Competitive Digital Innovation

Transforming Products, Processes and Business Models to Win in the Digital Economy
1. Auflage 2023
ISBN: 978-3-031-23439-2
Verlag: Springer

Buch, Englisch, 231 Seiten, Format (B × H): 155 mm x 235 mm, Gewicht: 382 g

Reihe: Palgrave Executive Essentials

Innovative digital technologies are forcing companies to rethink how they compete. The focus of digital innovation in business has shifted from internal transformation within firms to their market interface and ecosystems. While opportunities for innovation in internal operations are well established, it’s less clear how to leverage technology at the market interface. This often has strategic implications, and the goal of this book is help you connect digital innovation to business strategy.

By understanding how to leverage digital technologies, you can redefine your market-facing business processes, your products, services and even your business models and stay competitive in today’s hybrid markets. This book provides a coherent and comprehensive approach to not just survive but rather thrive in the 21st Century global marketplace.        

With global, real-world examples and original frameworks, this is an ideal book for executives and anyone who wants to understand digital strategy. Highly practical but infused with rigorous research, it shows you how your business can use digital technologies to compete in today’s hybrid markets.

Zielgruppe

Popular/general

Autoren/Hrsg.

Basu, Amit

Muylle, Steve

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Betriebswirtschaft: Theorie & Allgemeines
• Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management

Inhaltsverzeichnis

Chapter 1: Introduction     Overview of the Book PART I: Using Digital Technologies to Reshape Processes and Products The Digitalization Framework 
Chapter 2: Digitally Enhancing Market-facing Processes ·        Types of Processes Transaction Processes Search Authentication oValuation Payment LogisticsAfter-Sales Service Decision Support ProcessesConfigurationCollaborationBusiness Intelligence Operationalizing Externally Facing Process Support Example: The Dow Corning CorporationExample: Philips Lighting - Signify 
Chapter 3: Digitally Enhancing Existing Products A Product Digitalization Framework Composition ConnectivityCapabilitiesContextExtent of Product DigitalizationImpact on Market-facing ProcessesOperationalizing the Product Digitalization FrameworkExample: Eneco Toon Example: Philips Lighting – Signify Interact Office Chapter 4: Creating New Digital ProductsTypes of Digital Products Characteristics of Digital ProductsMarket-facing Process Support for Digital ProductsPure versus Hybrid Digital ProductsExample: Barco Demetra Part II: Using Digital Technologies to Reshape Business Scope Chapter 5: Engaging Consumers Market Scope Consumer Engagement Framework Process improvement for an existing product Digitally enhanced business product Digital business productConsumer salesDigitally enhanced consumer product Digital consumer product From Linear to Triangular Consumer Engagement Leveraging Social Media to Engage Consumers Social Media Services PlatformsLevels of Social Media Engagement 
Chapter 6: Digital Intermediaries Types of Digital IntermediariesSelecting a Digital Intermediary RoleResource baseEvolutionary Context Digital PlatformsNetwork EffectsCompetitive Effects of Digital PlatformsApproaches for Building PlatformsWhat Makes a Business a Platform?Example. Reconstructing Eneco Toon as a Digital Platform.     
Chapter 7: Digital Revenue Models From selling traditional products to selling information-enhanced products, selling information to other parties (suppliers, advertisers, etc.), selling information services (e.g., PaaS, KaaS), recap platform revenue models (se Ch. 6) Redefining Firm Scope (progression from monolith to platforms) Part III: Aligning with Competitive Strategy 
Chapter 8: Strategic Planning Models Porter Five ForcesSWOT Analysis Strategic PrioritiesSTEEPLE 
Chapter 9: Aligning with Strategic PrioritiesStrategic PrioritiesOperational ExcellenceExample: The Dow Corning Corporation - XiameterProduct LeadershipExample: Barco Demetra Customer Intimacy Example: Philips Lighting – Signify InterAct Office Example: Philips Lighting – SignifyBeyond Strategic Priorities 
Example: BNP Paribas Fortis – James Example: Eneco Toon Chapter 10: Assessing Readiness for Digital Innovation Resources and CapabilitiesLocus of Digital InnovationInnovate Within the Business Innovate Outside the BusinessInnovate Within and Outside the BusinessExample: BNP Paribas Group – Hello bank!   Chapter 11: Evaluating Digitalization InitiativesPerformance Evaluation MetricsProcess Innovation MetricsProduct Innovation MetricsPlatform MetricsSustaining Competitive AdvantageExamples: Dow Corning, Philips Lighting, Eneco, Barco, and BNP Paribas Glossary

Über Autor(innen)

Amit Basu holds the Carr P. Collins Chair in MIS and is a Professor at the Cox School of Business at Southern Methodist University in Dallas, USA. He has also been on the faculty of Vanderbilt University and the University of Maryland, USA. His research and teaching interests are in the areas of knowledge and database systems, decision support systems, digital strategy, electronic commerce and workflow management. He has also been a consultant and advisor to a number of private and public sector organizations, both in the USA and Western Europe, and was the President of the INFORMS Information Systems Society from 2012-14. He received his Ph.D. from the University of Rochester, his M.B.A. from Southern Illinois University, and his B.Tech. in Electrical Engineering from IIT Delhi.

Steve Muylle is Partner and Full Professor at Vlerick Business School and Ghent University, Belgium. His research interests are in the areas of digital strategy, electronic commerce and business-to-business marketing. Through his research and teaching, he has worked with many companies across the world, from large multinationals to start-ups and scale-ups on various projects involving digital strategy, marketing, supply management, and innovation. He also serves as an Independent Director on Corporate Boards. He received his Ph.D. and a degree in business engineering from Solvay Management School, Belgium, and a doctoral fellowship award from the Intercollegiate Center for Management Science, Belgium. He was a visiting Ph.D. student at the Owen Graduate School of Management, Vanderbilt University.