A blockchain is a decentralised and reliable storage option for securely carrying out transactions between companies. Blockchain technology will enable many new application scenarios in the B2B context in the future and will have a major impact on how companies conduct business in the future. This technology is intended to build trust between economic players without the need for a trustworthy intermediary. It is discussed that blockchain technology is a missing link for the development of robust reputation systems in B2B scenarios (Cai and Zhu 2016; Catalini and Gans 2016; Möhlmann et al. 2019). In research, the term reputation system is synonymous with the term evaluation/feedback system.

Although reputation systems in the B2B context will have a very high economic relevance in the future, the research situation on such systems is very limited (Dikow et al. 2015; Gutt et al. 2019). Expert opinions are an important scientific basis for understanding the effects of such systems. A Delphi study (multi-stage interview rounds with experts) is suitable for collecting these (Schlecht et al. 2021).

The aim of the work is to develop a corresponding questionnaire and conduct the corresponding interviews in order to gain insights into the effects a blockchain-based B2B reputation system could have on companies/the economy. Depending on the (focus of interest and) interview partners, different priorities can be set here. In order to support the development of the questionnaire, the chair provides an innovative concept for a blockchain-based reputation system, on the basis of which the survey is to be conducted. The work will also address the basics of blockchain technology and reputation systems as well as the basics of the proper methodological implementation of the survey. The results of the Delphi study will be analysed and discussed in the context of the existing literature.

Sources:

• Cai, Y., and Zhu, D. 2016. Fraud Detections for Online Businesses: A Perspective from Blockchain Technology. Financial Innovation (2:1), pp. 1-10.
• Catalini, C., and Gans, J. S. 2016. Some Simple Economics of the Blockchain, Working Paper 22952, National Bureau of Economic Research.
• Dikow, H., Hasan, O., Kosch, H., Brunie, L., & Sornin, R. (2015). Improving the Accuracy of Business-to-Business (B2B) Reputation Systems through Rater Expertise Prediction. Computing, 97(1), 29-49.
• Gutt, D., Neumann, J., Zimmermann, S., Kundisch, D., & Chen, J. (2019). Design of Review Systems-A Strategic Instrument to Shape Online Reviewing Behaviour and Economic Outcomes. The Journal of Strategic Information Systems, 28(2), 104-117.
• Möhlmann, M., Teubner, T., and Graul, A. 2019. Leveraging Trust on Sharing Economy Platforms: Reputation Systems, Blockchain Technology and Cryptocurrencies, in Handbook of the Sharing Economy, R. Belk, G. M. Eckhardt and F. Bardhi (eds.), Cheltenham: Elgar, pp. 290-302.

• Schlecht, L., Schneider, S., & Buchwald, A. (2021). The Prospective Value Creation Potential of Blockchain in Business Models: A Delphi Study. Technological Forecasting and Social Change, 166, 120601.

Supervisor: Simon Hemmrich

In cooperation with Weidmüller GmbH & Co KG, we offer a thesis topic in the field of "Business models and willingness to pay for services on IoT and edge platforms".

Information technology (IT) and operational technology (OT) systems in industry are at the beginning of a process of change. Devices such as control systems or industrial PCs are becoming increasingly powerful and new technologies such as 5G are becoming available at the same time. In addition, intelligent and networked devices are giving rise to new product functionalities and possible combinations of service provision (Beverungen et al. 2018; Porter and Heppelmann 2014). This harbours new opportunities, but also new challenges, such as the management of such IT systems. Market participants in the field of cloud services are increasingly recognising a new business opportunity in these emerging B2B markets.

One way to tap into the market is to establish or join a digital platform. This requires suitable strategies to establish themselves in the new market and participate in the platform business (Parker and Van Alstyne 2014; Van Alystne et al. 2016). In order to develop a customised platform strategy, companies must have a precise understanding of their initial situation and their individual value proposition to the customer, taking into account other players (Klein et al. 2018).

The aim of the thesis is therefore to identify possible platform types using the example of a selected target segment in the market (e.g. intralogistics) and, based on this, to develop different reference platform strategies in order to generate value from data from the end customer's perspective (data-to-value). The following points in particular must be considered as part of the thesis:

• How can the market environment be described and how should the strategic starting position be categorised? In line with this, the aim is to identify how a defensible competitive advantage can be created on the basis of IoT/edge platforms.
• How high is the monetary customer benefit for the end user for the specific segment and how high is the customer's willingness to pay? This should be analysed conceptually on the basis of selected customers or empirically using methods of willingness to pay analysis (e.g. conjoint analysis).

Finally, options for action for the positioning of manufacturers of automation devices with regard to a platform strategy, taking into account IoT software and new service offerings, are to be derived.

Target group: In particular Master's degree programme in Industrial Engineering and Management

References:

• Backhaus, K., Becker, J., Beverungen, D., Frohs, M., Knackstedt, R., Müller, O., Steiner, M., & Weddeling, M. (2010). Marketing hybrid service bundles - The ServPay concept. Berlin, Heidelberg: Springer.
• Beverungen, D., Lüttenberg, H., & Wolf, V. (2018). Recombinant Service Systems Engineering. Business & Information Systems Engineering, 60(5), 377-391.
• Klein, M. M., Biehl, S. S., & Friedli, T. (2018). Barriers to Smart Services for Manufacturing Companies-An Exploratory Study in the Capital Goods Industry. Journal of Business & Industrial Marketing.
• Parker, Geoffrey and Van Alstyne, Marshall W., Platform Strategy (2014). The Palgrave Encyclopedia of Strategic Management (http://dx.doi.org/10.2139/ssrn.2439323).
• Porter, M. E., & Heppelmann, J. E. (2014). How Smart, Connected Products are Transforming Competition, Harvard Business Review, 92(11), 64-88.
• Van Alstyne, M. W., Parker, G. G., & Choudary, S. P. (2016). Pipelines, Platforms, and the New Rules of Strategy. Harvard Business Review, 94(4), 54-62.

Supervisor: Simon Hemmrich

Digital platforms are considered to be mediating instances on the Internet that enable direct interactions between two or more different but interdependent user groups and thus create added value for at least one of the groups. While digital platforms in commercial contexts, such as Amazon, eBay or Netflix, are already widely researched, non-commercial platforms are little researched. These include, in particular, digitally networked cultural platforms such as OWL live or kulturis, which inform users about current cultural events in the region. In future, event data is to be exchanged between the participating cultural platforms in a cultural data room in order to generate personalised recommendations for users regardless of their location.

During cultural events, people interested in and involved in culture gain continuous experience in analogue and digital spheres. If the experiences made during a visit to a cultural event are viewed as a journey, users often gather information about the event on digital cultural platforms in the pre-visit phase. During the visit, they are then usually on site at the cultural venue and feedback can often be provided via digital channels afterwards. As the established customer experience literature mainly relates to commercial contexts, the existing customer experience models are only applicable to the non-commercial cultural sector to a limited extent. Furthermore, in addition to the well-known customer experience factors, the two central variables of emotional impact and perceived entertainment are severely neglected. Therefore, the thesis to be written aims to quantitatively analyse the influence of relevant customer experience factors on the level of emotion and perceived entertainment of users on digitally networked cultural platforms.

Literature:

• Bartelheimer, C., zur Heiden, P., Lüttenberg, H. & Beverungen, D. (2022). Systematising the Lexicon of Platforms in Information Systems: A Data-Driven Study. Electronic Markets 32(1), 375-396.
• Lemon, K. N., & Verhoef, P. C. (2016). Understanding Customer Experience Throughout the Customer Journey. Journal of Marketing, 80(6), 69-96.
• Verhoef, P. C., Lemon, K. N., Parasuraman, A., Roggeveen, A., Tsiros, M. & Schlesinger, L. A. (2009). Customer Experience Creation: Determinants, Dynamics and Management Strategies. Journal of Retailing 85(1), 31-41.

Supervisor: Philipp Hansmeier

Digital platforms are considered to be mediating instances on the Internet that enable direct interactions between two or more different but interdependent user groups and thus create added value for at least one of the groups. While digital platforms in commercial contexts, such as Amazon, eBay or Netflix, are already widely researched, non-commercial platforms are little researched. These include, in particular, digitally networked cultural platforms such as OWL live or kulturis, which inform users about current cultural events in the region. In future, event data is to be exchanged between the participating cultural platforms in a cultural data room in order to generate personalised recommendations for users regardless of their location.

Evaluation methods are now firmly established in both the product and service sectors. They not only create space to report on personal experiences, but also create transparency and trust for uninformed third parties. On large and commercial platforms such as Amazon, Netflix or eBay, for example, various products or providers and their services can be rated after purchase. As the cultural sector is largely regarded as non-commercial, established evaluation methods are only applicable to this context to a limited extent. In addition, the literature lacks a valuation method including valuation objects for specific venues in the cultural sector that host the events. Therefore, the final thesis aims to design an evaluation method for various venues/ locations for digitally networked cultural platforms using design science research.

Literature:

• Bartelheimer, C., zur Heiden, P., Lüttenberg, H. & Beverungen, D. (2022). Systematising the Lexicon of Platforms in Information Systems: A Data-Driven Study. Electronic Markets 32(1), 375-396.
• Zeithaml, V. A. (1981). How Consumer Evaluation Processes Differ Between Goods and Services. In W. R. George (Ed.), Proceedings series - American Marketing Association. Marketing of services: Conference on services marketing (pp. 186-190). American Marketing Association.

Supervisor: Dr Philipp zur Heiden

Digital platforms are considered to be mediating instances on the Internet that enable direct interactions between two or more different but interdependent user groups and thus create added value for at least one of the groups. While digital platforms in commercial contexts, such as Amazon, eBay or Netflix, are already widely researched, non-commercial platforms are little researched. These include, in particular, digitally networked cultural platforms such as OWL live or kulturis, which inform users about current cultural events in the region. In future, event data is to be exchanged between the participating cultural platforms in a cultural data room in order to generate personalised recommendations for users regardless of their location.

Digital cultural platforms not only connect cultural professionals and those interested in culture, but also provide information about the current programme on offer. A wide range of additional offers and services are often embedded on the platforms. These include, for example, not only accessibility solutions, but also information on nearby restaurants or public transport connections. Nevertheless, a systematic collection and complete overview of optional additional offers on digital cultural platforms is lacking. Thus, this thesis aims to identify optional additional offers on digital cultural platforms by means of a multiple case study.

Literature:

• Anderson, J. C. & Narus, J. A. (1995). Capturing the Value of Supplementary Services. Harvard Business Review, 75-83.
• Bartelheimer, C., zur Heiden, P., Lüttenberg, H. & Beverungen, D. (2022). Systematising the Lexicon of Platforms in Information Systems: A Data-Driven Study. Electronic Markets 32(1), 375-396.

Supervisor: Philipp Hansmeier

Digital platforms are considered to be mediating instances on the Internet that enable direct interactions between two or more different but interdependent user groups and thus create added value for at least one of the groups. While digital platforms in commercial contexts, such as Amazon, eBay or Netflix, are already widely researched, non-commercial platforms are little researched. These include, in particular, digitally networked cultural platforms such as OWL live or kulturis, which inform users about current cultural events in the region. In future, event data is to be exchanged between the participating cultural platforms in a cultural data room in order to be able to generate personalised recommendations for users regardless of their location.

As digitalisation progresses, it is not only customer needs that are changing, but also the measures used to satisfy them. Particularly in service sectors, such as the cultural industry, a shift can be observed from a service traditionally provided by a person to a technology-based and technology-mediated service provision. This can be observed in particular on digitally networked cultural platforms, where cultural professionals can post their programmes in order to inform those interested in culture. While literature often focuses on customer needs from the perspective of private end customers, little attention is paid to the needs of cultural professionals in the context of the cultural experience and on digital cultural platforms. Thus, from a practical point of view, it seems necessary to consider the needs of cultural professionals in order to derive requirements for digital cultural platforms. This thesis therefore aims to qualitatively analyse the central needs of cultural professionals in the context of the cultural experience and on digitally networked cultural platforms.

Literature:

• Bartelheimer, C., zur Heiden, P., Lüttenberg, H. & Beverungen, D. (2022). Systematising the Lexicon of Platforms in Information Systems: A Data-Driven Study. Electronic Markets 32(1), 375-396.
• De Kinderen, S., & Gordijn, J. (2008a). e3 service: An ontological approach for deriving multi-supplier IT-service bundles from consumer needs. Sciences-New York, 1-10.

Supervisor: Philipp Hansmeier