Anders Pehrsson

Digital Business Strategy

Content, Context and Cases

• Broschiertes Buch

Produktbeschreibung

Digital Business Strategy responds to the need for clarification of the increasing, but fragmented, knowledge of digital business strategy. It systematically presents topical knowledge by reviewing previous research and developing frameworks for the content of digital business strategy and its relationships with relevant factors.

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Produktdetails

• Verlag: Taylor & Francis Ltd
• Seitenzahl: 156
• Erscheinungstermin: 30. Januar 2025
• Englisch
• Abmessung: 234mm x 156mm
• Gewicht: 453g
• ISBN-13: 9781032512556
• ISBN-10: 1032512555
• Artikelnr.: 72542307

Autorenporträt

Anders Pehrsson is a Professor of Business Administration at the School of Business and Economics, Linnaeus University, Sweden. He received his PhD in industrial marketing from Linköping University in 1986. Dr. Pehrsson has written several books on company strategies. Routledge has previously published International Strategies in Telecommunications (1996), Strategy in Emerging Markets (2001), and Competitive International Strategy (2021). His articles have been published in journals such as Global Strategy Journal, International Marketing Review, Journal of Business Research, and Strategic Management Journal.

Inhaltsangabe

List of Figures
List of Tables
Preface
1 Content of This Volume
Why This Volume?
Specification of Digital Business Strategy
Previous Knowledge of Digital Business Strategy
Core Messages and Contributions
Message 1: Key Categories of Content of Digital Business Strategy
Message 2: Company Context Matters to Digital Business Strategy
Message 3: Company Cases Display Generic and Contextual Issues
References
PART I Content and Context of Digital Business Strategy
Introduction
2 The General Model for Digital Business Strategy
The Systematic Review of Studies on Digital Business Strategy
Conceptual Framework for the Review
Applied Methods
The Resulting General Model for Digital Business Strategy
Content of Digital Business Strategy
Strategy Scope or Direction
Competitive Advantage
Embedded Resources or Capabilities
Key Relationships
Antecedents of Digital Business Strategy
Implementation of Digital Business strategy
The Outcome of Digital Business Strategy
References
3 The Company Context and Digital Business Strategy
Chapter Abstract
The Meta-Analysis Reveals That Context Makes a Difference
Digital Business Strategies of Companies Not Specializing in Digitalization
Dominant Antecedents of Digital Business Strategy
Knowledge of Digital Transformation
Knowledge of Functional Digitalization
Competitive Dynamics
Digital Knowledge and Embedded Resources and Capabilities
Italian Manufacturing Companies and Other Companies
A South American Pensions and Savings Company
Competitive Dynamics and Embedded Resources and Capabilities
American Manufacturing Companies
A Singaporean Bank
Digital Business Strategies of Companies Specializing in Digitalization
The Outcome of Implementation of Competitive Advantage
Operational Outcome of the Implementation
Financial Outcome of the Implementation
Competitive Advantage and Operational Outcome
Low-Cost Digital Movie Production and Market Entry
Re-design of Mobile Apps and Customers' Product Adoption
Trust Affects Customers' Adoption of Digital Innovations
A South Korean Digital Platform Builds Customer Relationships
Competitive Advantage and Financial Outcome
Analysis of Big Data and Effects on Revenues for Digital Music
Unlicensed Usage of Digital Content and Revenue Loss
References
PART II Company Cases on Generic Issues
Introduction
4 Scope of Services and Customers of Digital Start-Ups
Specification of Scope of Digital Start-Ups
Relatedness and Synergy Between Service Units
A Narrow and a Broad Customer Scope
Case: Scope of a New Mobile Payment Platform
Characteristics and Challenges of Mobile Payment Platforms
Ways to Expand the Customer Base
Competition Among Mobile Payment Platforms
Questions to Discuss
References
5 Developing a Digital Competitive Advantage
Chapter Abstract
The Model for a Competitive International Strategy
The Scope of a Competitive International Strategy
Strategy Directions and Competitive Advantages
Focused and Global Standardization
Focused and Global Responsiveness
The Omnichannel Concept
Case: H&M Seeks a Digital Competitive Advantage in Retailing
The Traditional Business Strategy Relying on a Scale Advantage
The Adjusted Business Strategy Relying on Customer Experiences
Questions to Discuss
References
6 Acquisition of Dynamic Innovation Capabilities
What Makes Dynamic Capabilities Effective?
Application of the Dynamic Capability View
Market Knowledge Received From the Core Business
Market Knowledge Acquired Locally
The Dynamic Capabilities of Innovativeness and Responsiveness
Experience and Integration of Acquired Capabilities
The Importance of Experience to Acquisitions
Experience and the Initial Acquisition in a Host Country
Experience and Post-Initial Acquisitions in the Host Country
Integration of Acquired Capabilities
Case: Ericsson Acquires Dynamic Innovation Capabilities
Phase 1 (1998-2006): Integrating Fixed and Mobile Networks with the
Internet
Phase 2 (2007-2016): Expanding the Scope of Digital Business
Phase 3 (2017-2021): Focusing the Digital Business Strategy
Questions to Discuss
References
PART III Company Cases on Contextually Based Issues
Introduction
7 Digital Business Strategy Issues of Manufacturing Companies
The Internet of Things, Big Data, and Digital Business Strategy
Case: the Digital Business Strategy of Volvo Cars
Competitive Dynamics and Customer Preferences
Digitalization of Volvo's Manufacturing and Supply Chains
Digital Resources and Capabilities in Volvo's Offering
Questions to Discuss
References
8 Business Strategy Issues of Digital Platforms
Profiles of Digital Platforms
Competitive Advantages of Digital Platforms
The Ecosystem of Google's Android Automotive OS
Case: Digital Booking in the Hotel Market
Marketing Innovativeness of Booking.com
Coopetition Among Digital Platforms and Hotels
Questions to Discuss
Case: Open Audio Platforms for Music and Blogs
Profiles of Open Audio Platforms
Questions to Discuss
References
PART IV Practical Strategy Development and Further Research
Introduction
9 How to Develop a Digital Business Strategy
Steps When Developing a Digital Business Strategy
Diagnosing Strategy Antecedents
Specifying the Content of the Strategy
What Strategy Scope, Direction, and Competitive Advantage?
What Embedded Resources and Capabilities?
Implementing the Strategy
Evaluating the Outcome of the Strategy Implementation
References
10 Suggestions for Further Research
Index

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List of Figures

List of Tables

Preface

1 Content of This Volume

Why This Volume?

Specification of Digital Business Strategy

Previous Knowledge of Digital Business Strategy

Core Messages and Contributions

Message 1: Key Categories of Content of Digital Business Strategy

Message 2: Company Context Matters to Digital Business Strategy

Message 3: Company Cases Display Generic and Contextual Issues

References

PART I Content and Context of Digital Business Strategy

Introduction

2 The General Model for Digital Business Strategy

The Systematic Review of Studies on Digital Business Strategy

Conceptual Framework for the Review

Applied Methods

The Resulting General Model for Digital Business Strategy

Content of Digital Business Strategy

Strategy Scope or Direction

Competitive Advantage

Embedded Resources or Capabilities

Key Relationships

Antecedents of Digital Business Strategy

Implementation of Digital Business strategy

The Outcome of Digital Business Strategy

References

3 The Company Context and Digital Business Strategy

Chapter Abstract

The Meta-Analysis Reveals That Context Makes a Difference

Digital Business Strategies of Companies Not Specializing in Digitalization

Dominant Antecedents of Digital Business Strategy

Knowledge of Digital Transformation

Knowledge of Functional Digitalization

Competitive Dynamics

Digital Knowledge and Embedded Resources and Capabilities

Italian Manufacturing Companies and Other Companies

A South American Pensions and Savings Company

Competitive Dynamics and Embedded Resources and Capabilities

American Manufacturing Companies

A Singaporean Bank

Digital Business Strategies of Companies Specializing in Digitalization

The Outcome of Implementation of Competitive Advantage

Operational Outcome of the Implementation

Financial Outcome of the Implementation

Competitive Advantage and Operational Outcome

Low-Cost Digital Movie Production and Market Entry

Re-design of Mobile Apps and Customers' Product Adoption

Trust Affects Customers' Adoption of Digital Innovations

A South Korean Digital Platform Builds Customer Relationships

Competitive Advantage and Financial Outcome

Analysis of Big Data and Effects on Revenues for Digital Music

Unlicensed Usage of Digital Content and Revenue Loss

References

PART II Company Cases on Generic Issues

Introduction

4 Scope of Services and Customers of Digital Start-Ups

Specification of Scope of Digital Start-Ups

Relatedness and Synergy Between Service Units

A Narrow and a Broad Customer Scope

Case: Scope of a New Mobile Payment Platform

Characteristics and Challenges of Mobile Payment Platforms

Ways to Expand the Customer Base

Competition Among Mobile Payment Platforms

Questions to Discuss

References

5 Developing a Digital Competitive Advantage

Chapter Abstract

The Model for a Competitive International Strategy

The Scope of a Competitive International Strategy

Strategy Directions and Competitive Advantages

Focused and Global Standardization

Focused and Global Responsiveness

The Omnichannel Concept

Case: H&M Seeks a Digital Competitive Advantage in Retailing

The Traditional Business Strategy Relying on a Scale Advantage

The Adjusted Business Strategy Relying on Customer Experiences

Questions to Discuss

References

6 Acquisition of Dynamic Innovation Capabilities

What Makes Dynamic Capabilities Effective?

Application of the Dynamic Capability View

Market Knowledge Received From the Core Business

Market Knowledge Acquired Locally

The Dynamic Capabilities of Innovativeness and Responsiveness

Experience and Integration of Acquired Capabilities

The Importance of Experience to Acquisitions

Experience and the Initial Acquisition in a Host Country

Experience and Post-Initial Acquisitions in the Host Country

Integration of Acquired Capabilities

Case: Ericsson Acquires Dynamic Innovation Capabilities

Phase 1 (1998-2006): Integrating Fixed and Mobile Networks with the Internet

Phase 2 (2007-2016): Expanding the Scope of Digital Business

Phase 3 (2017-2021): Focusing the Digital Business Strategy

Questions to Discuss

References

PART III Company Cases on Contextually Based Issues

Introduction

7 Digital Business Strategy Issues of Manufacturing Companies

The Internet of Things, Big Data, and Digital Business Strategy

Case: the Digital Business Strategy of Volvo Cars

Competitive Dynamics and Customer Preferences

Digitalization of Volvo's Manufacturing and Supply Chains

Digital Resources and Capabilities in Volvo's Offering

Questions to Discuss

References

8 Business Strategy Issues of Digital Platforms

Profiles of Digital Platforms

Competitive Advantages of Digital Platforms

The Ecosystem of Google's Android Automotive OS

Case: Digital Booking in the Hotel Market

Marketing Innovativeness of Booking.com

Coopetition Among Digital Platforms and Hotels

Questions to Discuss

Case: Open Audio Platforms for Music and Blogs

Profiles of Open Audio Platforms

Questions to Discuss

References

PART IV Practical Strategy Development and Further Research

Introduction

9 How to Develop a Digital Business Strategy

Steps When Developing a Digital Business Strategy

Diagnosing Strategy Antecedents

Specifying the Content of the Strategy

What Strategy Scope, Direction, and Competitive Advantage?

What Embedded Resources and Capabilities?

Implementing the Strategy

Evaluating the Outcome of the Strategy Implementation

References

10 Suggestions for Further Research

Index