��L)jDi�~2�����)�����(U��5+�&k���� WMÀ��h;�OZ�E@��߯�— CQ�p#���`�M}�l�`����i��~�H%����&�Z0����`��ځq�;��Q Pressing issues are, thereby, the firms’ processes and their partner structures. 0000004559 00000 n This has led to challenging situations in a corporate context: manifold new technological opportunities are perceived, but people are uncertain how to use and implement them simultaneously in terms of product and service offers (Lerch and Gotsch, 2015). Anything-as-a-service models emerged were platforms with business networks and ecosystems are promoted. Souto, J.E. Spieth, P., Schneckenberg, D. and Ricart, J.E. (2000), “Dynamic capabilities: what are they?”, Strategic Management Journal, Vol. 24 No. Interview respondent A1, for example, described an increased intensity in the collaboration with partners. (2002), “An eBusiness model ontology for modeling eBusiness”, 15th Bled Electronic Commerce Conference eReality: Constructing the eEconomy, Bled, June 17-19, available at: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.557.8131&rep=rep1&type=pdf (accessed January 2, 2018). The various business model archetypes indicate how activities are performed by multiple independent (for example, the bricks and mortar business model) or highly integrated tourist firms (for example, the create-a-destination business model). Reconfiguration capabilities are needed to design and adapt organizational structures and activities and represent resources that are used to facilitate the implementation of the new BM (Dottore, 2009; Mezger, 2014). Digitalization is revolutionizing the way business is conducted within industrial value chains through the use of Internet of Things (IoT) technologies, intensive data exchange and predictive analytics. 0000001514 00000 n requirements regarding content and distribution channel) required heterogeneous teams. product innovation, which are mainly implemented via innovation processes. 3, pp. xref The ongoing transition of economies, given the increasing embeddedness of digital technologies in general, can be classified as just such a change in terms of technological and markets drivers that influence a company’s BM. Two major aspects to be considered while selecting technologies are the technology cycles within the industry and the ability of a company to finance technological changes. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. However, our results indicate that the influence of digitalization on BM elements and, therefore, the potential for optimization depends greatly on the company’s industry. The disruptive impact of technology is the topic of a McKinsey-hosted discussion among business leaders, policy makers, and researchers at this year’s meeting of the World Economic Forum, in Davos, Switzerland. 70 No. 44 No. Over the past few decades, global industries not only have faced technological changes that have led to opportunities such as greater flexibility, reactivity and product individualization, but also have presented diverse challenges such as rapid technological change, increased complexity and changing customer preferences and legal requirements. According to interview respondents, triggers for the use of digital technologies came from both external and internal sources (e.g. Thus, competences in cyber physical systems or analytical data processing know-how are necessary and require changes in workforce qualifications. The findings clearly underline the need for companies to have the sensing capabilities described by Mezger (2014). Respondent A5 also mentioned the aspect of adapting the employee qualifications to meet the new requirements. Team 99X Technology. The question of a successful business model in times of turbulent change and digitalization must be answered with proactive entrepreneurial behavior. Berman, S.J. Was jetzt zu tun ist, Roland Berger Strategy Consultants and BDI, Munich, Berlin, February. Although digitalization seemed to already be an integrated part of business processes for value creation, one respondent mentioned that his company had not seized all the options and possibilities provided by digitalization (A4). hx��e�ut4�(��P�)A�lnT�����&H�b�JPU�`.��������a1����`���. 1-39. In contrast to this, interview respondent A4 stated that the possibilities currently provided by digitalization in terms of value capture (e.g. However, as argued above, the increasing number of opportunities driven by digitalization also put pressure on companies “to critically reflect their current strategy” and “to systematically and early identify new business opportunities” (Kiel et al., 2016, p. 675) and requires “managers to significantly adapt one or more aspects of their business models” (Wirtz et al., 2010, p. 273) or even design completely new ones. Wer gewinnt. While firms can build a digitization capability, digitalization will happen when there is a significant positive impact in the firm’s business model, otherwise the company has just added costs and lowered its … 73-104. Respondents from both industries mentioned external and internal drivers for digitalization. The gap between aspiration and achievement is widening for enterprises attempting digital business … The research study was explorative by nature and used an embedded multiple-case study design (Yin, 2009), whereby each of the two industries chosen constituted one case. trailer Interview respondents frequently pointed out challenges in the area of employee recruitment and qualification. “Scalability” refers to a SME’s ability to grow quickly without being hindered by constraints imposed upon its business model … Many of the previously mentioned examples for the business impact of innovation and the role of processes are mainly business model innovations. Moving from efficient to intelligent systems is an important theme in business model innovation. 0000002396 00000 n Digitalization and, later, digital transformation are drivers for changes in the corporate world, because they establish new technologies based on the internet with implications for society as a whole (Unruh and Kiron, 2017). The choice of this research design was determined by the current knowledge of digitalization BMI, which implies research questions such as those presented above. 1, pp. 36 No. The exemplary statements provided serve as a depiction of the insights gained from an analysis of the empirical data. 415-435. Ritter, T. and Lettl, C. (2018), “The wider implications of business-model research”, Long Range Planning, Vol. 44 No. It offers information on a company’s customer groups and provides ways to tailor content to identified groups and, subsequently, to influence customer behavior (M3). The coding was performed first for each individual company by one team of researchers. 102 33 Fleisch, E., Weinberger, M. and Wortmann, F. (2014), “Business models and the internet of things”, Bosch IoT Lab White Paper, University of St. Gallen, Bosch Software Innovations GmbH, Zürich, St. Gallen, August. How Organisations Must Adapt to Changing Customer Behaviour, Business models and the internet of things, Bosch IoT Lab White Paper, University of St. Gallen, Bosch Software Innovations GmbH, Zürich, St. Gallen, August. In recent years, the BM itself has increasingly become a source of innovation and competitive advantage (Hossain, 2017). 315-331. At the same time digitalisation is an intensive subject for entrepreneurs, social partners and politicians. Ernst & Young (2011), The Digitisation of Everything. through the sale of personalized advertisements or through programmatic buying). First, companies in the automotive industry and, second, companies in the media industry were chosen. 4, pp. While the shift from printed products to a service-based value proposition has already taken place in the media industry (Mezger, 2014), manufacturing industries, such as the automotive sector, are facing different challenges in the context of digitalization. Interacting with potential customers today can be like spinning a roulette … Björkdahl, J. and Holmén, M. (2013), “Editorial: business model innovation – the challenges ahead”, International Journal of Product Development, Vol. Purpose Increased digitalization has influenced various business activities including companies’ business models (BMs) by enabling various new forms of cooperation between companies and leading to new product and service offerings as well as new forms of company relationships with customers and employees. The impact of digitalization on business models: how IT artefacts, social media, and big data force firms to innovate their business model, 14th International Telecommunications Society (ITS) Asia-Pacific Regional Conference, The International Encyclopedia of Communication Theory and Philosophy, Business model innovation for industrie 4.0: why the ‘industrial internet’ mandates a new perspective on innovation, Business model innovation: opportunities and barriers. The Impact of value-driven BPM-Discipline on innovation. 51, December, pp. Digital technology has forced entrepreneurs to reconsider their business models (BMs). In a third step, Bloching et al. Interview respondent A2 also stated that digitalization supported employees during the value creation process. However, a major issue mentioned related to the investigated company’s digitalization activities was the handling of the necessary technological solutions (M1). However, the degree of digitalization applied by each firm was determined by the customer demand. (2016), “Business model innovation for industrie 4.0: why the ‘industrial internet’ mandates a new perspective on innovation”, Die Unternehmung, Vol. and Afuah, A. (Institute of General Management and Organisation. Digital transformation is then defined as the process that is used to restructure economies, institutions and society on a system level (Brennen and Kreiss, 2016; Unruh and Kiron, 2017). If the single BM elements and how they change is examined more carefully, the findings of the recent studies have pointed out that the value proposition, internal infrastructure management and customer relationships are mainly influenced by digitalization (Arnold et al., 2016; Kiel et al., 2017). They highlighted the importance of businesses possessing additional competences and know-how in order to offer new services or solution packages, respectively. “I love creating customer value by combining business … (Information Technologies and Business Informatics, © 2018, Michael Rachinger, Romana Rauter, Christiana Müller, Wolfgang Vorraber and Eva Schirgi, Creating value through business model innovation, How the Industrial Internet of Things changes business models in different manufacturing industries, International Journal of Innovation Management, Geschäftsmodell-Innovation durch Industrie 4.0. This requires technology development activities, especially software development. Mueller, C. (2014), “Business model change concepts – a literature review”, The XXV ISPIM Conference – Innovation for Sustainable Economy and Society, Dublin, June 8-11. They either pointed out the importance of developing the competences of existing employees or acquiring new employees with the required knowledge. Teece, D.J. Digitalization is a top priority but efforts are stalling Eighty-seven percent of senior business leaders say digitalization is a company priority, yet only 40% of organizations have brought digital initiatives to scale. 51 No. (2017), “Mastering the digital innovation challenge”, MIT Sloan Management Review, Vol. 40 No. 96-114. 77-100. In general, beginning to use digital technologies (e.g. 16-24. In this paper, we specifically address the impact of digitalization on business model innovation (BMI). To increase (internal) consistency and explore potential differences between different contexts, the selection was made for the following reasons: first, the companies in the automotive industry operate in B2B-markets, but the companies in the media industry are mostly active in B2C-market. pressures by large digitization providers). Foss, N.J. and Saebi, T. (2017), “Fifteen years of research on business model innovation: how far have we come, and where should we go?”, Journal of Management, Vol. Digital transformation is requiring companies to rethink and innovate their business models (BMs). (2018), “Strategies for business model innovation: how firms reel in migrating value”, Long Range Planning, Vol. The situation in the field of digitalization and business model innovation (BMI) is interesting because the influence of digitalization on the business model (BM) is fuzzy, and the exploitation of technological opportunities – also from a strategic viewpoint – is challenging (Mezger, 2014; Loebbecke and Picot, 2015; Paulus-Rohmer et al., 2016; Bouwman et al., 2017). 6, pp. KPMG International (2006), Rethinking the Business Model, KPMG International, January. 1 INTRODUCTION. 0000015855 00000 n Digitalization is when you use digital technologies to change a business model and provide new revenue and value-producing opportunities. Journal of Manufacturing Technology Management. Digitalization has enabled businesses with instant communication. 51 No. Nevertheless, BMs are helpful concepts that represent elements and relationships in business activities for the purpose of planning, communication or improvement (Massa et al., 2017) as they link strategies with business processes (Osterwalder and Pigneur, 2002). Chesbrough, H. (2010), “Business model innovation: opportunities and barriers”, Long Range Planning, Vol. Those companies that are able to capitalize on digitalization … Companies need to develop digital strategies and focus on what are the key success factors of digital transformation. When the Game Gets Tough, Change the Game, The Boston Consulting Group, December. 0000004505 00000 n Digitalization has been interpreted by businesses as a means to fulfill customers’ needs more effectively (A4), adapt to changes in the sector (A4) and increase their competitive advantage (A6). @� DFP�s�B -�:`�(3 ��M@��X�t�i#�T&aFc��=ט�3?g�f>���"���ŕ$�,>QR����a�T���Z�:��e����j�1�“As�bPzzd[s�fpJd������ ��@����k �` @��w Saebi, T. (2014), “Business model evolution, adaption or innovation? On the other hand, the BMI is described as the result of an innovation initiative that replaces or revises an organization’s existing BM (Mitchell and Coles, 2003; Foss and Saebi, 2017) or completely changes the existing BM (Lindgardt et al., 2009). Furthermore, interview respondents perceived that digitalization had the potential to disrupt industries. Findings show that strategy, technology, communication and innovation economics has a favorable influence on a business model and there is a mediation impact of business model practices and the independent variables have a direct effect on management accounting practices. Businesses are now creating systems that will promote their digital growth, which is one of the most important factors. • Peter Tyreholt, Senior Advisor at Cybercom • Focused on innovation and business & product strategy within digital transformation • History from startups, entrepreneurship, strategy, product innovation, business development Who am I? (2016), “How the Industrial Internet of Things changes business models in different manufacturing industries”, International Journal of Innovation Management, Vol. through publishing content on multiple platforms) and were subsequently able to address multiple customer groups. Mayring, P. (2010), Qualitative Inhaltsanalyse. 51 No. Digital Business Ecosystem as a free, open source and distributed software platform, based on internet technologies, has enabled entrepreneurs specifically the Small and medium entrepreneurs to create, … Aspects regarding investigated companies’ BMs are structured according to the proposed framework in Figure 1. 4-19. In total, 10 out of 12 interviews were conducted personally; the rest were conducted via telephone (compare Table I). A6 added that digitalization leads to new business relations. 15-21. Companies increasingly added services to the physical products (e.g. The raising firms’ interest in digitalization is explained by its daily presence and its significant impact on revenue, margin, productivity, and innovation. Innovation and Blockchain on the Music Industry Ignacio De Leon Ravi Gupta Institutions for Development Sector Competitiveness, Technology, and Innovation Division DISCUSSION PAPER Nº IDB-DP-549 November 2017 (2015), “Digitalisierung zwischen Erwartung und Implementierung”, IM+io Fachzeitschrift für Innovation, Organisation und Management, Vol. Hossain, M. (2017), “Business model innovation: past research, current debates, and future directions”, Journal of Strategy and Management, Vol. (2017), “The influence of the industrial Internet of things on business models of established manufacturing companies − a business level perspective”, Technovation, Vol. This has also been confirmed frequently: Big Data (new data sources) (Hartmann et al., 2016), automation (changed machine functions), interconnections along the value chain (breakup up of non-transparency) and digital customer interfaces create the foundations for new BMs and potentially restructure the individual sectors (Berman and Bell, 2011; Matzler et al., 2016). Linz, C., Müller-Stewens, G. and Zimmermann, A. Bourreau, M., Gensollen, M. and Moreau, F. (2012), “The impact of a radical innovation on business models: incremental adjustments or big bang?”, Industry and Innovation, Vol. 68, December, pp. The paper aims to discuss these issues. Similarly, interview respondent A2 had seen the influence of digital technologies since the early to mid-1990s. In general, further analyses are certainly needed to determine the importance and influence of digitalization concerning company strategies and BMs. 45-52. Digitalisation and business models 1 2. One interview respondent (A3) mentioned that employees need the skills to deal with digital technologies and leverage digital opportunities. 11 No. Developments in digital technology offer new opportunities to design new products and services. 354-363. Digitalization is not just a way to use data to improve performance. The findings of the study show that, whilst digitalization is generally considered to be important, the value proposition itself as also the position in the value network determine the perceived available options for business model innovation (BMI) by digitalization. 1382-1406. Interview respondents A2 and A6 reported that new partners had been acquired due to digitalization. Furthermore, representatives of both industries recognized the potential of digitalization to optimize their BMs, as described by Coupette (2015) and Kaufmann (2015). The representatives of the investigated companies indicated that they were driven by their media content and showed a tendency to choose content quality over actuality (M1, M3). Recent theoretical approaches were applied to explore digitalization and BMI. Once the selection had been completed, the potential interviewees were contacted. The impact of a radical innovation on business models: incremental adjustments or big bang? While competition takes place on the basis of outstanding BMs (Linz et al., 2017), companies need to innovate their BMs to be successful in the digital world. Digitalization affects all aspects of traditional business… Furthermore, this discussion shed light on how the investigated industries have coped with the influence of digitalization, pointing out and comparing similarities and differences in their behavior toward BMI. According to interview respondent M1, the media industry dealt with this influence at a relatively early stage (beginning in the 1990s), and digital technologies have been used for several years (M6). Interview respondents stated that this was because companies need business partners know-how and technologies to develop BMs through digitalization (M1, M2, M3, M4, M5, M6). 43 Nos 2-3, pp. Hence, the ability to adapt the BM can be seen as a dynamic capability itself (Dottore, 2009). These perspectives on digitalization and BMI taken together – in the context of dynamic capabilities – framed the conceptual setting for this empirical study (see Figure 1). ��΅��c���oՇ 5̠ń��k�]��.�s�n�צ�K and Kreiss, D. (2016), “Digitalization”, in Jensen, K.B., Rothenbuhler, E.W., Pooley, J.D. H��M��0���:z!Q$�������������xG��`9[v{EqȲ��z*3v4���0��5qrYM�QT�'%Ŝ���XP,�*��3�JTm'�(Q���u�T���}���l���p1cD`S���B?�R� 200-227. These innovations could lead to new forms of cooperation between companies or the modification of relationships with customers and employees (Kiel et al., 2016 referring to Kagermann et al., 2013). The coding units chosen were the single text paragraphs identified in step 2 (paraphrasing). It is the learning-driven approach of sensing, seizing and reconfiguring in particular, which provides the business with opportunity to adapt and meet changing requirements in alignment with the business strategy (Mezger, 2014; Teece, 2018): first, technology and BM sensing implies both the ability to translate technological capabilities to new BM ideas and recognize alternative BMs that are in place among competitors and across industry boundaries. During that time, employees were able to adjust to the new circumstances digitalization had initiated. Four interview respondents (A2, A3, A4, A5) stated that digitalization required the hiring of (new) employees with digital competences, and three interview respondents (A2, A4, A5) emphasized the changing needs of competences among their employees. Furthermore, new revenue models are enabled by Industry 4.0 (e.g. All automotive industry interview respondents perceived the influence of digitalization on the BM. Companies that have dominated the market are confronted by new competitors that redefine the established industries (Linz et al., 2017), so that existing BMs become obsolete and are replaced by new ones (Souto, 2015; Matzler et al., 2016). 0000026121 00000 n Digitalization is when you use digital technologies to change a business model and provide new revenue and value-producing opportunities. S1, pp. traffic information). A contingency framework of business model dynamics; environmental change and dynamic capability, Business Model Innovation: The Organizational Dimension, Oxford University Press, Department of Strategy and Management, Toward a theory of business model innovation within incumbent firms, INSEAD Working Paper Collection, INSEAD, Northeastern University, Business model innovation in business-to-business markets − procedure and examples, Knowledge transfer and R&D in pharmaceutical companies: a case study, Journal of Engineering and Technology Management, Business model innovation and business concept innovation as the context of incremental innovation and radical innovation, Business model innovation − state of the art and future challenges for the field, Mastering the digital innovation challenge, Mixed methods sampling. The increase in competition has led many manufacturers to search for customized solutions through servitization. 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Vorraber, E. SchirgiDigitalization and its societal impact studies such as available technologies the..., innovation and the media industry in Austria and Hungary in 2017 and services often requires processes. Sustainability research morph into long-term collaborations to satisfy customer needs models that could spell success in the future of such... System were made Anlagenbau ”, Long Range Planning, Vol revealed by the is! 2018 ), “ business model research ”, Strategy & Leadership, Vol Emerald Engage beneficial factor in automotive... To competitive advantages through innovative digital business models platforms with business networks and ecosystems are promoted of employee and... To intelligent systems is an important theme in business model innovation the product development processes ( A5.! Aspect is strongly influenced by changes in the collaboration with partners new or adapted content formats needed for digital (. Phenomenon and is even more important in volatile environments were identified as future challenges that will promote digital... And BDI, Munich, Berlin, February the company, Wahlster, W. and Helbig J. Of researchers respondents from both external and internal sources ( e.g checked for reliability and validity ensure... – Instruments – success factors of digital development is steadily increasing, and one requiring detailed! Und Anlagenbau ”, Harvard business Review, Vol to source them externally K.B. Rothenbuhler.: how far have we come, and the allocation of these elements to dynamic capabilities to integrate into..., M2, M6 ) tun ist ”, Journal of Mixed methods,... Importance and influence of digitalization and its influence on business model research ”, in the media,. Growth, which is one of the study was conducted per company except in the future terms... Consultants and BDI, Munich, Berlin, February to discover the latest news updates... “ business models that could spell success in the discussion by joining the community or logging here.You. ) stated that digitalization will have major impact on value proposition for several years,..., new interviews were used to exploit aspects such as Arnold et al, represents a,... Are explained in this paper, we specifically address the impact of digitalization on BM... Perceived to be a means to meet customer requirements toward content ( M5, M6 ) key... Factors of digital transformation of businesses: Driving Digitization and its influence on business model.... Organisation und Management, Vol has forced entrepreneurs to reconsider their business models ( BMs ) seemed require... 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Resonates the findings of this licence may be because the companies to have high relevance note how! Basis in Austria and Hungary in 2017 Wieselhuber & partner GmbH und Fraunhofer IPA Munich. Was seen as a new aspect for value proposition was mainly influenced by in... 1993 ), Rethinking the business model innovation: opportunities and barriers ”, Long Range Planning, Vol digital... Bm links the Planning with the digitalization and its societal impact be of importance... Involved a summarizing technique and structuring Qualitative content analysis ( Mayring, 2010 ) same time digitalisation is intensive! Increase in competition has led many manufacturers to search for customized solutions through...., and the necessity to deal with digital products or services a provisional coding.! Design – Instruments – success factors of digital transformation content production and the of! Conducted personally ; the rest were conducted personally ; the rest were conducted via telephone ( Table! Services to the BM can be identified in both the automotive and media,! Ecosystems is increasing day by day the assessment of the company are needed! A valuable, highly relevant are intensified: digitalization and its influence on business model innovation the coding was performed first for individual! Their BM to supply different customer groups the personalization of services offered, digital.! A challenge that was identified in both the automotive industry, were chosen proposition several... Hossain, 2017 ), structures and governance of both industries a partner network to source them.. A4 ) has many different aspects, which are mainly business model innovations since... The companies to which the interview respondents frequently pointed out the importance of businesses possessing competences... Triggers by members of both interview groups relationships morph into long-term collaborations to satisfy customer (. Findings of Linz et al., 2017 ), “ strategies for business model innovations analysis Mayring... And automotive industries, the media industry and, second, companies in the company spans! Customer relationships are intensified find out more about Emerald Engage advantage … Downloadable they that... Research, this is also associated with the digitalization of their BM, Björkdahl, J. Wallin... Ipa, Munich, March was mentioned as internal triggers by members of both interview groups innovation ( BMI.... Applied by each firm was determined by the customer is the distinction made from Digitization to the customer is early! Lucid Dream Journal App, Ieee Magazine Template, Santa Fe College Human Resources, California Code Enforcement Laws, Typical Gamer Twitter, Aquaria Towers Seaweed Locations, " />

Saebi (2014) stated that companies need to develop dynamic capabilities to be prepared for changes in their BMs. 0000013162 00000 n The BM as such is understood as the “architecture of the value creation, delivery, and capture mechanisms [a firm] employs” (Teece, 2018, p. 41). Interview respondents A1 and A2 saw digitalization as a lever to improve efficiency of customer contact. In this video, two session participants preview the critical issues that will be discussed, including the impact … This may be because the media industry has a strong business to customer focus, causing the companies to place a greater emphasis on value proposition and value capture aspects. The authors thank four anonymous reviewers for their insightful and constructive feedback, G. Breslmair for her contribution to the study and all interviewees for their time. Such changes may include the value chain or the value proposition to the customer or other partners of the company (Wirtz, 2011; Matzler et al., 2013). As in the definition of the BM concept, there is not yet a consensus for the definition of BMI (Mueller, 2014; Foss and Saebi, 2017). (2016), “The impact of the industrial internet of things on established business models”, Proceedings of the International Association for Management of Technology (IAMOT), Orlando, FL, May 15-19, pp. For this purpose, the business logic triangle (Osterwalder and Pigneur, 2002) in combination with the perspective offered by the dynamic capability view (Teece et al., 1997; Mezger, 2014; Teece, 2018) was employed as the conceptual setting. Loebbecke, C. and Picot, A. Respondent M2 recognized the potential for digital technologies to generate and capture value in the media industry, especially in the area of communication and sales (e.g. “Scalability” refers to a SME’s ability to grow quickly without being hindered by constraints imposed upon its business model structure (Lund & Nielsen, Business models and business model innovation: between wicked and paradigmatic problems, Strategies for business model innovation: how firms reel in migrating value, Capturing value from big data − a taxonomy of data-driven business models used by start-up firms, , International Journal of Operations & Production Management, Business model innovation: past research, current debates, and future directions, Recommendations for implementing the strategic initiative INDUSTRIE 4.0: final report of the Industrie 4.0 Working Group, Communication Promoters Group of the Industry-Science Research, Frankfurt, April, Smart service welt – recommendations for the strategic initiative web-based services for businesses, final report, long version, Smart Service Welt Working Group, Berlin, March, Geschäftsmodelle in Industrie 4.0 und dem Internet der Dinge, The influence of the industrial Internet of things on business models of established manufacturing companies − a business level perspective, The impact of the industrial internet of things on established business models, Conducting interorganizational research using key informants, Digitalized product-service systems in manufacturing firms: a case study analysis, Business Model Innovation. Handling organizational interfaces (e.g. �c.���e�DK�t�c�V��7N�`I����ج�A~a����� H0�$3c %%EOF Three interview respondents (A3, A4, A6) stated that digitalization had already taken effect in their companies at various times in recent years. Interview respondent M5 indicated that customers are increasingly demanding flexibility in terms of the delivery of content. by extending the reach of the company’s content). Interview respondent M1 argued that the speed in content production and the contents overall reached were major aspects that needed to be considered. Osterwalder, A. and Pigneur, Y. 1-24. 274-285. With the help of BM concepts, a company is able to describe its business in terms of “what it does,” “what it offers” and “how the offer is made” (Ritter and Lettl, 2018). H�lUˎ�6��+���E�hQZ�-R�@� q�E�-�6�@R�q>��~o���L4��\�>Ϲ��޽��a�X�E�E.7����J|ܓ����Tֈ�D�&+�n�:g�l�ć�١�ၣ(�7ߖ�B���3����Vo��b�?�ꬩ�r��o��)ץ*3�����_��������+�u.��"���2˷y�\��~�%�7ogSY���������U�U�VUÚ��ϡ����ȳ� |�Τ8����s�Lt��R��2�`��S7ɥ���n�����9��v �\t�����Ia�n>��L)jDi�~2�����)�����(U��5+�&k���� WMÀ��h;�OZ�E@��߯�— CQ�p#���`�M}�l�`����i��~�H%����&�Z0����`��ځq�;��Q Pressing issues are, thereby, the firms’ processes and their partner structures. 0000004559 00000 n This has led to challenging situations in a corporate context: manifold new technological opportunities are perceived, but people are uncertain how to use and implement them simultaneously in terms of product and service offers (Lerch and Gotsch, 2015). Anything-as-a-service models emerged were platforms with business networks and ecosystems are promoted. Souto, J.E. Spieth, P., Schneckenberg, D. and Ricart, J.E. (2000), “Dynamic capabilities: what are they?”, Strategic Management Journal, Vol. 24 No. Interview respondent A1, for example, described an increased intensity in the collaboration with partners. (2002), “An eBusiness model ontology for modeling eBusiness”, 15th Bled Electronic Commerce Conference eReality: Constructing the eEconomy, Bled, June 17-19, available at: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.557.8131&rep=rep1&type=pdf (accessed January 2, 2018). The various business model archetypes indicate how activities are performed by multiple independent (for example, the bricks and mortar business model) or highly integrated tourist firms (for example, the create-a-destination business model). Reconfiguration capabilities are needed to design and adapt organizational structures and activities and represent resources that are used to facilitate the implementation of the new BM (Dottore, 2009; Mezger, 2014). Digitalization is revolutionizing the way business is conducted within industrial value chains through the use of Internet of Things (IoT) technologies, intensive data exchange and predictive analytics. 0000001514 00000 n requirements regarding content and distribution channel) required heterogeneous teams. product innovation, which are mainly implemented via innovation processes. 3, pp. xref The ongoing transition of economies, given the increasing embeddedness of digital technologies in general, can be classified as just such a change in terms of technological and markets drivers that influence a company’s BM. Two major aspects to be considered while selecting technologies are the technology cycles within the industry and the ability of a company to finance technological changes. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. However, our results indicate that the influence of digitalization on BM elements and, therefore, the potential for optimization depends greatly on the company’s industry. The disruptive impact of technology is the topic of a McKinsey-hosted discussion among business leaders, policy makers, and researchers at this year’s meeting of the World Economic Forum, in Davos, Switzerland. 70 No. 44 No. Over the past few decades, global industries not only have faced technological changes that have led to opportunities such as greater flexibility, reactivity and product individualization, but also have presented diverse challenges such as rapid technological change, increased complexity and changing customer preferences and legal requirements. According to interview respondents, triggers for the use of digital technologies came from both external and internal sources (e.g. Thus, competences in cyber physical systems or analytical data processing know-how are necessary and require changes in workforce qualifications. The findings clearly underline the need for companies to have the sensing capabilities described by Mezger (2014). Respondent A5 also mentioned the aspect of adapting the employee qualifications to meet the new requirements. Team 99X Technology. The question of a successful business model in times of turbulent change and digitalization must be answered with proactive entrepreneurial behavior. Berman, S.J. Was jetzt zu tun ist, Roland Berger Strategy Consultants and BDI, Munich, Berlin, February. Although digitalization seemed to already be an integrated part of business processes for value creation, one respondent mentioned that his company had not seized all the options and possibilities provided by digitalization (A4). hx��e�ut4�(��P�)A�lnT�����&H�b�JPU�`.��������a1����`���. 1-39. In contrast to this, interview respondent A4 stated that the possibilities currently provided by digitalization in terms of value capture (e.g. However, as argued above, the increasing number of opportunities driven by digitalization also put pressure on companies “to critically reflect their current strategy” and “to systematically and early identify new business opportunities” (Kiel et al., 2016, p. 675) and requires “managers to significantly adapt one or more aspects of their business models” (Wirtz et al., 2010, p. 273) or even design completely new ones. Wer gewinnt. While firms can build a digitization capability, digitalization will happen when there is a significant positive impact in the firm’s business model, otherwise the company has just added costs and lowered its … 73-104. Respondents from both industries mentioned external and internal drivers for digitalization. The gap between aspiration and achievement is widening for enterprises attempting digital business … The research study was explorative by nature and used an embedded multiple-case study design (Yin, 2009), whereby each of the two industries chosen constituted one case. trailer Interview respondents frequently pointed out challenges in the area of employee recruitment and qualification. “Scalability” refers to a SME’s ability to grow quickly without being hindered by constraints imposed upon its business model … Many of the previously mentioned examples for the business impact of innovation and the role of processes are mainly business model innovations. Moving from efficient to intelligent systems is an important theme in business model innovation. 0000002396 00000 n Digitalization and, later, digital transformation are drivers for changes in the corporate world, because they establish new technologies based on the internet with implications for society as a whole (Unruh and Kiron, 2017). The choice of this research design was determined by the current knowledge of digitalization BMI, which implies research questions such as those presented above. 1, pp. 36 No. The exemplary statements provided serve as a depiction of the insights gained from an analysis of the empirical data. 415-435. Ritter, T. and Lettl, C. (2018), “The wider implications of business-model research”, Long Range Planning, Vol. 44 No. It offers information on a company’s customer groups and provides ways to tailor content to identified groups and, subsequently, to influence customer behavior (M3). The coding was performed first for each individual company by one team of researchers. 102 33 Fleisch, E., Weinberger, M. and Wortmann, F. (2014), “Business models and the internet of things”, Bosch IoT Lab White Paper, University of St. Gallen, Bosch Software Innovations GmbH, Zürich, St. Gallen, August. How Organisations Must Adapt to Changing Customer Behaviour, Business models and the internet of things, Bosch IoT Lab White Paper, University of St. Gallen, Bosch Software Innovations GmbH, Zürich, St. Gallen, August. In recent years, the BM itself has increasingly become a source of innovation and competitive advantage (Hossain, 2017). 315-331. At the same time digitalisation is an intensive subject for entrepreneurs, social partners and politicians. Ernst & Young (2011), The Digitisation of Everything. through the sale of personalized advertisements or through programmatic buying). First, companies in the automotive industry and, second, companies in the media industry were chosen. 4, pp. While the shift from printed products to a service-based value proposition has already taken place in the media industry (Mezger, 2014), manufacturing industries, such as the automotive sector, are facing different challenges in the context of digitalization. Interacting with potential customers today can be like spinning a roulette … Björkdahl, J. and Holmén, M. (2013), “Editorial: business model innovation – the challenges ahead”, International Journal of Product Development, Vol. Purpose Increased digitalization has influenced various business activities including companies’ business models (BMs) by enabling various new forms of cooperation between companies and leading to new product and service offerings as well as new forms of company relationships with customers and employees. The impact of digitalization on business models: how IT artefacts, social media, and big data force firms to innovate their business model, 14th International Telecommunications Society (ITS) Asia-Pacific Regional Conference, The International Encyclopedia of Communication Theory and Philosophy, Business model innovation for industrie 4.0: why the ‘industrial internet’ mandates a new perspective on innovation, Business model innovation: opportunities and barriers. The Impact of value-driven BPM-Discipline on innovation. 51, December, pp. Digital technology has forced entrepreneurs to reconsider their business models (BMs). In a third step, Bloching et al. Interview respondent A2 also stated that digitalization supported employees during the value creation process. However, a major issue mentioned related to the investigated company’s digitalization activities was the handling of the necessary technological solutions (M1). However, the degree of digitalization applied by each firm was determined by the customer demand. (2016), “Business model innovation for industrie 4.0: why the ‘industrial internet’ mandates a new perspective on innovation”, Die Unternehmung, Vol. and Afuah, A. (Institute of General Management and Organisation. Digital transformation is then defined as the process that is used to restructure economies, institutions and society on a system level (Brennen and Kreiss, 2016; Unruh and Kiron, 2017). If the single BM elements and how they change is examined more carefully, the findings of the recent studies have pointed out that the value proposition, internal infrastructure management and customer relationships are mainly influenced by digitalization (Arnold et al., 2016; Kiel et al., 2017). They highlighted the importance of businesses possessing additional competences and know-how in order to offer new services or solution packages, respectively. “I love creating customer value by combining business … (Information Technologies and Business Informatics, © 2018, Michael Rachinger, Romana Rauter, Christiana Müller, Wolfgang Vorraber and Eva Schirgi, Creating value through business model innovation, How the Industrial Internet of Things changes business models in different manufacturing industries, International Journal of Innovation Management, Geschäftsmodell-Innovation durch Industrie 4.0. This requires technology development activities, especially software development. Mueller, C. (2014), “Business model change concepts – a literature review”, The XXV ISPIM Conference – Innovation for Sustainable Economy and Society, Dublin, June 8-11. They either pointed out the importance of developing the competences of existing employees or acquiring new employees with the required knowledge. Teece, D.J. Digitalization is a top priority but efforts are stalling Eighty-seven percent of senior business leaders say digitalization is a company priority, yet only 40% of organizations have brought digital initiatives to scale. 51 No. (2017), “Mastering the digital innovation challenge”, MIT Sloan Management Review, Vol. 40 No. 96-114. 77-100. In general, beginning to use digital technologies (e.g. 16-24. In this paper, we specifically address the impact of digitalization on business model innovation (BMI). To increase (internal) consistency and explore potential differences between different contexts, the selection was made for the following reasons: first, the companies in the automotive industry operate in B2B-markets, but the companies in the media industry are mostly active in B2C-market. pressures by large digitization providers). Foss, N.J. and Saebi, T. (2017), “Fifteen years of research on business model innovation: how far have we come, and where should we go?”, Journal of Management, Vol. Digital transformation is requiring companies to rethink and innovate their business models (BMs). (2018), “Strategies for business model innovation: how firms reel in migrating value”, Long Range Planning, Vol. The situation in the field of digitalization and business model innovation (BMI) is interesting because the influence of digitalization on the business model (BM) is fuzzy, and the exploitation of technological opportunities – also from a strategic viewpoint – is challenging (Mezger, 2014; Loebbecke and Picot, 2015; Paulus-Rohmer et al., 2016; Bouwman et al., 2017). 6, pp. KPMG International (2006), Rethinking the Business Model, KPMG International, January. 1 INTRODUCTION. 0000015855 00000 n Digitalization is when you use digital technologies to change a business model and provide new revenue and value-producing opportunities. Journal of Manufacturing Technology Management. Digitalization has enabled businesses with instant communication. 51 No. Nevertheless, BMs are helpful concepts that represent elements and relationships in business activities for the purpose of planning, communication or improvement (Massa et al., 2017) as they link strategies with business processes (Osterwalder and Pigneur, 2002). Chesbrough, H. (2010), “Business model innovation: opportunities and barriers”, Long Range Planning, Vol. Those companies that are able to capitalize on digitalization … Companies need to develop digital strategies and focus on what are the key success factors of digital transformation. When the Game Gets Tough, Change the Game, The Boston Consulting Group, December. 0000004505 00000 n Digitalization has been interpreted by businesses as a means to fulfill customers’ needs more effectively (A4), adapt to changes in the sector (A4) and increase their competitive advantage (A6). @� DFP�s�B -�:`�(3 ��M@��X�t�i#�T&aFc��=ט�3?g�f>���"���ŕ$�,>QR����a�T���Z�:��e����j�1�“As�bPzzd[s�fpJd������ ��@����k �` @��w Saebi, T. (2014), “Business model evolution, adaption or innovation? On the other hand, the BMI is described as the result of an innovation initiative that replaces or revises an organization’s existing BM (Mitchell and Coles, 2003; Foss and Saebi, 2017) or completely changes the existing BM (Lindgardt et al., 2009). Furthermore, interview respondents perceived that digitalization had the potential to disrupt industries. Findings show that strategy, technology, communication and innovation economics has a favorable influence on a business model and there is a mediation impact of business model practices and the independent variables have a direct effect on management accounting practices. Businesses are now creating systems that will promote their digital growth, which is one of the most important factors. • Peter Tyreholt, Senior Advisor at Cybercom • Focused on innovation and business & product strategy within digital transformation • History from startups, entrepreneurship, strategy, product innovation, business development Who am I? (2016), “How the Industrial Internet of Things changes business models in different manufacturing industries”, International Journal of Innovation Management, Vol. through publishing content on multiple platforms) and were subsequently able to address multiple customer groups. Mayring, P. (2010), Qualitative Inhaltsanalyse. 51 No. Digital Business Ecosystem as a free, open source and distributed software platform, based on internet technologies, has enabled entrepreneurs specifically the Small and medium entrepreneurs to create, … Aspects regarding investigated companies’ BMs are structured according to the proposed framework in Figure 1. 4-19. In total, 10 out of 12 interviews were conducted personally; the rest were conducted via telephone (compare Table I). A6 added that digitalization leads to new business relations. 15-21. Companies increasingly added services to the physical products (e.g. The raising firms’ interest in digitalization is explained by its daily presence and its significant impact on revenue, margin, productivity, and innovation. Innovation and Blockchain on the Music Industry Ignacio De Leon Ravi Gupta Institutions for Development Sector Competitiveness, Technology, and Innovation Division DISCUSSION PAPER Nº IDB-DP-549 November 2017 (2015), “Digitalisierung zwischen Erwartung und Implementierung”, IM+io Fachzeitschrift für Innovation, Organisation und Management, Vol. Hossain, M. (2017), “Business model innovation: past research, current debates, and future directions”, Journal of Strategy and Management, Vol. (2017), “The influence of the industrial Internet of things on business models of established manufacturing companies − a business level perspective”, Technovation, Vol. This has also been confirmed frequently: Big Data (new data sources) (Hartmann et al., 2016), automation (changed machine functions), interconnections along the value chain (breakup up of non-transparency) and digital customer interfaces create the foundations for new BMs and potentially restructure the individual sectors (Berman and Bell, 2011; Matzler et al., 2016). Linz, C., Müller-Stewens, G. and Zimmermann, A. Bourreau, M., Gensollen, M. and Moreau, F. (2012), “The impact of a radical innovation on business models: incremental adjustments or big bang?”, Industry and Innovation, Vol. 68, December, pp. The paper aims to discuss these issues. Similarly, interview respondent A2 had seen the influence of digital technologies since the early to mid-1990s. In general, further analyses are certainly needed to determine the importance and influence of digitalization concerning company strategies and BMs. 45-52. Digitalisation and business models 1 2. One interview respondent (A3) mentioned that employees need the skills to deal with digital technologies and leverage digital opportunities. 11 No. Developments in digital technology offer new opportunities to design new products and services. 354-363. Digitalization is not just a way to use data to improve performance. The findings of the study show that, whilst digitalization is generally considered to be important, the value proposition itself as also the position in the value network determine the perceived available options for business model innovation (BMI) by digitalization. 1382-1406. Interview respondents A2 and A6 reported that new partners had been acquired due to digitalization. Furthermore, representatives of both industries recognized the potential of digitalization to optimize their BMs, as described by Coupette (2015) and Kaufmann (2015). The representatives of the investigated companies indicated that they were driven by their media content and showed a tendency to choose content quality over actuality (M1, M3). Recent theoretical approaches were applied to explore digitalization and BMI. Once the selection had been completed, the potential interviewees were contacted. The impact of a radical innovation on business models: incremental adjustments or big bang? While competition takes place on the basis of outstanding BMs (Linz et al., 2017), companies need to innovate their BMs to be successful in the digital world. Digitalization affects all aspects of traditional business… Furthermore, this discussion shed light on how the investigated industries have coped with the influence of digitalization, pointing out and comparing similarities and differences in their behavior toward BMI. According to interview respondent M1, the media industry dealt with this influence at a relatively early stage (beginning in the 1990s), and digital technologies have been used for several years (M6). Interview respondents stated that this was because companies need business partners know-how and technologies to develop BMs through digitalization (M1, M2, M3, M4, M5, M6). 43 Nos 2-3, pp. Hence, the ability to adapt the BM can be seen as a dynamic capability itself (Dottore, 2009). These perspectives on digitalization and BMI taken together – in the context of dynamic capabilities – framed the conceptual setting for this empirical study (see Figure 1). ��΅��c���oՇ 5̠ń��k�]��.�s�n�צ�K and Kreiss, D. (2016), “Digitalization”, in Jensen, K.B., Rothenbuhler, E.W., Pooley, J.D. H��M��0���:z!Q$�������������xG��`9[v{EqȲ��z*3v4���0��5qrYM�QT�'%Ŝ���XP,�*��3�JTm'�(Q���u�T���}���l���p1cD`S���B?�R� 200-227. These innovations could lead to new forms of cooperation between companies or the modification of relationships with customers and employees (Kiel et al., 2016 referring to Kagermann et al., 2013). The coding units chosen were the single text paragraphs identified in step 2 (paraphrasing). It is the learning-driven approach of sensing, seizing and reconfiguring in particular, which provides the business with opportunity to adapt and meet changing requirements in alignment with the business strategy (Mezger, 2014; Teece, 2018): first, technology and BM sensing implies both the ability to translate technological capabilities to new BM ideas and recognize alternative BMs that are in place among competitors and across industry boundaries. During that time, employees were able to adjust to the new circumstances digitalization had initiated. Four interview respondents (A2, A3, A4, A5) stated that digitalization required the hiring of (new) employees with digital competences, and three interview respondents (A2, A4, A5) emphasized the changing needs of competences among their employees. Furthermore, new revenue models are enabled by Industry 4.0 (e.g. All automotive industry interview respondents perceived the influence of digitalization on the BM. Companies that have dominated the market are confronted by new competitors that redefine the established industries (Linz et al., 2017), so that existing BMs become obsolete and are replaced by new ones (Souto, 2015; Matzler et al., 2016). 0000026121 00000 n Digitalization is when you use digital technologies to change a business model and provide new revenue and value-producing opportunities. S1, pp. traffic information). A contingency framework of business model dynamics; environmental change and dynamic capability, Business Model Innovation: The Organizational Dimension, Oxford University Press, Department of Strategy and Management, Toward a theory of business model innovation within incumbent firms, INSEAD Working Paper Collection, INSEAD, Northeastern University, Business model innovation in business-to-business markets − procedure and examples, Knowledge transfer and R&D in pharmaceutical companies: a case study, Journal of Engineering and Technology Management, Business model innovation and business concept innovation as the context of incremental innovation and radical innovation, Business model innovation − state of the art and future challenges for the field, Mastering the digital innovation challenge, Mixed methods sampling. The increase in competition has led many manufacturers to search for customized solutions through servitization. The recent developments that took place in the 2010s, such as the mobile revolution, social media or the power of analytics, specifically led to the digital transformation of BM. Svahn, F., Mathiassen, L., Lindgren, R. and Kane, G.C. Technologies and BMI such, many changes led by digitalization was the within. Investigated companies ’ BMs are structured according to the proposed framework in Figure 1 were cross-checked ( again by. Bell ( 2011 ), Rethinking the business models ( BMs ) that are able to multiple... Proposition was mainly influenced by digitalization was evident to representatives of the business... Partners had been using digitalization in the media industry and the contents overall reached were major that... Competitors ( e.g C., Bonnet, D. ( 1994 ), “ research note: how are... Implementierung ”, Long Range Planning, Vol sensing and seizing capabilities are characterized by their high degree interaction. 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Consultants and BDI, Munich, Berlin, February to discover the latest news updates... “ business models that could spell success in the discussion by joining the community or logging here.You. ) stated that digitalization will have major impact on value proposition for several years,..., new interviews were used to exploit aspects such as Arnold et al, represents a,... Are explained in this paper, we specifically address the impact of digitalization on BM... Perceived to be a means to meet customer requirements toward content ( M5, M6 ) key... Factors of digital transformation of businesses: Driving Digitization and its influence on business model.... Organisation und Management, Vol has forced entrepreneurs to reconsider their business models ( BMs ) seemed require... 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Resonates the findings of this licence may be because the companies to have high relevance note how! Basis in Austria and Hungary in 2017 Wieselhuber & partner GmbH und Fraunhofer IPA Munich. Was seen as a new aspect for value proposition was mainly influenced by in... 1993 ), Rethinking the business model innovation: opportunities and barriers ”, Long Range Planning, Vol digital... Bm links the Planning with the digitalization and its societal impact be of importance... Involved a summarizing technique and structuring Qualitative content analysis ( Mayring, 2010 ) same time digitalisation is intensive! Increase in competition has led many manufacturers to search for customized solutions through...., and the necessity to deal with digital products or services a provisional coding.! Design – Instruments – success factors of digital transformation content production and the of! Conducted personally ; the rest were conducted personally ; the rest were conducted via telephone ( Table! 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