Fostering Innovation and Value Creation Through Ecosystems

2020 ◽  
pp. 25-44
Author(s):  
Mario Spremić ◽  
Lucija Ivancic ◽  
Vesna Bosilj Vukšić
Keyword(s):  
Value Creation ◽  
Business Models ◽  
Manufacturing Sector ◽  
Theoretical Background ◽  
Digital Transformation ◽  
Value Capture ◽  
Ecosystem Research ◽  
Digital Platforms ◽  
Digital Service ◽  
Business Environments

Ecosystems are gaining ever-increasing importance in digital business environments. New digital business models implemented using digital platforms heavily rely on ecosystem network. Thus, it is worthwhile investigating what role ecosystems play in the process of the digital transformation of companies. This chapter provides a theoretical background of the ecosystem research concerning digital trends, such as digital transformation, digital platforms, and digital service innovation. To deeper understand how ecosystem postulates are applied in companies, case study findings from two companies operating in the service and manufacturing sector are presented. Moreover, the ecosystem role is observed in selected companies both in the process of innovation generation (value creation), as well as in the implemented digital business model (value capture).

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.

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 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.

scholarly journals Business Model for Czech Agribusiness

2015 ◽  
Vol 46 (3) ◽  
pp. 128-136 ◽  
Author(s):  
Jana Poláková ◽  
G. Koláčková ◽  
I. Tichá
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Theoretical Background ◽  
Business Modelling ◽  
New Business ◽  
Definition Of

Abstract Business modelling facilitates the understanding of value creation logic in organizations in general. Identifying the components of business models based on different criteria helps understanding the fundamentals of business and the position of entrepreneurs and managers in companies. The present research is focused on the definition of a specific business model for the Czech agribusiness sector. Based on the theoretical background and evaluation of selected business models, the aim is to create a new business model, using components which take into account the specifics of this particular industry.

Value creation mechanisms of business models

2018 ◽  
Vol 19 (3) ◽  
pp. 166-176 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Business Value ◽  
Value Proposition ◽  
Value Appropriation ◽  
Value Capture ◽  
Fine Grained ◽  
Case Vignettes ◽  
Current Article

Management scholars and practitioners generally agree that the primary functions of a business model are value creation and value capture. However, the meaning (conceptualization) of these terms, their measurement, and the factors and mechanisms affecting them remain contentious. In the current article, we provide answers to these questions by clarifying the consumers’ value creation and business value capture constructs. Then, we demonstrate how they are determined by four business model mechanisms: value proposition and value targeting (affecting consumers’ value through willingness to pay) and value appropriation and value delivery (affecting business value through price and cost). We demonstrate that a fine-grained analysis of a business model’s value creation cannot be adequately performed without reference to these four mechanisms. The developed conceptual framework is illustrated and corroborated by the mini-case vignettes. We finish by outlining an application of the proposed framework to two crucial real-world business model situations: escaping the Giver Trap and remaining the Winner.

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 Transformation of Value in Innovative Business Models: The Case of Pharmaceutical Market

2021 ◽  
Vol 15 (3) ◽  
pp. 52-65
Author(s):  
Denis Klimanov ◽  
◽  
Olga Tretyak ◽  
Uri Goren ◽  
Timothy White ◽  
...  
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Success Factors ◽  
Business Models ◽  
Digital Transformation ◽  
Pharmaceutical Market ◽  
Technological Innovations ◽  
Key Success Factors ◽  
The World ◽  
A Company

Creating and developing innovative business models (BM) is currently one of the key success factors for contemporary business. Rapid complex changes in the world reemphasize the need to better understand how BM can be successfully innovated in different markets. The digital component of BM innovation comes under a special spotlight, using the example of a company within the pharmaceutical industry. In particular, this study demonstrates how BM innovation can be developed and implemented in practice within the pharmaceutical market, which accelerates its digital transformation to increase the value it brings to the healthcare systems around the world while sustaining the ongoing crisis. In order to do that, the current paper offers a framework for BM innovation that defines BM elements, BM innovation aspects, and BM innovation logic. The study covers six markets that represent different value creation systems and mechanisms. This paper demonstrates how technological innovations can be activated using managerial tools and insights and also how they can be combined into the holistic system based on the needs of the key value chain actors.

scholarly journals Цифрові платформи як рушійна сила цифрової трансформації економіки

2020 ◽  
pp. 127-132
Author(s):  
Кургузенкова Л.А. ◽  
Федоренко А.І.
Keyword(s):  
Business Models ◽  
Full Range ◽  
Digital Transformation ◽  
Digital Platforms ◽  
Digital Platform ◽  
Market Control ◽  
Goods And Services ◽  
National Market ◽  
The One ◽  
Definition Of

The article deals with the theoretical aspects of structures such as digital platforms, the revelation of the contemporary importance of digital platforms for economic and social development. Digital platforms have been found to be a relatively new phenomenon that has evolved over the last ten years. Approaches of scientists and practitioners to define the definition of «digital platform», their composition, common and distinguishing features between existing types of digital platforms are analyzed. The study found that most scholars are unanimous in identifying the digital platform as a key digital transformation tool that provides information sharing and transactions between a large number of online users. Generalizing scientists’ claims, the author defines an online platform by which we understand bilateral or multilateral markets with an infrastructure that operates online and facilitates transactions between different parties in the process of buying and selling goods and services. It is established that the largest companies in the world by the index of market capitalization now use platform business models. The stages of digital transformation of the market using digital platforms are presented, each of the six stages is characterized. The advantages of enterprises as a result of application of platform business models are highlighted. The strategies of monetization of digital platforms are considered, the mechanism of realization of each of them is described. Thus, it can be argued that digital platforms are a breakthrough innovation that can radically change the structure of the national market. On the one hand, digital platforms help to avoid the intermediary chain, offering the ultimate consumer the full range of options. On the other hand, in the case of «digital monopoly», the owners of successful platforms receive effective market control levers (including information asymmetries) and can impose their pricing policies on service consumers. In these circumstances, the «traditional» business in strategic terms is threatened by the risk of loss of distribution channels and full dependence on platform owners.

Imperatives of Business Models and Digital Transformation for Digital Services Providers

2019 ◽  
Vol 15 (1) ◽  
pp. 105-124 ◽  
Author(s):  
Ramamurthy Venkatesh ◽  
Liju Mathew ◽  
Tarun Kumar Singhal
Keyword(s):  
Business Model ◽  
Business Models ◽  
Service Providers ◽  
Digital Transformation ◽  
Successful Implementation ◽  
Model Framework ◽  
Business Transformation ◽  
Digital Service ◽  
Digital Services ◽  
Business Customers

Despite the increasing pace of digital transformation initiatives across many industry verticals, lack of understanding among business leadership is cited as one of the major barriers for successful implementation of business transformation. This article explores the imperatives of business models and digital transformation from practical perspective and proposes an improvised business model framework with particular focus on digital services providers. Extant literature covering the trends of business models and digital transformation were reviewed qualitatively along with select reports pertaining to challenges faced by communications service providers. Key findings of this article suggest, a practical framework and business model representation to mitigate the challenges of business models and digital transformation. The authors believe, such an approach shall open up new and innovative opportunities for communication service providers to become true digital service providers which will help their business customers to plan and empirically progress with their business transformation efforts.

scholarly journals New Business Models Based on Multiple Value Creation for the Customer: A Case Study in the Chemical Industry

2020 ◽  
Vol 12 (9) ◽  
pp. 3932
Author(s):  
Iveta Šimberová ◽  
Peter Kita
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Chemical Industry ◽  
Customer Value ◽  
Business Models ◽  
Model Development ◽  
Theoretical Background ◽  
New Business ◽  
Multiple Value ◽  
New Business Models

The paper’s objective is to describe business models currently used in terms of sustainable multiple customer creation in the chemical industry in the Czech Republic, namely Section 20.1 in the CZ NACE (Classification of Economic Activities). The business models are described through a specified set of business model elements, which correspond with the presented theoretical bodies. The business models are also evaluated and benchmarked based on a custom indicator measuring business model novelty. The theoretical background of the research consists of three theoretical bodies: Sustainability, multiple customer value creation, and new business models. The research stems from the theoretical background and anticipates that the business model development dynamics drives companies to consider the reasons and conditions of their very existence. The Canvas business model serves as a visualization tool, as it is sufficiently comprehensive, analytical, flexible, and general. For this reason, it is appropriate for the research of new business models aimed at multiple value creation in any industry. Owing to the frequency of occurrence of elements in the fields of the canvas business model, it is possible to develop the majority and minority business model design representing the basis of the research.

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