scholarly journals Potentials of Digital Business Models in the retail industry – Empirical Results from European Experts

2019 ◽  
Vol 159 ◽  
pp. 1053-1062 ◽  
Author(s):  
Ralf Härting ◽  
Christopher Reichstein ◽  
Patrick Laemmle ◽  
Alexander Sprengel
Keyword(s):  
Business Models ◽  
Retail Industry ◽  
Empirical Results ◽  
Digital Business Models

Navigating the New Retail Landscape

2020 ◽  
Author(s):  
Alan Treadgold ◽  
Jonathan Reynolds
Keyword(s):  
Case Studies ◽  
Business Models ◽  
Retail Industry ◽  
Drivers Of Change ◽  
Economic Crises ◽  
Global Pandemic ◽  
Personal Leadership ◽  
Practical Guidance ◽  
The Impact ◽  
Rapid Emergence

The retail industry globally is in an era of profound, perhaps unprecedented, change, change which has been further accelerated for many by the impact of the COVID-19 global pandemic and its attendant health and economic crises. This book is intended to serve as a wide-ranging, robust, practical guide to leaders of enterprises tasked with understanding and delivering success in the new landscape of retailing. Part 1 describes the major directions and drivers of change that define the new global landscape of retailing. Accelerating changes in technology, the rise to prominence globally of internet enabled shoppers and the rapid emergence of entirely new retail enterprises and business models are combining to re-shape the very fundamentals of the retail industry. The new landscape of retailing is unforgiving: success can be achieved more quickly than ever before but failure is equally rapid. Opportunities in the new landscape of retailing are profound, but so too are the challenges. Part 2 discusses the structures, skills and capabilities that retail enterprises will need to be successful in this new landscape and the skills and capabilities required of the leaders of retail enterprises. More than 25 detailed case studies of innovative, successful enterprises internationally and more than one hundred smaller examples, all updated and many new since the first edition, are used to illustrate the themes discussed. Frameworks are presented to provide practical guidance for enterprise leaders to understand and contextualize the nature of change re-shaping retail landscapes globally. Clear guidance is given of the capabilities, skills and perspectives needed at both an enterprise and personal leadership level to deliver success in the new landscape of retailing.

New digital models of care in ophthalmology, during and beyond the COVID-19 pandemic

2021 ◽  
pp. bjophthalmol-2020-317683
Author(s):  
Yih-Chung Tham ◽  
Rahat Husain ◽  
Kelvin Yi Chong Teo ◽  
Anna Cheng Sim Tan ◽  
Annabel Chee Yen Chew ◽  
...  
Keyword(s):  
Business Models ◽  
Digital Health ◽  
Models Of Care ◽  
Clinical Practices ◽  
Digital Models ◽  
Face To Face ◽  
Potential Barriers ◽  
Digital Business Models ◽  
Brick And Mortar ◽  
Clinical Models

COVID-19 has led to massive disruptions in societal, economic and healthcare systems globally. While COVID-19 has sparked a surge and expansion of new digital business models in different industries, healthcare has been slower to adapt to digital solutions. The majority of ophthalmology clinical practices are still operating through a traditional model of ‘brick-and-mortar’ facilities and ‘face-to-face’ patient–physician interaction. In the current climate of COVID-19, there is a need to fuel implementation of digital health models for ophthalmology. In this article, we highlight the current limitations in traditional clinical models as we confront COVID-19, review the current lack of digital initiatives in ophthalmology sphere despite the presence of COVID-19, propose new digital models of care for ophthalmology and discuss potential barriers that need to be considered for sustainable transformation to take place.

Typology of Digital Business Models in Tourism

2021 ◽  
Vol 13 (2) ◽  
pp. 21-42
Author(s):  
Helena Zentner ◽  
Mario Spremić
Keyword(s):  
Content Analysis ◽  
Literature Review ◽  
Business Models ◽  
Digital Business Models ◽  
Growing Body ◽  
Comprehensive Comparison ◽  
Research Gap ◽  
Hospitality Sector ◽  
Tourism And Hospitality ◽  
Structured Literature Review

Digital business models are reshaping industries nowadays. This trend certainly includes the tourism and hospitality sector, where several digital business models have already gained extraordinary momentum and transformed the way business is done. There is a growing body of scholarly literature concerning individual digital business models in tourism, yet papers with comprehensive comparison of digital business models in tourism are scarce. The aim of the paper is to fill this research gap and provide a thorough overview and comparison of the most important types of digital business models in tourism. Methods used to achieve this include case studies and structured literature review supplemented with content analysis. The most important characteristics of each business model have been identified and analyzed using relevant frameworks. Further, a tourism digital business models typology has been proposed that classifies the currently prevailing digital business models in this sector into seven distinct types.

scholarly journals Constructing a Sustainable and Dynamic Promotion Model for Fresh Foods Based on a Digital Transformation Framework

2021 ◽  
Vol 13 (19) ◽  
pp. 10687
Author(s):  
Tsung-Yin Ou ◽  
Guan-Yu Lin ◽  
Chin-Ying Liu ◽  
Wen-Lung Tsai
Keyword(s):  
Decision Making ◽  
Business Models ◽  
Simulation Analysis ◽  
Real Data ◽  
Digital Transformation ◽  
Retail Industry ◽  
Management Decision ◽  
Sustainable Business ◽  
Use Of Resources ◽  
Convenience Stores

The emergence of digital technology has compelled the retail industry to develop innovative and sustainable business models to predict and respond to consumer behavior. However, most enterprises are crippled with doubt, lacking frameworks and methods for moving forward. This study establishes a five-step decision-making framework for digital transformation in the retail industry and verifies it using real data from convenience stores in Taiwan. Data from residential type and cultural and educational type convenience stores, which together account for 75% of all stores, underwent a one-year simulation analysis according to the following three decision models for promotions: the shelf-life extended scrap model (SES), the fixed remaining duration model (FRD), and the dynamic promotion decision model (DPD). The results indicated that the DPD model reduced scrap in residential type stores by 12.88% and increased profit by 15.43%. In cultural and educational stores, the DPD model reduced scrap by 10.78% and increased profit by 7.63%. The implementation of the DPD model in convenience stores can bring additional revenue to operators, and at the same time address the problem of food waste. With the full use of resources, sustainable operation can be turned into a concrete and feasible management decision-making plan.

scholarly journals Precarious and Productive Work in the Digital Economy

2017 ◽  
Vol 240 ◽  
pp. R5-R14 ◽  
Author(s):  
Diane Coyle
Keyword(s):  
Working Conditions ◽  
Business Models ◽  
Improve Working ◽  
Digital Platforms ◽  
High Profile ◽  
Digital Business Models ◽  
Consumer Benefits ◽  
Heated Debate ◽  
Changing Patterns ◽  
Employment Legislation

Digital platforms have the potential to create benefits for their suppliers or workers as well as their customers, yet there is a heated debate about the character of this work and whether the platforms should be more heavily regulated. Beyond the high-profile global platforms, the technology is contributing to changing patterns of work. Yet the existing framework of employment legislation and public policy more broadly – from minimum wages to benefits and pensions – is structured around the concept of ‘the firm’ as the agent of policy delivery. To reshape policies in order to protect the interests of people as workers as well as consumers, it is important to understand why digital innovators make the choices they do, and therefore how labour market policies can improve working conditions without constraining the productivity and consumer benefits enabled by digital business models.

scholarly journals Windowing television content: Lessons for digital business models

2018 ◽  
Vol 27 (2) ◽  
pp. 151-160
Author(s):  
Glenn Parry ◽  
Ganna Pogrebna ◽  
Ferran Vendrell-Herrero
Keyword(s):  
Business Models ◽  
Television Content ◽  
Digital Business Models
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