Suchergebnisse

In the present report on Stakeholder- and Opportunity Analysis (D7.1), we provide the foundation for TRIPLE���s exploitation strategy and TRIPLE���s business model. By applying a broad mix of methods and tools we gained insights into relevant stakeholders, existing competition, the business environment, a first strategic orientation and derived recommendation for the future project work. From stakeholder analysis, we gained information about the stakeholder roles and needs as well as indications on their power and interest. Out of that data, we derived management strategies for specific stakeholder groups. The results are presented in an informative overview table and in a Power- Interest matrix. From our conducted environment analysis (PESTLE) we got rich information on each of the six categories. All detected factors were briefly described, classified as positive or negative and summarised in a table. The results were further processed in the finally conducted SWOT analysis. In order to get a broad overview of the competitive environment twenty-six scholarly communication platforms were evaluated through web-based research. The analysis covers an overview of offered features and functions, organisational insights, strengths & weaknesses as well as impressions on usability and user experience. Looking at the products and services provided by the competitors, we recognize that the planned feature-set for TRIPLE platform represents unique features that will distinguish TRIPLE from the competition. Attention needs to be paid on a number of agile platforms which constantly release innovative (e.g. AI-powered) features. To complement the vantage points gained from the web-based competitor analysis an interview study with general Open Science Experts and executives from existing Open Science platforms was conducted. The interview results show that despite the many platforms and services available, there are still unoccupied market niches and underrepresented user groups. Finally, the conducted SWOT analysis shows ...

Within the present report, we provide an intermediate status of TRIPLE���s exploitation and sustainability strategy. Our main focus is to create a valuable and viable business model for TRIPLE platform that is sustainable beyond the project end. We give an update on our general exploitation strategy (individual and joint exploitation) including intellectual property rights (IPR) management, as well as a detailed insight into our sustainable business model considerations. Besides the research exploitation (re-utilisation of the research know-how) and the technological exploitation (re-utilisation of the technological know-how) we put our main focus on the exploitation of the discovery platform, which is called ���GOTRIPLE���. A survey among the project partners shows that there is a high willingness to contribute to any kind of business operation activities for GOTRIPLE after the project ends. Many partners are also prepared to participate in various roles in a future operating organisation for GOTRIPLE. Within the sustainable business model section, we first analysed the suitability of the business model pattern ���Platform Business Model��� for GOTRIPLE. The analysis shows that the (multi-sided) platform characteristics can act as a blueprint for a sustainable GOTRIPLE business model. From an in-depth competition analysis on organisational and financial aspects, we gained important insights regarding the future TRIPLE organisation/governance model and potential revenue sources. Since GOTRIPLE will be one of three OPERAS Research Infrastructure (RI) services, we started our governance model reflections with a close look at TRIPLE in the context of OPERAS. Besides basic considerations regarding needs and expectations for a suitable governance model, we proposed three different bodies, a Strategic Committee (SC) which is dedicated to business sustainability, a Data & Tool Committee (DTC) which is dedicated to the technical and editorial maintenance of GOTRIPLE and a User Engagement Committee (UEC) which ...