Value Propositions in Digital Transformation

2021 ◽  
pp. 69-92
Author(s):  
Mariarosaria Coppola ◽  
Francesco Bifulco ◽  
Tiziana Russo Spena ◽  
Marco Tregua
Keyword(s):  
Digital Transformation ◽  
Value Propositions

scholarly journals Digital transformation and value-based selling activities: seller and buyer perspectives

2021 ◽  
Vol 16 (2) ◽  
pp. 298-317
Author(s):  
Ari Alamäki ◽  
Pentti Korpela
Keyword(s):  
Continuous Process ◽  
Sales Management ◽  
Digital Transformation ◽  
Content Type ◽  
Interview Research ◽  
Value Propositions ◽  
Media Channels ◽  
Business To Business ◽  
Proactive Communication ◽  
Project Personnel

PurposeThis study aimed to examine the digital transformation of business-to-business (B2B) sales and its effects on the management of value-based selling.Design/methodology/approachThe study adopted a qualitative interview research design. A total of two participant groups—one consisting of sales management professionals and the other consisting of buyers—were created to conduct abductive data analysis to gain a new understanding of B2B sales management.FindingsAs a result of the digital transformation of sales, companies are shifting B2B sales towards value-based selling using a more proactive, continuous process wherein digital value co-creation activities play a big role. Similarly, their buyers now expect more proactive communication about new value propositions, but social media channels are of little importance to most B2B buyers. The management of digital value co-creation activities should be addressed from the sales ecosystem perspective, where non-sellers tend to have a strong role in communicating new value propositions.Research limitations/implicationsThere needs to be further research on digital value co-creation activities in the sales ecosystem, as value-based selling requires that selling organizations focus more on educational digital content marketing and engagement with non-sellers via both marketing and sales activities.Practical implicationsCompanies rarely exploit experts and project personnel when implementing digital sales strategies; however, they often meet with customers personally and network with them. This requires a broader perspective on sales management.Originality/valueThis is one of the first studies to explore the management of value-based selling from both seller and buyer perspectives.

Digital Transformation in Supply Chain: Supply Chain Urbanization Model Applied to “Order to Cash” Cycle

2019 ◽  
Vol 45 ◽  
pp. 171-191
Author(s):  
Hayat Tajri ◽  
Anas Chafi
Keyword(s):  
Information Technology ◽  
Supply Chain ◽  
Supply Chains ◽  
Digital Transformation ◽  
Customer Relationships ◽  
Social Reorganization ◽  
Value Propositions

The digital transformation represents across the globe a new stage in the profound economic and social reorganization, that has been engaged for several decades under the effect of information technology [1]. Digital transformation (DT) is the use of digital advances to change customer relationships, internal processes, and value propositions [2]. The biggest future impact on revenue and EBIT growth can be generated through the digitization of supply chains [3]. In this context, the present paper proposes to apply digital transformation to supply chain, and especially to “order to cash” cycle, through an experimentation of the “Supply Chain Urbanization” model (SCU) [4, 5]. We will start in this paper by presenting the “order to cash” cycle according to various references; we will next emphasize Digital transformation before highlighting the “Digital transformation in “order to cash” cycle. We will after illuminate the different phases of the “Supply Chain Urbanization” model (SCU) [4, 5], and then experiment this model on supply chain digital transformation. The "Order to Cash" cycle will be the main link in the supply chain studied in our article.

scholarly journals Digital transformation and its challenges to the strategic management system

2021 ◽  
Vol 106 ◽  
pp. 01035
Author(s):  
Irina Maksimenko ◽  
Tatiana Vashko ◽  
Svetlana Zdrestova-Zakharenkova
Keyword(s):  
Strategic Management ◽  
Economic System ◽  
Management System ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Business Community ◽  
Competitive Advantages ◽  
Cross Border ◽  
Value Propositions ◽  
The Waves

Digital technologies and their tools are fundamentally changing not only the technological order, but also the economic system. Recently, researchers and the business community attention has been focused on digital companies born in the era of the modern Internet and offering value propositions based on digital technologies and their cross-border properties. But how multifaceted and heterogeneous the nature of the technologies is, so complex and multidimensional is the process of their implementation, which transforms not only the company’s IT environment, but also the whole strategic management system. In the process of this transformation, companies face a range of challenges that can lead to devastating consequences. Understanding the sources and nature of these challenges allows to find ways to overcome them and transform them into competitive advantages. The structure of the article includes two blocks. The first block summarizes evolutionary ideas about transformation through its main constructs, parameters, and stages. The second block shows the study and systematization of the challenges that lead the waves of digital transformation in the context of their impact on the parameters of the strategic management system.

scholarly journals The Metaverse as Mediator between Technology, Trends, and the Digital Transformation of Society and Business

2015 ◽  
Vol 8 (2) ◽  
Author(s):  
Sven-Volker Rehm ◽  
Lakshmi Goel ◽  
Mattia Crespi
Keyword(s):  
Virtual Worlds ◽  
Design Space ◽  
Value Added ◽  
Digital Transformation ◽  
Virtual Space ◽  
Novel Technologies ◽  
Business Applications ◽  
Recent Developments ◽  
Value Propositions ◽  
Technology Trends

In this reflective article we discuss the potential of recent developments in virtual worlds for offering novel value propositions for the digital transformation of society and business. In particular, we consider the role of a Metaverse, understood as a globally accessible 3D virtual space and computing infrastructure—and today still a conceptual vision—as a mediator between technology trends and societal and business applications. We outline how current technology trends can be linked with high-value added application scenarios through the Metaverse as a mediating design space. Our insights project both a push effect, i.e. novel technologies fostering radical shifts in society and business, as well as a pull effect, i.e. radical ideas stimulating technology developments. Leveraging both effects for creating high-value added applications however, requires an integrated, mediating design space, which can potentially be obtained through advances of virtual worlds towards a Metaverse.

scholarly journals DIGITAL TRANSFORMATION TYPES FOR PRODUCT-SERVICE SYSTEMS

2021 ◽  
Vol 1 ◽  
pp. 1283-1292
Author(s):  
Yong Se Kim
Keyword(s):  
Value Creation ◽  
Digital Technology ◽  
Digital Transformation ◽  
Service Systems ◽  
Manufacturing Companies ◽  
Product Service ◽  
Value Propositions ◽  
Research Goal ◽  
Physical Interactions ◽  
Product Service Systems

AbstractDigital transformation has become a mega trend topic for many enterprises globally. For some companies, customer interactions have been digitalized. But many companies still rely on physical interactions of customers with their products in the core value creation processes. Thus the key challenges for digital transformation efforts would be associating product-centered value propositions with digitalized services. In other words, the transformation of product-centered values into experience values co-created by customers with services supporting customers. The research goal of this paper is to identify different strategies for digital transformation in product-service systems (PSS) design so that diverse paths for digital transformation can be considered in designing PSSs. Three types for digital transformation strategies have been identified from PSS design cases conducted in a manufacturing servitization support framework project where PSSs have been designed for 15 manufacturing companies including SMEs and large companies with varying levels of digital technology. A classification for digital transformation strategies could be postulated with three primary dimensions and two supplementary dimensions.

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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