The Digital Transformation at Organizations – The Case of Retail Sector

2020 ◽  
pp. 560-567
Author(s):  
Maria João Ferreira ◽  
Fernando Moreira ◽  
Carla Santos Pereira ◽  
Natércia Durão
Keyword(s):  
Digital Transformation ◽  
Retail Sector

Assessment of Digital Activity Level of Russia’s Retail Trade Organizations

2020 ◽  
Vol 2020 (2) ◽  
pp. 161-180
Author(s):  
Inna Lola ◽  
Murat Bakeev
Keyword(s):  
Digital Technologies ◽  
Digital Transformation ◽  
Retail Trade ◽  
Activity Level ◽  
International Standards ◽  
Retail Sector ◽  
Digital Products ◽  
Digital Transition ◽  
Main Factors ◽  
Quantitative Indicators

The paper presents the main results of conjuncture monitoring which characterize the digital activity of retail trade organizations in 2018. The objects of observation are large, medium and small retail companies registered in Russia. The main goal of this work is to evaluate digital activity level of retail sector using the developed non-quantitative indicators that meet international standards and the country’s digital agenda. The presented set of harmonized indicators made it possible to identify the trends, scope and intensity of the spread of digital technologies in organizations. The level and intensity of digitalization are first determined on the basis of entrepreneurial opinions and intentions regarding the pace and scale of introducing digital technologies, readiness for digital transition, necessary skills to work with digital technologies, the use of specific digital products, as well as the main factors hindering digital transformation.

KEY DIMENSIONS OF DIGITAL MATURITY: A STUDY WITH RETAIL SECTOR COMPANIES IN BRAZIL

2021 ◽  
Vol 22 (6) ◽  
Author(s):  
PAULA K. SALUME ◽  
MARCELO W. BARBOSA ◽  
MARCELO R. PINTO ◽  
PAULO R. SOUSA
Keyword(s):  
Scientific Literature ◽  
Empirical Studies ◽  
Transformation Process ◽  
Digital Transformation ◽  
Retail Sector ◽  
Academic Context ◽  
Different Dimensions ◽  
Key Dimensions ◽  
Relationship Of ◽  
The Relationship

ABSTRACT Purpose: The objective of this research was to identify which dimensions are related to the establishment of higher levels of digital maturity. Originality/value: There is little academic scientific literature on digital maturity in Brazil. This research will offer subsidies to companies regarding the different dimensions that need to be emphasized by managers in order to achieve a full and effective digital transformation. This information will be valuable to support the digital transformation process of these companies. The study fills a gap in the academic context related to the lack of more comprehensive empirical studies based on digital maturity. Design/methodology/approach: This study evaluated the relationship of eight dimensions of capacity (strategy, leadership, market, operational, people, culture, governance, and technology) with the development of digital maturity. This survey applied an electronic questionnaire to directors of the strategic level of Brazilian retail sector companies located in different regions of Brazil. At the end, a total of 260 valid questionnaires were obtained. The responses were analyzed using the Partial Least Squares (PLS) method. Findings: The research results showed that the strategy, market, operations, culture, and technology dimensions are those that are most related to the development of digital maturity.

Digital Transformation

2022 ◽  
pp. 1-22
Author(s):  
Irene Ciccarino ◽  
Carla Diniz dos Santos da Silva
Keyword(s):  
Strategy Implementation ◽  
Digital Transformation ◽  
Retail Sector ◽  
Strategic Issues ◽  
Strategic Process ◽  
New Strategy ◽  
Brick And Mortar ◽  
Holistic Concept ◽  
Retail Company ◽  
Transformation Strategy

The COVID-19 pandemic has intensified the digitization of traditional businesses. In the retail sector, e-commerce played a fundamental role and promoted major changes in the consumer pattern. This evolution and its impact can be studied through the digital transformation lens, which is a multidisciplinary and holistic concept that encompasses a new strategy and new ways of strategizing. The present study aims to describe the digital transformation strategy implementation path at a Brazilian pre-digital retail company and discusses the role the COVID-19 pandemic had played. Moreover, the case highlights important strategic issues and provides the opportunity to analyze whether it is a strategic process or a strategic practice. Thus, it can enlighten which theory best supports DTS studies. This study also increases the understanding of the strategic configuration of digital transformation embracing context, process, and outcomes. And it also sheds light on the dilemma between brick-and-mortar stores and digital ones.

scholarly journals From Point of Sale to Point of Need: How Digital Technology Is Transforming Retailing

2017 ◽  
Vol 9 (1) ◽  
pp. 42-47 ◽  
Author(s):  
Werner Reinartz ◽  
Monika Imschloß
Keyword(s):  
Digital Technology ◽  
Digital Age ◽  
Digital Transformation ◽  
Third Parties ◽  
Daily Routine ◽  
Strong Impact ◽  
Retail Sector ◽  
Point Of Sale ◽  
Online Stores ◽  
The Mind

Abstract Digital transformation has a strong impact on the retail industry. Activities that were once retail sector are moving to online stores, and specialized third parties are taking over physical distribution and payment. Naturally, store-based retailers are not taking this sitting down and many are reacting by starting to “digitalize” their point of sale. But in order to understand the true impact of digitalization and to react adequately, one needs to think backwards from the consumer and enter the scene at a much earlier stage. In our digital age, need occurrence, shopping and consumption are moving much closer in time and space and are being naturally integrated into our daily routine. If retailers still want their share, they have to build an ecosystem of presence and organize themselves around consumption and lived reality of their consumers. They have to be present in the mind of the consumer at the very instance a need arises. Being recalled in time matters now more than ever.

HIMSS Impact18: Leading Digital Transformation und Big Data in Medicine

2018 ◽  
Vol 23 (09) ◽  
pp. 25-25
Author(s):  
Sabine Schützmann
Keyword(s):  
Big Data ◽  
Digital Transformation

Am 17. und 18. Oktober findet im Hasso-Plattner-Institut (HPI) in Potsdam zum zweiten Mal die HIMSS Impact statt: Ein englischsprachiges Symposium, welches aktuelle Trends im Gesundheitswesen, digitale Strategien und jüngste Forschungserkenntnisse beleuchtet.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

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