Business Ecosystem Design

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Design Thinking Barcamp 2013 - Hamburg / Service Experience Camp Berlin - 2013. Slides of my input session on how to visualize/prototype "ecosystems".

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  • @Paulo Peres Value network analysis addresses both financial and non-financial value. Every business relationship includes contractual or mandated activities between participants — and also informal exchanges of knowledge, favors, and benefits. The analysis begins with a visual map or diagram that first shows the essential contractual, tangible revenue- or funding-related business transactions and exchanges that occur between each node of the networks. Nodes represent real people, typically individuals, groups of individuals such as a business unit or aggregates of groups such as a type of business in an industry network. During analysis when adopting a reflective, double loop or generative learning mode, it is beneficial to regard nodes as role plays (shortened to roles). Practitioners have found {2} that conversation between participants about role plays within a larger whole invariably results in transforming individual behaviour and gaining commitment to implementing needed change as elaborated below.[3] Along with the more traditional business transactions the critical intangible exchanges are also mapped. Intangible exchanges are those mostly informal knowledge exchanges and benefits or support that build relationships and keep things running smoothly. These informal exchanges are actually the key to creating trust and opening pathways for innovation and new ideas. Traditional business practices ignore these important intangible exchanges, but they are made visible with a value network analysis.[3] The visualizations and diagrams link to a variety of assessments, usually handled in Excel type spreadsheets — to increase value outputs, to leverage knowledge and intangibles for improving financial and organizational performance, and to find new value opportunities. When the analysis is complete people gain insights into what is actually happening now, where more value can be realized, and what is required to achieve maximum value benefit across the entire business activity that is the focus of the analysis.[3] It is conventional to refer to the actual "things" that move from one Participant to another as "deliverables," whether tangible or intangible. If users find it conceptually unusual or contextually difficult to refer to an intangible (informal) thing as a "deliverable," they may, instead, prefer to use an alternative descriptive term "contribution"
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  • Hi Jan, Could you explain me better - i don´t understood weel, whats the difference between the 2 kind of maps (value mapping). On slide 9.

    I thanks if you answer me. :)
    paulocomunica@gmail.com

    Best Regards!
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Business Ecosystem Design

  1. 1. Advanced Visual Business Modeling -or- How to »Prototype« a Business Ecosystem? Service Experience Camp Berlin, September 14th 2013 @Jan_Schmiedgen
  2. 2. Consumer Business-to-Business Everyone wants to become a “Platform Business”
  3. 3. 4Image Credit: © 2012 Subprint (http://subprint.com/blog/it%27s-the-ecosystem,-stupid) Product/Service Ecosystems ≠ Business Ecosystem
  4. 4. We all love the Business Model Canvas 5 … and it’s manifold derivates! But they all have the same problem ...
  5. 5. ! Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review, 89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/ startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/) ! Choices & Consequences Activity Networks Value Flow Mapping for Ecosystems Value Configuration Perspective: Chains/Shops/Networks Tom Hulmes Canvas (IDEO) Patrick Stählers Canvas (Fluidmind) etc. Other »Scientific Conceptualisations« Fraunhofer IAO Canvas Core Value Proposition Complementary Offerings Supplying and Enabling Network Other Stakeholders Higher Margins via Apple Price Premium Lowest Production Costs Goods & Services Money & Credits Information Intangible Value High Volume and Planning Certainty Manufacturing Knowledge Reputation Hardware OEM's: e.g. Foxconn Official Accessory Manufacturers: e.g. Belkin Retail/Certified Partners: e.g. Gravis Microsoft, Google, etc. ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple New Business Ideas Developer Community Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Media Industries Digital Sales Channel with DRM and wide Spread Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract Technical Backend Providers: e.g. SAP Sponsoring / Discounts Apple on Campus Bulk Purchases Schools and Universities Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales) Apple Communities Apple Users Software Developers: e.g. Adobe
  6. 6. ! Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review, 89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/ startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/) ! Choices & Consequences Activity Networks Value Flow Mapping for Ecosystems Value Configuration Perspective: Chains/Shops/Networks Tom Hulmes Canvas (IDEO) Patrick Stählers Canvas (Fluidmind) etc. Other »Scientific Conceptualisations« Fraunhofer IAO Canvas Core Value Proposition Complementary Offerings Supplying and Enabling Network Other Stakeholders Higher Margins via Apple Price Premium Lowest Production Costs Goods & Services Money & Credits Information Intangible Value High Volume and Planning Certainty Manufacturing Knowledge Reputation Hardware OEM's: e.g. Foxconn Official Accessory Manufacturers: e.g. Belkin Retail/Certified Partners: e.g. Gravis Microsoft, Google, etc. ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple New Business Ideas Developer Community Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Media Industries Digital Sales Channel with DRM and wide Spread Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract Technical Backend Providers: e.g. SAP Sponsoring / Discounts Apple on Campus Bulk Purchases Schools and Universities Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales) Apple Communities Apple Users Software Developers: e.g. Adobe } Systemic representations
  7. 7. ! Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review, 89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/ startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/) ! Choices & Consequences Activity Networks Value Flow Mapping for Ecosystems Value Configuration Perspective: Chains/Shops/Networks Tom Hulmes Canvas (IDEO) Patrick Stählers Canvas (Fluidmind) etc. Other »Scientific Conceptualisations« Fraunhofer IAO Canvas Core Value Proposition Complementary Offerings Supplying and Enabling Network Other Stakeholders Higher Margins via Apple Price Premium Lowest Production Costs Goods & Services Money & Credits Information Intangible Value High Volume and Planning Certainty Manufacturing Knowledge Reputation Hardware OEM's: e.g. Foxconn Official Accessory Manufacturers: e.g. Belkin Retail/Certified Partners: e.g. Gravis Microsoft, Google, etc. ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple New Business Ideas Developer Community Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Media Industries Digital Sales Channel with DRM and wide Spread Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract Technical Backend Providers: e.g. SAP Sponsoring / Discounts Apple on Campus Bulk Purchases Schools and Universities Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales) Apple Communities Apple Users Software Developers: e.g. Adobe
  8. 8. Apple’s Business Ecosystem (Excerpt) Core Value Proposition Complementary Offerings Supplying and Enabling Network Other Stakeholders ®® TM 9 Higher Margins via Apple Price Premium Lowest Production Costs Goods & Services Money & Credits Information Intangible Value High Volume and Planning Certainty Manufacturing Knowledge Reputation ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple Platform New Business Ideas Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Digital Sales Channel with DRM and wide Spread Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract Sponsoring / Discounts Apple on Campus Bulk Purchases Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales)
  9. 9. Image Credit (in order of appearance): Allee, V. (2008). Value network analysis and value conversion of tangible and intangible assets. Journal of Intellectual Capital, 9(1), 5–24.; Design Thinkers Academy It is not like … It is more like ... 10 STAKEHOLDER MAPPING EXAMPLES OF STAKEHOLDER CUSTOMERSGOVERNMENT EMPLOYEES SUPPLIERS CREDITORS COMMUNITY WHO ARE THE STAKEHOLDERS? DATECOMPANY $ VALUE NETWORK MAPPING THE KEY RELATIONSHIPS BETWEEN STAKEHOLDERS VALUES MONEY POWER EXPOSURE EXPERIENCE LOVE REPUTATION RIGHTS ATTENTION TRUST SERVICE PRODUCT INFORMATION CREDITS EXAMPLE EXAMPLE DATECOMPANY VALUES MONEY POWER EXPOSURE EXPERIENCE LOVE REPUTATION RIGHTS ATTENTION TRUST SERVICE PRODUCT INFORMATION CREDITS EXAMPLE EXAMPLE Process Map, Net Map, Actors Map Service Ecology Map Value Network Analysis (VNA) Value Network/Ecosystem Mapping
  10. 10. 11 Your Challenge Ready for some action?
  11. 11. Core Value Proposition Other Stakeholders Just-at-time! Airspeed transportation: delivered to your window - when you want it and where you want it. last mile parcel delivery emergency pharmaceuticals Your Challenge: Call-a-Drone 12Image Credit: CC-licensed “Quadrocopter” from kaffeeringe → http://www.flickr.com/photos/kaffeeringe/8722017781/ pizza P2P-parcel scheduling air courier FLY TO ME
  12. 12. Exercise I: Collect Actors/Stakeholders 13 Compatibilty with VP (positive, neutral, negative) Influence (size of indicator) Title/Function of Actor Primary Motivations Investment Actors Role EXERC ISE 10:00MINUTES Time Horizon (throughput time)
  13. 13. 14 Core Value Proposition Complementary Offerings Supplying and Enabling Network Other Stakeholders Exercise II: Group Actors EXERC ISE 05:00MINUTES
  14. 14. Goods & Services Money & Credits Information Intangible Value Exercise III: Define Value Flows Goods & Services Money & Credits Information Intangible Value EXERC ISE 15:00MINUTES
  15. 15. Economic community supported by a foundation of interacting organizations and individuals - the 'organisms' of the business world. [...] Over time they co-evolve in their capabilities and roles, and tend to align themselves with the directions set by one or more central companies. 16 James F. Moore (1997) „ “
  16. 16. The Rise of Ecosystems New Rules for Value Creation
  17. 17. Value propositions should be crafted: as a reciprocal exchange of value; described in terms of perceived benefits or reduced costs; transparent about to whom that value should flow and how; perceived as a fair exchange of value; delivered over a time frame longer than a single transaction; often co-created through interaction between two or more parties; and, congruent with the relationship objectives set for a particular market. Contemporary Understanding of Value Propositions Ballantyne, Frow, Varey & Payne (2011) „ “ 18
  18. 18. Business Ecosystem? 19 “A value network model visualizes specific interactions within the network to provide a perspective for understanding value-creating roles and relationships, and to offer a dynamic view of how both financial and non-financial assets are converted into negotiable forms of value.” Elke den Ouden, Phillips Industry Consulting (2011) Image Credit: http://www.elkedenouden.com/AboutElke.html
  19. 19. Customer Supplier Godfather Competitor Intermediary Enabler Financier Provider of Content Provider of Services Provider of Systems Provider of Goods Marketing & Communications
  20. 20. Goods & Services Money & Credits Information Intangible Value Align and Balance Value Flows Goods & Services Money & Credits Information Intangible Value
  21. 21. Apple’s Business Ecosystem (Excerpt) 22 Core Value Proposition Complementary Offerings Supplying and Enabling Network Other Stakeholders Higher Margins via Apple Price Premium Lowest Production Costs Goods & Services Money & Credits Information Intangible Value High Volume Orders and Planning Certainty Manufacturing Knowledge Reputation Hardware OEM's: e.g. Foxconn Official Accessory Manufacturers: e.g. Belkin Inofficial Accessory Manufacturers Retail/Certified Partners: e.g. Gravis Microsoft, Google, etc. ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple Platform New Business Ideas Developer Community Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Media Industries Digital Sales Channel with DRM and wide Spread Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract Technical Backend Providers: e.g. SAP Sponsoring / Discounts Apple on Campus Bulk Purchases Schools and Universities Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales) Apple Communities Apple Users Software Developers: e.g. Adobe Apple Store Logistic Partners: e.g. TNT, UPS IT-Infrastructure Partners: e.g. Akamai Content SaS Solutions Premium Services/ Software Purchases Personal Data Personal Data
  22. 22. Layers of a Value Web 23 Higher Margins via Apple Price Premium Lowest Production Costs Goods & Services Money & Credits Information Intangible Value High Volume and Planning Certainty Manufacturing Knowledge Reputation Hardware OEM's: e.g. Foxconn Official Accessory Manufacturers: e.g. Belkin Retail/Certified Partners: e.g. Gravis Microsoft, Google, etc. ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple Platform New Business Ideas Developer Community Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Media Industries Digital Sales Channel with DRM and wide Spread Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract Technical Backend Providers: e.g. SAP Sponsoring / Discounts Apple on Campus Bulk Purchases Schools and Universities Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales) Apple Communities Apple Users Software Developers: e.g. Adobe Core Value Proposition Complementary Offerings Supplying and Enabling Network Other Stakeholders
  23. 23. Apple’s Business Ecosystem (Excerpt) Core Value Proposition Complementary Offerings Supplying and Enabling Network Other Stakeholders ®® TM 24 Higher Margins via Apple Price Premium Lowest Production Costs Goods & Services Money & Credits Information Intangible Value High Volume and Planning Certainty Manufacturing Knowledge Reputation ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple Platform New Business Ideas Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Digital Sales Channel with DRM and wide Spread Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract Sponsoring / Discounts Apple on Campus Bulk Purchases Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales)
  24. 24. Virtuous Cycles 25 Higher Margins via Apple Price Premium Lowest Production Costs Goods & Services Money & Credits Information Intangible Value High Volume Orders and Planning Certainty Manufacturing Knowledge Reputation Hardware OEM's: e.g. Foxconn Official Accessory Manufacturers: e.g. Belkin Inofficial Accessory Manufacturers Retail/Certified Partners: e.g. Gravis Microsoft, Google, etc. ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple Platform New Business Ideas Developer Community Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Media Industries Digital Sales Channel with DRM and wide Spread Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract Technical Backend Providers: e.g. SAP Sponsoring / Discounts Apple on Campus Bulk Purchases Schools and Universities Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales) Apple Communities Apple Users Software Developers: e.g. Adobe Apple Store Logistic Partners: e.g. TNT, UPS IT-Infrastructure Partners: e.g. Akama Content SaS Solutions Premium Services/ Software Purchases Personal Data Personal Data
  25. 25. 26 Virtuous Cycles Lowest Production Costs High Volume Orders and Planning Certainty Manufacturing Knowledge Reputation Hardware OEM's: e.g. Foxconn ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple Platform New Business Ideas Developer Community Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Digital Sales Channel DRM and wide Spre Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract ponsoring / Discounts Apple on Campus Bulk Purchases Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales) Apple Users Content SaS Solutions ices/ hases Personal Data Personal Data
  26. 26. 26 Virtuous Cycles Lowest Production Costs High Volume Orders and Planning Certainty Manufacturing Knowledge Reputation Hardware OEM's: e.g. Foxconn ??? IP royalties Seamless User Experience Enriched User Experience App Purchases Comission Sales Platform Apple Platform New Business Ideas Developer Community Higher Margins : Apple Price Premium Broad Service Station Covering Technical and Sales Training Digital Sales Channel DRM and wide Spre Media Delivery ??? IP royalties / Commission Infrastructure Management Service Contract ponsoring / Discounts Apple on Campus Bulk Purchases Reputation and Awareness Personal Data Price Premium (Hardware, Media and App Sales) Apple Users Content SaS Solutions ices/ hases Personal Data Personal Data Generic virtuous loop of a business ecosystem Value of the core offer Value of the total offer Sales Profits Investment in the core innovation and capacity Investment in the business ecosystem
  27. 27. Value Flow Mapping in the Design Process 27 Analysis (Think) Concrete: Real World Abstract: Modeled World Synthesis (Make) OBSERVATIONS PRINCIPLES PLANS TESTS 1 2 3 4 5 6 7
  28. 28. Q&A /// Feedback
  29. 29. 29 STAY TUNED! www.uservalue.de @Jan_Schmiedgen
  30. 30. 37 Attributions “Gears” symbol by Dima Yagnyuk // "Type Desgin" symbol by Andrew J. Young // “Compass” symbol by Adam Whitcroft // “Refresh” symbol by Joris Hoogendoorn // “Pointer” symbol by ___Lo // “Speaker” symbol by Harold Kim // “Book” symbol by Ahmed Hamzawy // “Unlock” symbol by Ugur Akdemir // “Heart” symbol by John Caserta // “Like” symbol by Marwa Boukarim // “Letter” symbol by John Caserta // “Lock” symbol by Dave Tappy // “Cess” symbol by Alessandro Suraci // “Social Services” by Jack Biesek, Gladys Brenner, Margaret Faye, Healther Merrifield, Kate Keating, Wendy Olmstead, Todd Pierce, Jamie Cowgill, Jim Bolek // “Building” symbol by Antonis Makriyannis // “Brain” symbol by Arjun Adamson // “Building Block” symbol by Michael Rowe // “City” by inna belenkey // “Basket” symbol by Roman J. Sokolov // “Unlock” symbol by Ugur Akdemir // “Hand” symbol by Jakob Vogel as well as "Home" and "Umbrella" from The Noun Project collection. ------------------------------------------------------------------------------------------------------------------------------------------------------------ Some References this Workshop/Presentation was based on: Adner, R. Amazon vs. Apple: Competing Ecosystem Strategies. Harvard Business Review. Retrieved August 11, 2013, from http://blogs.hbr.org/cs/2012/03/amazon_vs_apple_competing_ecos.html. Brandenburger, A., & Nalebuff, B. (1996). Co-Opetition. New York: Doubleday. Caulfield, B. Apple’s Ecosystem. Forbes. Retrieved August 11, 2013, from http://www.forbes.com/2010/02/09/intel-nvidia-htc-technology-business-intelligence-apple.html. Dachis, J. Apple, a Love Note: The Power of an Ecosystem - Dachis Group. Dachis Group. Retrieved August 11, 2013, from http://dachisgroup.com/2010/01/apple-a-love-note-the-power-of-an-ecosystem/. McCann, J. It’s The Ecosystem, Stupid. subPrint Interactive. Blog, . Retrieved August 11, 2013, from http://subprint.com. Moore, J. F. (1997). The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems. New York: HarperBusiness. Moore, J. F. (2013). Shared Purpose: A thousand Business Ecosystems, a connected Community, and the Future. Ng, I. C. (2012). Value & Worth: Creating New Markets in the Digital Economy. Ng, I. C. L., & Smith, L. A. (2012). An Integrative Framework of Value. Review of Marketing Research, 9, 207–243. Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st Edition.). Springer London. Senge, P. M. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency. and many more …
  31. 31. 38 About me … I am a Berlin-based innovation facilitator who helps organizations in strategically implementing service design, business model innovation and (branded) Ux methodologies, processes and tools. My work is mainly based on the discovery of shared value which I researched at Berlin University of Arts and Zeppelin University Friedrichshafen. Besides my advisory practice I am a »HPDTRP« research fellow at the Hasso-Plattner-Institute Potsdam, examining Design Thinkings level of diffusion in organizations worldwide. I’m also co-developing GlobalWasteIdeas.org, an idea- sharing and collective intelligence platform dedicated to catalyze innovative ways to deal with waste. @Jan_Schmiedgen
  32. 32. Design-driven strategic business planning 39Jan Schmiedgen // Fidicinstr. 41 // 10965 Berlin // GERMANY // +49 173 3 83 15 26 // kontakt@schmiedgen.eu

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