2. Opportunities for intermediary activities to maximise the value of open data

The actors, especially those from intermediary networks, justify their business by providing services that add value for users. These networks offer a wide range of services that make it possible to identify business opportunities such as:

1. Elaborating data
   1. Data classification, enrichment, and indexing.
   2. Data structuring.
   3. Data analysis, semantics, adaptation, sources, and links.
   4. Data filtering, extraction, validation, and correction.
   5. Data combination and integration – georeferencing.
2. Providing data services
   1. Intermediation.
   2. Applications for specific use.
   3. Access platforms and repositories.
   4. Tools for analysis.
   5. Quality assurance.
   6. Information security and guaranteeing data privacy.
3. Publishing and presentation
   1. Analysis, contextualisation, and customisation.
   2. Providing analysis services and visualisation.
   3. Active and passive distribution.
   4. Data integration with other services.
   5. Providing data and metadata in an interoperable manner.
   6. Providing advanced search and browsing.

There are many reports on successful initiatives that could serve as an inspiration for entrepreneurs and to guide producers/publisher of open government data in funding activities for adding value to open data, such as the Open Data Institute⁹ case reports, the projects that were submitted to competitions such as NYC BigApps¹⁰, and the Deloitte study for the UK’s Department for Business, Innovation & Skills¹¹.

Agencies that promote dissemination of open data could motivate initiatives by sharing these possibilities that are adapted to particular areas, funding network structuring and enabling specific businesses.

2.1 Open government data business models

Although this guide is targeted to producers and publishers of open government data, it is important to understand the business models and feasibility conditions of activities carried out by intermediaries and users; and, taking into account their relevance ¹² meeting the demands regarding the level of service and form of relationship sought by producers/publishers to sustain the initiatives. Figure 2 shows business models for open government data.

Figura 2: Business models for open government data

The entrepreneurs of open government data can be motivated by direct and indirect benefits, or by not seeking direct profits from this activity.

Among businesses pursuing direct profits, earnings may come from selling information, through subscriptions, from the circulation generated, or from seeking indirect benefits by combining open government data with other services.

Data [from entrepreneurs, reusers?] can also be offered under an open licence to users, with value being created through:

• Publicity
• Brand visibility
• Credibility
• Cross-subsidisation

It can also be published with the support of:

• Public resources
• Philanthropy
• Using community models of voluntary participation

These users deserve differentiated treatment from the chain that takes into consideration the extent of their businesses, skills, and level of service needs.

Drawing on knowledge of alternative business models, the government organizations promoting dissemination of open data can help intermediaries by mobilising sponsors and business models customised for offering free services to users.

It is not the purpose of this guide to provide further details on business opportunities for open government data and specific orientations of entrepreneurs; interested readers can consult additional references on the issue ¹³.