scholarly journals Digital transformation of the world market of aviation services

E-Management ◽  
2020 ◽  
Vol 3 (2) ◽  
pp. 70-76
Author(s):  
F. Baykov
Keyword(s):  
Organizational Context ◽  
Business Models ◽  
Business Processes ◽  
World Market ◽  
Digital Transformation ◽  
Customer Relationship ◽  
Modern World ◽  
Digital Platforms ◽  
Corporate Strategies ◽  
Wide Range

The article is devoted to the analysis of the key effects of digital transformation for the development of the modern world market of aviation services. The long-term international competitiveness of airlines will be determined by the use of a wide range of revolutionary technologies, new service delivery models, as well as the degree of “digitization” of key business processes.It has been established that the intensive development of the global passenger air transportation market is due to both demographic trends and the emergence of new generations of consumers. At the same time, the basic competitive advantage for airlines will be the degree of their digital maturity and the possibility of their investments in a personalized travel experience based on the use of new digital technologies. In this regard, relations between airlines and external contractors will be built in a new organizational context, as airlines will strive to provide greater flexibility for their business models.The digital transformation for airlines will mainly relate to the revision of the customer relationship system, emphasis on the “digital consumer”, and this trend will be strengthened by global digital platforms and online aggregators in the field of tourism. Comprehensive digital transformation projects are becoming increasingly important in corporate strategies of airlines. These projects, in particular, concern specialized innovative services, for example, air travel by subscription, creation of specialized corporate venture capital funds, conclusion of contracts of hybrid types.The study found that digital transformation in the global aviation services market is subject to many exogenous shocks, in particular, national law regulations that cannot adapt quickly after changes in the market. The main problem limiting the digital transformation of the industry remains the regulatory differences in countries regarding the requirements of confidentiality and data security.

The Transformation of Traditional TVs Into Digital Platforms

2021 ◽  
pp. 102-114
Author(s):  
Hayat Ayar Senturk
Keyword(s):  
Customer Value ◽  
Business Models ◽  
Business Processes ◽  
Digital Transformation ◽  
Competitive Strategies ◽  
Business Decisions ◽  
Digital Platforms ◽  
Competition Analysis ◽  
Growth Opportunity ◽  
New Business

Digital transformation means developing new business models, unforgettable customer experiences, and competitive strategies by using digital technologies, thus creating efficiency in business processes and providing better customer value. While digital transformation is one of the important business decisions, more specifically, the pandemic and the increase in time spent at home have created a substantial growth opportunity for digital broadcast service providers. In this regard, the fact that an already growing market has increased its growth momentum with the effect of the pandemic has made the digital transformation of traditional TV media inevitable. In this study, digital broadcasting sector in Turkey has been examined in the context of strategic marketing management. In this way, by conducting the situation and competition analysis, suggestions were made regarding marketing strategies for Turkish digital platforms that have just entered the market.

scholarly journals Transformation of Manager Competences in Conditions of Digital Economy

2021 ◽  
Vol 18 (2) ◽  
pp. 142-151
Author(s):  
Yu. V. Syaglova ◽  
T. P. Maslevich
Keyword(s):  
Decision Making ◽  
Business Models ◽  
Business Processes ◽  
Business Environment ◽  
Complex Model ◽  
Process Approach ◽  
Digital Transformation ◽  
Managerial Decision ◽  
Commercial Activity ◽  
Digital Platforms

Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.

scholarly journals IOT Impacts and Digital Transformation at Listed Vietnam Banks

Webology ◽  
2021 ◽  
Vol 18 (Special Issue 04) ◽  
pp. 773-784
Author(s):  
Dr. Nguyen Thi Hang ◽  
Dinh Tran Ngoc Huy ◽  
Dinh Thi Hien ◽  
Vu Quynh Nam
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
Industrial Revolution ◽  
Digital Economy ◽  
Digital Transformation ◽  
Digital Data ◽  
Customer Engagement ◽  
Digital Platforms ◽  
New Business

The Industrial Revolution 4.0 based on digital technologies has led to an unprecedented change in the socio-economic model. Therefore, countries in general and Vietnam are all aiming to develop the digital economy. The concept of digital transformation of the economy or development of the digital economy in Vietnam focuses on the following basic contents: 1) Developing digital businesses; 2) Digital transformation for traditional businesses (towards digitally integrated products; transforming business models on digital platforms; changing production processes based on digital data, automation, virtualization, etc.); 3) Development of digital finance; 4) E-commerce development. Therefore, digital transformation becomes an inevitable and objective trend, supporting banks to overcome challenges, create competitive advantages, and actively adapt to the context of digital transformation. In the context of the development of the digital economy in Vietnam is taking place strongly across industries and fields, requiring banks in Vietnam to have a transformation to a new business model. In this business model, it is necessary to integrate technology in operations and digitize business processes in the direction of automation and intelligence. Thereby, banks can perform activities of providing products and services on digital platforms, effectively exploiting data, thereby increasing experiences in business resolution and customer engagement. Besides, Internet of things has connect everything through internet, therefore risk management information system of Vietnam banks is also affected by IoTs and reliable internet data can help to enhance better RMIS in commercial banks. Generally, we want to emphasize effects of IoTs and digital transformation in banks operation and new business models.

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.

scholarly journals ESTIMATION OF BUSINESS VALUE AS AN ELEMENT OF FORMATION OF BUSINESS MODELS OF INDUSTRIAL ENTERPRISES AND AGRICULTURAL COMPLEX IN THE CONDITIONS OF DIGITALIZATION OF THE ECONOMY

2020 ◽  
Author(s):  
Maksym Odnorog ◽  
◽  
Mykhailo Pivtorak ◽  
Oksana Zagorodniuk ◽  
◽  
...  
Keyword(s):  
Best Practices ◽  
Business Models ◽  
Business Processes ◽  
New Technologies ◽  
Digital Technologies ◽  
Economic Security ◽  
Digital Transformation ◽  
Enterprise Management ◽  
Industrial Enterprises ◽  
Digital Management

To date, digital technologies and their widespread practice have formed the potential for completely new business models. However, most organizations are either in the early stages of the digital transformation process, or do not yet dare to form a digital business model that will provide real benefits from digital technologies. In any case, taking into account the enormous pace of global digitalization, it is extremely important to adapt the best practices of digital transformation to the improvement of the Ukrainian economy as soon as possible. Based on this, consider the process of researching new and adapting existing management models. Digital transformation – the introduction of modern technologies to radically change the business models of enterprise management today is considered the most important topic for organizations around the world. The requirements of the new digital economy represent the digital transformation as a conscious strategic process of business modification through adaptive management and implementation of digital technologies, ie the restructuring of existing business models. The same happens at industrial and agro-industrial enterprises, the analog period of which is coming to an end. Industries are entering the digital age, thanks to which enterprises are developing in accordance with the new focus. For this reason, it is very important for the formation of digital models of enterprise management to strategically understand the possibilities of digital technology development in their connection with business processes and business models. The analysis of the main traditional models of effective management of enterprises was carried out and their fundamental differences from the Ukrainian approach to management were revealed, the possibilities of implementation of the principles of existing business models by Ukrainian enterprises were considered. In addition, a roadmap for the transition from a traditional to a digital enterprise was proposed for consideration. The process of modeling the digital management system of the enterprise is revealed. Currently, a prerequisite for the prosperity of the economy of industry and agriculture and, consequently, the economy of Ukraine, is adaptive digital management as a basis for economic security of the enterprise. It was found that the relentless introduction of digital technologies, «copying best practices» can later be in reality as dangerous as the refusal to master new technologies. Therefore, choosing the direction of your own digitization, you must first study everything thoroughly, so as not to miss the moment and not to remain in the ranks of the latter or in the past.

scholarly journals Management of ICT Implementations in Enterprises in Poland

2019 ◽  
Vol 8 ◽  
pp. 61-75
Author(s):  
Bogusława Ziółkowska
Keyword(s):  
Information Technologies ◽  
Business Models ◽  
Business Processes ◽  
Value Added ◽  
Digital Transformation ◽  
Social Consequences ◽  
Resource Configuration ◽  
Strategic Approach ◽  
The Face ◽  
Distance Communication

In order to develop and be competitive, modern enterprises, which function in an environment that is globalised, dynamic and subject to strong digitalisation pressure, need to implement information technologies in a way that will allow them, as they achieve further levels of virtualisation, to maintain, and even enhance, their ability to create value added. As business activity is moved to a space shaped by computers and IT networks and distance communication tools and forms are developed, the importance of establishing contacts and relations in the organisation and execution of value-creation business processes increases. Digitalisation of the economy and society is one of the most dynamic changes of our times, opening up new opportunities to create business models, while bringing uncertainty and various threats connected, among other things, with social consequences of the automation of production processes and security in a broad sense. The aim of the presentation is to indicate areas of activity in which information technologies are most often implemented in enterprises in Poland as well as managers' strategic approach to this problem in the face of digital transformation. The paper presents the level of Polish enterprises’ engagement in the process of digital transformation and shows how the progress in terms of implementation of modern ICT in the aspect of customer contacts, managing and executing contacts with suppliers and recipients and resource configuration, impacts the effectiveness of the enterprises surveyed.

scholarly journals CLOUD TECHNOLOGIES IN BUSINESS MANAGEMENT

2021 ◽  
Vol 4 (39) ◽  
pp. 294-301
Author(s):  
V. Gevko ◽  
O. Vivchar ◽  
V. Sharko ◽  
О. Radchenko ◽  
M. Budiaiev ◽  
...  
Keyword(s):  
Business Processes ◽  
Service Providers ◽  
De Novo ◽  
Cloud Service ◽  
Jel Classification ◽  
Digital Transformation ◽  
Cloud Services ◽  
Modern World ◽  
High Tech ◽  
Cloud Technologies

Abstract. The modern world is in the phase of active implementation of digitalization of most processes, including cloud technologies, which is also associated with the introduction of quarantine measures in most countries. Over the past decade, the average annual growth of the cloud services market has expanded by about 50% to more than $ 220 billion. This figure is projected to exceed $ 500 billion in the near future. Currently, a large number of cloud service companies are concentrated in the market. All companies can be classified into national, operating within one country, and international, operating in many countries simultaneously. In Ukraine, the leader is the high-tech company De Novo, which provides services in the segment of corporate clients based on VMware, EMC, Microsoft Azure solutions. Competitors are well-known foreign IT giants, namely: Oracle, IBM, Google, Microsoft, Amazon, HP and others. The Ministry of Digital Transformation of Ukraine plays an important role in this area. The latter signed an agreement with Microsoft to implement the Azure Expansion Program and accelerate Ukraine's digital transformation, including the development of Azure cloud services for the sum of more than $ 500 million. The transition from physical, outdated IT technologies to new cloud services will allow companies to significantly reduce the cost of maintaining their own staff of IT professionals and engineers, reduce dependence on IT equipment suppliers and increase productivity and efficiency of the decisions made. The management of the enterprise can choose one of the offered models from the companies-providers: IaaS, PaaS, SaaS. The choice will depend on the immediate management needs and financial capabilities of the enterprise. In Ukraine, the biggest share of users of cloud services belongs to large utility companies and state enterprises, namely: Dija, Ministry of Internal Affairs, Kyiv Municipal Enterprise "Informatics", Prozorro, Ukrposhta, E-Health (National Health Center of Ukraine), Naftogaz and several other organizations. Thus, the introduction of cloud services involves digital business transformations, namely: optimization of business processes, acceleration of innovation, cost reduction and so on. Key words: IT technologies, cloud technologies, cloud service providers, management, business. JEL Classification L86, M15 Formulas: 0; fig.: 1; tabl.: 2; bibl.: 21.

scholarly journals Legacy Digital Transformation: TCO and ROI Analysis

2021 ◽  
Vol 12 (3) ◽  
pp. 163-170
Author(s):  
Ravi Kiran Mallidi ◽  
Manmohan Sharma ◽  
Jagjit Singh
Keyword(s):  
Return On Investment ◽  
Business Models ◽  
Business Processes ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Digital World ◽  
New Business ◽  
Core Elements ◽  
Business Needs ◽  
Security Organizations

Legacy Digital Transformation is modernizing or migrating systems from non-digital or older digital technology to newer digital technologies. Digitalization is essential for information reading, processing, transforming, and storing. Social media, Cloud, and analytics are the major technologies in today's digital world. Digitalization (business process) and Digital Transformation (the effect) are the core elements of newer global policies and processes. Recent COVID pandemic situation, Organizations are willing to digitalize their environment without losing business. Digital technologies help to improve their capabilities to transform processes that intern promote new business models. Applications cannot remain static and should modernize to meet the evolving business and technology needs. Business needs time to market, Agility, and reduce technical debt. Technology needs consist of APIs, better Security, Portability, Scalability, Cloud support, Deployment, Automation, and Integration. This paper elaborates different transformation/modernization approaches for Legacy systems written in very long or End of Life (EOL) systems to newer digital technologies to serve the business needs. EOL impacts application production, supportability, compliance, and security. Organizations spend money and resources on Digital Transformation for considering Investment versus Return on Investment, Agility of the System, and improved business processes. Migration and Modernization are critical for any Legacy Digital Transformation. Management takes decisions to proceed with Digital Transformation for considering Total Cost Ownership (TCO) and Return on Investment (ROI) of the program. The paper also includes a TCO-ROI calculator for Transformation from Legacy / Monolithic to new architectures like Microservices.

Design Consideration of Sociomaterial Multi-Agent CSCW Systems

2015 ◽  
pp. 83-103
Author(s):  
Tagelsir Mohamed Gasmelseid
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Collaborative Work ◽  
Global Networks ◽  
Web Based ◽  
New Organizational Forms ◽  
Wide Range ◽  
New Business ◽  
Multi Agent ◽  
Share Information

The recent technological advancements have significantly redefined the context in which organizations do business processes including the processes used to acquire, process, and share information. The transformations that emerged across the organizational and institutional landscapes have led to the emergence of new organizational forms of design and new business models. Within this context, the new business patterns, platforms, and architectures have been developed to enable for the maximization of benefits from data through the adoption of collaborative work practices. The main focus of such practices is oriented towards the improvement of responsiveness, building of alliances, and enhancing organizational reach. The use of global networks and Web-based systems for the implementation of collaborative work has been accompanied with a wide range of computer-supported collaborative systems. This chapter examines the context of collaboration, collaborative work, and the development of agent-supported collaborative work system. It also examines the implications of the ontological positions of sociomateriality on agent-supported collaborative work domains in terms of the multi-agent architecture and multi-agent evaluation.

scholarly journals The digital transformation of the healthcare industry: exploring the rise of emerging platform ecosystems and their influence on the role of patients

2020 ◽  
Vol 13 (3) ◽  
pp. 1033-1069
Author(s):  
Sebastian Hermes ◽  
Tobias Riasanow ◽  
Eric K. Clemons ◽  
Markus Böhm ◽  
Helmut Krcmar
Keyword(s):  
Digital Health ◽  
Academic Research ◽  
Digital Transformation ◽  
Healthcare Industry ◽  
Value Capture ◽  
Digital Platforms ◽  
Systems Research ◽  
Wide Range ◽  
Platform Ecosystems

AbstractWhile traditional organizations create value within the boundaries of their firm or supply chain, digital platforms leverage and orchestrate a platform-mediated ecosystem to create and co-create value with a much wider array of partners and actors. Although the change to two-sided markets and their generalization to platform ecosystems have been adopted among various industries, both academic research and industry adoption have lagged behind in the healthcare industry. To the best of our knowledge current Information Systems research has not yet incorporated an interorganizational perspective of the digital transformation of healthcare. This neglects a wide range of emerging changes, including changing segmentation of industry market participants, changing patient segments, changing patient roles as decision makers, and their interaction in patient care. This study therefore investigates the digital transformation of the healthcare industry by analyzing 1830 healthcare organizations found on Crunchbase. We derived a generic value ecosystem of the digital healthcare industry and validated our findings with industry experts from the traditional and the start-up healthcare domains. The results indicate 8 new roles within healthcare, namely: information platforms, data collection technology, market intermediaries, services for remote and on-demand healthcare, augmented and virtual reality provider, blockchain-based PHR, cloud service provider, and intelligent data analysis for healthcare provider. Our results further illustrate how these roles transform value proposition, value capture, and value delivery in the healthcare industry. We discuss competition between new entrants and incumbents and elaborate how digital health innovations contribute to the changing role of patients.

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