Abstract
The shortage of working capital, the imbalance of the implemented measures of state support, the disparity in prices, the aggressive policy of intermediaries, market instabi- lity make it impossible for the effective functio- ning and devel-opment of an agricultural enterprise without automating business processes, introducing digital technologies (digital services, products using big data, un-manned aerial vehic- les, etc.) into his production activities. However, as prac-tice shows, today many agricultural producers still carry out a formal update of the state and structure of the technical base of a business unit, which does not imply a comprehensive application of intelligent solutions. If the enterprise nevertheless takes place the implantation of information and communication technologies into real agricultural production, then this process, as a rule, bears a spontaneous and intuitive nature. Often, information systems are in-stalled that are combinations of disparate programs and software systems that are very poorly integrated with each other. Meanwhile, digital transformation is not effective without detailed strategic planning and the development of a digital business model of an economic entity. Based on the study of va- rious approaches to the interpretation of the term 'digital business model', the au-thor's definition is synthesized in the article. The authors also consider tradi-tional and conceptual approaches to building a model of information moderni- zation of an agricultural enterprise based on digital transformation. A process digital business model of the dairy industry of an agricultural enterprise is proposed, spectacularly reflecting the complex system of its elements at all stages of production and management. As a result of the implementation of the developed business model, a typical agricultural enterprise is transformed into an advanced unit operating on the basis of building end-to-end digital processes, using digital interaction tools and creating a digital infrastructure.
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