A journey towards a digital platform business model: A case study in a global tech-company

Şimşek, Tolga; Öner, M. Atilla; Kunday, Özlem; Olcay, Gökçen Arkalı

doi:10.1016/j.techfore.2021.121372

Cited by 54 publications

(28 citation statements)

References 66 publications

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“…Value is derived when a business acts as a platform, supplying resources to facilitate transactions between two groups of value creators whose needs can be met by the resources of the other group. This role qualifies local operators to operate in data platform businesses and use new value creation and value capture approaches [37,67] as business platforms are a growing trend in the digitalization era. This further implies that, in practice, the business ecosystem is occupied by a wide range of users with increasingly more complex and overlapping value configurations.…”

Section: Discussionmentioning

confidence: 99%

“…Due to the spread of disruptive technologies, the functioning of business ecosystems in several industries has changed. Established businesses are forced to integrate their traditional business models with new digital business environments, resulting in business model changes and digital innovation [37]. As the cornerstone of digital transformation, the Internet impacted business ecosystems and business models.…”

Section: Business Models In Future Factories' Business Ecosystemsmentioning

confidence: 99%

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Value Configurations for Data and Connectivity Solutions in Digitalized Future Factories

et al. 2021

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The ongoing Industry 4.0 transformation places significant pressures on how businesses create and capture value. Technological advancements such as next-generation mobile communications are reshaping the business ecosystem of Industry 4.0, resulting in emerging business opportunities for new players, such as local operators, to collaborate and compete with mobile communications companies that are implementing I4.0. These changes raise the need to explore emerging business opportunities concerning the digitalization of future factories. New data and connectivity services are introduced to serve the needs of rapidly increasing machine-type communications that rely on connectivity, primarily through the fifth generation (5G) mobile solutions provided by local operators. Thus, this paper outlines the potential value configurations for data and connectivity solutions by identifying, matching, and bridging the utilizable resources and addressable needs within the factory processes. The research applies an exploratory approach and uses the Gioia method to analyze qualitative data of a single case. The study follows the connectivity-content-context-commerce typology (4C) of Internet business models to structure, analyze, and classify the identified needs and resources in future factories from the perspective of the local operator. The findings show that the content layer of 4C business model typology is the most dominant among data and connectivity-based needs and resources of future factories. The paper contributes by presenting four alternative value configurations for digitalization for local operators in the future factory context: the product, component, platform, and complementary businesses. The results suggest content- and context-specific businesses carries foremost business potential for local operators, however quantitative validation will bring fruitful research avenues. Multiple case studies and different data collection methods may also be considered in future studies.

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Section: Discussionmentioning

confidence: 99%

Section: Business Models In Future Factories' Business Ecosystemsmentioning

confidence: 99%

Value Configurations for Data and Connectivity Solutions in Digitalized Future Factories

et al. 2021

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“…However, the new sustainable business model is based on a globally accessible Internet platform. The technology company should focus on the adjustment of its business strategy and make effective use of the information transmission of the platform itself in value creation & delivery (Şimşek et al, 2022). To provide complete technological information and professional service resources, the technology company can pay a third party to intervene in managing the platform.…”

Section: The Innovation Of the Sustainable Business Modelmentioning

confidence: 99%

Determinant factors and business strategy in a sustainable business model: An explorative analysis for the promotion of solid waste recycling technologies

Cui

Cao

et al. 2022

Bus Strat Env

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Innovation strategies for the promotion of solid waste recycling technologies include not only new technologies for resource utilization of solid waste but also sustainable business models to support the adoption of these technologies. This study presents how to incorporate the determinant factors affecting technology promotion and business strategy into a sustainable business model for the promotion of solid waste recycling technologies. A systematic literature review summarizes the determinant factors affecting the aforementioned promotion, including market-, policy-, company-, and technology-related factors. Combined with the theoretical background of the sustainable business model, this study analyzes that for the promotion of solid waste recycling technologies from value dimensions (value proposition, value creation & delivery, and value capture) and sustainability dimensions (economic, social, and environmental). We confirm the importance of incorporating determinant factors into the sustainable business model from the analysis of the Daye Non-Ferrous Metal Recycling Park. Our case study proposes that innovation of the sustainable business model needs to drive changes in business strategy. To promote the aforementioned technologies, we propose an Internet-based technology service platform as the core strategy of the sustainable business model. As the private sector, technology companies can make full use of technological innovation, public policies, and the market environment to achieve and develop sustained competitive advantages through an Internet-based platform and to effectively enhance the promotion of solid waste recycling technologies and help achieve sustainable development.

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“…On the other hand, technological innovations themselves determine and outline the possible directions for business model innovation (Baden-Fuller & Haefliger, 2013) leading to the optimisation or transformation of existing business models and sometimes to the emergence of entirely new ones (Loebbecke & Picot, 2015). A prominent example of the latter is the digital platform business model enabled by digital technologies (Şimşek et al, 2022;Täuscher & Laudien, 2018).…”

Section: The Digital Platform As a Business Modelmentioning

confidence: 99%

Extra-industry imitation of digital platform business models

Hauke-Lopes¹,

Wieczerzycki²,

Ratajczak‐Mrozek³

2022

EBER

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The objective of the article is to identify challenges and success factors related to the imitation of the digital platform business model in other industries. Research Design & Methods:We based our research on a single case study of an extra-industry imitation performed by a digital platform operating in Poland that connects confectionery shops and final customers. The case study was based on direct interviews conducted with the co-owners of the platform. Findings:The results indicated that successful extra-industry imitation faced certain challenges, including the different requirements of the new target industry and the related know-how, and attracting cooperating companies and customers. The success of an extra-industry imitation was determined by specific success factors linked mainly to prior experience regarding the digital platform business model, business relationships with technology/IT suppliers and companies from the new target industry, and personal competencies. Implications & Recommendations: Formal and informal business relationships and cooperation are crucial for extra-industry digital platform business model imitation. Moreover, specific personal relational competencies, including willingness to learn and take risks, allow managers to respond successfully to market opportunities and imitate digital platform business models in new industries. Contribution & Value Added:The main contribution of the article lies in assessing the challenges managers face during extra-industry business model imitation. In our model, we proposed a novel set of factors that impacts the successful implementation of the imitation business model process in a new industry. Article type:research article

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A journey towards a digital platform business model: A case study in a global tech-company

Cited by 54 publications

References 66 publications

Value Configurations for Data and Connectivity Solutions in Digitalized Future Factories

Value Configurations for Data and Connectivity Solutions in Digitalized Future Factories

Determinant factors and business strategy in a sustainable business model: An explorative analysis for the promotion of solid waste recycling technologies

Extra-industry imitation of digital platform business models

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