of public service offerings based on citizens’ needs (and wants).
Staying Safe: Cyberattacks by criminals against people and enterprises, and by local
or foreign state-sponsored actors in pursuit of a political agenda are a serious concern.
Cybersecurity risks to the critical infrastructure, which is already a major concern for
traditional networks, are likely to be amplified by the deployment of the IoT. Networks
serving private and government systems are expected to be populated with millions
of sensors and actuators, most of them quite small, with limited processing power, so
the systems will have reduced possibilities of 100% defense unless there are interfaces
permitting human monitoring and threat detection. The mass cyberattacks on critical
infrastructure and public institutions in Estonia in 2007 are now considered to be the
beginning of an era of the use of digital technology as a powerful and destructive weapon.
In recognition of the potentially catastrophic consequences of a cyberattack on crit-
ical infrastructure, such as power grids, communication networks, financial systems,
The Human-Side of Service Engineering 13
Fair Distribution: When certain social groups bear a disproportionate share of the costs
and negative side effects of adopting a new breakthrough technology, the social contract
comes under additional strain. Forecasts of large reductions in the number of job positions
due to deployment of AI and robotics tend to accrue disproportionately to a small segment
of the population, but unsettle large parts of the population. The above remark is valid in
both a national and international context. All these undermine acceptance of the existing
social contract and renders citizens susceptible to populist agitation [19].
combined with those cumulated over a long time. Data collected for a particular reason
(with consent) may be re-used for a very different reason.
Finally, data describing a particular person may be processed in the context of data
describing different, but somehow similar persons, circumstances, and events [2]. Pre-
dicting human behavior in complex service systems is an important aspect of the Human-
Side of Service Engineering [10]. The availability of big data and AI tools opens great
opportunities to not only predict human behavior, but also to then attempt to influence
the future behavior of people [2]. Consequently, an important privacy and ethics issue
relevant to the Human Side of Service Engineering concerns the intentions of persons
and organizations that make such predictions. The potential good uses include providing
people with services that are personalized and well adapted to their needs, as well as
more effectively and quickly protect against hazards. The potential nefarious uses include
forming personalized restrictions of individual rights and the erosion of the foundations
of trust inherent in a democratic society [9].
In the future cyber-physical world inundated with data, the problem of people’s
privacy will become crucial [4, 24, 26]. It is generally agreed that private data should be
kept secured for at least four different reasons. (1) To reduce the possible distress caused
by the change in social relations: a person who has lost some aspect of his or her privacy
can consequently be subject to judgment by other people, hardly ever favorable. (2) To
reduce a person’s vulnerability to business-related attacks such as aggressive marketing,
refusing to enter certain contracts, or aggravating contractual provisions. (3) To minimize
the probability of criminal attacks. Private data is aggressively sought by cybercriminals
to target potential victims and to minimize their risk when planning a crime. (4) To
minimize vulnerability to identity theft. Identity theft has severe consequences for a
victim. It is tough to prove that decisions, such as bank transfers, were made by an
identity thief, instead of an actual bank client, when the credentials used in the transaction
appeared in all respects to be authentic.
Business, unsurprisingly, is interested in maximizing the profitable use of the per-
sonal data of its current and potential clients to reduce its risk of presenting unwanted
offers of goods and services. Such offers could both disturb customers and generate
costs that do not provide the business with profits. A business may use its customer’s
data to detect and forecast his/her possible needs and potential vulnerability to argu-
ments and suggestions to purchase its goods and services to meet those needs. This
ability for forming predictions is a kind of win-win situation in the business – customer
relationship.
In the European Union, the General Data Protection Regulation (GDPR) [14] restricts
collection and use of personal data to protect people from abuses. Personal data about a
person may be collected only for a clearly communicated purpose and only if that person
explicitly agrees. Any person may ask any business, governmental or non-governmental
unit operating in the EU about personal data collected that concern him/her, as well as
may require updating or the removal of that data. Personal data may only be retained for
as short a time as possible.
GDPR is in line with many scholars and policymakers who call for ensuring that
algorithms governing our lives are transparent, fair, and accountable [25].
The Human-Side of Service Engineering 15
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New Ecosystem Based on Big Data for More
Digital Impact
IFAAR, Institute for Applied Argumentation Research, Marktgasse 55, 3011 Bern, Switzerland
{Schmid,Glauser}@ifaar.ch
1 Introduction
This article describes an empirical approach and the final results of a study which was
conducted on behalf of an online market research company (B2B) who wants to know
more about their customers, their business network and their contacts. A recent overview
over the four main types of ecosystems – business, innovation, entrepreneurial, and
knowledge ecosystems has been previously described very broadly in literature [1].
The current empirical ecosystem combines aspects of these ecosystem types in an
empirically novel way. The company intends to 1) learn more about their own “digital
impact B2B market”. 2) The results should enable more focused decisions in marketing
their solutions in the future. 3) Finally the knowledge about the industries should be
extended by visualizing big data sources as for example extracts of the CRM data with
customer contacts and industry references as well as with first contact customers using
a tool, which provides real-time online market insights.
2 Definitions
There are four main directions of ecosystem development in literature. Scaringella and
Radziwon [1] provide a table of various definitions. The current work is an attempt to
mirror and visualize the theoretical bases with empirical data of a particular online B2B
market environment.
For instance, the present work is referring to the business ecosystem, for which Iansiti
and Levien [2] provide the following definition:
The other main concepts are the innovation ecosystem, defined by Adner [3],
the entrepreneurial ecosystem, defined by Isenberg [4] and the knowledge ecosystem,
defined by Clarysse et al. [5].
As digitalization progresses, the measurement of digital impact grows more impor-
tant. This measuring of impact on the internet can only be achieved by cooperation of
the company, the agency providing the communication strategy and a provider of a mea-
surement tool. Therefore, the current work considers the loose network of these impact
oriented agents and displays the network in a private and an institutional ecosystem
representation. The method presented here, can be applied to other companies in order
to create their own visual display of a network.
3 Methodology
The process starts with systematic CRM data of the former 14 years. Every B2B contact
originating online is linked to a person representing its respective company or orga-
nization. The explicit goal of this study is to provide a valid and reliable graphical
representation of the user-, customer-, provider-, and even reseller-driven business net-
work, which should be ideally displayed in the form of an ecosystem. Following the logic
of the business network interconnections on the level of the ecosystem, it furthermore
should allow a ranking, showing the relevance and importance of the different industry
players to the company, with the explicit goal of supporting the management in their
strategic B2B marketing decisions. The study is grounded on the general assumption that
users contacting the company by digital applications or forms usually have various inter-
ests around digital impact and improving digital online performance. The ecosystem is
designed to combine in one single visual presentation three different contextual levels
of the ecosystem at the same time – environment (digital impact), network (industry)
and actors (users) [6].
The CRM database is offering a highly differentiated picture of B2B customer con-
tacts, which has grown during the past years by marketing and networking means. The
20 L. Schmid and C. Glauser
active involvement of end user accounts for almost half the basic data are used as user-
driven data in the empirical setup. Literature points to the fact, that especially for B2B
applications and cases, ecosystems have unfortunately not often been applied so far [7].
This may be due to the fact that B2B relations strongly relay on personal-, or benefited
business. Such individuals rarely share their unique market knowledge and views.
In a first step all the CRM data with its industry references, attributes and characteristics
is analyzed and further regrouped into entire industry or branch features. The data is
already sorted according to the systematically collected features assigned to every entry
in the database. The most prominent distinction is driven by the data which divides
between contacts in the institutional market and contacts in the commercial market.
This ultimately leads to the two different ecosystems. Other features include the type,
scope, branch, and origin of the contacts as well as the relationships this B2B contact
has with the company.
Fig. 1. The Process illustration of the “population census” shows how to extract from raw CRM
data entries to categories containing classes. (color)
The process described in the following is illustrated in Fig. 1. In order to sort all
the entries and elements, the features out of the CRM are reevaluated and reassigned
respectively following this logic:
i) Once the correct assignment of features is finalized ii) the numbers of entries
for each feature are counted by use of queries on the database. Like in a “population
census” the different entries linked to a personnel contact are iii) categorized by the
number of entries per existing industry feature. The “population census” data is kept
in German and only the final ecosystem results are translated. Based on the industry
feature entries, larger categories are created by grouping industry features. To form the
category “Education” for example, the features “school” and “educational institution”
are bundled. By looking at the “census” results, every entry in a category is assigned
to one or multiple classes. For example, a B2B customer can be an Agency which is in
the advertising agency class and in the PR-agency class. One of the largest categories in
the institutional market is the category “Public Administration” which includes classes
like “Federal Governments (on Ministerial level)” and “Municipalities” or “cities”. The
New Ecosystem Based on Big Data for More Digital Impact 21
assignment of entries is done in the following three steps. First, a query is made that
counts every entry of one or several features in the database. Thus all the entries of a
category are calculated. Second, the entries are sorted by name of the employer. This
gives the opportunity to assign similar entries to the same classes. Third, every entry is
assigned to one or several classes, which create for the respective class a count of one
per entry. Thus a company with 3 contact entries counts as 3 entries in the classes that
are assigned to the company. In the end, the number of entries per class is counted and
saved in order to weight the classes later.
After a first review of the findings by the scientists and the company, the categories
are finalized and the allocation of each B2B customer is clearly defined. Every category
is displayed in a bubble containing the respective classes represented by circles. Figure 2
shows an example of such a bubble. In this case it is the bubble of the “Agencies” category.
The bubble representation serves to group all the classes together in a category. The size
of the circles is given by their respective weight among their category. In order to weight
the classes, five intervals are set for each category. The class with the most entries
provides a guiding value for the upper end of the interval for the biggest circle, while
the class with the least entries provides a guiding value for the lower end of the interval
for the smallest circle. The intervals are constant for the respective categories.
Fig. 2. Bubble of the category “Agencies” containing circles of classes. The circles are sized
according to the number of B2B customer entries assigned to the corresponding classes. (color)
In the graphical representation of the ecosystem the circles are ordered in size accord-
ing to the interval in which the number of CRM-entries of the class belongs to the con-
sidered category. This gives an overview of which classes are most prominent in which
category. While marketing agencies are the most prominent class of agencies with 278
entries, recruitment agencies are only present with 18 entries.
The overall comparison of the classes is given by a ranking. Here the classes are sorted
into intervals over the whole ecosystem. The intervals are created in a similar manner
as before. This ranking then gives an overview of which classes are most prominent
over the whole ecosystem. As Nambisan et al. [8] are claiming: digital platforms and
ecosystems (DPE) are “affording new ways of internationalization, as facilitating new
ways of building knowledge and relationships, and as enabling new ways of creating
and delivering value to global B2B customers”.
22 L. Schmid and C. Glauser
Table 1. Sample excerpt of the spread sheet containing entries of the “Agencies” category taken
out of the “population census” data. (color)
Data reorganization of the B2B customers led to two ecosystems: One shows the
commercial, the other shows the institutional B2B market players. Table 1 displays a
sample of a table of the “population census” data which is taken out of the spread sheet
concerning the category “Agencies”. This table illustrates how the contact person entries
are assigned to classes and how the intervals are created. In respect of the agencies’
privacy the names of the agencies are anonymized by calling them Agency A, Agency
B, etc. The first row contains the names of classes such that every class has its column.
In the second row, the number of entries assigned to the respective class is counted and
the third row indicates the number linked to the interval in which the class is situated.
During the process of the “population census” every entry of a category is assigned to
New Ecosystem Based on Big Data for More Digital Impact 23
one or several classes, as described in Sect. 3.1. Here this process is illustrated in the
way that the entry “Agency A” is assigned to the classes “Web- and Digital Agencies”
as well as ““PR/Communication (agencies)”. This gives both classes a count of 1. Every
row in the table refers to a single entry in the CRM database. If there are to contact
persons that are affiliated with the same agency, each contact gives the assigned class
a count of 1. Every class is transformed into a circle for the visual presentation in the
ecosystem. The size of the circle is then given by the number representing the interval
with 5 being the largest circle.
5 Results/Discussion
The following figures display the commercial- and institutional ecosystem with circles
as well as industry category bubbles.
Fig. 3. The Commercial Ecosystem visualizes the intra-category prevalence of classes. Categories
are represented by bubbles and classes by circles. (color)
While operational Figs. 3 and 4 allow a comparison of circles inside the respective
category, the rankings which are not shown here due to page limitations concentrate on
a comparison of circles over the whole ecosystem.
24 L. Schmid and C. Glauser
One of the most surprising findings: There are many smaller B2B customers made
visible, for example individual Consultants, which have had almost no priority before,
even though they secretly have become an important group for the company. The cus-
tomer segment of Media, especially TV customers, is a much bigger segment than
perceived by the management. On the other end of the ranking, health care and educa-
tional systems are typically rather “loud” and seemingly very important industries, but
have shown to occupy a much less powerful position than other industries. The findings
have led to decisions on how the offerings of the company can be combined much more
efficiently by focusing on relevant B2B industry players and customer circles which are
actively interested in having corporate “digital impact”. Among the discovered priority
industries, the most prominent are many different types of Agencies (Marketing, PR,
Advertising, and Web) followed by food & nonfood, insurances and banks. Among the
institutional B2B customer contacts, the ecosystem discovers rather surprisingly that
Federal Governments, Universities as well as Media of all kind and Consultants or Cor-
porate Associations are the most interested segments here. They need to assure digital
impact even on a legal bases (citizen-centricity) or “access for all” legal regulations by
the convention on the rights of persons with disabilities [9]. As Adner [3] describes in
the definition of the innovation ecosystem, it enables information technologies to better
understand the value-chain, to ease coordination, to focus on relevant industries and
develop a growth strategy for a range of important branches. As a result of the analysis
of these ecosystems, the company has started an internal organizational learning process
[10].
Fig. 4. The Institutional Ecosystem visualizes the intra-category prevalence of classes. Categories
are represented by bubbles and classes by circles. (color)
New Ecosystem Based on Big Data for More Digital Impact 25
6 Conclusions
The empirical results of the scientific work displaying a new ecosystem retrieved from
largely unstructured data of a complex B2B-CRM system finally allows all the stakehold-
ers to discover, identify, visualize, prioritize and understand their new “digital impact
ecosystem”. These valuable results are widely taken up by the sales people, the manage-
ment and even the board of the company. Management realizes based on the ecosystem
of their existing business network, how the B2B customer landscape is structured and
how it can be addressed much more efficiently as an existing but newly discovered
market playground. The current work has developed a method on how to proceed from
B2B-CRM customer contact data to a graphical display of industry importance in the
form of an ecosystem.
The company has reorganized most of its B2B marketing activities considerably. The
developed method can be applied repeatedly to show the upcoming trends, emerging
markets, or even disappearing B2B players who are actively interested in digital impact.
As a Chinese saying tells us: “What is big today, can become small tomorrow and what
is small today, can become big tomorrow.” There is no better way than to display this in
an ecosystem. The results show an ecosystem which has delivered well known as well as
surprising results to the management of the company that offers fully digitalized market
research and a paid service for online market research based on scientific digital market
demand volumes via APIs.
In further research, it would be interesting to include even more of the CRM data in
order to display ecosystem concentrating for example on the actions taken. The weight
of a contact could be drawn from the activity intensity of the company with a specific
contact. Also, a reproduction of the study considering another company, perhaps in
another industry, would show if the presented method can be applied to any company.
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