Value of Information: Nettavisen

This report discusses the value of information for Nettavisen, a Norway-based online start-up, and its implementation of data-driven business models. It provides insights on three distinctive alternatives for Nettavisen and their analysis based on feasibility, benefits, cost, and risk. The report recommends the SaaS model for Nettavisen and provides an implementation plan.

Running head: VALUE OF INFORMATION
Value of Information: Nettavisen
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
Executive Summary...................................................................................................................2
1. Introduction............................................................................................................................3
2. Discussion..............................................................................................................................3
2.1 Defining the Specific Business Problem and Opportunity..............................................3
2.2 Proper Alignment of Business and IT..............................................................................4
2.3 Identifying Three Distinctive Alternatives for Nettavisen...............................................6
2.4 Proper Analysis of Three Alternatives based on Feasibility, Benefits, Cost and Risk....7
2.5 Selecting the Best Choice and Recommendation...........................................................12
2.6 Creating a High Defined and Proper Plan to Implement the Recommended Idea.........13
3. Conclusion............................................................................................................................14
References................................................................................................................................16
List of Abbreviations................................................................................................................19

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Executive Summary
The major objective of the report is properly understanding about the case scenario of
Nettavisen organization. For the high dynamics of digitalized media, it would be termed as
quite vital for a front runner to eventually confront the most significant requirement of
exploration. Current strategies of Nettavisen online news start-up would be properly shifting
to any data driven business model that can promptly capture the most subsequent audience
imaginations with better creativity as well as innovation. They have eventually advanced by
perfectly realizing the potential data values to drive higher revenues in the business and thus
resisting leakage of data to higher level. Although, Nettavisen has already deployed a proper
DDBM in the business, they even want to include another DDBMto compete with other
legacy news publisher. The report has efficiently demonstrated regarding three distinctive
options, which will be quite efficient for this company in respect to feasibility, advantages,
cost as well as risks. Furthermore, a proper recommendation amongst these three options of
SaaS is being provided to Nettavisen after providing implementation plan.

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1. Introduction
An organization of Nettavisen is a specific Norway based online start-up that had
faced a subsequent boost after significant financial crisis in the year of 2009. Nettavisen even
comprises of the core capability to properly increase the total shares of market as well as
profit after effective usage of extremely disrupting business model, which had enabled them
in becoming extremely popular and significant than any other legacy publishing companies
and new media player such as Facebook and Google (Dutta, Geiger and Lanvin 2015). They
want to deploy some of the most significant DDBMs in the business and also gaining more
efficiency from their existing DDBM.
To make the strategy successful, it is extremely important to execute their respective
plans and hence making the entire business process and operation more successful so that no
problem related to decision making as well as data analysis could affect their business. It
would ensure high profit in the organization and also enabling better business processes to
make their online start-up much more significant as compared to the rest (Bilbao-Osorio,
Dutta and Lanvin 2013). Furthermore, each and every existing challenge like dealing with
financial resources, higher competition, better collaboration and personnel turnover will also
be eliminated with such model. This report will be providing a detailed description of case
scenario for Nettavisen as well as its DDBMs. A proper recommendation of a suitable
DDBM will be eventually provided to this company after analysis of three alternatives.
2. Discussion
2.1 Defining the Specific Business Problem and Opportunity
Sears and Macy’s is a popular retail industry that has deployed DDBM within the
business to obtain some of the most significant benefits. They have deployed few significant
business strategies so that DDBM could provide higher benefits to the organization

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(Dahlstrom, Walker and Dziuban 2013). E payment gateways, loyalty benefits, high
competitive benefits as well as targeted mobile promotion are the main advantages that Sears
and Macy’s have obtained from their implemented big data DDBM. Moreover, they are also
able to reduce the costs of business and hence reducing technological hauls and challenges
effectively. The disruptive technology trend is being kept to sync their respective business
model for offering the customers with good retail experience. The business opportunities that
this organization have obtained involve capability of big data or analytics to enhance their
revenue models, high data security, better collaboration and effective flexibility.
Nettavisen has not faced with the major burden of legacy print business before
continuing to push on the several boundaries of online explorations after pursuing disruptive
business model (Jiao and Onwuegbuzie 2017). Such distinctive and important business
models are quite successful since Nettavisen captured the larger market share and hence was
consistently termed as one of the most popular and significant online news websites within
Norway. The respective boundaries within exploration and exploitation, which eventually
define the specific business related strategy are being comprised of five major dimensions of
process, resources, products and business models, market and finally technology. The current
strategy of Nettavisen substantially suggest the shift to a significant data driven business
model, which could easily capture the audience imagination by innovation or creativity
(D'Arcy et al. 2014). Moreover, they could even have the core capability of competing with
the other social media organizations like Google and Facebook. They have mainly advanced
after realizing the respective data value for driving revenues so that they are able to reduce
leakage of data from Norwegian market.
2.2 Proper Alignment of Business and IT
It is extremely important and significant to align information technology and business
so that each and every business objective is being executed in an effective manner and the

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business value of the IT investments is being improvised. Such distinctive alignment is solely
responsible for integrating information technology to the respective strategy, goals and
mission of that specific business (Hills 2018). The major characteristics that are extremely
important for achieving the alignment involve transforming of business to be completely
associated to IT and also exploration of revenue streams. Clear and specific goals are
required to be provided by the organization to deal with such complexities and also to ensure
that every employee is understanding about process of company making or losing money.
This organization of Nettavisen can eventually align their business and IT for taking
effective decisions. As they have taken the decision to involve a completely new DDBM,
such alignment could be referred to as extremely important for them and hence they would be
having the core capability of establishing new strategies and procedures (Schiller 2014). The
current DDBM in this organization is responsible for enhancing to a high level and thus
ensuring better investments within big data strategic business model. Major facets of the
business are required to be integrated with each other and hence maintaining a proper balance
between business and information technology.
After analysing the organizational opportunities on the basis of RBV and VRIO
framework, it is being observed that Nettavisen gets following competitive advantages:
a) Differentiation in Products and Services.
b) Clear Strategic Intent.
c) Freedom to Publish News without Additional Equipment.
d) No Need for Protecting Journalistic Legacy.
e) Identification of Key Resources.
f) Evaluation of Key Resources following VRIO Criteria.

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g) Developing, Nurturing and Protecting Resources for better Movement of Data.
h) Checking the Risks for Legacy News Publishers and New Media Players.
2.3 Identifying Three Distinctive Alternatives for Nettavisen
The three appropriate and proper alternatives for this organization of Nettavisen so
that data analytics are being leveraged are provided below:
i) Data as a Service or DaaS: It is a proper DDBM that can be recommended for
Nettavisen as it focuses on providing the clients with effective methodology to mine the
insights and thus choosing their respective requirements (Tafti, Mithas and Krishnan 2013).
Value proposition is viable with this model and data management is done efficiently at
extremely low expenses.
ii) SaaS or Software as a Service: This is the major model for software distribution,
in which every third party provider can be termed as responsible to host several distinctive
applications and thus making those applications accessible by customers. Since, Nettavisen
has to deal with data leveraging, SaaS model can be termed as the most effective and
recommended business model (Zurawski 2018). As Nettavisen wants to compete with the
competitors, SaaS would be extremely effective for them as it can provide with network
based access for better news distribution.
iii) Smart Retail in IoT: The technology of IoT has been evolved from the effective
convergence of all kinds of wireless technologies or micro services. This kind of convergence
has been hence extremely helpful for reducing the complexities within information
technology and operational technology for enabling all types of unstructured and machine
generated data so that improvements are being driven (Sun and Jeyaraj 2013). Thus, smart
retail in internet of things would be having some of the major applications would be quite

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efficient for all organizations. In Nattavisen, they will have the capability to effectively deal
with all complicated data sets and data management.
2.4 Proper Analysis of Three Alternatives based on Feasibility, Benefits, Cost and Risk
The detailed analyses of all three mentioned alternatives on the basis of feasibility,
advantages, expenses and risks are provided below:
i) Data as a Service or DaaS: This particular business model mainly hinges on value
proposition for the core purpose of supplying bulk amount of processed data after having the
most significant idea that the organizational solutions are needed to be given to clients and
hence ensuring their satisfaction on top most priority (Roztocki and Weistroffer 2015). The
customers hence turn out being solution providers to obtain better results from raw data to
enhance their respective value proposition. Confidential data dealing is possible with this
particular business model for ensuring that every data is safe and secured. Analyses of data as
a services are as follows:
a) Feasibility: Data as a service could be referred to as extremely feasible for value
proposition and data analysis. Although, this business model is not responsible for providing
software such as SaaS, it could be termed as an information provisioning and distribution
model, through which every data file is being made available and accessible to the clients on
a network (Vaishnavi and Kuechler 2015).
b) Advantages: The most significant benefits of this specific business model include
better data quality, original platform rendering as well as self containing repository and hence
software could be developed effectively, thus making it accessible to data in readable format.
c) Expenses: The respective expenses for successful deployment of DaaS is much
lower than that of SaaS and IoT business models. The most significant reason for such

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advantage would be DaaS cannot provide software to their customer (Madon and Krishna
2018). Broad brush expenses to implement DaaS would be approximately $2300 in one year.
d) Risk: The most important risks for DaaS business model could be analysed by risk
register as well as risk matrix.
Risks Risk Owners Likelihood Impact Severity Mitigation
Strategies
Minimizing
data
movement
Third party
vendor
Medium Low Medium Classifying the
major business
services in data
services to filter as
well as validate
data.
Lacking of
Plumbing
Providers of
DaaS
High Medium High Proper plumbing
must be hidden as
well as transparent
to enable all
technologies.
Lacking of
relational
model
Organizational
service
modeler
Low Medium High Deployment of
search engine as
well as relational
databases.
Table 1: DaaS Risk Register
(Created by the Author)
Risks Likelihood Explanation Negligible Marginal Critical
Minimizing
data
movement
Unlikely Not likely to
occur
Low Low Medium
Lacking of
Plumbing
Possible Expected to
occur
Medium High High
Lacking of
relational
model
Likely May occur Low Medium High
Table 2: DaaS Risk Matrix
(Created by the Author)

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ii) SaaS: This SaaS is majorly related to the ASP or application service provider or on
demand mode of software delivery (Dedrick, Kraemer and Shih 2013). SaaS allows hosting
of software and thus users do not have to worry about the major issues related to software
management in extremely lower cost. The analyses of software as a service are as follows:
a) Feasibility: It is extremely feasible and effective amongst any other cloud based
technologies. It comprises of the core objective to help out the software vendors for thinking
about technical feasibility for offering proper software on the basis of subscription.
b) Advantages: The most significant advantages of SaaS model involve reduction of
time and hence providing time efficiency, cost effectiveness, high scalability and integration,
easy utilization, automatic updates and good performance (Passey and Samways 2016).
Easier installation of application is the next advantage.
c) Expenses: SaaS implementation costs range between $65 to 99$ in one month for
two providers such as Salesforce and NetSuite (Alreemy et al. 2016). This can even exceed
on the basis of usage and frequency to use.
d) Risk: The most important risks for SaaS business model in Nettavisen could be
analysed by risk register as well as risk matrix.
Risks Risk
Owners
Likelihood Impact Severity Mitigation
Strategies
Security
Issue for
Data
Third party
vendor
High High High Deployment of
certain privacy
policies and
encryption protocol.
Accessing of
Data
Customer
as well as
Third party
vendor
Medium High High Ensuring data
access controls for
all the customers
and vendors with
proper procedure
and policy.
Lacking of
Data
transparency
Providers
of SaaS
Low Medium Medium Perfect plan and
reduction of
complexities.

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Table 3: SaaS Risk Register
(Created by the Author)
Risks Likelihood Explanation Negligible Marginal Critical
Security
Issue for
Data
Likely Expected to
occur
Medium High High
Accessing
of Data
Unlikely Not likely to
occur
Low Medium Medium
Lacking of
Data
transparen
cy
Possible May occur Low Low Medium
Table 4: SaaS Risk Matrix
(Created by the Author)
iii) Smart Retail in Internet of Things: Each and every business in the subsequent
variety of several industries mainly use the IoT application to operate effectively so that
customer services are enhanced and decision making procedure is being improved after
increasing the respective business value (Ancker et al. 2013). Analyses of smart retail in IoT
are provided below:
a) Feasibility: This business model provides important benefits towards maintenance
of predictive equipment as well as analysis of failure. Data analytics complexities could be
easily reduced with feasibility analysis.
b) Advantages: The most significant benefits of this business model mainly include
better communications, automation as well as controlling, management of information, data
monitoring and cost effectiveness (Fortunati, Pertierra and Vincent 2013).

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c) Expenses: Implementation cost of this business model would be around $2700 per
month to obtain higher effectiveness in the management of infrastructure. The maintenance
expenses are extra for the software.
d) Risk: The most important risks for smart retail in internet of things business model
in Nettavisen could be analysed by risk register as well as risk matrix.
Risks Risk
Owners
Likelihood Impact Severity Mitigation
Strategies and
actions
IoT Botnet
and DDoS
Attack
Third party
vendor and
hackers
High High High Purchasing extra
bandwidth as well
as configuration of
network hardware.
Identifying
the Security
control
IoT vendor
and
technicians
of IT
Low Low Medium Observing as well
as management of
every security
control that is being
deployed within
internet of things.
Authorization
and
authenticatio
n
Providers
of internet
of things
Medium Medium High
Table 5: Smart Retail IoT Risk Register
(Created by the Author)
Risks Likelihood Explanation Negligible Marginal Critical
IoT Botnet
and DDoS
Attack
Possible May occur Medium High High
Identifying
the
Security
control
Unlikely Not likely to
occur
Low Low Medium
Authorizati
on and
authenticat
ion
Likely Expected to
occur
Low Medium High
Table 6: Smart Retail IoT Risk Matrix
(Created by the Author)

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2.5 Selecting the Best Choice and Recommendation
By proper analysis of each and every above mentioned alternative in terms of
feasibility, advantages, expenses and risk, conclusion could be drawn that software as a
service or SaaS is one of the most effective and efficient recommendation or suggestion for
the organization of Nettavisen (Coeckelbergh 2013). In spite of the fact that the expenses of
implementation of software as a service is quite higher than the data as a service business
model; a better collaboration as well as data privacy and security is eventually possible for
them. Furthermore, the respective management of this particular organization will even have
the core ability of leveraging data analytics within the most efficient methodology, hence
eliminating each and every issue or complexity efficiently. Another significant advantage of
this software as a service is that all the three organizational levels of management, which are
low management, middle management and top management would be having the distinctive
responsibility to use these sensitive or confidential data to have high impact decision for the
business.
Empowerment of data driven decision via the entire enterprise is possible as well as
important for developing a significant transparency sense and this is extremely easier with the
successful implementation of SaaS (Marinagi, Trivellas and Sakas 2014). Value of
information or simply VOI is the next benefit that software as a service would be providing to
Nettavisen for making their business related decisions much more effective and efficient.
Value of information ensures about the amount, which the respective decision maker will
have to pay for gaining valid information so that decisions are much more effective. An
assessment of VOI could be eventually executed based on the decision making procedure that
is being supported by obtained data (O'Reilly and Tushman 2004). Perfect information is
extracted and thus there is an improvement in decision making with the help of software as a
service business model.

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2.6 Creating a High Defined and Proper Plan to Implement the Recommended Idea
Software as a Service could be eventually deployed within the distinctive company of
Nettavisen after effective involvement of few important and noteworthy steps as well as
deployment of ideas or ideologies (Galluch, Grover and Thatcher 2015). There are few steps
that are required to be followed for this process and these steps are provided below:
a) Identification of Business Needs: The first as well as the most significant step
regarding implementation of SaaS business model within Nettavisen is to identify every
important business need. Each and every business requirement is needed to be analysed for
leveraging of data.
b) Making a Team to Complete the Entire Work: A proper planning and team is
required to be made so that the entire work of deploying software as a service business model
is being executed in an effective manner (Taipaleenmäki and Ikäheimo 2013).
c) Designing a Flexible and Scalable Infrastructure: This is the third distinctive
step, in which a flexible and scalable infrastructure is required to be designed after gaining
major effectiveness.
d) Finalization of Requirement of Bandwidth as well as Facility of Hosting: A
proper requirement of bandwidth and facility of hosting is required to be finalized for
eventually understanding about all important and significant needs (Birkinshaw and Gupta
2013).
e) Procuring Components of Infrastructure: The next step ensures that each and
every component or element of infrastructure is being eventually procured perfectly so that
Nettavisen is able to initiate their SaaS deployment procedure.

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f) Implementation of SaaS based Delivery Infrastructure: A proper delivery
infrastructure of software as a service could be deployed as soon as the components of
infrastructure has been procured to the company (Brownlow et al. 2015).
g) Planning of Business Continuity and Disaster Recovery: A perfect planning of
the business continuity as well as disaster recovery is needed in the business so that each and
every risk or threat of the organization could be avoided or eradicated within the respective
business model of software as a service.
h) Integration of Monitoring Solutions: A proper monitoring solution is required to
be integrated so that every significant application element such as database or TCP layer is
being utilized in an effective manner (Hartmann et al. 2014).
i) Preparing the Organizational SLA: Service level agreement or SLA in Nettavisen
could be properly prepared for the core purpose of ensuring that turnaround time as well as
response time are being defined with subsequent application availability.
j) Effective Documentation: This is the final step after successfully implementing the
respective software as a service within the organization of Nettavisen (Markides 2013). An
effective and proper documentation is highly mandatory so that better modifications and
alternations could be done after identification of the main challenges and gaps.
3. Conclusion
Thus, a proper conclusion could be drawn that the DDBMs can be termed as quite
vital and noteworthy to provide all types of important benefits for Nettavisen so that they are
solely able to take some of the major decisions for the business. This type of data driven
business model comprises of the major capability to identify all the important data streams,
which are eventually flowing in the business from all directions like customer transactions by
POS to subsequent cloud based platform, which is being used by an internal work force. This

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is even vital and needed to manage the several data sources by identifying all the important
areas that could bring significant profit in the business. Furthermore, the respective DDBM
could also properly divide the internal information by proper collection and analysis of
appropriate data. The above given report has properly demonstrated about the proper analyses
of Nettavisen organization about their respective DDBM with effective and efficient
recommendation by analysing three distinctive alternatives.

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List of Abbreviations
1. ASP: Application Service Provider
2. DaaS: Data as a Service
3. DDBM: Data Driven Business Model
4. IoT: Internet of Things
5. IT: Information Technology
6. POS: Point of Sale
7. RBV: Resource Based View
8. SaaS: Software as a Services
9. SLA: Service Level Agreement
10. TCP: Transmission Control Protocol
11. VOI: Value of Information
12. VRIO: Value, Rarity, Imitability and Organization