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Facility
Data-driven business model management
development – insights from the industry

facility management industry

Bartosz Marcinkowski and Bartlomiej Gawin 129
Department of Business Informatics, University of Gdansk, Sopot, Poland
Received 6 August 2020
Revised 18 September 2020
Accepted 7 October 2020
Abstract
Purpose – One of the leading factors that shape product and service delivery are data collected in databases
and other repositories maintained by companies. The transformation of such data into knowledge and
wisdom may constitute a new source of income. This paper aims to explore how small/medium-sized
enterprises (SMEs) advance their business models (BMs) around data to handle data-driven products and how
this contributes to their innovativeness and performance.
Design/methodology/approach – To investigate the phenomenon, the as-is BM of a multinational SME
was mapped and its limitations were revealed through a qualitative study. The BM canvas was used. Then
the data-driven approach was innovated within the facility management (FM) industry, where a high volume
of operational and sensor-based data being collected creates added value in terms of new data-based products.
Findings – A data-driven business model (DDBM) blueprint for the FM industry that supports the need to
complement service-driven operations with the data-driven approach is delivered. Enhanced BM equips a
facility manager with additional managerial tools that enable decreasing property utilization costs and opens
up new opportunities for generating revenue. This paper drafts the way to evolve from service to data-driven
business and point out the attitudes that managers should adopt to promote and implement DDBM.
Practical implications – The DDBM constitutes a guideline that supports FM organizations in focusing
their activities and resources on generating business value from data and monetizing data-driven products.
Originality/value – The research expands knowledge regarding BMs and their evolution. The gap
regarding the DDBM innovation within the FM industry is filled.
Keywords Business model innovation, Big data, Facility management, Data-driven business model,
Transition economy
Paper type Case study

1. Introduction
Modern companies worldwide introduce technology-based innovations not only to
streamline their business operations and increase competitive advantage – but also to carve

© Bartosz Marcinkowski and Bartlomiej Gawin. Published by Emerald Publishing Limited. This
article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may
reproduce, distribute, translate and create derivative works of this article (for both commercial and
non-commercial purposes), subject to full attribution to the original publication and authors. The full
terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
This study was supported by the National Centre for Research and Development (PL) -
competition for micro, small and medium enterprises that have received the Seal of Excellence in
SME Instrument competitions, phase II (Horizon 2020). Grant number POIR.01.01.01-00-0003/19. An
early concept for research design along with a preliminary literature review was presented at the Journal of Facilities Management
Vol. 19 No. 2, 2021
ICTM conference, Wroclaw, Poland. Author Contributions: conceptualization, B.M.; methodology, B. pp. 129-149
G.; investigation, B.M. and B.G.; validation, B.G.; original draft preparation, B.G.; review and editing, Emerald Publishing Limited
1472-5967
B.M.; visualization, B.M.; supervision, B.M.; funding acquisition, B.G. DOI 10.1108/JFM-08-2020-0051
JFM out new markets (Wang and Xu, 2018), meet policies put in place by governments and
19,2 various regulators, as well as make their businesses more sustainable. Companies that
obtain higher technological innovation efficiency are reported to be among those that
achieve the highest growth rates (Martínez-Alonso et al., 2019). As maintenance of the built
environment is concerned, it is bolstering the energy efficiency of buildings, systems and
devices through telemetry based on the Internet of Things and data analytics that is one of
130 the leading technology-related trends nowadays (Konanahalli et al., 2018). It not only equips
an interested company with instruments necessary to expand further in the era of rising
energy carriers’ prices through eliminating energy waste; it also exerts a positive impact on
the environment that cannot be brought down to positive publicity.
When considering company-wide technological innovation, one must bear in mind that
digitalization is not curbed to isolated projects; rather, entire business models (BMs) shift
considerably toward digital environments (Kraus et al., 2019). Businesses originating from
emerging/transition economies face unique challenges and conditions regarding
technological innovation (Bala and Feng, 2019) – in particular when they have global
ambitions. The necessity to abandon imitation strategy (that proved effective in earlier
stages of multi-nationalization) and radically re-structure their BMs puts such businesses at
a double disadvantage. Not only entering rapidly into remote markets using high-
commitment strategies such as acquisitions – and therefore breaking significant entry
barriers – is often required (Marchand, 2018), but companies from emerging/transition
economies tend to lag behind the competition from developed ones with respect to the
maturity level of information technology (IT) (Keszey, 2017), as well as capital.
It is Big Data that might be considered one of the leading technologies behind rolling out
complimentary services and securing additional revenue streams by a company. It enables
organizations to establish data analytics and to integrate data in real-time from a variety of
sources (Bange et al., 2015) with supporting information-sharing and decision-making in
mind (Mandal, 2019). With the availability of volume, velocity, variety and data veracity
(4 V), new business opportunities are presented (Erevelles et al., 2016). Mature companies –
such as Apple and Amazon – focus on business model innovation (BMI) around Big Data to
approach their customers with new services and products, as well as to secure additional
revenue streams (Lokitz, 2018). The concept of a data-driven business model (DDBM) is built
around data as a product – it lays out benefits for users of data-based services and
introduces methods for managing (i.e. promoting, pricing, sale and delivery) of such
products (Bange and Derwisch, 2016). Attention to BMI has been increasing throughout
business practice and research (Amit and Zott, 2012) for some time. However, leveraging Big
Data and constructing DDBMs invariably remains a challenge for many companies. Facility
management (FM) is a service-oriented profession that encompasses multiple disciplines to
ensure the functionality of the built environment by integrating people, place, process and
technology (IFMA, 2012). Property owners usually outsource the bulk of maintenance
activities to external business partners. Related sources describe BMs within this industry
in terms of a relationship between a property owner and an FM services provider – and BMI
is perceived as improving FM processes, configuring organizational structures, day-to-day
management, risk management and cost-effectiveness (Nardelli and Rajala, 2018; Jensen,
2011).
We observed the lack of proficiency within FM regarding BMI focused on Big Data,
information, knowledge and wisdom – all of which are being collected in the structures and
systems of FM companies during service processes executions. Hence, upon taking
advantage of the feedback regarding the initial research design (Gawin and Marcinkowski,
2017a), a couple of research questions have been posed:
 RQ1. What is the role of Big Data in BMI within the FM industry? Facility
management
RQ2. What components of a DDBM might be considered FM-specific? industry
Our research focuses on how FM companies advance their BMs on account of Big Data
collection, processing and analysis. The goal of the study is to develop a reference
DDBM in which a considerable share of FM organization’s revenues come from 131
knowledge and wisdom captured in a systematic and orderly manner across the
company’s IT ecosystem.
The subsequent section of the manuscript establishes a research background for our
study in Section 2. Then, the research approach, setting and methods used are provided in
Section 3. Findings of the study are discussed next: the as-is BM of a multinational FM
company is addressed, its deficiencies revealed, ensued by conceptualizing a DDBM
framework that has been put in practice as a target model in Section 4. Empirical validation
of the DDBM is introduced in Section 5. Subsequently, the theoretical and practical
implications are discussed along with the limitations of the study in Section 6, followed by
conclusions in Section 7.

2. Literature review
2.1 Data and big data
Data and business intelligence (BI) solutions are recognized as a driving force behind not
only contemporary global organizations – but for small/medium-sized enterprises and start-
ups as well (Rotella, 2012). Yet, not all data is valuable. To make efficient data-based
decisions, data must come in digital form, be arranged, cleared of incorrect records and data
gaps, integrated, as well as provided to decision-makers at the right place and time without
undue delay – just to name a few preconditions. As data becomes more refined, companies
begin to recognize it as an enterprise-wide asset, whereas employees and managers start to
work with it more instinctively. Bulks of data in business are constantly increasing. A
notion of Big Data refers to data that comes in enormous volumes (Bange and Derwisch,
2016), in many different formats and forms, while being generated (and inevitably also
processed) with high intensity – and not without risk of inaccuracies, gaps and other factors
that potentially reduce the reliability of data. Nowadays, Big Data became a tremendously
vast concept that includes different subcategories and specifics, which are characterized by
different technical and regulatory challenges (Favaretto et al., 2020). While Big Data tend to
rely heavily on unstructured data sources, companies setting up BI solutions that take
advantage of Big Data repositories to lean toward database-related sources – just to mention
Enterprise Systems and their sub-classes.
Dissemination of Big Data has the potential to revolutionize the way companies set up
their BMs and build their competitive advantages to define their advantages over
competitors. According to McAfee and Brynjolfsson (2012), productivity and profitability
indicators of companies that inject Big Data and analytics into their operations are reported
to be 5% to 6% higher than those of their peers. A study effectuated among 232 medium-
sized and large UK manufacturing companies by Cao and Duan (2017) demonstrated that
top-performing enterprises are 5.31 to 7.56 times more likely to make data-driven decisions
than bottom-performing ones; on top of that, top-performing companies – in contrast to their
peers – have a statistically significant correlation between descriptive analytics and
organizational strategy.
JFM 2.2 Business models
19,2 BMs play a fundamental role in attempts to commercialize the technology, and thus achieve
its objective economic value (Chesbrough, 2010). As pointed out by Mazzarol et al. (2018), a
BM might be considered an endlessly evolving conceptual tool that draws together the logic
behind a business venture. It depicts how products, services, image, distribution,
organization of staff and the operational infrastructure are uniquely put together by a
132 company to generate value for customers (Chesbrough and Rosenbloom, 2002). As classified
by Zott et al. (2011), research on BMs generally falls into three major categories:
(1) e-business and the use of IT in organizations;
(2) strategic issues – such as value creation, competitive advantage and performance
of a company; and
(3) innovation and technology management.

The extant body of knowledge from BM research is focused on more generic BM

frameworks (Johnson et al., 2008; Bouwman et al., 2008). According to Chesbrough and
Rosenbloom (2002), BMs articulate value propositions, identify market segments and define
value chains within companies. For instance, the framework of Johnson et al. (2008) delivers
a value proposition based on four interlocking components – customer value proposition,
profit formula, key resources and key processes. The Service/Technology/Organization and
Finance (STOF) model discussed by Bouwman et al. (2008) features services, technology
platforms/architecture, ecosystems, as well as finance and risk-related uncertainties. On the
other hand, the practitioner-oriented BM canvas consists of nine building blocks, namely,
value proposition, key processes, key resources, key partners, customer relationships,
channels, customer segment, revenue streams and cost structure (Osterwalder and Pigneur,
2010). Hartmann et al. (2016) attempt generalizing identified static BM frameworks in a
systematic manner, stressing that there is no general agreement on BM dimensions – and
leaving some significant Canvas concepts aside.
In the digital age, most contributions refer to BMs that rely on data. Bange and Derwisch
(2016) highlight four challenges in implementing data products: a BM in place, marketing
and sales, delivery of data-based products, as well as data management. On top of that,
Batra (2017) reports that the target group of business users who demand access to superior
predictions escalates and analytics becomes more interactive. Three categories of BMs built
around Big Data are distinguished by Lokitz (2018) based on their value propositions and
customers: data, information and answers as services.

2.3 Business model innovation

Björkdahl and Magnus (2013) consider BMI in terms of a new integrated logic of value
creation and value capture, which can comprise a new combination of novel and old
products or services, as well as changes in both market position and process management of
a company. Amit and Zott (2012) seek BMI in enhancing current BMs with revelatory
activities, taking advantage of original linkages within activity structure and changing one
or more parties that perform any of the existing activities. As pointed out by Lindgardt et al.
(2009), BMI may be considered a multidimensional and orchestrated set of activities that
lead to the re-invention of at least two BM components to deliver value in new ways. As BMI
positively mediates the relationship between integrative capability and company
performance, it is up to managers to take advantage of it to improve company performance
and understand that BMI’s role varies across different business strategies (Pang et al., 2019).
Barton and Court (2012) highlight the milestones of putting a data-driven strategy in place:
  choose the right data and sources using IT support; then Facility
 build models that predict and optimize business outcomes; and management
 transform the capabilities of the company. industry
On the other hand, Liu and Bell (2019) strongly stress the importance of the following factors
in the BMI process effectuated in emerging/transition economies:
 development of a strong and loyal customer base; 133
 active customer feedback to ensure the product meets customer needs and to avoid
expensive mistakes going forward;
 extension of the value network to ensure finance is available to allow both product
development and BM development; and
 development of the network to take advantage of collaborative opportunities.

Making the most of Big Data translates to having a definite BM and placing it right in the
center of the business. FM industry, to date, seems to undervalue the necessity of taking
advantage of the benefits that data-orientation provide. For instance, Nardelli and Rajala
(2018) discuss the evolution of BMs within FM, focusing on BMI – yet their research stresses
the aspect of inter-organizational collaboration across different phases of the innovation
process, leaving data itself aside. A report for the Royal Institution of Chartered Surveyors
clearly indicates the need for gathering, processing and taking advantage of knowledge
within the FM industry (Mehdi, 2018). That being said, both monetization of data-based
products and fitting such products into FM BMs are neglected by the report. Similarly, a
report jointly branded by the International Facility Management Association and the Royal
Institution of Chartered Surveyors (Ware et al., 2017) says a lot about adapting BMs to take
advantage of new technologies but provides neither real-life examples of such changes nor
guidelines for introducing them.
The BMs used to-date in numerous industries including FM (Bouwman et al., 2008;
Johnson et al., 2008; Nardelli and Rajala, 2018; Hartmann et al., 2016) feature technological
components or abstract constructs that potentially bring together systems and applications
of both transactional and analytical nature. However, the fact that in the era of Big Data and
BI, data is the fuel supplying organizational knowledge and wisdom necessary for agile
business operations seems to be neglected. Then, although reports from international
organizations confirm that FM BMs shall evolve toward data management, it is challenging
to identify best practices or real-life applications of reference models that may constitute the
basis for tailor-fitting. Therefore, we consider the low level of FM industry maturity
regarding the development of DDBMs combined with the lack of established practices for
implementing data-based products within this industry to be a non-trivial research gap to be
explored.

3. Research approach
The study follows a qualitative approach: a single-unit case study was conducted in an FM
company of multinational scope, headquartered in Poland. Poland constitutes an economy
that transitioned toward market-driven by abruptly discontinuing central planning at the
expense of a temporary economic collapse and the necessity to build its external presence
from scratch. The company selected for the study, SESCOM Group, is one of the few
enterprises representing the FM industry that openly voice the desire to reach data-driven
status and take specific actions to do so. With over a decade-long experience, the company
focuses on its proficiency in delivering reliable building maintenance, energy efficiency
JFM management and technical service solutions to its European business partners. Moreover, it
19,2 constitutes the lone FM company in Poland that is a beneficiary of a grant directed at
developing an analytical platform, thus blending into the essence of the research approach
selected. As a part of the Horizon 2020 program, SESCOM has performed a feasibility study
for the SES-BI – business intelligence platform for energy saving and smart facility
management projects. Following its conclusions, to extend the company’s offerings for data
134 management, analytics and delivering energy efficiency-targeted solutions, the as-is BM
must be changed from service-driven to data-driven.
As pointed out by Yin (2017), the case study method features a thorough investigation of a
contemporary phenomenon within its real-life context through empirical research, and single-case
designs assign them roles in applying, testing or building theory. As we were not longing for
generalization outside the FM industry and attempted to trace a potential path of innovation for
other companies within this industry, we took advantage of single-case design benefits – just to
mention its ability to fine-tune the level of detail to a particular case (Eisenhardt and Graebner,
2007) and capability to assign sufficient observation time to study a complex case in-depth (comp.
Gerring, 2004). Because of the aforementioned benefits, single-unit case studies were successfully
applied to shed a light on typical or extreme cases in both corporate (Molka-Danielsen et al., 2017)
and national (Gunawong and Gao, 2017) contexts, which strongly affect our study. Figure 1
shows the line of research that has been adopted and carried out successfully.
To gather viable research data, we carried out a series of three workshops that lasted
approximately 6 h, at weekly intervals. Six members of the company’s top-level management
were involved in the process. Each participant held the position of director with at least
24 months of experience in the position and represented a different area of business, as presented
in Table 1. Every workshop engaged a pair of researchers. One interviewer was tasked with the
dialog itself, whereas the other was responsible for detecting missing feedback or redundant
content on-the-fly. After each question, the roles were reversed. Subsequently, the transcripts
were coded using NVivo: a software tool supporting qualitative studies. The open coding process
was used with a per-paragraph level of detail (Böhm, 2004).
The first workshop enabled us to capture as-is BM of SESCOM Group and later explore
its limits and opportunities in terms of introducing data-based products. To ensure adequate
research rigor, the structured content of the first workshop was allocated to nine research
nodes as defined by Osterwalder and Pigneur (2010). The management provided the
research team with two vital secondary sources: a feasibility study (internal assessment of

Figure 1.
Line of research
Business area Primary responsibilities
Facility
management
Marketing director  Market analysis and trend prediction industry
 Brand development
 Maintaining the overall image of an organization
 Preparing marketing campaigns
 Organizing events
 Putting communication and marketing strategies in place 135
Sales department director  Assessing margins and sale volumes for individual products and services
 Identifying the business needs of the customer base
 Supervision over the achievement of sales targets
 Conducting sales negotiations
Operating department director  Ensuring efficient and safe working environment
(Poland)  Monitoring quality of service indicators
Operating department director  Enforcing legal requirements, standards, policies and best practices
(Europe)  Managing day-to-day FM operations
IT department director  Aligning IT strategy with business goals of an organization
 Planning, building, maintaining and overhauling IT infrastructure
 Managing software development projects
 Ensuring availability and security of IT services
 Integrating both in-house and external IT solutions
Finance department director  Financial planning and fundraising
 Managing budget utilization Table 1.
 Enforcing accounting policies and conducting internal audits Participants of the
 Carrying out feasibility studies and improving returns on investments workshops

the potential for collecting and analyzing data in the organization) and a detailed description
of the company’s strategy. These were used across the second/third workshop.
The current BM canvas of SESCOM Group established as a result of the first workshop
was thoroughly discussed during the second workshop. The managers have assessed it and
proposed minor enhancements. Brainstorming that captured advantages and disadvantages
of the as-is BM directly translated to developing the DDBM.
To elaborate on the DDBM, the third workshop featured approaching the participants
with a questionnaire covering six open-ended questions (Brownlow et al., 2015):
(1) What do we want to achieve by using Big Data?
(2) What is our desired offering?
(3) What data do we require and how are we going to acquire it?
(4) In what ways are we going to process and apply this data?
(5) How are we going to monetize it?
(6) What are the barriers to us accomplishing our goal?

The contents of the final workshop were, again, coded. The credibility of the analysis was
enhanced through:
 independently coming up with the initial structure of the research nodes by each
researcher;
 triangulating feedback with secondary data: internal documents, data analysis
project cards from the past, as well as external (customer-bound) and internal (staff-
bound) data analysis reports; and
 cross-checking individual steps of the process.
JFM 4. Findings
19,2 4.1 As-is business model
The BM canvas was used to depict how SESCOM Group generates, delivers and captures
value. It consists of nine main building blocks and enables increasing the understanding of
how a given business operates. The building blocks – customer segments, value proposition,
customer relationships, channels, key activities, key resources, key partners, cost structure
136 and revenue streams – may be allocated to three business areas, as presented in Figure 2.
First of the building blocks under analysis, i.e. customer segments determine various
classes of retail organizations that SESCOM aspires to reach and serve. We distinguish six
customer segments, as they require different types of relationships and they are keen on
paying for distinct aspects of the offering, namely, supermarkets, small shops, bank
branches, offices, base receiver stations for mobile operators and petrol stations. It is having
a network of facilities across Poland (in many cases – across other European countries as
well) that is the common feature of these customers.
In turn, the value proposition represents the portfolio of services provided by the
SESCOM that creates value for a given customer segment. For supermarkets, the company
offers a comprehensive FM service that includes caretaking of entire buildings, various
installations and systems. Other customers do not require such a comprehensive offer and
limit requested FM activities to IT services, maintenance of hardware classified as heating,
ventilation, air conditioning and refrigeration (HVACR), as well as minor repair work (e.g.
repairing furniture, replacing light sources or painting rooms). Common quantitative VPs
include consolidated knowledge (collection, analysis and interpretation of data aimed at
controlling processes, costs and revenue planning), response times in line with service level
agreements, efficient use of resources, allocating funds for increasing business efficiency,
technical support provided in 24/7 mode.
Types of relationships that SESCOM gets into with certain customer segments are
described by the customer relationships of the BM canvas. For each segment, we identified
personalized relationships (each client is approached individually by the contract manager)
and automated interactions through the SES support platform (the proprietary IT solution
that supports managing service processes). SESCOM’s strategy is focused on building long-
term relations with customers based on personal and IT-supported channels.
Another building block, i.e. channels, depicts how the company reaches and
communicates with its customer segments to deliver the value proposition. The preferred
contact channel is built around the SES Support platform – which in this case acts as an IT
tool that aggregates information about processes. Customers use a web browser to initiate
processes and to observe their progress. To facilitate contact with customers, SESCOM
Group has developed a mobile version of the platform. While the SES Support enables
building relationships at the operational level, the group delivers industry content through
mailing, corporate website, newsletter and content-related whitepapers. There are also some
activities undertaken, aimed at building direct relationships, e.g. sales activities, conferences
and seminars.

Figure 2.
Canvas BM
framework
Main actions a company must undertake to make its BM work constitute key activities. To Facility
reach markets, as well as create and offer value propositions, SESCOM builds and maintains management
relationships with customers. Key is direct meetings with the clients on different levels,
namely, technical, organizational, sales and strategy. Moreover, the company constantly
industry
monitors global and European trends in the FM industry, namely, technologies, product
development and organizational challenges. To advance its BM, SESCOM executes research
and development (R&D) projects and constructs prototypes of analytical tools. To generate
revenue, the company constantly pursues its core FM processes. 137
In turn, key resources describe the main assets within a company that makes a BM work.
SESCOM divides its key resources into four parts:
(1) physical resources (computer hardware and software, vehicles, office equipment,
tools);
(2) intellectual resources (brands, partnerships, proprietary knowledge, years of
experience and know-how);
(3) human resources; and
(4) financial resources.

Two proprietary IT platforms are of particular importance: the SES Support (to manage FM
processes) and the SES Control (to manage energy efficiency).
The key partnerships building block delineates the network of partners and suppliers
that are key to maintaining the BM. Over a decade, the group has established a grid of
technical partners – who, throughout entire Europe, provided services and maintenance
tasks. Key partners include suppliers of spare and consumable parts for devices (e.g.
HVACR systems) as well. Within IT/R&D projects, the company cooperates with start-ups
and involves external experts who represent various professions and specializations (e.g.
data scientists, lawyers and digital designers) to a considerable degree.
BM canvas’s cost structure generalizes total costs incurred to operate a BM – for
example, pertained to creating/delivering value, perpetuating customer relationships,
generating revenue and focusing on long-term customer relationships. In SESCOM, cost
structures can be divided into fixed costs (monthly salaries, rent for office spaces, license
fees) and operational costs – OPEX (electricity bills, expenditure regarding maintenance of
machinery/cars/tools, marketing).
Finally, revenue streams describe in what way a company shall generate cash flows from
each customer segment. The revenue stream has to take into account how much customers
will be willing to pay for the value the company delivers. The company has a single revenue
stream that bundles recurring revenues from on-going payments. It includes revenues from
property maintenance, energy efficiency management and providing basic data analytics to
customers.

4.2 Deficiencies of the as-is business model

Reflection on the BM canvas and the feasibility study disclosed that the company had access
to multiple data sources indeed, but was unable to facilitate data products in terms of an
added value:
We collect data from many sources. We collect them in IT systems, but we are not able to
successfully process them and use the acquired knowledge (IT Department Director).
As-are commercial offerings do not include mature data products; key activities still
required unique selling propositions design:
JFM Conclusions and recommendations from processed data should constitute a separate revenue
stream for the company (Sales Department Director).
19,2
SESCOM pinpointed many factors that have a disruptive effect on the core processes of
most FM companies. Those include, but are not limited to, rising costs, declining revenues,
competitive pressure – but also increasing customer requirements in terms of counseling,
data analysis services behind maintenance, access to information, costs forecasting,
138 designing FM key performance indicators and budget monitoring:
Our clients not only expect technical work to be carried out in commercial facilities – they expect
advice, recommendations, support in budget planning, as well as predicting equipment failure
rates and forecasting electricity consumption. This is difficult to achieve without analyzing the
data (Operational Directors).
Ultimately, it can be safely said that activities effectuated throughout the early stages of the
current study went beyond increasing the awareness of top-level management regarding the
impact that digital change has on traditional BMs. Company-specific barriers and
facilitators readjusted during the second workshop paved the way to elaborating and fine-
tuning the DDBM blueprint for the FM industry.

4.3 SESCOM’s data-driven business model

Based on the feedback collected during the last workshop, the DDBM blueprint was
delivered. Thus, a platform that stimulates SESCOM to become data-driven was established.
The DDBM was put into practice and remains a subject of continuous improvement and
fine-tuning based on validations. Figure 3 introduces an abstract representation of the
integrated DDBM framework, the components of which are further elaborated in Table 2.
SESCOM’s DDBM is based on the conviction that data products take traditional FM to a
higher level and thereby increase the revenues of the company affected by it. DDBM
integrates five high-level components. Four of them (sale proposition design, data
management policy development, marketing strategy development and BICC development)
directly shape the data-based revenue approach development (solid line). At the same time,
soft interactions (i.e. coordination, cooperation, promotion) take place among the four
influencing factors. Therefore, the dashed lines point out what specific actions occur
between these nodes.
Both the development of new commercial offers and making the existing ones more
attractive is required:
We have to present the processed data reports, conclusions and recommendations as our flagship
product, as a mechanism necessary for effective (Marketing Department Director).

Figure 3.
Overview of
SESCOM’s DDBM
Model component Model component description Relations with other nodes Remarks and inhibitors

Sale proposition SESCOM perceives data-based products as a Data products demand marketing support Delivering data products means providing
design novel class of services delivered to to promote sale propositions, which were them on-demand, permanently, with
customers – fueled by multi-determinant established in accordance with data scalability and security accounted for.
analytics, profound business domain management policy. At a certain DDBM Rather than e-mail attachments (e.g. Excel
knowledge and scalable IT architectures. Key maturity level, the sales department was spreadsheets), customers prefer interfacing
and measurable business values that might included in BICC’s operational activity to via a dedicated application or a Web
be provided with the assistance of data master data products and monetize them interface. Entire service is many a time
services include reduction of power established on platforms and applications
consumption, its costs, streamlining overall that rely on a cloud-based infrastructure.
FM process costs and optimization of a While SESCOM is, generally speaking, not
budget for investment. Analytical products a software company, currently it is forced
can be categorized in accordance with to act like software companies when
reference models (Brownlow et al., 2015): delivering data products
1. Descriptive (what has happened?) – reports
and KPIs based on history;
2. Predictive (what could happen? – predictive
models, forecasting);
3. Prescriptive (what should happen? –
simulations)
Revenue approach The company initiated the process of The revenue approach seizes all DDBM Each benefit mode can depend on:
development developing a BI solution and providing data dimensions. Any change in these  The number of facilities under maintenance;
products. Four revenue models are dimensions can affect the revenue  The number and complexity of data
considered: products;
1. Customers cover a subscription price  Other conditions agreed upon in the
periodically to gain access to data-based contract, where data products are becoming
products. A list of data products provided is the FM service package
set up in advance Some customers expect remuneration based
2. On-demand subscription that relies on a on the following criteria:
customer to subscribe to a given product on  Level of commercial success achieved, e.g.
an “ad-hoc” basis success fee dependent on a reduction in power
3. Software licensing – customers use raw consumption as the result of consulting
data to create/tailor products on their own, provided and introduced;
using the BI tool provided by SESCOM
(continued)

Table 2.

components
SESCOM’s DDBM
139
Facility

industry
management
 19,2
JFM

140

Table 2.
Model component Model component description Relations with other nodes Remarks and inhibitors

4. Experts used by the company analyze data  The accomplishment of specific projects
and charge customers for consulting based on
a lump sum (fixed amount for the entire
venture) or reimbursable (per hour consulting
fees) contracts
Data management The company operates in over 30 000 Data management policy stimulates sale  Based on the feasibility study performed,
policy development facilities in Europe. A dedicated IT solution – proposition design as it includes data Apache Hadoop is considered the optimal
SES Support – captures operational data product improvement. It generally technology solution to fulfill the technical
(detailed service processes data). An involves IT and R&D staff who are requirements of the SES-BI project.
integrated energy efficiency solution – SES assigned to the BICC Criteria of implementation time/cost,
Control – records multiple attributes (power project scalability potential, the
consumption in stores, temperatures, carbon complexity of the target solution and
dioxide concentration). There are also other market potential of the solution were taken
data sources: e-mails, flat files, notes, reports into account. Hadoop includes applications
written on sheets of paper, other IT systems to collect, arrange, integrate, process and
While BI maturity achieved to date by the visualize data in accordance with the
company is still on a low to medium level, analytical model
data management policy needs to be  Data security and privacy are considered
developed comprehensively: by data privacy legislation in different
1. Data sources identification/classification; countries
2. Detailed strategy for data acquisition,
processing and aggregation with particular
emphasis on data security and privacy;
3. Building an advanced analytic model, then
developing a revenue approach and data
product delivery modes through IT staff
collaborative work with Sale and Marketing
departments;
4. Continuous data product improvement in
response to fluctuations in customer needs,
legal requirements and economic
environment;
(continued)
Model component Model component description Relations with other nodes Remarks and inhibitors

5. Continuous development of data product

prototype (R&D activity)
Marketing strategy Marketing strategy includes activities to Strong cooperation with the sales Examples of marketing activities include
development promote, place and price a data product department publishing newsletters, whitepapers and
articles on the internet, trade fairs and
product placement in entertainment
BICC development Setting up the DDBM requires a new BICC oversees the development of DDBM. DDBM approach requires recruiting data
combination of skills and redefining the It coordinates all DDBM dimensions and talent and managing it effectively
organizational framework of the entire has an influence on the company’s revenue BICC includes R&D representative/team to
company. SESCOM’s BICC is a cross- model identify gaps in FM analytics, to introduce
functional team with specific tasks, roles, BI innovation, to provide assistance in
responsibilities and processes for supporting designing unique selling propositions,
and promoting effective use of business data services, KPIs, algorithms and to help
intelligence across organizations. The team is with evaluation
responsible for DDBM development, data BICC cooperates with the HR department
management policy development and to develop a skills matrix, to identify
building an organizational culture to facilitate training needs and to ensure staff
deployment of BI services throughout the capability improvement
entire value chain (from suppliers,
subcontractors and SESCOM to business
customers and end-users). BICC features both
business and IT skills. In the company under
research, BICC is developed in parallel with
the SES-BI project

Table 2.
141
Facility

industry
management
JFM The role of marketing and sales is to convince the customers of the company that every
19,2 process may be considered a “data-driven decision-making” measure in formulating an FM
approach. Key questions regarding facility maintenance, budget planning and reducing
power consumption generally require inter-departmental data sources and joint effort of
individual departments in posing hypotheses and mapping activities via algorithms. It is
crucial to ensure that customers benefit from the proposed innovation if SESCOM wants to
142 truly introduce digital change and develop the DDBM.

5. Validation of the data-driven business model

The DDBM blueprint was field-tested during the implementation of the contract signed with
a corporate customer that runs its business globally. The customer owns service/
commercial buildings around the world, several dozen of which are located in Poland. The
customer enlisted support in data analysis from multiple sources. In particular, substantial
support in managing energy efficiency was required, and the main goal of putting the
components of DDBM into work from the customer’s point of view was to reduce the overall
cost of electricity consumption across facilities. SESCOM wanted to check whether the
DDBM can deliver developing and implementing efficacious recommendations to reduce
electricity consumption. SESCOM created a marketable data analysis/processing product
from this consultancy.
Negotiations with the customer enabled the group to gain full access to data sources
required to fulfill the contract (just to mention sensor data, invoice data, weather data,
number of transactions, building surfaces/volumes) and to include all DDBM components in
this contract. As a consequence, a layer of detail shown in Table 3 was added to the
individual components of the model and it was confirmed that the specific determinants on
the customer’s side did not affect the relationships between the model nodes.
For the purposes of analyzing feedback on the implementation of the contract, the
research team was provided with access to minutes of meetings, working notes and non-
financial contractual details. A single researcher was delegated to participate in selected
internal meetings. The validation revealed that SESCOM ought to streamline the operation
of its new BM with respect to its sales department performance, public relations and
marketing performance. Non-technical staff needs to understand products made possible by
DDBM and promote them more effectively. IT tools – both dedicated to collecting data and
processing it – require constant improvement. Possible IT infrastructure extensions are
being analyzed, and new predictive algorithms are accounted for. Additionally, the
management of the company feels that the Business Intelligence Competency Center is
lacking a Facility Manager, who could interpret certain data concerning the condition and
construction of buildings, as well as individual systems and hardware.
The customer itself took advantage of the products delivered (analyzes and reports) and
began implementing recommendations by launching a savings program scheduled to last
for three years. Feedback gathered to date points at the legitimacy of adopting the revenue
approach in place through introducing shares in the savings generated in exchange for a
reduction in the subscription fee.

6. Implications and limitations

Our research confirms that Big Data can indeed be considered a resource with a real
potential to drive the radical business transformation within a given industry in the
contemporary entrepreneurial landscape. Companies develop new BMs in hopes of
generating additional business value through extraction, refinement and ultimately
monetizing data (Hartmann et al., 2016). While related studies discuss DDBMs in distinct
Model
component Model component description Relations with other nodes Remarks and inhibitors

Sale proposition 1. Descriptive analytics-based products: In this case, the information regarding the For the purpose of the tender announced by
design  Weekly reports on consumption broken into opportunity to support the analytics reached the customer, data products were described
individual facilities; the target customer without launching a by the customer in the form of the demand for
 Monthly reports; marketing campaign – the customer specific reports. This was bidding
 Holiday reports (consumption during off- announced an award of contracts by tenders information. The final list of products was
periods of facilities to check whether device for data processing services, which developed through joint workshops during
schedules are working well); SESCOM won which the descriptive, predictive and
 Savings reports (record sheets of power prescriptive components were identified
consumption figures in comparable periods, e.
g. week to week, current month to preceding
month);
 Comparison of actual consumption
(measured) with entries of invoices issued by
electric power suppliers.
2. Predictive analytics-based products:
 Monthly consumption forecasts.
3. Prescriptive analytics-based products:
 Analyzes of the items listed above; should a
suggestion of changing the tariff come up,
simulations of future power consumption
accompanying possible tariffs shall be
performed
Revenue Customer pays a monthly subscription fee to The revenue approach seizes all DDBM The lump-sum was affected exclusively by:
approach gain access to data products. This fee covers dimensions. Any change in these  The number of facilities under maintenance;
development the consultancy of the company’s data dimensions can affect the revenue  The number and complexity of data
analysts as well products
Data The following were agreed upon: Data management policy was developed in Principles of operation regarding telemetry
management 1. Data sources: parallel to the sale proposition design (i.e. and IT systems that process data (and are
policy  Measurements of power consumption in along with defining and cataloging of owned by SESCOM) constitute a vital
development individual facilities; services). The policy takes into account the component of this policy. The customer
 Invoices regarding an electric power supply; security and confidentiality of data gained the required access to IT solutions,
 Contracts with energy suppliers; was familiarized with their operation and
 Technical parameters of buildings
(continued)

actual contract
adaptation to an
Table 3.

reference DDBM
Validation of the
143
Facility

blueprint –
industry
management
 19,2
JFM

144

Table 3.
Model
component Model component description Relations with other nodes Remarks and inhibitors

(narrowed down to those that affect power activities related to handling target data
consumption); products
 Schedules of facilities operation;
 Record sheets and parameters (both
technical and work schedules) of electrical
devices;
2. Rules for accessing data sources;
3. Frequency of collecting individual data
streams;
4. Product delivery channels (via email/
dedicated platform)
Marketing Marketing content is being prepared on The strategy for pricing data-based White papers describing the execution of this
strategy promoting the activities put into action, as products, cataloging them for marketing contract are being elaborated
development well as the benefits gained by the customer purposes and putting into detail for
from analytics and acquired knowledge commercial purposes is being pinpointed
BICC Structure of the BICC team proposed by the The participation of the sales and marketing Demand exists for further roles in the BICC
development company under research involves the representatives ensures monitoring the team, which should materialize to support
customer’s facility manager and contractor’s implementation of the offering to contract execution and development of new
representatives: continuously improve it, as well as to offering components:
 Data analyst/energy manager; generate external communication regarding  An R&D expert or team;
 Database and data warehouse expert; data products that SESCOM can deliver  Domain experts (electricians, hardware-
 Software developer; related professionals, construction workers);
 Sales representative;  A project manager (for handling overall
 Marketing representative contract execution)
business areas (Zaki et al., 2015; Smith et al., 2015) that typically are based on similar Facility
frameworks (Brownlow et al., 2015; Hartmann et al., 2016), this contribution takes advantage management
of high volumes of operational and sensor-based data collected by FM companies (Gawin
and Marcinkowski, 2017b). The availability of such data unleashes BMI potential within the
industry
FM industry by providing an added value. This value is manifested in terms of brand-new
data-based products, which enable decreasing property utilization costs, limiting energy
waste and finally deliver more sustainable working environments for customers who to-date
were confined to traditional FM services. Thus, Big Data’s 4 V specificity has been 145
successfully supplemented with the fifth V that was postulated across academic
contributions and reports: value.
The trends acknowledged by internationally-recognized FM organizations, the potential
of data-based products recognized by the European Commission, as well as the positive
feedback from the DDBM validation indicate that companies must be able to identify,
develop and continuously improve four areas: sale proposition, revenue approach, data
management policy and marketing strategy for data products. On top of that, the BICC must
have a muscle to transform the business, so that data product development/delivery became
a relevant factor in the company’s vision and long-term strategy as mainstream for
designing value proposition and generating revenue. Finally, a common strategy, integrated
approach, organizational transformation and cooperation among DDBM areas are needed to
capture and synchronize DDBM growth. Our research extends the contribution of Hartmann
et al. (2016) by including marketing, promotional and competency elements focused on the
production and delivery of data-based products. Following Cheah and Wang’s (2017)
argumentation that companies must find suitable BMI paths for their development, we
indicate the organizational areas that could implement the innovation process of the BM.
The research also contributes to managerial practice. By using the DDBM blueprint, any
FM company may follow a step-by-step reference process to build its own DDBM around
resources, skills and specific settings within which it operates. Of course, this will not all
happen in a single day. Those skills, tools and insights take time and effort to build. To
avoid the common trap of DDBM development, managers ought to ensure the alignment of
BMI initiatives with the mission of the company. Contracts built around the DDBM proved
to be satisfactory for both the company its customers. Applying the DDBM supported
several adjustments on the customer side, which led to more efficient and sustainable
business expansion patterns. BMI effort discussed in the study comes with an important
lesson for enterprises that contemplate establishing their distinctive data product portfolio.
Abating traditional methods of remuneration and advertising channels was instrumental in
reducing customers’ initial costs while maximizing long-term business gains. Relying more
on a commission-based revenue approach and preparing an optimal setting for word-of-
mouth marketing – which is a natural consequence of successful recommendation-driven
projects – ought to be considered instead.
As with any research, some limitations should be considered. To begin with, even
companies within FM have slightly different technological capabilities regarding the provision
of data-based products. Thus, replicating the workshops throughout industry leaders in
various countries could unveil interesting product options and establish a base for comparing
developed and emerging/transition economies. Second, acquired knowledge cannot be directly
generalized outside FM. High reliance on telemetry and distinctive synergy opportunities in our
opinion justify classifying companies representing this industry as extreme cases. Future work
features monitoring and tailoring the DDBM blueprint in the real-world setting.
Simultaneously, we consider conducting extended research to identify detailed steps to move
from a traditional to a data-driven BM in an FM company.
JFM 7. Conclusion
19,2 The study clearly positioned Big Data as an enabling factor for evolving a service-
based BM in place toward a data-driven one. Data-based products are designed to
effectively solve perpetual FM problems – such as monitoring power consumption
and tracking the lifecycles of devices, systems and buildings – while emphasizing
preventive measures at the expense of reactive ones. Because of Big Data in FM,
146 potential issues and inefficiencies might be pinpointed with much greater accuracy
and addressed beforehand.
Moreover, the authors established and validated a DDBM framework for SESCOM.
We conducted three workshops with top-level managers of the company to provide
synergy with a large volume of information that originated from a feasibility study of
the BI solution, which was accomplished in the company during a four-month-long
period. We built upon the as-is BM of the SESCOM Group that revealed it as a strictly
service-oriented company. To address the constraints of the phased-out BM, we
proposed five components of DDBM: sale proposition design, revenue approach
development, data management policy development, marketing strategy and BICC
development. We noticed two innovations in our approach: the significant role of
BICC and relationships between model elements. While, usually, the responsibility for
data management strategy lies with CDO (Chief Data Officer) as the person at the
forefront of an organization’s shift toward a data-driven business, our research
highlighted the importance of BICC assembled from staff representing the
departments in different corporate units. As a multidisciplinary group, BICC manages
the BI development project. Analytical competencies evolve as the DDBM matures.
Our research explored strategic issues in the organization and revealed a few
elements behind DDBM development. The BMI venture went beyond the well-
established scope, additionally featuring marketing, promotional and competency
elements focused on generating and delivering data-based products. We highlighted
the key role of a BICC within BMI and indicated the organizational areas that could
take the greatest advantage of innovating business activity. On top of that, we
provided a viable DDBM blueprint for an FM company and drafted the way to get
from service- to data-driven business.

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Corresponding author
Bartlomiej Gawin can be contacted at: [email protected]

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