Competitive Digital Innovation: Transforming Products, Processes and Business Models to Win in the Digital Economy

ISBN-13: 9783031234392 / Angielski / Miękka / 2023

Steve Muylle

Opis

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.

Spis treści

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 o

Valuation 

Payment 

Logistics

After-Sales Service 

Decision Support Processes

Configuration

Collaboration

Business Intelligence 

Operationalizing Externally Facing Process Support 

Example: The Dow Corning Corporation

Example: Philips Lighting - Signify 

Chapter 3: Digitally Enhancing Existing Products 

A Product Digitalization Framework 

Composition 

Connectivity

Capabilities

Context

Extent of Product Digitalization

Impact on Market-facing Processes

Operationalizing the Product Digitalization Framework

Example: Eneco Toon 

Example: Philips Lighting – Signify Interact Office

 

 

Chapter 4: Creating New Digital Products

Types of Digital Products 

Characteristics of Digital Products

Market-facing Process Support for Digital Products

Pure versus Hybrid Digital Products

Example: 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 product

Consumer sales

Digitally enhanced consumer product 

Digital consumer product 

From Linear to Triangular Consumer Engagement 

Leveraging Social Media to Engage Consumers 

Social Media Services Platforms

Levels of Social Media Engagement 

Chapter 6: Digital Intermediaries 

Types of Digital Intermediaries

Selecting a Digital Intermediary Role

Resource base

Evolutionary Context 

Digital Platforms

Network Effects

Competitive Effects of Digital Platforms

Approaches for Building Platforms

What 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 Forces

SWOT Analysis 

Strategic Priorities

STEEPLE 

Chapter 9: Aligning with Strategic Priorities

Strategic Priorities

Operational Excellence

Example: The Dow Corning Corporation - Xiameter

Product Leadership

Example: Barco Demetra 

Customer Intimacy

 Example: Philips Lighting – Signify InterAct Office 

Example: Philips Lighting – Signify

Beyond Strategic Priorities 

Example: BNP Paribas Fortis – James 

Example: Eneco Toon

 

Chapter 10: Assessing Readiness for Digital Innovation 

Resources and Capabilities

Locus of Digital Innovation

Innovate Within the Business

 Innovate Outside the Business

Innovate Within and Outside the Business

Example: BNP Paribas Group – Hello bank!  

Chapter 11: Evaluating Digitalization Initiatives

Performance Evaluation Metrics

Process Innovation Metrics

Product Innovation Metrics

Platform Metrics

Sustaining Competitive Advantage

Examples: Dow Corning, Philips Lighting, Eneco, Barco, and BNP Paribas Glossary

 

O autorze

​ 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.