Kuzbass Economy: Regional Digital Platforms as a Modernization Strategy

2021 ◽  
Vol 2021 (1) ◽  
pp. 28-41
Author(s):  
Kirill Astapov
Keyword(s):  
Industrial Clusters ◽  
Digital Transformation ◽  
Competitive Advantages ◽  
Environment Pollution ◽  
Private Companies ◽  
Digital Platforms ◽  
Strategic Initiative ◽  
Strategic Initiatives ◽  
Regional Investment ◽  
Data Provision

A digital transformation strategy enables companies to build competitive advantages by improving interaction with their consumers and suppliers, and entering new markets. However, the creation of own trading platform by regional companies is not always economically effective. In this regard, it is important to establish digital platforms at the regional level with support from the region, in which several companies would participate. Such platforms will be able to compete more successfully not only with corporate platforms of large companies, but also with such platforms as Amazon and AliExpress. The strategic initiative for the development of regional digital platforms is primarily aimed at innovative companies, which promote their products to end users (BtC). However, regional platforms can serve different markets and different industries, including promotion of industrial products (BtB) produced in the regional industrial clusters of Kuzbass, as well as in other areas, for example, for monitoring indicators of environment pollution. The article discusses in detail the regional investment and financial platform, which is could be developed on the basis of the Kuzbass Investment Portal. Another promising digital platform is a digital system that allows to coordinate strategies at various levels – from federal, regional and industry, to local and private companies. A serious challenge in implementing strategic initiatives to establish regional platforms is the growing competition from foreign platforms. The author proposes to reduce the risks by introducing target restrictions on the operations of foreign platforms, as well as introducing a balanced level of data provision by platform participants.

scholarly journals Imperatives of global digital platform management

Upravlenets ◽  
2020 ◽  
Vol 11 (4) ◽  
pp. 59-69
Author(s):  
Evgeny Smirnov ◽  
Sergey Lukyanov
Keyword(s):  
International Business ◽  
Business Models ◽  
Linear Optimization ◽  
Digital Transformation ◽  
Competitive Advantages ◽  
Digital Platforms ◽  
Economic Relations ◽  
Digital Infrastructure ◽  
International Specialization ◽  
Administration Methods

The article critically analyses the phenomenon of global digital platforms, which have become key actors in the international movement of factors of production and studies the approaches to their management. The methodological basis of the research includes the main provisions of the emerging theory of ecosystems and digital platforms, questioning the postulates of theories of international business and strategic management. The article uses the methods of comparative, structural and system-based analysis in the context of their application for assessing digital transformation and managing global digital platforms. The study shows that universal determinants and competitive advantages of global digital platforms are the following: the ability to overcome trade barriers; providing liquidity through transactions; low marginal cost; more efficient use of assets and attraction of investments; and the ability to significantly enhance international specialization. The authors propose an approach for differentiating traditional business models and platform business models based on avoiding linear optimization of internal processes and centralized exchange of value. We establish the conceptual aspects of the expansion of global digital platforms’ business activities. This is due to the emergence of new components of the digital infrastructure that modifies the principles of international business and the administration methods of transnational corporations, which are no longer focused on location. The paper identifies the management problems and risks experienced by traditional companies when creating platforms: dependence on key platforms, increasing costs incurred in market entry, and difficulties when functioning within the lightweight asset model. The formation and development of global platforms not only affect the system of economic relations, but also stimulate changes in corporate governance models and technologies.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

Developing a Strategy for the Digital Transformation of an Enterprise with Allowance for the Capabilities of Business Ecosystems

2020 ◽  
Vol 26 (6) ◽  
pp. 629-642
Author(s):  
T. A. Gileva ◽  
A. V. Babkin ◽  
G. A. Gilev
Keyword(s):  
High Efficiency ◽  
Direct Interaction ◽  
Digital Transformation ◽  
Business Trend ◽  
Digital Environment ◽  
Digital Platforms ◽  
Business Ecosystems ◽  
Key Aspects ◽  
Enterprise's Competitiveness ◽  
Transformation Strategy

The presented study analyzes the processes of creating ecosystems in the context of external challenges and increasing the level of competitive market environment and global digitalization of business to develop a strategy for the digital transformation of an enterprise.Aim. The study aims to assess the practicability of creating ecosystems when developing a strategy for the digital transformation of traditional (“defensive”) enterprises and to provide recommendations for their utilization.Tasks. The authors analyze the characteristics, features, and typology of business ecosystems; substantiate the need to analyze and use the capabilities of business ecosystems in the development of a strategy for corporate development in the digital environment; describe the essence, key aspects of development, and propose a modular structure for the strategy of the digital transformation of an enterprise; develop a conceptual framework for the strategic management of the digital transformation of an enterprise; formulate recommendations for selecting ecosystems that would enhance the enterprise’s competitiveness.Methods. This study uses general scientific methods of cognition in various aspects to propose approaches and a conceptual model of the corporate digital transformation strategy with allowance for the capabilities of business ecosystems.Results. The authors show that in the context of the developing digital economy, business ecosystems have become a new way to organize economic activity due to their high efficiency and rapid scaling. There are two major types of ecosystems: centralized (transaction) ecosystems in the form of digital platforms and adaptive (solution) ecosystems formed by the orchestrating company to create a new value proposition by joint efforts of partners from various industries through direct interaction with each other. The study identifies stages in the development of a digital transformation strategy based on enhancing the enterprise’s competitiveness through its participation in the ecosystem(s) and formulate recommendations for selecting ecosystems that would improve the efficiency of the enterprise.Conclusions. Ecosystem development is a business trend that determines the competitiveness of enterprises and improves the efficiency of their operation in the digital environment. Therefore, under modern conditions, an enterprise should develop its digital transformation strategy based on the creation and/or use of business ecosystems.

scholarly journals Dynamic Capability and Open-Source Strategy in the Age of Digital Transformation

2021 ◽  
Vol 7 (3) ◽  
pp. 175
Author(s):  
Nobuyuki Fukawa ◽  
Yanzhi Zhang ◽  
Sunil Erevelles
Keyword(s):  
Operating System ◽  
Open Source ◽  
Customer Value ◽  
Big Data Analytics ◽  
Idea Generation ◽  
Network Size ◽  
Digital Transformation ◽  
Mobile Technologies ◽  
Dynamic Capability ◽  
Digital Platforms

Today, Industry 4.0 technologies, such as Big Data analytics and mobile technologies, are forcing firms to seek new ways to create and deliver customer value. We argue that the Android project, one of the most successful open-source digital platforms, reflects a new business model in the age of digital transformation. In the Android community, application developers create and sell applications for the Android operating system provided by the open-source firm (Google), and share the profit with Google. Such an open-source strategy forces the open-source firm to give up the profits from selling the operating system to customers. A firm generally chooses an open-source strategy to increase its user network size. Using the concept of creative intensity, or the speed of idea generation, we offer a new explanation regarding the benefits of an open-source strategy in the age of digital transformation. We investigate how to enhance creative intensity and profit on the open-source digital platform. Our model suggests that an open-source strategy effectively manages the diminishing value of ideas and, thus, facilitates the dynamic capability of an open-source firm.

HUMAN RESOURCES MANAGEMENT IN THE CONTEXT OF DIGITAL TRANSFORMATION OF THE ECONOMIC ENVIRONMENT

2021 ◽  
Vol 1 (12) ◽  
pp. 51-56
Author(s):  
Yuri O. Kolotov ◽  
◽  
Anastasia V. Sharopatova ◽  
Alyona E. Salamova ◽  
◽  
...  
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Development Strategy ◽  
Intellectual Capital ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Digital Transformation ◽  
Competitive Advantages ◽  
Resources Management ◽  
Modern Enterprise

One of the most important assets of a modern enterprise is human capital and its development opportunities. The need to maintain intellectual capital is due to the introduction of new technological solutions and changes in industrial relations. There is a transformation of the management environment, which focuses on intangible assets and thereby moves to competitive advantages. Within the framework of this article, the peculiarities of regulation and methods of human resources management at the enterprise in the conditions of digitalization are studied. The characteristic of the involvement of domestic enterprises in the HR development strategy is given.

scholarly journals DIGITAL TRANSFORMATION OF THE RUSSIAN ECONOMY AND ALIGNMENT OF ECONOMIC INTERESTS

2021 ◽  
Vol 230 (4) ◽  
pp. 410-416
Author(s):  
N.V. RASSKAZOVA ◽  
Keyword(s):  
Economic Growth ◽  
Transaction Costs ◽  
Digital Technologies ◽  
Digital Economy ◽  
Digital Transformation ◽  
Production Costs ◽  
Economic Interests ◽  
Digital Platforms ◽  
Russian Economy ◽  
Reproduction Process

The problems of the digital economy development are central, since the introduction of digital technologies in the reproduction process provides for increased efficiency and reduced production costs. This fact encourages the development of digital platforms and mechanisms that allow to accelerate the process of interaction between different actors and reduce the transaction costs of coordinating economic interests at the micro and macro levels, which will eventually lead to economic growth. In this regard, the problem of digitalization of the Russian economy and its branches is relevant.

scholarly journals IMMERSIVE TECHNOLOGIES AS A TOOL OF INNOVATIVE MARKETING IN THE FIELD OF BUSINESS ORGANIZATION

2021 ◽  
Author(s):  
Valentyna Fostolovych ◽  
Tetiana Botsian
Keyword(s):  
Human Life ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Competitive Advantages ◽  
Marketing Activities ◽  
Marketing Tool ◽  
The Cost ◽  
The Impact ◽  
Immersive Technologies

The permeability of all spheres of both economic activity and human life with digital technologies encourages the search for new marketing ideas necessary for the implementation of the product (goods, works and services).  Today's consumer has become more demanding both to the product itself and to the ways of presenting it.  Immersive technologies are becoming one of the tools that contribute to the formation of competitive advantages, especially the organization of business in the field of entertainment, as one of the areas of additional income in the field of hotel and restaurant services and marketing activities of enterprises.  Digital transformation leads to the search for new initiatives that will be a tool to meet customer needs and a way to reach wider market segments.  The process of digitalization must first be integrated into the economy of the whole state and the enterprise as a whole, and in all processes of production of goods, works and services.  Digital-transformation of domestic enterprises will help to obtain additional competitive advantages both in the domestic market and in the international market.  The formation of competitive advantages is associated not only with the maximum involvement of digital technologies in business.  It is important to choose such technologies that will be most effective in the implementation of a particular type of enterprise, under certain conditions and in a particular environment. The expediency of using immersive technologies as a marketing tool is undeniable.  However, in addition to tools, immersive technologies are important as a means of education, a separate milestone in the field of entertainment, a means of psychological influence and more.  That is, the impact of this tool on the level of competitiveness of the enterprise in the environment of the demanding consumer is manifested: in the form of reducing the cost of attracting the client; active covert promotion through their use; improving the quality of the presented product (goods, works, services); ensuring the elasticity of the enterprise to the needs and requirements of consumers; the transition of the enterprise to an innovative type of development and active digitalization.

scholarly journals Digital platforms and their application in the aviation industry

2020 ◽  
Vol 1 (3) ◽  
pp. 83-98
Author(s):  
Kateryna Molchanova ◽  
Natalia Trushkina ◽  
Olga Katerna
Keyword(s):  
Network Effects ◽  
Market Access ◽  
Developed Countries ◽  
Tourism Industry ◽  
Digital Transformation ◽  
Aviation Industry ◽  
Economic Policies ◽  
Rating Systems ◽  
Digital Platforms ◽  
Consumer Prices

The article considers one of the directions of digital transformation, namely digital platforms. United Nations Conference on Trade and Development says that digital platforms create new opportunities for companies of all sizes to engage in trade. They can lead to efficiency gains through lower transaction costs and reduced information asymmetries supported by rating systems. Other benefits include lower consumer prices, increased market access, more competition, better use of underutilized resources and increased flexibility for the providers of services. However, gains are not automatic, and there are growing concerns over the rising market power of certain platforms and the related implications for competition, data protection and ownership, consumer protection and taxation and employment policies. Economic policies and regulations will need to maximize the benefits while at the same time minimizing the costs of digital platforms. Accordingly to Digital Economy Report 2019 by UNCTAD digital platforms provide the mechanisms for bringing together a set of parties to interact online. A distinction can be made between transaction platforms and innovation platforms. Transaction platforms are two/multi-sided markets with an online infrastructure that supports exchanges between a number of different parties. They have become a core business model for major digital corporations (such as Amazon, Alibaba, Facebook and eBay), as well as for those that are supporting digitally enabled sectors (such as Uber, Didi Chuxing or Airbnb). Innovation platforms create environments for code and content producers to develop applications and software in the form of, for example, operating systems (e.g. Android or Linux) or technology standards (e.g. MPEG video). Several factors help explain the rapid rise to dominance of these digital giants. The first is related to network effects (i.e. the more users on a platform, the more valuable it becomes for everyone). The second is the platforms’ ability to extract, control and analyses data. As with network effects, more users mean more data, and more data mean a stronger ability to outcompete potential rivals and capitalize on first-mover advantages. Thirdly, once a platform begins to gain traction and starts offering different integrated services, the costs to users of switching to an alternative service provider start to increase. The transformative power of data in the sphere of economic and social interactions means that governments, businesses, and people must adapt to use emerging opportunities and avoid traps and risks. The ability of countries and various stakeholders to master digital transformation varies greatly and depends on their level of development and digital readiness. Developed countries are in many ways better equipped to deal with the growing role of digital platforms than countries with limited resources and capabilities. The aviation, travel and tourism industry has been at the forefront of digital innovation, but industry and technology trends suggest that further change lies ahead. The sector has been an early adopter of digital technologies and platforms, but steep demand for travel, driven by a growing middle class in emerging markets and the increasing importance of digital experiences, implies that further digitalization will be vital if the expectations of tomorrow’s consumers are to be met.

scholarly journals CORPORATE SOCIAL RESPONSIBILITY IN THE CONDITIONS OF DIGITAL TRANSFORMATION OF ECONOMIC SYSTEMS

2021 ◽  
Vol 26 (3(88)) ◽  
Author(s):  
Ivan Voronchak ◽  
Yuriy Vovk
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Personal Data ◽  
Digital Technologies ◽  
Digital Economy ◽  
Digital Transformation ◽  
Digital Platforms ◽  
Environmental Consequences ◽  
The Government ◽  
Corporate Social

The paper investigates the theoretical and practical aspects of providing the corporate social responsibility in a digital economy. The digital transformation of economic activity necessitates a business response to fundamental new challenges and threats related to cybersecurity, privacy, copyright protection, blockchain, misinformation, ethical algorithms for artificial intelligence etc. The quantity and complexity of digitalization problems determines the need for a consistent and comprehensive approach to ensuring digital responsibility in economy. Corporate digital responsibility can be defined as a responsible and ethical using of digital technologies; forecasting the social, economic and environmental consequences of decisions made in the digital economy. The analysis of social reports and web resources of Ukrainian companies indicates that their potential of digital responsibility is limited to the digital skills transfer and partial using in communications with stakeholders. At the same time, there are promising ways of manifesting social responsibility of domestic enterprises: investments in digital infrastructure and education; using digital technologies to monitor the responsibility and business ethics of suppliers and contractors; digitalization of environmental management processes; protection of digital rights and personal data of customers, employees, partners; dialogue with real and potential stakeholders through digital channels. Foreign experience shows that it is efficient to form public-private partnership platforms in the field of digital responsibility and sustainable development. It is also appropriate for the government to develop and implement a strategy for the digital transformation, programs of economic and advisory support for digital social entrepreneurship; to form standards for assessing and reporting about corporate digital responsibility; to eliminate the institutional and legislative barriers to the digital economy development; to overcome the digital divide in society; to create algorithms for personal data processing and suitable digital platforms.

Sign in / Sign up

Export Citation Format

Share Document