A review of the Data as a Service Business Model. Whitepaper available from Innovate Vancouver Travis Barker, MPA GCPM Consulting@innovatevancouver.org

1. AUG 2020 PAGE 1
Data as a Service Business Model
Innovate Vancouver Whitepaper
Prepared by:
Travis BArker, MPA GCPM
http://innovatevancouver.org

2. AUG 2020 PAGE 2
Innovate
Vancouver
Innovate Vancouver is a Technology & Business
Innovation Consulting Service (TBICS) located in
Vancouver, BC.
Travis Barker, MPA GCPM
Email: Consulting@innovatevancouver.org
Phone: (778) 829-5643
About Us
Our Vision:
To help every business become innovative, exceed
stakeholder expectations, and strengthen the
business’ positive impact across the communities
and industries they serve.
Our Values:
Covering over 10 years experience in system
wide projects and business planning emphasizing
the nonprofit and for profit industries. We
recognize that a cookie-cutter approach will not
solve most business’ problems and so our team
focuses on working together with our customers to
create individually tailored solutions to fit your
business needs.
Our Belief:
Innovation is built on opportunity. In order to
recognize a business opportunity – out of the box
thinking, feedback, collaboration, creative assets,
and a system’s thinking approach is often
needed.
http://innovatevancouver.org

3. Data as a Service Business Models
Data as a Service (Daas)
Business Models incorporate
best practices in data
collection, monitoring,
interpretation, and distribution
in order to leverage
opportunities for growth,
investment, risk mitigation,
alignment, and profit.
Product Competencies
What are your customer's pain points?
Daas models function within an
ecosystem.What this means is
that Data as a Service (Daas)
models thrive in business
environments where the
customer needs, data
available, and the unique
problem to be solved are
matched. Particularly, in
business environments where
the customer finds the data
useful.
Collecting and distributing the
wrong data, or drawing
conclusions from the data that
cannot be leveraged by the
customer(s), is no better than
having no insight at all.
Effective use of data based
insights need a business model
that has the competencies to
implement, evaluate, and
leverage information.
Determining what key questions drive value
across the business enterprise is essential if the
correct data is to be collected.
Data about widget-1 will not necessarily help
answers about widget-2 and widget-3.
Relevance is crucial.
Not all data (or DaaS providers) are equal. As a
result the interpretation(s) that result from the
evaluation of the data determines the quality of
its impact.
The business model canvas identifies the key
drivers that figure the success, and
effectiveness, of a business' ecosystem.
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4. Defining Success
Industry
Area of Expertise
Priorities, &
Ability to Execute
The business's success is dependent on the
alignment between the product/ service
offerings and the customer's needs.
Whether this is a virtual or physical offering
does not matter if the business is unable to
pivot when necessary.
Selecting a Data as a Service (Daas) provider
depends on the business':
Then create milestones as appropriate to
the size of the project.
Next, create a work breakdown structure
(WBS), breaking up large tasks to smaller
ones.
Lastly, come up with a baseline
management plan which details how
stakeholder will review and approve
changes to the baseline.
Selecting a Data as a Service (Daas) provider
depends on the business':
The first step to creating an effective project
plan is to set a baseline. The baseline is the
foundation on which the other project elements
will be built on. This must include a scope
statement.
Start by identifying what business need the
project aims to address and how the company
will benefit from the project.
The Business Model Canvas
The following business model canvas has been populated
with questions about a Data as a Service (Daas) business
model but can also be used to evaluate a business with
physical product offerings.
Confirming how data can help your business strengthen
its competitive advantage is a crucial first step. The next
step begins with understanding how all of the pieces in
the business model ecosystem connect in order to deliver
shared value.
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"The Data as a Service Model can be infinitely
adapted to fit your company's business model
and client's unique needs"

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DaaS Value Proposition
Identifying Value from the Customer's Perspective
Each component of the business model delivers a unique value
proposition (not to be confused with the company's larger value
proposition) that must be agreed on.
This is more difficult than it sounds, as the following questions regarding
a DaaS business model indicates:
Activity Est. Budget
Question 1: If your business collects data from external sources and delivers this
data to other companies as a service, what is your industry competitive advantage?
Scenario: In this scenario the business data belongs to external entities and the
process of collection has few barriers (in some instances, public domain applies).
The current technology and processes can be replicated and the analysis can be
yielded from freely available sources (free) on the internet.
Question 2: The current value driver is the data and not the technology. How would
you create a competitive advantage using public domain (or freely available)
data?
Data can be leveraged to improve the performance of any of these areas with additive benefits
when all areas are emphasized. Service models can leverage data to improve customer service,
logistics, and quality. Similarly, business models that emphasize physical product offerings can
leverage data to improve (the same, and) sales, decrease return rates (and errors), and improve
efforts to support innovation within a given industry
Identifying your company's value proposition requires understanding the needs of your customers.
Providing B2B contact information (ZoomInfo, etc.) that is not kept up-to-date, lists personal
information and addresses, or lists B2B contacts information that supports contacting B2B leads
through improper channels is an example of a value proposition that will under-deliver for
customers.
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7. Designing Your Daas Infrastructure
Design analysis and gathering baseline data.
What part of the business model is being supported by the data?
What is needed to leverage the insight in this business model area?
What if any support is needed by other business model areas?
Logistics
Relationships
Subject Matter Expertise (breadth & depth)
Flexibility
Marketshare
Industry Leadership (standards, etc.)
Logistics/ Supply Chain
Scalability
Branding
Understanding what data is needed, and how to leverage information to create a competitive
advantage, has never been easier. Identifying a Data as a Service (Daas) provider that is aligned
with your business model is crucial although not always easy.
Daas providers that specialize in one area may not adequately understand business needs in
other areas. Because Daas Models have a low barrier to enter markets and are often copied
placing increasing emphasis on subject matter expertise.
The challenge to leadership is to lead the discussion surrounding what data is needed, to answer
which questions, and how the insights will be leveraged across the business model?
Having data alone is not sufficient to create a competitive advantage. Having the right data,
and working with a DaaS provider that understands your business (and changes when you do)
can generate precisely the insights your business needs to pursue the next opportunity.
Answer Key
** Possible answer to the questions above (competitive advantage of a DaaS model):
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8. Innovate Vancouver
Contact Innovate Vancouver to help on your next Technology & Business
Innovation Project!
Contact Us:
Travis Barker, MPA GCPM
Consulting@innovatevancouver.org
http://innovatevancouver.org
Areas:
Innovation Training
Innovation Consulting
Project Management Consulting
Technology, Software, Services, & Ops
AUG 2020 PAGE 9
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