scholarly journals Digital Newspaper as An Alternative Solution to Maintain The Existence ff Print Media in PT Okt

2021 ◽  
Vol 3 (2) ◽  
pp. 469-482
Author(s):  
Maria Bernadetta Erika Oktoviani ◽  
Florentina Kurniasari ◽  
Rismi Juliadi
Keyword(s):  
Print Media ◽  
Business Environment ◽  
Transformation Process ◽  
Digital Transformation ◽  
Maturity Model ◽  
Maturity Level ◽  
Road Map ◽  
Marketing Process ◽  
New Business ◽  
Digital Newspaper

PT OKT Print Media needs to do a dual transformation to reposition its business to survive in the industry, create a new form of media to reach long distribution distances and to reach market segments that were previously unreachable, as well as to gain new business benefits. The transformation into a Digital Newspaper is carried out by changing the manual marketing process into digital marketing, and creating new html-based media with distribution via data-based and whatsapp. By enriching photos and videos as product development and segmentation that were previously unaffordable, and overcoming the problem of unreachable distribution.There are not many other studies that discuss the digital transformation from physical newspapers to digital newspapers using the Digital Maturity Model (DMM) from TM Forum. Using a 5-dimensional DMM-based questionnaire and 100 samples of customer and employee research, the maturity level of the company's current digital transformation process can be mapped, for the results to be validated by the Commercial Director as the basis for compiling a road map for further improvement. The findings of this study recommend that PT OKT Digital Newspaper uses a digital transformation strategy in the form of Digital Newspaper in order to survive for the purpose of maintaining its existence and adapting to its business environment. 

scholarly journals Development of a competitive intelligence maturity model: Insights from Moroccan companies

2018 ◽  
Vol 8 (1) ◽  
Author(s):  
Mourad Oubrich ◽  
Abdelati Hakmaoui ◽  
Robert Bierwolf ◽  
Mouna Haddani
Keyword(s):  
Early Stage ◽  
Business Environment ◽  
Point Of View ◽  
Competitive Intelligence ◽  
Maturity Model ◽  
Maturity Level ◽  
World Class ◽  
Model Point ◽  
Research Show ◽  
Do So

This paper aims to assess the maturity level of competitive intelligence (CI) in Moroccan companies, so as to improve theirs practices, and to justify their investment in competitive intelligence. To do so, we have identified the maturity model based on a comprehensive review of recent literature. The objectives of this paper are threefold: (1) to determine the major purposes of a CI maturity model (CIMM), (2) to identify the types of CI dimensions and levels of maturity, (3) to evaluate Moroccan companies in terms of CI practice. Our approach is to develop a conceptual framework of the CI maturity model that articulates (1) dimensions of CI, and (2) maturity levels of CI. We note that little attention has been given in previous research to how CI is actually conducted in Moroccan companies. For this purpose, an empirical study was conducted. The results discuss various perspectives and insights from a competitive intelligence maturity model point of view in the Moroccan context. The results show that the majority of the Moroccan companies are in an early stage of the CI levels, where the CI practice is only to employ environment scanning and the competition in the business environment is not intense. We also note the absence of CI structure at this level. Most of these Moroccan companies are not able to cope with changes in the business environment. The CI systems and processes are released on an irregular basis. This study is the first to investigate the Competitive Intelligence Maturity Model (CIMM) in the Moroccan context. The findings of this research show that there are six CI dimensions (CI culture of an organization; CI deliverables; CI sourcing; CI cycle; CI investment in terms of resources; CI users and CI application) that should be taken into account in CI implementation with regard to the CI level (early, mid, world class).

Solutions to Reduce Poverty for Anchovy Fisherman in the Coastal Area of Pamekasan, Madura Regency: Reality or Challenge?

2021 ◽  
Vol 12 (1) ◽  
pp. 35-35
Author(s):  
Elya Kurniawati ◽  
Edo Han Siu Adriesse ◽  
Deny Wahyu Apriadi ◽  
Sumarmi Sumarmi
Keyword(s):  
Coastal Area ◽  
Transformation Process ◽  
Digital Economy ◽  
Digital Transformation ◽  
Digital Model ◽  
Business Transformation ◽  
New Business ◽  
Business Pattern

Digital transformation is a new trend in the industrial era 4.0. It leads to a new business pattern known as the digital economy. Indonesian MSME players face obstacles in carrying out the business transformation process which is based on fact that 90% of Indonesian MSMEs are still run conventionally. The problem of resource unpreparedness becomes the background of this research. The purpose of this research is to find out on how (1) digital transformation carried out by MSME players in developing their business? (2) the development of a digital model carried out by MSME players in developing their business? (3) MSMEs do creative and innovative steps so that their businesses can develop? Keywords: Digital Transformation Management, MSMEs, E-Commerce

Research on Digital Maturity Measurement Index System of Small and Medium-Sized Manufacturing Enterprises Digital Innovation

2021 ◽  
Vol 7 (6) ◽  
pp. 6128-6142
Author(s):  
Tian Li ◽  
Wang Hongqi ◽  
Yang Zhongji
Keyword(s):  
Index System ◽  
Specific Weight ◽  
Digital Transformation ◽  
Maturity Model ◽  
Maturity Level ◽  
Analytic Hierarchy ◽  
Manufacturing Enterprises ◽  
Expert Review ◽  
Identification Method ◽  
Level Identification

Objectives: Facing the tidal wave of the global digital, taking advantage of the trend to carry out digital transformation is an inevitable choice for the development of small and medium-sized manufacturing enterprises. Based on the analysis of digitalization, digital transformation and digital maturity and other related documents, the paper developed a digital maturity model for small and medium-sized manufacturing enterprises (Digital maturity model, DMM), and designed a rule-based digital maturity level identification method. The literature method and expert review method are used to refine the digital maturity index system of small and medium-sized manufacturing enterprises, and the specific weight of the evaluation index is calculated by the analytic hierarchy process. The model includes 4 first-level indicators, 14 second-level indicators, and 36 third-level indicators for digital infrastructure, core business digitalization level, digital human resource level, and digital transformation management. Using the proposed index system and the corresponding digital maturity level identification method, the digital level of small and medium-sized manufacturing enterprises and their value chains can be evaluated, which helps enterprises to achieve strategic goals of digital transformation in a targeted manner, and provides effective solutions for the development of digital transformation of enterprises. The evaluation methods and tools also provide useful reference and guidance for the theoretical community.

scholarly journals DISTRIBUTED PROJECT TEAM MEMBERS' SOFT SKILLS ASSESSMENT

2020 ◽  
Vol 3 (47) ◽  
pp. 53-67
Author(s):  
Natalia Krasnokutska ◽  
Tetiana Osetrova
Keyword(s):  
Soft Skills ◽  
Economic Value ◽  
Business Environment ◽  
Project Team ◽  
Team Work ◽  
Project Teams ◽  
Distributed Teams ◽  
Maturity Level ◽  
Team Members ◽  
New Business

Today, people are suddenly forced to interact remotely due to the pandemic, while companies around the world are beginning to accept the fact that teams don't really have to work in offices to get the expected results. That is why distributed teams are increasingly becoming the norm in various industries, delivering results, and saving corporate resources. At the same time, new realities have not only changed the way companies work but also changed people's thinking to adapt to working in distributed teams. Especially now, the knowledge and skills of employees are intellectual capital for companies, which is fast becoming a new icon of the economic value of the company. Due to this fact, project workers, those who want to succeed in the new business environment, should learn to work effectively in distributed teams. This will require strengthening soft skills such as leadership, commitment, etc. The article considers the economic and social preconditions for distributed project teams trend formation. The literature on the topic of the distributed team’s efficiency was analysed. Thus, one of the factors influencing the team work efficiency related to the soft skills maturity level among distributed project team members was distinguished. The unified list of soft skills based on world experience is determined. The current state and main trends in the work of project teams are studied, based on which the methodological tools for assessing the maturity level of the project team’s soft skills by project managers at the enterprise were proposed. The levels of soft skills maturity, as well as assessment parameters of each of soft skills, are revealed. The practice of applying the unified soft skills list on the example of a distributed team in the Ukrainian company was evaluated, based on which conclusions about the possibility of its use were made.

scholarly journals Digital transformation in supply chains: Current applications, contributions and challenges

2021 ◽  
Vol 9 (1) ◽  
pp. 32-55
Author(s):  
Özden Özkanlısoy ◽  
Erkut Akkartal
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Business Models ◽  
Transformation Process ◽  
Digital Transformation ◽  
Chain Management ◽  
New Business ◽  
Near Future ◽  
New Business Models

Digital transformation in supply chain management enables businesses to achieve competitive advantage by using their resources more efficiently, to make every stage of their supply chain smarter, more transparent and more efficient, to be closer to individual customer needs, to provide a significant increase in decision-making quality, and to become increasingly flexible in the near future. and provides the advantages of having new business models that will be efficient.Unfortunately, today digital transformation is at the stage of digitization rather than digital transformation due to the high initial investment cost and concerns about the success of applications. In this study, successful digital transformation applications implemented in supply chain management to guide companies and supply chains that have not yet entered the digital transformation process, the advantages provided by these applications and the difficulties of the digital transformation process are discussed.In the study, using qualitative data analysis, open-ended interview questions were applied to a total of 28 companies, and the answers were separated on the basis of sectors and applications and new business models were grouped according to sectors. The advantages of the companies and their supply chains with digital transformation and the difficulties faced in the transformation process are discussed jointly to cover all sectors. The study ends with an evaluation and brief summary of the findings.

A proposed maturity model to improve warehouse performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Loay Salhieh ◽  
Waed Alswaer
Keyword(s):  
Design Methodology ◽  
Service Level ◽  
Maturity Model ◽  
Strategic Decisions ◽  
Maturity Level ◽  
Content Type ◽  
Road Map ◽  
Five Phases ◽  
Practical Implications

PurposeThe purpose of this paper is to propose a maturity model to improve warehouse performance.Design/methodology/approachThis paper will follow De Bruin et al’s (2005) suggested six relevant phases: scope, design, populate, test, deploy and maintain in developing the proposed maturity model. This study concentrates on the first five phases.FindingsThe proposed warehouse maturity model can be used as descriptive, benchmarking and a prescriptive with a road map for improvement.Practical implicationsThe warehouse maturity model was proposed to let warehouse managers evaluate their practices and assess them by maturity level. Then, the proposed warehouse maturity model can be utilized to develop a set of plans for conducting projects to improve the warehouse practices, techniques and tools.Originality/valueThe proposed warehouse maturity model contributes to fill the shortages of maturity model addressing the warehouse environment. In particular, it provides a useful tool to establish the overall maturity level of a warehouse system. The proposed maturity model supports strategic decisions oriented toward improvement capabilities of the warehouse and to compete based on service level provided.

scholarly journals Towards a Micro-Enterprise–Focused Digital Maturity Framework

2021 ◽  
Vol 12 (1) ◽  
pp. 72-85
Author(s):  
Olli Kuusisto ◽  
Jukka Kääriäinen ◽  
Kai Hänninen ◽  
Martti Saarela
Keyword(s):  
Transformation Process ◽  
Digital Transformation ◽  
Evaluation Framework ◽  
Digital Tools ◽  
Maturity Model ◽  
Self Evaluation ◽  
Current State ◽  
Application Deployment ◽  
And Performance ◽  
Micro Enterprises

Digitalisation has been identified as one of the major trends changing society and business. However, companies are not making the most of all the opportunities that digitalisation has to offer. In the digital transformation process, it is important to start with assessing the current state. Digital maturity assessment can be used to analyse the current level of digital readiness and performance of an organisation. Micro-enterprises are the smallest group of enterprises and numerically the dominant enterprise type in economies. They differ from larger enterprises in terms of organisational characteristics, such as their unique attitude towards digital tools and application deployment. Furthermore, micro-enterprises are lagging behind in exploring the possibilities that come with digitalisation. This article describes the design process, usage possibilities, and initial experiences of a digital maturity model, especially from the viewpoint of micro-enterprises. As result, this article presents a micro-enterprise-focused self-evaluation framework providing holistic digital maturity status.

scholarly journals D-Cycle as a core element of a digital transformation framework

2021 ◽  
Vol 128 ◽  
pp. 01019
Author(s):  
Evgeny Popov ◽  
Victoria Simonova ◽  
Vitalii Cherepanov
Keyword(s):  
Change Process ◽  
Management Practice ◽  
Transformation Process ◽  
Digital Transformation ◽  
Maturity Level ◽  
Social Field ◽  
Core Element ◽  
Essential Tool ◽  
Transformation Problems ◽  
Large Enterprises

A digital transformation process as an emerging management practice requires a clear, well-described and detailed toolset, that will be handful and easy to apply in practical everyday tasks in a digital transformation change process. In this research, the essential tool of a digital transformation process created by authors is described. Created by research’s authors as D-Cycle, this tool allows to run a digital transformation of organisation, process, or it’s segment from any transforming object’s digital maturity level. D-Cycle will be useful as a key digital transformation tool in digital transformation programmes and day-to-day digital managers’ activities. This tool is also suitable for creating more complicated digital transformation frameworks, those suit for tasks of large enterprises or massive social institutes. D-Cycle does not focus on any certain industry or social field, hence it’s rather universal for solving digital transformation problems. Its practical concise content allows it to be used almost without any special competencies in digital transformation and makes it ready to be applied widely.

Development and Transformation of Indonesian Msme Innovative Entrepreneurship Management Post Pandemic Covid-19

2021 ◽  
Vol 12 (1) ◽  
pp. 34-34
Author(s):  
Elya Kurniawati ◽  
Idris Idris ◽  
Puji Handayati
Keyword(s):  
Transformation Process ◽  
Digital Economy ◽  
Digital Transformation ◽  
Digital Model ◽  
Business Transformation ◽  
New Business ◽  
Business Pattern

Digital transformation is a new trend in the industrial era 4.0. It leads to a new business pattern known as the digital economy. Indonesian MSME players face obstacles in carrying out the business transformation process which is based on fact that 90% of Indonesian MSMEs are still run conventionally. The problem of resource unpreparedness becomes the background of this research. The purpose of this research is to find out on how (1) digital transformation carried out by MSME players in developing their business? (2) the development of a digital model carried out by MSME players in developing their business? (3) MSMEs do creative and innovative steps so that their businesses can develop? Keywords: Digital Transformation Management, MSMEs, E-Commerce

Technology transfer from British to Vietnamese industrial companies - venturing into a new business culture

2018 ◽  
Vol 34 (2) ◽  
Author(s):  
Ca Tran Ngoc
Keyword(s):  
Technology Transfer ◽  
Transfer Process ◽  
Oil And Gas ◽  
Service Industry ◽  
Oil And Gas Industry ◽  
Business Environment ◽  
Background Information ◽  
Business Culture ◽  
Industrial Companies ◽  
New Business

The paper examines the process of technology transfer from British industrial companies to Vietnamese companies, to look at the obstacles of this process, especially in dealing with different business culture environments. The study uses the case studies method, conducting interviews with about ten companies working in oil and gas service industry. Since this is only a first stage of the longer term project, only preliminary results were discussed. Therefore, a company in civil engineering consulting has been examined for comparison. The paper argues that the differences in perception of the same operation activity like service in oil and gas industry are crucial factors to take into account if the transfer process is to be successful. Also, the transferor and the recipient may have different behaviour in negotiating, in communicating with each other. Thus, the preparation of background information, to do "home work", patience and pro-active attitudes in trying to understand partners are important for transferring technology into different business environment.   In addition, the factors, sometime not very technology-related, such as internal political motives and organisational issues of the firms involved can be very influential in the success of technology transfer process.

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