PRINCIPLES FOR ASSESSING THE INNOVATIVE POTENTIAL OF THE RUSSIAN REGIONS

2021 ◽  
Vol 1 (64) ◽  
pp. 102-109
Author(s):  
Marianna V. Miroslavskaya ◽  
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Import Substitution ◽  
Economic Security ◽  
Goods And Services ◽  
Positive Effects ◽  
Regional Markets ◽  
Communication Time ◽  
New Business ◽  
Substitution Policy

Currently, import substitution is considered as one of the priority directions of the country’s economic development, the relevance of which arose in response to the imposed sanctions of Western countries, which implies a decrease in the share of imports of products, services, technologies, the development of an industrial base in the most important industries and, ultimately, an increase in the level of economic security of the country. Despite the fact that the sanctions impose serious restrictions on the activities of leading Russian companies, in the current conditions, coupled with the ongoing coronavirus epidemic, they are a serious incentive for the implementation of the import substitution policy. Rosstat data show that the import substitution policy has led to positive consequences for the agriculture of the regions. However, the effectiveness of the state policy in the field of digitalization and the introduction of innovative artificial intelligence technologies are of particular importance for the implementation of the import substitution policy. The following positive effects from the digitalization process at the regional level, influencing the implementation of the import substitution policy, are highlighted: improving the quality of life of the region’s population; growth of labor productivity by speeding up all business processes and reducing communication time in the region; the emergence of new forms of business and new business models to increase profitability and competitiveness; increasing the transparency of business transactions and ensuring the possibility of their monitoring; ensuring the availability and promotion of goods and services to regional markets.

Servitization of Industry: New Evidence

2021 ◽  
Vol 65 (8) ◽  
pp. 22-30
Author(s):  
V. Kondrat’ev ◽  
G. Kedrova ◽  
V. Popov
Keyword(s):  
Economic Policy ◽  
Business Models ◽  
Manufacturing Firms ◽  
Policy Implications ◽  
New Economic Policy ◽  
Firm Level ◽  
Policy Regime ◽  
Goods And Services ◽  
New Business ◽  
Use Of Services

A significant increase in the use of services is observed for some industries in GVCs (Global Value Chains). The paper has shed light on important dimension of the servitization which is the sale and export of services by manufacturing firms, often bundled together with goods. Firm-level data confirm that many firms are involved both in the production of goods and services and that there are complementarities between these activities. Not only manufacturing firms are involved in the distribution, transport and logistics services needed for their international operations in GVCs but also, they provide installation, maintenance, repair services as well as a variety of other business support and complementary services that increase value for their customers. The servitization has important policy implications, particularly when taking into account the fact that trade in services is generally more restricted than trade in goods. As the lines between goods and services are blurred, economic policy today might be more challenging than in the past, particularly for companies moving to new business models that imply more interactions with customers and a more intensive use of digital technologies. Services themselves are split into different modes of supply for which there are different levels of economic policy. A closer look at the mechanisms of value creation in the case of services suggests that there are still the needs of new economic policy addressed at business models described as value networks or value shops. As technologies become more disruptive and more companies move to ‘servicified’ GVCs, the need for a more consistent international economic policy regime, particularly at the multilateral level, will become more urgent.

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 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.

DIGITALIZATION AS A NEW PARADIGM OF SOCIO-ECONOMIC DEVELOPMENT

2020 ◽  
Vol 5 (11) ◽  
pp. 5-9
Author(s):  
T. S. KOLMYKOVA ◽  
◽  
S. V. KLYKOVA ◽  
N. Yu. MAKAROV ◽  
◽  
...  
Keyword(s):  
Business Models ◽  
Technological Development ◽  
Digital Data ◽  
New Paradigm ◽  
Positive Effects ◽  
Production Factors ◽  
Role Of The State ◽  
New Business ◽  
Structured Information

The article examines the substantive aspects of digitalization as a new paradigm of technical and technological development. The features that distinguish the digital economy are structured. Information, knowledge and digital data are key production factors. Digitalization is considered as a modern tool for ensuring economic growth. It leads to the emergence of positive effects: the emergence of new business models, the creation of a basis for breakthrough innovations, and ensuring competitiveness in the long term. The important role of the state in the implementation of largescale investments, which are the drivers of the development and implementation of digital technologies, was noted.

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.

Cross-Channel Cooperation

2009 ◽  
pp. 299-304
Author(s):  
Tobias Kollmann
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Core Competencies ◽  
Cost Effective ◽  
Real Economy ◽  
New Business ◽  
Online Business ◽  
Transfer Of Information ◽  
Digital Channels ◽  
Net Economy

The rapid growth of Internet technologies induced a structural change in both social and economic spheres. Digital channels have become an integral part of daily life, and their influence on the transfer of information has become ubiquitous. An entirely new business dimension that may be referred to as the Net economy has emerged. Internet-based e-ventures that are operating at this electronic trade level are based on innovative and promising online business models (Kollmann, 2006). But also traditional enterprises that are operating at the physical trade level (real economy) increasingly utilize digital channels to improve their business processes and to reach new customer segments. With the Internet, the cooperation between enterprises reached a new level of quality. The wide, open, and cost-effective infrastructure allows a simple, fast exchange of data and thus a synchronization of business processes over large distances. Particularly for e-ventures introducing their new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann, 2004; Volkmann & Tokarski, 2006). Online cooperation, however, does not incorporate off-line channels such as print media, stores, or sales forces. For the combined management of online and offline channels, cooperation can be expected to hold an outstanding potential. Partnering with companies from the Net economy may help traditional enterprises to reach new market segments without extending themselves beyond their core competencies—and vice versa. In this context, cross-channel cooperation can be defined as the collaborative integration of online and offline business models aiming at attaining positive synergetic effects for the involved partners by a complement of competencies. (Kollmann & Häsel, 2006, p. 3) Cross-channel cooperation can be regarded a new management task that is worthwhile to be examined in more detail. Although researchers have broadly covered the area of online cooperation, a comprehensive study on cross-channel cooperation has not been undertaken up to now. Particularly the question arises, which cooperation forms represent feasible strategies for both e-ventures and traditional enterprises. Besides its contribution to literature, this article is intended to assist practitioners in evaluating the benefits of crosschannel cooperation for their own businesses.

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 Measurable Effects of Metropolitan Gas Purchasing Group in the Light of Gas Market Functioning in Poland

Resources ◽  
2020 ◽  
Vol 9 (4) ◽  
pp. 36
Author(s):  
Karolina Mucha-Kuś
Keyword(s):  
Market Structure ◽  
Business Models ◽  
Market Liberalization ◽  
Positive Effects ◽  
A Value ◽  
New Business ◽  
Gas Market ◽  
Purchasing Group ◽  
New Business Models

As a result of the gas market liberalization, new business models are emerging and one that brings positive effects to market players is purchasing group functioning. This paper adopts the approach of gas market review and provides a synthesis of its functioning in Poland. The review focuses first on the frameworks of the process of gas market liberalization. Next, the author presents gas market structure and lists and comments on its components. Then, the main characteristics of the market are discussed. The author presents a case study of the Metropolitan Gas Purchasing Group—the largest gas purchasing group in Poland with the volume reaching almost 225 GWh of purchased gas. As a result, the author highlights the effects of this coopetitive strategy which reached a value of PLN 3,000,000.

B2B Applications to Support Business Transactions

2002 ◽  
pp. 22-50 ◽  
Author(s):  
Norm Archer ◽  
Judith Gebauer
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Electronic Data Interchange ◽  
Web Technologies ◽  
Remote Terminal ◽  
Data Interchange ◽  
New Business ◽  
Set Up ◽  
The Many ◽  
Use Of Internet

The use of Internet and Web technologies between organizations has gained much attention in recent years. Termed business-to-business (B2B) electronic commerce, the linking and integration of inter-organizational business processes and systems promises cost and time savings, as well as new business opportunities. The many examples of B2B applications cover a broad range of sales and purchasing processes, business models, industries, and products and services. Complexity ranges from simple message switchboards to sophisticated marketplaces handling a multitude of real-time transactions, integrated closely with the backend systems of the participants. Using information technology (IT) to connect organizations is by no means a new phenomenon, but reaches back several decades to include electronic data interchange (EDI) systems and remote terminal applications. Still, systems based on Internet standards seem to be easier to set up technically and cheaper to interconnect. They might thus reach wider adoption and acceptance than many of the earlier initiatives, and as a result give smaller players a realistic opportunity to join in and reap benefits similar to their larger partners.

Convergence and digital fusion lead to competitive differentiation

2019 ◽  
Vol 26 (3) ◽  
pp. 707-720
Author(s):  
Ashish Thomas
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Growth Strategies ◽  
Content Type ◽  
Business Operations ◽  
Digital Convergence ◽  
Global Banking ◽  
New Business ◽  
New Business Models

Purpose Organizations are consistently seeking innovative strategies and novel pathways to enhance business processes and create differentiation. The global business ecosystem is changing and there is growing demand for multi-modal digital technologies, big data consolidation and data analytics to harness a cost-competitive agile system. Technological convergence and integration of digital systems is one of the preferred methodologies that facilitates new and effective workflows and revives business processes. The progressive interlinking of digital technologies with business operations leads to the convergence and blending of management disciplines, devices and applications. The growing inconsistencies in managerial understanding regarding the benefits of convergence prompts a comprehensive examination of digital convergence pathways, identifying the impacts on converging entities and business objectives. The State bank of India (SBI) mega-merger case study was selected to investigate the pragmatic framework of digital convergence and to understand the impacts on interlinked entities such as: business operations, strategic management, project team that support value creation and competitive differentiation. The purpose of this paper is to focus on the phenomena of techno-fusion of emerging technologies creating new opportunities, business models and unique strategies for global banking and financial service organizations. Design/methodology/approach This study applies the qualitative, inductive research method using critical reflection of before and after the implementation of convergence and digital integration strategies. The SBI case study employs this research strategy based on the premise that banks must stay agile and highly responsive to the changing environment to enhance its value proposition and competitive differentiation objectives. The study methodology incorporates cooperative inquiry and multiple levels of analysis using data collection techniques of exhaustive review of archives, informal interviews, questionnaires and observations to identify the synergistic process improvement pathway. The study is grounded on the concept that the convergence of diverse business pathways involves innovative and interlinked project, strategic and information technology (IT) workflows that results in open innovative systems. Findings The studies identify that organizational innovation and creative solutions are a result of ecosystem turbulence, environmental force diversity, competitive pressure and the need for differentiation. Organizations that harness the power of digital fusion and convergence of management, systems and data generate a competitive advantage. The technological convergence strategy pulls multiple business and technology processes (project, strategic, IT, Cloud, AI and business process management) at the organizational, divisional or functional level generating new opportunities and threats, new business models and unique growth strategies for global banking and financial services organizations. Organizations that fully integrate techno-fusion of business and digital strategies produce synergistic effects and enhance adaptability, innovation and resiliency in the face of competitive challenges. Research limitations/implications Additional areas that can be explored further as an extension of this study are listed below: identifying factors to improve the speed of convergence; the current results are limited to large size organizations where formal management and technology functions are distinctive. Similar studies on smaller organizations are warranted. Originality/value This study focuses on the evolving field of technology innovation, which is increasingly being intertwined with business operations. Innovative digital technology is enabling the convergence of the disciplines of management, digital devices and applications. This facilitates the creation of a pragmatic framework that supports convergence of business operations, strategic management and digital fusion which leads to value creation and competitive differentiation. The techno-fusion of emerging technologies and digital strategies generates new opportunities and threats, new business models and unique growth strategies for organizations.

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