Buch, Englisch, 280 Seiten, HC runder Rücken kaschiert, Format (B × H): 153 mm x 216 mm, Gewicht: 513 g
Navigating the Fourth Industrial Revolution
Buch, Englisch, 280 Seiten, HC runder Rücken kaschiert, Format (B × H): 153 mm x 216 mm, Gewicht: 513 g
ISBN: 978-3-030-58266-1
Verlag: Springer International Publishing
This book will be of interest to academics and practitioners in management and economics, who are interested in digital strategies performance in global markets.
Zielgruppe
Research
Autoren/Hrsg.
Fachgebiete
- Wirtschaftswissenschaften Betriebswirtschaft Betriebswirtschaft: Theorie & Allgemeines
- Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management
- Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management E-Commerce, E-Business, E-Marketing
- Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Marketing
Weitere Infos & Material
Introduction
Chapter 1. Digital marketing strategy: new performance and risks
Valentina Gerasimenko
Lomonosov Moscow State University,
Moscow, Russia,
Abstract
The article analyzes the directions of implementation of digital strategies and tools in marketing, which becomes a condition for the competitiveness of companies in global markets. Since digitalization as a global process covered all markets, the purpose of the paper was to analyze the real change in marketing strategies and tools on the example of companies operating in the Russian markets. The author conducted a study of the directions and problems of implementation of digital tools and strategies based on the methods of interviewing top managers of companies. The results of the survey show the real directions of using digital strategies and emerging risks of resistance to change. The analysis revealed problems and allowed us to make recommendations for new research on the study of the necessary manager’s competencies for the effective implementation of digital strategies.
Key words: digitalization of economy, electronic markets, digital marketing, marketing tools.
Chapter 2. The European Digital Policy as a tool for Implementing the Fourth Industrial Revolution
Olga Butorina
Institute of Europe, Russian Academy of Sciences
Moscow, Russian Federation
Abstract:
A significant number of works on European digital politics already exists in the world academic literature. The subject of most of them is various domestic aspects of a single digital market, including both technical and legal ones. EU digital policy's external influence is actively discussed in the field of international law, primarily with the copyright, which is associated with the cross-border movement of content (films, e-books, etc.), as well as with the access of users from different countries to databases. However, the global impact of the EU's digital policy is even more legitimate to view through economic lenses.
The objective of this study is to find out whether the digital policy of the European Union is an instrument of its global economic positioning and management. If the answer is yes, this tool has to be characterized: the range of external goals that the EU sets in the field of digital politics has to be determined and these claims have to be correlated with its actual position in the information services market.
The analysis of the most important political materials of 2015-2020 showed that if the EU’s digital policy was initially aimed at overcoming internal barriers, today it is aimed at creating a favourable global digital environment. The author’s estimates show that the EU accounts for a quarter of the global export of ICT services (excluding intra EU trade), which, on the one hand, provides favourable starting points for EU to become the global regulator, and on the other hand, does not give it indisputable advantages and portends a difficult negotiation process with other players, primarily the Asian countries.
Key words: European Union, European digital policy, European Digital Single Market, global governance, digital services exports.
Chapter 3. Institutionalization of the 4th Industrial Revolution in National Economics and on Global Market: Different Paths to Success
Vladimir Osipov
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Ante Roncevic
University North
Varaždin, Croatia
Abstract: The present paper evaluates different approaches to embeddedness of 4th Industrial Revolution in national economics and on global market. Miscellaneous ways to reach the success in turbulent and constant changing global market create two main paradigms of institutional policy according with initiator of achievement emdeddeness. The state, as the initiator, pursues a top-down policy by imposing formal institutions and stimulating business in every way possible to modernize its activities in accordance with the canons of the 4th industrial revolution. If the idea of the 4th industrial revolution is initiated by business, then a down-top policy is implemented, and the state turns out to be a weak actor, adapts to changing conditions, and is modernized through digitalization. Top-down policy is implemented mainly in Natural States, and down-top policy bottom-up policy is mainly characteristic for Open Access Order. Since the 4th Industrial Revolution is associated with high technology, the development of the Internet of Things, the leading role in the global market is played by industrialized and post-industrial countries, and they are creating an institutional image of the new global market. Thus, the Open Access Order has the greatest impact on the development of the global market.
The main goal of the research is to define paths of institutional policy of the 4th Industrial Revolution in Natural States and Open Access Order by methodology of Douglass North and its impact to global market. The institutional and comparative analysis methodology was used in the research. The results indicate that (1) Natural States pursue a top-down policy to embed institutions of the 4th Industrial Policy, (2) Open Access Order goes radically other way – down-top path, and (3) the digitalization of the occurs according to the chosen institutional policy. These findings not only make it possible to adjust the four industrial revolution, but also to modify the institutions already in force. The experience of the 4 industrial revolution initiatives that have already been implemented in selected national economies avoids institutional traps and allows those countries that embark on a later path to succeed.
Key words: 4th Industrial Revolution, Nature State, Open Access Order, institutional policy, global market.
Chapter 4. Impact of the Forth Industrial Revolution on Networked Business Models
Tatiana Skryl
Plekhanov Russian State University of Economics, Moscow, Russia
Marina Gregoric
Nord University, Croatia
Abstract: Many economists point out that industrial activity should be grouped geographically and that it is cluster activity that affects economic indicators. Further it is correct to ask whether in practice geographical proximity of research group members always contributes to innovation activity? Many research papers have shown that new technologies created by teams that worked face-to-face are more likely to be successfully commercialized. It is also believed that geographically close technology product teams generate valuable innovation, while geographically dispersed teams in the value chain of a given product successfully implement workflows that do not require high intellectual labour.
The purpose of the study is to determine the nature of networking among enterprises(companies) in the fourth industrial revolution.
The main objectives of the study - to identify the relationship between the innovation system of transnational corporations and the cluster system of production organization, to establish a single conceptual apparatus for the definition of technological cluster.
In conclusion of the research there is a statement that network forms of the organization of manufacture replace traditional linear-functional and divisional, and the cluster loses regional borders and becomes international.
Keywords: network communications, transformation, innovation, industry, technology, cluster, production, management form
Chapter 5. Strategies for creating global value chains and the Fourth Industrial Revolution
Alina Ignatieva
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Pavel Trifonov
Financial University,
Moscow, Russia
Abstract: A characteristic feature of the modern economy is the processes of globalization, which also include global value chains (hereinafter referred to as GVC) in which almost all countries participate regardless of their stage of development, both developed and developing. At present, relations in the international trade system are being transformed, which determines the content of approaches to new product development and the structure of supply chain management processes, and global value chains play a key role in the modern world economy. in particular, global players are becoming more interested in value chains and, in this regard, in transforming the structure of world trade and the possibility of integrating an increasing number of companies at the industry and country levels. In this regard, methods for studying GVC are also being developed, factual material is being accumulated, and a methodological base is being formed and refined: the effect of chains at the level of individual industries, the impact of national and regional features and innovations on them, and a mechanism for implementing strategic changes in those companies that participate in GVC, as well as making innovative decisions as a result of participation in GVC is being studied. Leading international organizations, such as UNCTAD, OECD, WMF and the World Bank, pay serious attention to the study of the methodology for building and evaluating the functioning of the GVC, which predict the consequences of including individual countries in General and the new conditions for digitalization in particular. This article analyzes the essence and main trends in the development of GVC, including interaction with the tools of "Industry 4.0", and also examines the features and possibilities of involvement in the GVC of Russia, theoretical, empirical and methodological possibilities of research on global chains, as well as the existing problems and limitations.
Keywords: global value chains (GVC), industry 4.0, industrial policy, Digital economy, value added in the production of foreign goods and services (FVA), value added in the production of local goods and services (DVA).
Chapter 6. Sourcing and digital strategies performance of big companies in key global markets
Dmitry Stapran
PwC Russia, Moscow, Russia
Igor Stepnov
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Financial University,
Moscow, Russia
Abstract: The article explores major stages of emergence of sourcing in Russian economy as well as periodization with relevant features of each period. The authors note 4 periods – stabilization, activization, uncertainty and future development, each period having its timeframe. The analysis is done through the lenses of sourcing methodology developed by the authors. The methodology is based of the four forces – transaction costs, competitive advantage, trust and institutional voids. These forces, in turn, influence the sourcing cycle in the specific firm, industry or the economy as a whole.
Key words: sourcing, stages, outsourcing, oil and gas industry, logistics, business transformation.
Chapter 7. Technologies of the Fourth Industrial Revolution as a Driver of Advancing in Digital Operations Management
Julia Kovalchuk
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Moscow Aviation Institute (National Research University), Moscow, Russia
Abstract: The article presents the author’s approach to the study of opportunities and prospects for the development of operational management in the context of the economy's digital transformation. It is determined that the priority of fulfilling market expectations becomes objectively justified for digital economic entities, which, in turn, is impossible without using the principles of advancement in production. Potential adaptation of modern organizational tools that take into account digital technologies and automation of control systems, including the Internet of things, have been created in order to increase the efficiency of organizational processes and implement lead models when creating a new industry.
Key words: industry, technology, operation management, productivity, strategy, production flexibility
Chapter 8. The Fourth Industrial Revolution and the new paradigm of corporate governance
Alexander Yukhno
Civic Chamber of Russia,
Moscow, Russian Federation
Abstract: The primary objective of the article is to study the increasing role of information and communication technologies and digital strategies in the activities of boards of directors as part of the company's business strategy.
The transformation of business models and sectors of the economy in the digital era determine new logic for building business strategies, at the same time creating new opportunities and risks. The subject area of information and communication technologies covers a wide range of issues, requires the systematic participation of various stakeholders, as well as giving the grounds for the mechanisms for creating values and managing the emerging risks. Given that during the economy’s digital transformation, its application is an important element in the development and implementation of the company's business strategy, it is crucial that its governance is within the perimeter of the company's corporate governance as one of the key tasks of the board of directors. However, practice shows that corporate governance pays insufficient attention to this issue.
The paper notes that the ability to rethink a business in digital form is largely determined by a clear digital strategy ensuring that technologies are implemented in the way meeting the company's business goals. In addition, it is currently planned to draw closer to the ICT strategy and the company's business strategy in order to implement a unified digital business strategy.
In conclusion, recommendations to companies are made regarding the use of information and communication technologies and digital strategies, as well as the conclusion that they significantly expand the management capabilities, and the role of the board of directors as a strategic management and oversight body will continue to increase.
Keywords: digital economy, digital transformation, information and communication technologies, board of directors, corporate governance, digital strategy.
Chapter 9. Application of data mining and machine learning methods to enhance the effectiveness of digital marketing strategies
Sergey Gutnik
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Abstract: The article aims to show the ways the data mining and machine learning methods enhance the effectiveness of digital marketing strategies. The author describes the capabilities of business analytics such as data and application integration solutions, transforming data and information into knowledge, versatile data analysis tools. The author also specifies the distinguising features of the term Big Data and Dig Data technologies. The work classifies and carries out the benchmark study of digital mining methods applied in business solutions and marketing strategies. It describes the general practice of digital marketing information processing and gives particular consideration to predictive analytics and forecasting components. The paper exemplifies effective predictive analytics and machine learning solutions in IT sector and tendencies for developing market strategies in digital economy. The author focuses on machine learning algorithms (regression, classification, clustering, decision trees, neural networks) and particularities of their implementation as well as benefits of machine learning in marketing strategies. The paper analyses the main stages of the digital technology evolution in marketing strategies and suggests practical guidelines for companies on their use.
Key words: digital economy, business analytics, big data, data mining, predictive analytics, machine learning, marketing strategies
Chapter 10. The Evolution of Conglomerates in Digital era: adapting strategies to the requirements of the 4th industrial revolution
Natalia Konina
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Irina Vladimirova
RUDN University, Moscow, Russia
George H. Stonehouse
Edinburgh Napier University Business School, Edinburgh, United Kingdom
Abstract: This Article discusses the characteristics of the activities and strategies of digital conglomerates. As the main approach to the study of this problem, a systematic approach was chosen, such diverse elements as digital technologies, conglomerate development strategies, which were previously studied separately, were comprehensively considered. The article stipulates that the digital transformation of the main business processes becomes the key success factor in modern conditions. The authors prove that conglomerates as a form of integrated business organization in global markets have not exhausted themselves, but the current stage of the digital revolution has created the prerequisites for the transformation of digital leaders into global digital conglomerates, which, using the network nature of operations and platform features, have managed to increase the efficiency of their operations. Moreover, even with a smaller volume of tangible assets they ensured their rapid internationalization and leadership in many sectors of the emerging economies. The Article is of a practical value for investors and Russian companies developing their digital strategies.
Keywords: digital strategy, digitalization, digital technologies in management, digital conglomerates.
Chapter 11. Digital transformation strategy of global oil and gas companies: preparing for the Fourth Industrial Revolution
Anastasia Sheveleva
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Peter Khaiter
School of Information Technology,York University, Toronto, Canada
Sergey Tyaglov
Rostov State Economic University,Rostov-on-Don, Russia
Abstract: Article justifies the need to review the main management approaches and search for new ways of making managerial decisions by international oil and gas companies operating in a dynamic and volatile market. The key success factor in today’s environment is digital transformation of the main business processes. In this regard, this article discusses the impact of digitalization on the planning,
organization, coordination, management and control processes in oil and gas
companies, that is the main functions of management, as well as identifying the
benefits of the use of digital technology in management activities. A systematic
approach was chosen as the main approach to the study of this problem, thanks to which diverse elements such as digital technologies, oil and gas companies and management, which were previously studied separately, were comprehensively considered. The article proves that digitalization, despite the debatable nature of the problem, as a whole has a positive impact on the management of oil and gas companies, increasing its effectiveness. Article materials are of practical value for oil and gas companies in terms of improving the planning, coordination and control system. The results of the article can be taken into account by oil and gas companies when building up strategies for their further development.
Keywords: digital transformation strategy, digitalization, digital technologies in
management, effective management, international oil and gas companies
Chapter 12. Determining the effectiveness of digital marketing strategy in transnational e-commerce
Yuriy Savinov
All-Russian Academy of Foreign Trade, Moscow, Russia
Evgenia Taranovskaya
All-Russian Academy of Foreign Trade, Moscow, Russia
Oleg Gavryushin
Institute of International Trade and Law, Moscow, Russia
Abstract:
The development of e-commerce not only as a relatively new type of entrepreneurial activity objectively requires developing an approach to determining cost-effectiveness. The most significant thing to consider when organizing sales in new markets is the charges of companies for advertising and marketing. But when entering the foreign markets, the seller's tasks become more complicated, as it is necessary to take into account the influence of new factors and circumstances, often unfamiliar to the exporter. That is why marketing staff are developing methods for evaluating the costs. To date, several approaches to evaluating the cost-effectiveness of advertising and marketing have been developed. One of the most used is the method of calculating the Return on Investment (ROI), i.e. the income from the incurred expenses. However, this method is not always suitable, because it evaluates the return on short-term financial investments, and some of the costs become extended over a long period.
That is why one should pay attention to other methods, in particular, to those based on accounting for finding the customers who regularly make purchases from a particular seller. The authors aim to justify this approach and prove its feasibility.
Keywords: digital marketing, e-commerce, investment income, new key performance indicators of the company
Chapter 13. The Fourth Industrial Revolution and Digital platforms as strategic vector of the global agrobusiness development
Lilia Revenko
Moscow Institute of International Relations (MGIMO University),
Moscow, Russia
Nikolay Revenko
Financial University,
Moscow, Russia
Abstract
Based on the complex approach to the social economic system analysis the article looks into the effect the digital platforms produce on the development of new strategies in the agribusiness sector. The article aims at revealing new general tendencies in developing new digital platforms as well as the way the agribusiness sector is adapting to the digital economy requirements.
The authors point out that the global agribusiness is responsive to opportunities and challenges appearing at every step of scientific and technological growth thus adjusting to new tendencies.
Consequently, one of the competitive tools an articulture company can use in the digital era is setting up digital platforms.
Building up platform-based models results in transforming the organizational structure of a company designing brand-new strategies in forming global value chains by means of end-to-end digital technologies.
Globally, using such platforms spurs market monopolization on the agricultural market that requires new methods of regulation. The adaptive process to the platform-based economy depends on a number of aspects: geographical location and profile, organisational structure, propensity to innovation, the market environment and government regulation factors.
The article draws attention to the ambiguous influence digital platforms make on articultural business, for example: high-technology companies' performance improvement is accompanied by the digital divide.
Key words: digital platforms, agricultural business, agribusiness, global market, agricultural produce, produce, agricultural commodities, food supplies.
Chapter 14. Retail business models in the era of the Fourth Industrial Revolution
Ekaterina Bostoganashvili
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Abstract
In today's age digitalization exerts a considerable impact on competitiveness in the market. Digital transformation of a company happens basically in 3 levels: operational processes, customer experience, business models. The article considers digital transformaiton of business models particularly within retail sector with comparative analysis of platforms (ecosystems) and traditional business models. On the one hand, digital platforms provide favourable opportunities, on the other hand, they challenge market monopolization. Digital platforms generated new types of businesses, i.e. platform-based companies empowering new value chain sources and compatitive environment, to name but a few. The article gives definitions and characteristics of business platform models, points out the advantages and challenges retail market is faced with, benefits ecosystem participants enjoy. The author emthasizes the significance of ecosystems allowing to increase the value without the owner's participation. Ecosystems are time- and labor-saving and they offer endless opportunities. In conclusion, the author points out that digital technology and virtual companies transform conventional retail businesses driving up the popularity of omni-channel business models. Besides, introducing business platforms requires considerable changes in management otherwise it can be undermined.
Key words: digital transformation, digital business models, platform business models, digital economy, retail sector, retail companies
Chapter 15. Digital tools in empirical marketing strategies of global hotel companies
Raisa Nozdreva
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Anna Churakova
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Abstract
This article reviews the practical use of modern digital tools by hospitality companies as the most important vehicles for the implementation of their empirical marketing strategies. The formation of unique customer experience is vital to the success of contemporary hotel chains. The introduction of state-of-the-art digital tools into the marketing activities of the companies enables them to offer their customers the fullest and most positive experience of interaction with hotels. In a digital space, communication uses a corporate website, a mobile application, social media, email campaigns and other online tools. A comprehensive mode of using various digital tools forms the basis for efficient interaction with customers. The customers' convenience in utilising corporate digital resources plays a crucial role as well.
The purpose of this study is to evaluate the current experience of digital tool implementation by global hotel chains. The paper describes the results of a system analysis of using digital tools, identifies the key digital channels being used to interact with the consumer and determines the extent of integration among the various channels and the possibility of creating an integrated cross-channel infrastructure. The paper also discusses the degree of offering personalisation and the development of a personalised customer path, which can provide the basis for the generation of a unique positive digital experience for each customer.
Key words: empirical marketing, digital cross-channel interaction, digital communication channels, hotel chains, experience marketing
Chapter 16. Digital transformation of marketing strategy of Western firms in Chinese cosmetic market
Elena Ponomareva
Moscow State Institute of International Relations (MGIMO University),
Moscow, Russia
Elena Nozdrenko
Siberian Federal University, Krasnoyarsk, Russia
Abstract: The Article reads upon transformation of marketing strategies of Western companies in Chinese cosmetic market influenced by digital trends in the economy and aimed at the millennial generation, which is the predominant part of the target audience and requires digitalization in tools and methods in communication and distribution.
The main aim the Article is to analyze the current trends and key factors in marketing transformation of business which are being implemented by Western companies in the Chinese cosmetic market driven by the digitalization of the economy.
Article materials are based on the research methods obtaining the fundamental principles of marketing theory as far as on the modern system of economic, cultural and sociological knowledge and statistics that defines the basic requirements for scientific theories, essence, structure and methods of applying various tools of analysis in the field of marketing.
Finally, the Article proofs that successful development of business in Chinese cosmetics based on the concept of “digitalization” as the only opportunity for Western companies to meet the rapidly changing conditions of the digital economy and modern needs and preferences of Chinese millennials. Digital strategies in the cosmetic market in China are a key driver of marketing, as they allow flexibility to respond to ongoing changes and market needs.
Key words: digitalization, China, cosmetics, marketing, strategy, e-commerce, Estée Lauder
Chapter 17. Management by values in digital transformation strategies of Russian companies and the Fourth Industrial Revolution
Alexander Gaponenko
Institute of business studies The Russian presidential academy of national economy and public administration
Anastasia Erokhina
Institute of business studies The Russian presidential academy of national economy and public administration
Maria Pokrovskaya
Institute of business studies The Russian presidential academy of national economy and public administration
Abstract. The purpose of the work is to define the impact of management by values on digital business transformation processes; to define what digital or conventional technologies are applicable in enhancing corporate values. Methods: interviewing employees and managers of Russian entities, analyzing cases of advanced institutions. Results: it has been detected that the majority of Russian companies are aware of the need to have management by values but are not using it to the full extent, which hinders digital transformation. Conclusion: the study proved that as digital transformation progresses, management by values makes the transformation more efficient; it is sensible to apply various digital technologies in management by values.
Key words: digital transformation, management by values, competitiveness, corporate culture
Conclusions
References
