Abstract
The priority value of digital transformation at the state level, which forms the prerequisites for positive global economic and social changes in the context of bifurcations and permanent changes in the marketing environment, is determined. The digital technologies influence in various areas of enterprise activity is identified and detailed. Based on the results of the studies and a comparative analysis of scientists and economists, the relation between the key blocks of the digital business transformation that allow rapidly react to heterogeneous consumer requests in the Internet are interpreted. The architecture of digital business management in digital transformation terms is developed. It represents concatenated phases that provide increased efficiency and facilitate the rapid expansion of new market segments, as well as require for the direct implementation of relevant methodological tools. Key words: digital transformation, blocks of digital business transformation, digital business management, concatenated phases of digital business management, online customers DOI: 10.15276/mdt.4.2.2020.4 All Retail. (2020) Available at: http://allretail.ua/ (accessed 15 May 2020). Baird, N. (2018) What digital transformation actually means for retail. Forbes. Available at: https://www.forbes.com/sites/nikkibaird/2018/03/13/what-digital-transformation-actually-means-for-retail/#7e24e8eb7038 (accessed 20 May 2020). Capgemini Consulting. (2017) Digital transformation: a roadmap for billion-dollar organizations: MIT Center for Digital Business, Capgemini Consulting. Available at: https://www.capgemini.com/wp-content/uploads/2017/07/Digital_Transformation__A_Road-Map_for_Billion-Dollar_Organizations. pdf (accessed 23 May 2020). (2019) Global retail, wholesale & distribution. Available at: https://www2.deloitte.com/global/en/pages/consumer-business/topics/retail-wholesale-distribution.html?icid=top_retail-wholesale-distribution (accessed accessed 1 June 2020). Ecommerce News Europe. (2020) Available at: https://ecommercenews.eu/ (accessed 1 June 2020). company. (2019) Available at: https://evo.company/ua/ (accessed 23 May 2020). Hein, A., Schreieck, M., Riasanow, T., Setzke, D., Wiesche, M., Bohm, M. & Krcmar, H. (2019) Digital platform ecosystems. Electronic Markets. DOI: https://doi.org/10.1007/s12525-019-00377-4 (accessed 12 May 2020). IBM (2019). Available at: https://www.ibm.com/ (accessed 1 June 2020). Joshi, M., Kathuria, R. & Das, S. (2018) Corporate entrepreneurship in the digital era: the cascading effect through operations. The Journal of Entrepreneurship, vol. 28 (1), pp. 4– DOI: https://doi.org/10.1177/0971355718810554 (accessed 27 May 2020). Kantar Ukraine. (2020) Available at: https://tns-ua.com/ (accessed 19 May 2020). Krueger, J. (2015) Omnichannel shoppers: An emerging retail reality. Think with Google. Available at: https://www.thinkwithgoogle.com/marketing-resources/omnichannel/omni-channel-shoppers-an-emerging-retail-reality/ (accessed 20 December 2017). Meek, T. (2018) Big Data in retail: how to win with predictive analytics. Forbes. Available at: https://www.forbes.com/sites/netapp/2015/02/18/big-data-in-retail/ (accessed 11 September 2018). Natorina, A. O. (2019) Tranzytyvna biznes-model tsyfrovoho biznesu: sutnist ta mekhanizm rekonfihuruvannia [Transitive business model of digital business: the nature and mechanism of reconfiguration]. Visnyk ahrarnoi nauky Prychornomoria [Ukrainian Black Sea region agrarian science], vol. 3 (103), pp. 36– Available at: https://visnyk.mnau.edu.ua/statti/2019/n103/ n103v3r2019natorina.pdf (in Ukrainian) (accessed 10 May 2020). Nwaiwu, F. (2018) Review and comparison of conceptual frameworks on digital business transformation. Journal of Competitiveness, 10 (3), pp. 86–100. DOI: https://doi.org/10.7441/joc.2018.03.06 (accessed 1 June 2020). Parviainen, P., Tihinen, M., Kaariainen, J. & Teppola, S. (2017) Tackling the digitalization challenge: how to benefit from digitalization in practice. International Journal of Information Systems and Project Management,5, no. 1, pp. 63–77. DOI: https://doi.org/10.12821/ijispm050104 (accessed 23 May 2020). (2020) Available at: https://www.pwc.com/ (accessed 18 May 2020). Rachinger, M., Rauter, R., Muller, Ch., Vorraber, W. & Schirgi, E. (2019) Digitalization and its influence on business model innovation. Journal of Manufacturing Technology Management, vol. 30, no. 8, pp. 1143– DOI: https://doi.org/10.1108/JMTM-01-2018-0020 (accessed 10 May 2020). Schmitt, B. (2011) Experience Marketing: Concepts, Frameworks and Consumer Insights. Foundations and Trends in Marketing, vol. 5, no. 2, pp. 55– DOI: http://dx.doi.org/10.1561/1700000027 (accessed 12 May 2020). Schwarz, R. (2016) Special CRM. The customer in the center of digital transformation. Detecon Management Report, 1, 86 p. Available at: https://docplayer.net/19794580-Detecon-management-report.html (accessed 18 May 2020).
Highlights
Veronika Khudolei Doctor of Economics, Professor, Rector Academician Yuriy Bugay International Scientific and Technical University (Kyiv, Ukraine) Alona Natorina PhD (Economics), Head of the International Economics Accounting and Finance Department Academician Yuriy Bugay International Scientific and Technical University (Kyiv, Ukraine)
Based on the results of the studies and a comparative analysis of scientists and economists, the relation between the key blocks of the digital business transformation that allow rapidly react to heterogeneous consumer requests in the Internet are interpreted
It is important to develop an architecture for digital business management with the appropriate phases, which will be the base of relevant methodological tools usage for enterprises in response to transformation of the marketing environment, priority competitors’ actions, as well as the online customers’ experiences formation with taking into account global and local trends
Summary
The priority value of digital transformation at the state level, which forms the prerequisites for positive global economic and social changes in the context of bifurcations and permanent changes in the marketing environment, is determined. Changes in the modern world are happening very quickly, so digital business requires a quick response and adaptation to these changes, especially in the context of digital transformation. In this case, it is important to develop an architecture for digital business management with the appropriate phases, which will be the base of relevant methodological tools usage for enterprises in response to transformation of the marketing environment, priority competitors’ actions, as well as the online customers’ experiences formation with taking into account global and local trends. The theoretical aspects of digital transformation and its impact on the economy are interpreted in the works of scientists, among whom: Kaariainen J. [15], Krueger J. [11], Meek T. [12], Muller Ch. [17], Nwaiwu F. [14], Parviainen P. [15], Rachinger M. [17], Rauter R. [17], Schirgi E. [17], Schmitt B. [18], Teppola S. [15], Tihinen M. [15], Vorraber W. [17]
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