Digital transformation in sales as an evolving process

Wengler, Stefan; Hildmann, Gabriele; Vossebein, Ulrich

doi:10.1108/jbim-03-2020-0124

Cited by 44 publications

(49 citation statements)

References 91 publications

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“…The COVID-19 represents in this sense a challenge, where digital tools have been considered to play a supporting role in contributing to the survival of BtoB companies during the outbreak, enhancing some activities in buyer-seller interactions (Cortez and Johnston, 2020). Moreover, it has been noted how the implementation of digital tools is still in infancy and evolution within the digital transformation issue of BtoB companies (Wengler et al, 2021).…”

Section: Interaction and Uncertainty In Business-tobusiness Researchmentioning

confidence: 99%

Rethinking interaction in social distancing times: implications for business-to-business companies

Runfola

Milanesi

Guercini

2021

JBIM

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Purpose This paper aims to investigate how the COVID-19 pandemic has affected the interaction in a business-to-business (BtoB) setting and the emerging relational dynamics. The COVID-19 pandemic is having a strong impact on BtoB markets in terms of the stop of production, the difficulty of coping with payments, restrictions on the flows of people and goods within national and international markets. The paper discusses that the effects of worldwide lockdowns, social distancing and other related restrictions undermine one of the salient features of business relationships, namely interaction. Design/methodology/approach The paper relies on a qualitative interpretivist approach based on the data collected from in-depth interviews with key informants and secondary sources. The fashion industry is taken as an emblematic case, given the relevance of BtoB relationships, especially those between global fashion brands and their suppliers, and the dramatic impact of the pandemic. Findings The paper shows four effects in terms of relational dynamics. The freezing effect is the maintaining of interaction at minimum operating levels capable of ensuring survival for both interacting actors. The ripple effect can be conceived as a negative effect of the pandemic related to the weakening of the freezing effects in interactions along the supply chain. The rebound effect is a sudden increase in interactive processes among existing relationships. The vicious effect is a negative effect of the pandemic on the interaction that refers to the decay of existing interaction and their ending. Originality/value This study fits into the current period of the COVID-19 pandemic to stress the role of interaction involving people and businesses as a key to restart. The paper suggests managerial implications to respond to the pandemic in the short term and to set the basis for future opportunities.

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Section: Interaction and Uncertainty In Business-tobusiness Researchmentioning

confidence: 99%

Rethinking interaction in social distancing times: implications for business-to-business companies

Runfola

Milanesi

Guercini

2021

JBIM

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“…A special approach is required for the development and application of various support initiatives, the creation of a concept that provides an understanding of the relationship between the measures applied and the results achieved. The development of the world economy constantly poses new challenges for any business; in recent years, the digital transformation process has been considered one of the most important (WEF 2021b;Voß and Pawlowski 2019;Wengler et al 2021).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…In light of the importance of small and medium-sized enterprises (SMEs) to any economy and their role as vehicles for economic growth (Wengler et al 2021;Everett 2021;Priyono et al 2020;Ardito et al 2021), the purpose of this study is to identify the necessary public support measures for SMEs and provide policy makers with guidance on how to facilitate a successful digital transformation.…”

Section: Introductionmentioning

confidence: 99%

Digital Transformation of Small and Medium Enterprises: Aspects of Public Support

Rupeika-Apoga

Bule

Petrovska

2022

JRFM

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The purpose of this study is to identify the necessary public support measures for small and medium-sized enterprises (SMEs) and provide policy makers with guidance on how to facilitate a successful digital transformation. The study is based on a representative survey of 425 Latvian SMEs carried out in spring 2021. We combine three analyses: a survey among SMEs, qualitative comparative analysis and regression analysis. The results of this study show that a significant number of SMEs are convinced that they will not be able to cope with digital transformation without various kinds of assistance, with direct financial support from the state or EU funds and tax incentives playing a major role. The range of public support required is rather wide, from staff training, mentoring and increasing the potential workforce to tax relief and direct financial support. We found statistically significant differences in public support needed depending on the size of SMEs and their ability to independently manage digital transformation. These findings could be useful for policymakers, managers and practitioners to identify various forms of public support that can maximize the impact of digital transformation not only on business, but also on society as a whole.

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“…growing. [17]Research conducted by Stefan Wengler found that in the implementation of digital transformation in the field of sales there was a loss of productivity gains due to limited knowledge of the main factors for successful digital transformation and a lack of understanding of digital transformation as a developing process [18]Christoph F. Breidbach's research found that determining the complexity of the digital financial service system (micro level), orchestrating the value of co-creation with Fintech (meso level), and developing elastic infrastructure, models, and markets (macro level). So it is very important the role of information and communication technology in services in general, and digital transformation in financial services [19]Research by Anjar Priyono found that SMEs carry out different levels of digital transformation, which can be summarized into three types based on company contextual factors.…”

Section: Previous Researchmentioning

confidence: 99%

“…However, it should be remembered that knowledge of the main factors that make digital transformation successful and understanding of digital transformation itself as a process that is constantly evolving needs to be understood by business actors, namely the community of traditional market players who will be transformed so as not to experience a decrease in sales productivity. [18] Excessive surrender of the digital-based economy to the private sector is not the right policy, so in order to protect the economic interests of society at large, the government must take over that role.…”

Section: Suggestionsmentioning

confidence: 99%

Traditional Market Transformation Into Digital Market (Indonesian Traditional Market Research Library)

Purwanto

Sidanti

Kadi

2021

International Journal of Science, Technology & Management

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For many centuries traditional markets have become the economic strength of Indonesian society where trading business actors gather to carry out buying and selling transactions. Along with the development of the era, the advancement of information technology is developing very rapidly and changing many patterns of people live from various aspects of life as well as trade. In conventional trade, relying on traditional markets is considered inefficient considering the too long distribution channels of goods and the emergence of additional costs in trade, which causes a high cost economy. The shift of traditional markets to digital markets is an inevitable demand. This study discusses Digital Transformation in traditional markets and how the process should take place to provide some solutions to existing problems. The method used in this research is library research. The research locations are traditional Indonesian markets. Sources of data in this study were collected by collecting methods through literature, scientific publications, information from the internet. The data is induced and concludes the arguments that are made. The findings of this study are: The digital transformation of traditional markets to digital markets has not been fully carried out in Indonesia. Solution: Traditional market players are starting to open up to the online market. It is time for the government to build online infrastructure to move traditional markets to digital markets, although not completely so that marketing efficiency and convenience can increase overall welfare.

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Digital transformation in sales as an evolving process

Cited by 44 publications

References 91 publications

Rethinking interaction in social distancing times: implications for business-to-business companies

Rethinking interaction in social distancing times: implications for business-to-business companies

Digital Transformation of Small and Medium Enterprises: Aspects of Public Support

Traditional Market Transformation Into Digital Market (Indonesian Traditional Market Research Library)

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