Internet-Enabled Business Models and Marketing Strategies

2021 ◽  
pp. 103-119
Author(s):  
Chandra Sekhar Patro
Keyword(s):  
Information Technology ◽  
Business Models ◽  
Digital Technologies ◽  
Value Added ◽  
Marketing Strategies ◽  
Competitive Advantages ◽  
Analog To Digital ◽  
New Information ◽  
Value Propositions ◽  
Basic Level

The internet is continuously growing and evolving as a vital resource with which organizations can upgrade their capabilities and expand their business activities. The revolution of information technology has a major impact on internet-based business models. At the basic level, it is the shift from analog to digital technologies that are responsible for much new information technology (IT) capabilities. The IT-enabled business trends are profoundly altering the business landscape with the pace of technology change, innovation, and business adoption. Digital technologies have created innovative trends for organizations to create value propositions and perform value-added activities. The chapter articulates the various internet-based models, e-marketing business models, internet marketing strategies, and mix adopted by the organizations in leveraging the unique features of digital technology to create competitive advantages. Further, focuses on the emerging internet-based market structure and IT-enabled business marketing trends.

Quality of Cloud Services

2012 ◽  
pp. 1609-1620
Author(s):  
Anette Weisbecker
Keyword(s):  
Information Technology ◽  
Cloud Computing ◽  
Business Models ◽  
Value Added ◽  
Cloud Services ◽  
The Internet ◽  
Success Factor ◽  
Distributed Resources ◽  
Critical Success

Cloud Computing has become the predominant paradigm in information technology for the use of distributed resources. It enables the Internet of Services where different provider offer services and compose services to new value added services. For the emerging service value chains the quality the services plays an important role. Therefore, beside software engineering methods aspects like quality of services, business models, and the interaction with the customer have to be considered during the development of cloud services. This chapter describes how these aspects can be integrated in the development process by combining software and service engineering methods and considering quality as a critical success factor in the design time.

scholarly journals DIGITALISATION OF THE NATIONAL ECONOMY: ECONOMIC AND SOCIAL CONSEQUENCES

2020 ◽  
Author(s):  
Olha Pizhuk ◽  
◽  
Vasil Muraviov ◽  
Keyword(s):  
National Economy ◽  
Business Models ◽  
Digital Technologies ◽  
Value Added ◽  
Digital Economy ◽  
Digital Transformation ◽  
Social Consequences ◽  
Negative Consequences ◽  
Positive Effects ◽  
Wide Range

The article examines the positive effects and negative consequences of the digital transformation of the national economy in terms of waves of technological progress and the spread of innovation. It is determined that the development of the digital economy is the most obvious result of the wave-like nature of digitalization. A three-sector model of the digital economy is proposed, where the primary sector is its core and includes fundamental innovations (semiconductors, microprocessors), basic technologies (computers, telecommunications devices), stimulating infrastructure (Internet and telecommunications networks); the secondary sector includes services based on basic digital technologies, including digital platforms, mobile applications, and electronic payment systems; tertiary – a digital economy based on a wide range of digital products and services, including e-commerce and new activities or business models that are transformed as a result of digital technologies. A system of indicators has been formed that provides a quantitative interpretation of the economic and social consequences of the process of the digital transformation of the national economy. Such an assessment will help to understand the potential impact of digital transformation on economic growth, which is often uneven, both within the country and between countries with different levels of socio-economic development. This impact was considered in several parameters, including labor productivity, gross domestic product, value-added, employment, as well as for various components of the digital economy. Emphasis is placed on the fact that the net impact on the overall economy is difficult to assess mainly due to the imperfection of existing methods of assessing the digital economy. It was found that the most threatening consequences of the digital transformation are labor displacement, as the exponential change in technology leads to the use of robots, autonomous vehicles, sensors, artificial intelligence, the Internet of Things, changing the workflow towards greater flexibility with the predominant use of temporary labor. The types of work organizations that are likely to be part of the working ecosystem for at least the next 10 years are described.

scholarly journals Competitive Advantages and Values Created and Attained Out of Well-Crafted Customer Value Propositions

2021 ◽  
Vol 16 (2) ◽  
pp. 53-73
Author(s):  
Jeffrey Yi-Lin Forrest ◽  
Dmitry A. Novikov ◽  
Stephen Larson ◽  
Fen Wang ◽  
Jing Yang
Keyword(s):  
Customer Value ◽  
Market Competition ◽  
Value Added ◽  
Future Research ◽  
Competitive Advantages ◽  
Analytical Reasoning ◽  
Potential Market ◽  
Value Propositions ◽  
Game Theoretic ◽  
Generally True

Abstract To help facilitate the development of a theoretically rigorous and practically useful theory of customer value propositions (CVP), as called for repeatedly by the extant literature, this paper establishes a game-theoretic theorem regarding the dynamics of market competition and potential market entry. On top of this result and by employing logical rigor and analytical reasoning, eight generally true facts are developed without suffering from the constraints of data- and anecdote- based approaches, as widely used in the literature. In particular, these established results reveal how a newly adopted CVP is associated with the three essential processes underlying a company’s operation, how it will be pivotal for the company to attain competitive advantages, how the value added by adopted CVPs can be determined, etc. At the end, recommendations for decision-making managers and entrepreneurs and potential questions for future research are provided.

The Digital Value Propositions for Virtual Business Incubators

2020 ◽  
pp. 1-19
Author(s):  
Angelo Saavedra ◽  
Bernice Kotey ◽  
Kamaljeet Sandhu
Keyword(s):  
Support Services ◽  
Idea Generation ◽  
Digital Technologies ◽  
Value Added ◽  
Generation Process ◽  
Business Incubators ◽  
Detailed Review ◽  
Business Support ◽  
Value Propositions ◽  
Virtual Business

Business incubators (BIs) are property-based initiatives that provide nascent entrepreneurs access to a mix of business support services and networking opportunities. These services are expected to foster the idea generation process from inception to commercialisation, with the hope they will later develop into self-sustaining, thriving ventures. Digital technologies have enabled BIs to extend their support services to include new digital services, and to expand their geographical coverage, giving rise to the virtual business incubator (VBI). This chapter provides a detailed review of the BI from its origin until the emergence of the VBI, highlighting their main characteristics, differences, and benefits. Furthermore, the author argues the view of the VBI as an extension of the BI is insufficient to fully understand its operations, value-added incubation services, and contribution to venture success. Therefore, a novel conceptual framework to define the VBI is proposed.

Agile Business Analysis for Digital Transformation

2022 ◽  
pp. 1902-1926
Author(s):  
Busra Ozdenizci Kose
Keyword(s):  
Information Technology ◽  
Continuous Improvement ◽  
Business Models ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Continuous Learning ◽  
It Projects ◽  
Business Analysis ◽  
Agile Practices ◽  
Continuous Feedback

The use of cutting-edge digital technologies and the realization of right project, program, and portfolio (3P) initiatives can trigger the intended company-wide change and the digital transformation. Today, organizations need to increase their agility for managing their information technology (IT) projects and transforming their business models. The integration of agile perspective and business analysis (BA) approach has a great potential to increase the success of digital transformation. This study aims to provide an overview of state-of-the-art in agile business analysis in scope of digital transformation. In accordance with the well-known frameworks, general principles and promising techniques of Agile BA are highlighted and discussed. The regarding agile practices provide valuable guidelines for researchers and practitioners that how they can assist continuous feedback, continuous learning, continuous improvement, and continuous integration capabilities of organizations; and also how to maximize value to the stakeholders in agile project lifecycles and agile business transformations.

scholarly journals The ways of business digitalization in global corporations

2021 ◽  
Vol 92 ◽  
pp. 05027
Author(s):  
Vladimir Tretyak ◽  
Maria Lyakina ◽  
Elena Volkova
Keyword(s):  
Business Model ◽  
Business Models ◽  
Digital Technologies ◽  
Value Added ◽  
Global Market ◽  
Company Strategy ◽  
New Business ◽  
Global Corporations ◽  
Smart Technologies ◽  
And Behavior

Research background: Under the conditions of post-industrial economy, market subjects tend to use digital technologies more intensively. Many authors define digital technologies as innovation, describe possibilities of automatization and try to find out some limitations of smart technologies implementation. In this research, we consider that Industry 4.0 and digital technologies can transform traditional business model radically. That is why, it is very important to highlight the ways of digitalization in business and to justify the choice of the most effective smart technologies during the period of business transformation. Purpose of the article: to highlight the local ways of digitalization in global corporations and to discover the most effective ones among them. Methods: in this research, we run comparative analysis of new business models using recent articles in scientific journals and empirical evidence from open sources. Also, we use the results of expert assessments based on depth-in interviews. Findings & Value added: the most perspective ways of digitalization in global corporations are highlighted: digital automatization implementation, during which the existent process in traditional business model is digitized; new IT service appearance, that improves the traditional business model; digital transformation of traditional business model into the new one with a digital platform core. A visual model of monitoring the digitalization process within the company is proposed. It is proved that smart technologies can transform business model radically. These technologies affect the structure of companies’ supply and can change market structure (including global market) through active company strategy and behavior.

Challenges to Business Models in the Digital Transformation Context

2021 ◽  
pp. 116-129
Author(s):  
Pedro Fernandes da Anunciação ◽  
Francisco Madeira Esteves
Keyword(s):  
Cloud Computing ◽  
Business Models ◽  
Digital Technologies ◽  
Digital Transformation ◽  
New Paradigm ◽  
Economic Organizations ◽  
New Information ◽  
Technological Potential ◽  
Block Chain ◽  
Technology Users

The digital transformation of the economy and society itself is pushing the economic organizations to processes. Multiple digital technologies like data analytics, enterprise mobility, social networks, cloud computing, robotics, block chain, and internet of things (IOT) are pushing radical changes in the ways of working (WoW). People with strong technological skills are demanding changes to organizations towards two-way business interaction in order to meet the needs and expectations. But consumers who are technology users expect new information and knowledge products and services based on technological potential. It remains to the organizations to define strategies for this transformation, seeking to adapt their organizational and information systems to this new paradigm of digital transformation.

Models of Economic Growth and Models of the Growth of Enterprises

2014 ◽  
pp. 206-224
Keyword(s):  
Economic Growth ◽  
Information Technology ◽  
Business Models ◽  
Economic Science ◽  
Architecture Design ◽  
Complex Phenomenon ◽  
Economic Literature ◽  
Technology And Innovation ◽  
New Information ◽  
Recent Developments

This section deals with the last dimension of the AGG model—the growth realm—and the relevance of technology and innovation to this subject. This chapter discusses briefly the recent developments in two deeply connected strands of the economic literature: the complex phenomenon of economic growth (mostly of nations) and the phenomenon of the growth of enterprises, two important disciplines of the economic science. Its main intention is to highlight how the combined (and complementary) issues of the architecture design and operation and that of governance of the enterprise (objects of this book) are still absent in the mainstream debates of the growth of enterprises and of economic growth. The chapter ends with a brief discussion of economic models that take into account new information technology business models.

The Siemens Digitalization Strategy in a Value-Based Management Framework

2021 ◽  
pp. 183-209
Author(s):  
Diana Claudia Cozmiuc ◽  
Ioan I. Petrisor
Keyword(s):  
Business Models ◽  
Net Present Value ◽  
Economic Value ◽  
Digital Technologies ◽  
Value Added ◽  
Economic Value Added ◽  
Discounted Cash Flow ◽  
Business Context ◽  
Value Based Management ◽  
New Business

The digital economy is growing at unprecedented speed and scale. Digital technologies generate the digital transformation of everything – organizations, industries, society. Digital technologies and digital business models disrupt industries in a digital vortex to a different degree by industry. In the new business context, value creation changes from the classical net present value of discounted cash flow or economic value added. Changes are given mostly by uncertainty. Reconciling classical value with digitalization becomes a research topic – the topic of this chapter. The chapter is a case study on Siemens, a Harvard Business Review case in digitalization, and one of the most important value-based management practitioners in the world, in the view of the economic value added model and in the view of journals indexed in Web of Science. The Siemens case is used to explore how economic value added and digitalization can work together and finds that they do in different stages that follow the logic of the innovation lifecycle.

scholarly journals Digital transformation and its challenges to the strategic management system

2021 ◽  
Vol 106 ◽  
pp. 01035
Author(s):  
Irina Maksimenko ◽  
Tatiana Vashko ◽  
Svetlana Zdrestova-Zakharenkova
Keyword(s):  
Strategic Management ◽  
Economic System ◽  
Management System ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Business Community ◽  
Competitive Advantages ◽  
Cross Border ◽  
Value Propositions ◽  
The Waves

Digital technologies and their tools are fundamentally changing not only the technological order, but also the economic system. Recently, researchers and the business community attention has been focused on digital companies born in the era of the modern Internet and offering value propositions based on digital technologies and their cross-border properties. But how multifaceted and heterogeneous the nature of the technologies is, so complex and multidimensional is the process of their implementation, which transforms not only the company’s IT environment, but also the whole strategic management system. In the process of this transformation, companies face a range of challenges that can lead to devastating consequences. Understanding the sources and nature of these challenges allows to find ways to overcome them and transform them into competitive advantages. The structure of the article includes two blocks. The first block summarizes evolutionary ideas about transformation through its main constructs, parameters, and stages. The second block shows the study and systematization of the challenges that lead the waves of digital transformation in the context of their impact on the parameters of the strategic management system.

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