scholarly journals Digital Echelons and Interfaces within Value Chains: End-to-End Marketing and Logistics Integration

2021 ◽  
Vol 13 (24) ◽  
pp. 13929
Author(s):  
Sergey Evgenievich Barykin ◽  
Elena Aleksandrovna Smirnova ◽  
Dan Chzhao ◽  
Irina Vasilievna Kapustina ◽  
Sergey Mikhailovich Sergeev ◽  
...  
Keyword(s):  
Value Chain ◽  
Analytical Description ◽  
Digital Transformation ◽  
Management Support ◽  
Digital Platforms ◽  
Economic Relations ◽  
Theoretical Contribution ◽  
Software Products ◽  
Depth Analysis ◽  
End To End

The goals of real business in the context of the digital transformation of international logistics networks and marketing channels have necessitated the application of a scientifically based theoretical approach to the development of a formalized description acceptable for predictive planning based on leading indicators. In the context of globalization and interstate and regional economic unions, this will lead to achieving the maximum end-to-end integration of digital platforms. Based on the analysis, the article presents the integration of digital logistics and marketing approaches with the mathematical models of the ecosystem organization of economic relations. The features of the organization of economic relations between contractors involved in the execution of virtual transactions and the material movement of resources were analyzed. The researchers considered prerequisites for the analytical description of interconnections between the participants of digital platforms in cross border e-commerce. The authors’ approach is based on the idea of both a sales funnel in marketing and a conversion funnel in digital transformation. Considering the integration of logistics and marketing, authors offer the definition of business echelons as stages of the consumer value creation. The theoretical contribution of this article consists in constructing a mathematical description of business echelons along the entire value chain. The developed analytical description of business echelons is acceptable both for embedding a digital management support system into various software products, and for conducting in-depth analysis and finding optimal solutions.

Architecture Board Practices in Adaptive Enterprise Architecture with Digital Platform

2018 ◽  
Vol 14 (1) ◽  
pp. 1-20 ◽  
Author(s):  
Yoshimasa Masuda ◽  
Seiko Shirasaka ◽  
Shuichiro Yamamoto ◽  
Thomas Hardjono
Keyword(s):  
Enterprise Architecture ◽  
Digital Transformation ◽  
It Strategy ◽  
Digital Platforms ◽  
Digital Platform ◽  
Depth Analysis ◽  
Practical Guidance

This article aims to investigate solutions incorporated by a group called an Architecture Board in the global healthcare enterprises (GHE) for solving issues and mitigating related architecture risks while implementing “Adaptive Integrated EA framework,” which can be applied in companies promoting IT strategy using Cloud/Mobile IT. The distribution of solutions is to mitigate risks from different categories across the architecture domains in enterprise architecture (EA) is revealed, thereby covering applications, involving ERP, and technologies using the Cloud/Mobile IT/Digital IT. An in-depth analysis of this distribution can act as practical guidance for companies that consider starting up an Architecture Board, by utilizing digital platforms, while moving toward a digital transformation in an adaptive EA aligned with an IT strategy, encompassing digital IT-related elements.

scholarly journals Imperatives of global digital platform management

Upravlenets ◽  
2020 ◽  
Vol 11 (4) ◽  
pp. 59-69
Author(s):  
Evgeny Smirnov ◽  
Sergey Lukyanov
Keyword(s):  
International Business ◽  
Business Models ◽  
Linear Optimization ◽  
Digital Transformation ◽  
Competitive Advantages ◽  
Digital Platforms ◽  
Economic Relations ◽  
Digital Infrastructure ◽  
International Specialization ◽  
Administration Methods

The article critically analyses the phenomenon of global digital platforms, which have become key actors in the international movement of factors of production and studies the approaches to their management. The methodological basis of the research includes the main provisions of the emerging theory of ecosystems and digital platforms, questioning the postulates of theories of international business and strategic management. The article uses the methods of comparative, structural and system-based analysis in the context of their application for assessing digital transformation and managing global digital platforms. The study shows that universal determinants and competitive advantages of global digital platforms are the following: the ability to overcome trade barriers; providing liquidity through transactions; low marginal cost; more efficient use of assets and attraction of investments; and the ability to significantly enhance international specialization. The authors propose an approach for differentiating traditional business models and platform business models based on avoiding linear optimization of internal processes and centralized exchange of value. We establish the conceptual aspects of the expansion of global digital platforms’ business activities. This is due to the emergence of new components of the digital infrastructure that modifies the principles of international business and the administration methods of transnational corporations, which are no longer focused on location. The paper identifies the management problems and risks experienced by traditional companies when creating platforms: dependence on key platforms, increasing costs incurred in market entry, and difficulties when functioning within the lightweight asset model. The formation and development of global platforms not only affect the system of economic relations, but also stimulate changes in corporate governance models and technologies.

scholarly journals Analysis of prospects for development of digital economies: Russian and global trends

2020 ◽  
Vol 2020 (4) ◽  
pp. 25-36
Author(s):  
Tatiana Aleksandrovna Levchenko ◽  
Dmitriy Maksimovich Levchenko
Keyword(s):  
Value Chain ◽  
Business Processes ◽  
Driving Forces ◽  
Digital Technologies ◽  
Digital Economy ◽  
Digital Transformation ◽  
Digital Platforms ◽  
Global Trends ◽  
The World ◽  
The Republic

The article describes the digital economy as the most important trend in the world economic development in recent decades. Digital technologies have embraced the lives of individuals around the world, changed business processes and the activities of government bodies. There have been examined the main approaches to defining the essence of the digital economy, their transformation over the past 30 years and the formation of modern views, within which three main approaches to defining the digital economy have been identified: reproductive, cyber-system and institutional. The analysis of the development of the digital economy in the world was carried out using various indicators (business digitalization index, Information Communication Technologies development index, the level of digital competitiveness and others). As for the most digitally advanced countries, there can be mentioned the Scandinavian states, the Netherlands, the Republic of Korea, Hong Kong, Japan, Great Britain, and Switzerland. The largest digital economy in the world is in China. There are considered the main driving forces of the digital economy: a new data value chain and an increase in the number of digital platforms, accompanied by an increase in their quality. The main tendencies of digitalization processes in Russia are revealed: improvement of positions in world rankings, an increase in the proportion of economic entities actively using digital technologies. The development of the digital economy in Russia is constrained by a number of factors, which determines the need to use the successful experience of other countries in the following main areas: the development of digital platforms, the digital transformation of industry, and the improvement of the digital entrepreneurship ecosystem. The prospects for the development of the digital economy at the global and Russian levels are outlined: the growth in the rate of digitalization and its contribution to global economic growth and GDP, changes in the structure of employment, strengthening of the digital transformation of public administration.

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.

Developing a Strategy for the Digital Transformation of an Enterprise with Allowance for the Capabilities of Business Ecosystems

2020 ◽  
Vol 26 (6) ◽  
pp. 629-642
Author(s):  
T. A. Gileva ◽  
A. V. Babkin ◽  
G. A. Gilev
Keyword(s):  
High Efficiency ◽  
Direct Interaction ◽  
Digital Transformation ◽  
Business Trend ◽  
Digital Environment ◽  
Digital Platforms ◽  
Business Ecosystems ◽  
Key Aspects ◽  
Enterprise's Competitiveness ◽  
Transformation Strategy

The presented study analyzes the processes of creating ecosystems in the context of external challenges and increasing the level of competitive market environment and global digitalization of business to develop a strategy for the digital transformation of an enterprise.Aim. The study aims to assess the practicability of creating ecosystems when developing a strategy for the digital transformation of traditional (“defensive”) enterprises and to provide recommendations for their utilization.Tasks. The authors analyze the characteristics, features, and typology of business ecosystems; substantiate the need to analyze and use the capabilities of business ecosystems in the development of a strategy for corporate development in the digital environment; describe the essence, key aspects of development, and propose a modular structure for the strategy of the digital transformation of an enterprise; develop a conceptual framework for the strategic management of the digital transformation of an enterprise; formulate recommendations for selecting ecosystems that would enhance the enterprise’s competitiveness.Methods. This study uses general scientific methods of cognition in various aspects to propose approaches and a conceptual model of the corporate digital transformation strategy with allowance for the capabilities of business ecosystems.Results. The authors show that in the context of the developing digital economy, business ecosystems have become a new way to organize economic activity due to their high efficiency and rapid scaling. There are two major types of ecosystems: centralized (transaction) ecosystems in the form of digital platforms and adaptive (solution) ecosystems formed by the orchestrating company to create a new value proposition by joint efforts of partners from various industries through direct interaction with each other. The study identifies stages in the development of a digital transformation strategy based on enhancing the enterprise’s competitiveness through its participation in the ecosystem(s) and formulate recommendations for selecting ecosystems that would improve the efficiency of the enterprise.Conclusions. Ecosystem development is a business trend that determines the competitiveness of enterprises and improves the efficiency of their operation in the digital environment. Therefore, under modern conditions, an enterprise should develop its digital transformation strategy based on the creation and/or use of business ecosystems.

THE SHAPE OF A COMMERCIAL BANK IN THE CONTEXT OF DIGITAL TRANSFORMATION IN THE ECONOMY

2020 ◽  
Author(s):  
Магомед Русланович Таштамиров
Keyword(s):  
Commercial Bank ◽  
Digital Economy ◽  
Digital Transformation ◽  
Economic Relations

Данная статья посвящена актуальным вопросам необходимости преобразования коммерческого банка в условиях цифровой трансформации экономических отношений. Представлены некоторые тенденции цифровизации экономики. Отмечена объективная необходимость пересмотра роли и облика коммерческого банка в перспективе цифровой экономики. Выявлены проблемные аспекты ускоренного преобразования цифрового банка в России. This article is devoted to topical issues of necessity of transformation of commercial bank in conditions of digital transformation of economic relations. Some trends in digitalization of the economy are presented. The objective need to review the role and appearance of the commercial bank in the perspective of the digital economy was noted. Problematic aspects of accelerated transformation of digital bank in Russia identified.

scholarly journals Dynamic Capability and Open-Source Strategy in the Age of Digital Transformation

2021 ◽  
Vol 7 (3) ◽  
pp. 175
Author(s):  
Nobuyuki Fukawa ◽  
Yanzhi Zhang ◽  
Sunil Erevelles
Keyword(s):  
Operating System ◽  
Open Source ◽  
Customer Value ◽  
Big Data Analytics ◽  
Idea Generation ◽  
Network Size ◽  
Digital Transformation ◽  
Mobile Technologies ◽  
Dynamic Capability ◽  
Digital Platforms

Today, Industry 4.0 technologies, such as Big Data analytics and mobile technologies, are forcing firms to seek new ways to create and deliver customer value. We argue that the Android project, one of the most successful open-source digital platforms, reflects a new business model in the age of digital transformation. In the Android community, application developers create and sell applications for the Android operating system provided by the open-source firm (Google), and share the profit with Google. Such an open-source strategy forces the open-source firm to give up the profits from selling the operating system to customers. A firm generally chooses an open-source strategy to increase its user network size. Using the concept of creative intensity, or the speed of idea generation, we offer a new explanation regarding the benefits of an open-source strategy in the age of digital transformation. We investigate how to enhance creative intensity and profit on the open-source digital platform. Our model suggests that an open-source strategy effectively manages the diminishing value of ideas and, thus, facilitates the dynamic capability of an open-source firm.

Adoption and Success of e-HRM in a Cloud Computing Environment

2019 ◽  
Vol 9 (2) ◽  
pp. 1-27 ◽  
Author(s):  
Robert-Christian Ziebell ◽  
Jose Albors-Garrigos ◽  
Klaus-Peter Schoeneberg ◽  
Maria Rosario Perello Marin
Keyword(s):  
Success Factors ◽  
New Technology ◽  
Digital Transformation ◽  
Special Focus ◽  
Computing Environment ◽  
Extensive Experience ◽  
Cloud Computing Environment ◽  
Software Adoption ◽  
Operational Level ◽  
Depth Analysis

This qualitative study examines the digitisation of HRM in a cloud-based environment. The influencing factors for the transformation from conventional HRM to eHRM are examined with a special focus on the success factors from a strategic to the operational level. Additionally, an in-depth analysis of the currently existing and new HR metrics which emerge during the transformation takes place. The study is based on interviews with HR experts with extensive experience in transforming and working with the new technology. Active participation of the HR department is relevant for the success of the digital transformation HRM project. HR metrics have not been applied extensively so far and are used less for controlling and optimizing HR processes. New metrics would increase the acceptance of the new technology and thus the success of the overall HR transformation. The main contribution is related to the field of HR software adoption of cloud-based solutions.

Tata Wiron: branding galvanized wires

2015 ◽  
Vol 5 (7) ◽  
pp. 1-8
Author(s):  
Vijay Pundalik Bhangale ◽  
Maithili Prashant Dhuri
Keyword(s):  
Learning Outcomes ◽  
Market Segmentation ◽  
Value Chain ◽  
Far East ◽  
Commodity Market ◽  
Content Type ◽  
Steel Wires ◽  
Wide Range ◽  
Major Player ◽  
Depth Analysis

Subject area Marketing. Study level/applicability MBA Marketing Class. Case overview The case describes the transition of a “Galvanized Wires Business of Tata Steel” into a unique identity, the'Tata Wiron' brand. It focuses on key stages in this journey, including “Understanding the Customers in Galvanized Wires Business”, “Value Chain”, “Challenges Faced”, “Need for Branding”, “Market Segmentation”, “Competition”, “Process of Branding”, “Differentiation”, “Distribution & Sales” and “Promotion”. Tata Steel Wires Business is a major player in the steel wire industry, servicing the discerning needs of its customers across global markets and the leading producer of steel wires in India. A wealth of experience and expertise in the wire industry coupled with latest technology incorporations has enabled Tata Steel Wires Division to constantly meet the most exacting specifications and requirements of its customers. It manufactures a wide range of wires catering to the needs of various industry segments, such as automobile, infrastructure, power and general engineering. The products are well established across the markets of Europe, the USA, Middle East Asia, Australasia, South Asia and Asia and the Far East. Expected learning outcomes The expected learning outcomes are as follows: understanding how in-depth analysis of the competition and value chain establishes the need for branding in a commodity market; understanding how consumer insights help in market segmentation and targeting; and building a brand in commodity market. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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