Page - 126 - in Digital Entrepreneurship - Impact on Business and Society

the same time strengthen the relationshipwith the company. It is also assumed that such an innovation of the BMwould have an impact on all areas of the BM (cf. Agrawaletal.2018,pp.16–17).Ultimately, it isessential for thecontextconsidered here that theAIwouldmake thenewbusinessmodelpossible in thefirst place.The executionandefficiencyof thepredictionof theAIused thusdetermine thebusiness activities, and therefore, such a businessmodel can be consideredAI-driven. Fur- thermore, suchaBMinnovationwouldbea significant change in themarket. In the contextof innovationcategorization, this couldcertainlybecomeout asadisruptive BMand theorientationwouldbegrand in eachsideof theorientation. 4.3 Incumbents Innovation ThroughAI: Case Studies fromUber Thefirst caseofAIusedbyUber is the company’s ownAIplatformMichelangelo. It enables the internal teams ofUbermachine learning to use it in a scalableway. Thismeans thatUber provides itselfwith anAIplatform so that all developers and designers in the company have a uniform infrastructure for their development projects. Through this unified infrastructure, all participants should have the same development opportunities, an ability to grow theAI projects in the company and also a cost-saving is achieved through the standardization. With this, Uber has createdaservice to supportownprocesses in thecompany(cf.Hermann2017).The service canbe seen asAIaaSanddevelopedby the company for theowncompany. From the user’s point of view, it is a support of the development processes and is therefore not a core element of the BM. Rather, it assists in the development of potentially supporting or value-adding AI services in the future. Thus, the AI platformcanbeclassifiedasAI-assistedandhasan internal focus, in thecontextof innovations throughAI.The second case study atUber is aboutUberMarketplace, which is intended to illustrate the use of AIwithin this business form. UberMar- ketplace is a platformwhere passengers anddrivers are brought together.Uber acts here as an intermediary between both parties, for a fee. In this platform business modelUberhas integratedAI to improve theplatform’sownperformance.With the help of AI, the usage behaviour of customers is predicted in order to achieve the capacity utilizationof the drivers on the one side and the optimal provision of trips for the customer on the other side. The use and integration of the AI into the platformmodel enable the company tooffer its ownservicesmore efficiently andat the same time maximize the benefit for the customer by ensuring the highest possible reliability.While it can be assumed that the value creation has the same goal as before and is strengthened if possible, thisAI use achieves amutual focus on both the company and the customer side (cf. Uber 2020). In the context of the classification of AI performance for the business model, it is therefore to be described asAI-supported. The impact on the businessmodel can bedescribed as moderate in bothdirections of the classification schemeat this point.However, by focusing on both halves of the business model, the value creation is possibly increased. 130 W. Pfau and P. Rimpp