5.3. Business perspective of EU-DUNE use case

In this chapter, the business model, money and value flow of the EU-Dune use case (see 5.2.2) will be detailed so as to show the business opportunity that such data space use cases bring as well as the complexity they require.
The following tools: Business model radar, Value tracker, and Value sharing model are custom-tailored to address the unique challenges and opportunities within the EU-DUNE landscape.

In our increasingly data-driven world, comprehending the journey of data and its transformation into economic value is of utmost importance. While the “Business Model Radar” aids each use case participant in defining their motivations, benefits, risks, and costs for participation, the “Data Value Chain Tracker” serves as a crucial component within the data space. Its purpose is to illuminate the complex path that data follows, shedding light on how data translates into monetary value. Together, these tools empower stakeholders to navigate the evolving landscape of data and its economic potential. The following sections apply them to illustrate the business model of the EU-Dune use case.

5.3.1. Business model radar of EU-Dune #

The Business model radar is a valuable facilitator for adopting a co-creative approach within the EU-DUNE use case, where 6 distinct roles participate. Here’s how to navigate its three perspectives:

1. Value proposition for each role: Located adjacent to the central core of the radar, this section provides a clear understanding of the unique value that each role brings to the use case and underscores the significance of their active involvement. The value propositions are also designed to describe the value proposition for each role to join – why would they join. These are presented with pink and orange cards, offering example views of their contributions to the data space use case, thereby showcasing the benefits of multi-stakeholder participation.
2. Role co-production activity: Following the value proposition component, next section outlines the specific activities undertaken by each role to fulfil their respective value propositions and ensuring a cohesive approach to co-production. These are presented with yellow (activities conducted) and blue (resources used) cards.
3. Costs and benefits: Extending to the outer ring of the radar, this segment presents a comprehensive overview of both financial and non-financial costs and benefits associated with each role’s participation in the use case. It highlights the rewards and challenges each role encounters as a direct consequence of their engagement in this collaborative initiative. These are presented with green (monetary and non-monetary benefit) and orange (costs) cards.

The Business Model Radar proved to be a practical tool through which we were able to explore the value, actions, and costs of various roles in a shared ecosystem, in the EU-DUNE use case [Business model radar for the EU-Dune use case]. Additionally, descriptions throughout this section are informed by the EU-DUNE use case.

Figure 6: Business model radar (in sections) for the EU-DUNE use case

5.3.2. The Data Value Chain Tracker of EU-Dune #

The “Data Value Chain Tracker” functions as a map that assists in tracing the path of data, services, insights (see Figure 7), and their conversion into monetary value (see Figure 8). This tool serves as a guiding resource that visualizes the journey of data, from its initial stages of transformation to its ultimate value realization. To enhance understanding of this process, an exploration of the EU-DUNE example will shed light on how data evolves into monetary value, while also providing insights into the EU-DUNE use case along the way.

The initial phase of the Data value chain tracker involves showcasing all the participants in the use case and illustrating the flow of interactions among them, encompassing data, insights, services, and data space enabling services. To read the flow in this diagram:

1. The diagram primarily represents data and insights, services and data space enabling services within the EU-DUNE use case.
2. EU-DUNE participants in circles: Each participant in the EU-DUNE use case is represented by a circle. These circles likely contain the names or logos of the participants.
3. Lines between participants: The lines connecting these circles represent data/insight/services/DS enabling service interactions between participants as indicated by colour.

Another facet of the Data value chain tracker concerns the financial transactions between participants, involving payments for data, insights, services, or data space enabling services. To read the flow in this diagram:

1. Focus on monetary value: The diagram primarily represents monetary transactions within the EU-DUNE use case.
2. EU-DUNE participants in circles: Each participant in the EU-DUNE use case is represented by a circle. These circles likely contain the names or logos of the participants.
3. Lines between participants: The lines connecting these circles represent monetary interactions between participants. These interactions encompass various aspects:
   1. What they are paying for: The lines indicate what a participant is paying for within the use case. This could include services, products, or fees.
   2. Business model: The lines also reflect the underlying business model between participants.
   3. Pricing model: The lines help to visualize the pricing model being used, how participants are charged for the services or products they are receiving.
   4. Monetary amounts: One can determine the monetary value involved in each interaction. The lines might vary in thickness or be labelled with specific amounts to indicate the financial magnitude.
   5. Line colours: The use of colours helps differentiate the nature of these transactions, making it easier to understand the dynamics of the use case:
      • Red line: Indicates payments for data products. Participants may be buying or selling data-related products within the use case.
      • Purple line: Represents payments for data space enabling services. This could include services related to data storage, access, or management. Or denotes payments made to DSGA for their services. DSGA plays a crucial role in overseeing and governing the data space, and participants may pay them for their regulatory or governance services.