Drive

Abstract

sensor can be selected. After defining the concept of a value proposition, it is possible to develop value and revenue models compatible with the chosen proposal, to identify key resources and partners, ways to promote the product and communicate with the customer. Crowdfunding seems to be a promising way for Ukrainian start-ups to obtain initial resources, and when creating value, in addition to the already widely used models of Digital ADD-on, Usage-based Consumption and Value Co-creation, it is worth considering the "White Label" and "Revenue Sharing" models, which can simplify access to the increasingly saturated market of IoT services for end users. Conclusions and directions for further research . The development of IoT BM should be based on an analysis of the entire life cycle of the product and service provided by the smart device. The BM development should start from identifying the need to be met by the value proposition. The importance of the analysis of the state of satisfaction and other characteristics of this need determines the expediency of introducing the need component, described by a set of specific attributes, into the BM templates. These attributes' values, together with the participant resources, provide the basis for the content of the value proposition and affect the revenue model choice. The chosen revenue model has to comply with the value proposition, value model and the functionality of the IoT device. The IoT business model is to be dynamic and evolve towards increased capitalisation of information value, from the "Digital Add-on as a Service" or "Product as a Service" models to the "Performance as a Service", "Data/Information as a Service" and "Answer (Solution) as a Service" models. Successful participants in the IoT ecosystem can simultaneously apply a system of mutually agreed business models targeting different user segments. The IoT business model reflects the entire IoT ecosystem; accordingly, the formation and implementation of IoT business models in Ukraine should take into account the specifics of the national business ecosystem with the widest possible involvement of stable resources (in particular, IoT platforms) beyond the ecosystem of the Ukrainian segment of IoT.