Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-2402-2.ch008
Hayat Ayar Senturk
Digital transformation means developing new business models, unforgettable customer experiences, and competitive strategies by using digital technologies, thus creating efficiency in business processes and providing better customer value. While digital transformation is one of the important business decisions, more specifically, the pandemic and the increase in time spent at home have created a substantial growth opportunity for digital broadcast service providers. In this regard, the fact that an already growing market has increased its growth momentum with the effect of the pandemic has made the digital transformation of traditional TV media inevitable. In this study, digital broadcasting sector in Turkey has been examined in the context of strategic marketing management. In this way, by conducting the situation and competition analysis, suggestions were made regarding marketing strategies for Turkish digital platforms that have just entered the market.
{"title":"The Transformation of Traditional TVs Into Digital Platforms","authors":"Hayat Ayar Senturk","doi":"10.4018/978-1-7998-2402-2.ch008","DOIUrl":"https://doi.org/10.4018/978-1-7998-2402-2.ch008","url":null,"abstract":"Digital transformation means developing new business models, unforgettable customer experiences, and competitive strategies by using digital technologies, thus creating efficiency in business processes and providing better customer value. While digital transformation is one of the important business decisions, more specifically, the pandemic and the increase in time spent at home have created a substantial growth opportunity for digital broadcast service providers. In this regard, the fact that an already growing market has increased its growth momentum with the effect of the pandemic has made the digital transformation of traditional TV media inevitable. In this study, digital broadcasting sector in Turkey has been examined in the context of strategic marketing management. In this way, by conducting the situation and competition analysis, suggestions were made regarding marketing strategies for Turkish digital platforms that have just entered the market.","PeriodicalId":443404,"journal":{"name":"Managerial Issues in Digital Transformation of Global Modern Corporations","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116910910","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-2402-2.ch005
C. Suresh
Modern world digitalization is inevitable. The role of digitalization in the banking sector has altered customers' preferences and demands. The latest innovation and developments in the digital era have affected the banking industry and the effects on the relationship between customers and banks. The banks' new digital focus has to be aligned with other factors in the banks for them to function effectively. The purpose of this study is to investigate how the banks' relationship with customers is affected by this digital focus. It indicates that the relationship with customers has become less personalized and more automated. It also shows that an alignment in the bank has contributed to increased satisfaction among digitally oriented customers.
{"title":"Impact of the Digital Transformation Process on Bank Relationships With Customers","authors":"C. Suresh","doi":"10.4018/978-1-7998-2402-2.ch005","DOIUrl":"https://doi.org/10.4018/978-1-7998-2402-2.ch005","url":null,"abstract":"Modern world digitalization is inevitable. The role of digitalization in the banking sector has altered customers' preferences and demands. The latest innovation and developments in the digital era have affected the banking industry and the effects on the relationship between customers and banks. The banks' new digital focus has to be aligned with other factors in the banks for them to function effectively. The purpose of this study is to investigate how the banks' relationship with customers is affected by this digital focus. It indicates that the relationship with customers has become less personalized and more automated. It also shows that an alignment in the bank has contributed to increased satisfaction among digitally oriented customers.","PeriodicalId":443404,"journal":{"name":"Managerial Issues in Digital Transformation of Global Modern Corporations","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116234645","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-2402-2.ch014
Ankit Dhamija, Niti Chatterji
Machines have emerged as intelligent players and are set to replace skilled practitioners in various fields. So, what would be a leader's contribution be if machines do the decision making? The chapter addresses this question by proposing that artificial intelligence will act as a catalyst enabling managers and leaders in the process of knowledge management. Further, the chapter aims to bring together the three constructs of leadership, artificial intelligence, and knowledge management and try to theoretically establish a relationship among them. The work is immensely relevant to the Indian context given the fact that at its current stage of development, artificial intelligence has the potential to add $957 billion to the country's economy by 2035. Thus, the chapter will emphasize the relationship between leadership and artificial intelligence and how it supports knowledge management in organizations and influences its everyday decision making.
{"title":"Artificial Intelligence","authors":"Ankit Dhamija, Niti Chatterji","doi":"10.4018/978-1-7998-2402-2.ch014","DOIUrl":"https://doi.org/10.4018/978-1-7998-2402-2.ch014","url":null,"abstract":"Machines have emerged as intelligent players and are set to replace skilled practitioners in various fields. So, what would be a leader's contribution be if machines do the decision making? The chapter addresses this question by proposing that artificial intelligence will act as a catalyst enabling managers and leaders in the process of knowledge management. Further, the chapter aims to bring together the three constructs of leadership, artificial intelligence, and knowledge management and try to theoretically establish a relationship among them. The work is immensely relevant to the Indian context given the fact that at its current stage of development, artificial intelligence has the potential to add $957 billion to the country's economy by 2035. Thus, the chapter will emphasize the relationship between leadership and artificial intelligence and how it supports knowledge management in organizations and influences its everyday decision making.","PeriodicalId":443404,"journal":{"name":"Managerial Issues in Digital Transformation of Global Modern Corporations","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125872934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-2402-2.ch003
R. Liška
The Czech Republic has experienced tremendous growth over the last three decades. However, as the previously exploited competitive advantages (e.g., low labour cost) lose growth potential, the country has to address the digital economy sector. The digital economy readiness study analyses and merges findings from the European and OECD databases, outlining the current situation in the country. Also, the study compares the skill set supplied by the Czech workforce with the global market situation. Research areas cover analysis of diverse factors such as age, education, gender, and nationality. Study results show that the Czech Republic has a substantial competitive advantage both within the EU and across OECD thanks to its highly skilled workforce. Hence, ongoing digital transformation gives a positive outlook for further development of the Czech digital economy.
{"title":"The Digital Economy Readiness Study","authors":"R. Liška","doi":"10.4018/978-1-7998-2402-2.ch003","DOIUrl":"https://doi.org/10.4018/978-1-7998-2402-2.ch003","url":null,"abstract":"The Czech Republic has experienced tremendous growth over the last three decades. However, as the previously exploited competitive advantages (e.g., low labour cost) lose growth potential, the country has to address the digital economy sector. The digital economy readiness study analyses and merges findings from the European and OECD databases, outlining the current situation in the country. Also, the study compares the skill set supplied by the Czech workforce with the global market situation. Research areas cover analysis of diverse factors such as age, education, gender, and nationality. Study results show that the Czech Republic has a substantial competitive advantage both within the EU and across OECD thanks to its highly skilled workforce. Hence, ongoing digital transformation gives a positive outlook for further development of the Czech digital economy.","PeriodicalId":443404,"journal":{"name":"Managerial Issues in Digital Transformation of Global Modern Corporations","volume":"64 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121945808","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-2402-2.ch004
S. Murugan
The banking environment has become highly competitive today. The banking sector is undergoing the process of radical transformation due to excessive competition of foreign and private players and changes in tastes, preference, and habits as well as expectations of customers for newer products. India has a diversified financial sector undergoing rapid expansion, both in terms of strong growth of existing financial services firms and new entities entering the market. The Government of India has introduced several reforms to liberalise, regulate, and enhance this industry. The Government and Reserve Bank of India (RBI) have taken various measures to facilitate easy access to finance for micro, small, and medium enterprises (MSMEs). Also, the advancements in technology have brought the mobile and internet banking services to the fore. Thus, many banks launched contact-less credit and debit cards in the market. These types of cards, which used to near field communication (NFC) mechanism, allowed customers to transact without having to insert or swipe.
{"title":"Digitalisation and Financial Service Innovation in Banking","authors":"S. Murugan","doi":"10.4018/978-1-7998-2402-2.ch004","DOIUrl":"https://doi.org/10.4018/978-1-7998-2402-2.ch004","url":null,"abstract":"The banking environment has become highly competitive today. The banking sector is undergoing the process of radical transformation due to excessive competition of foreign and private players and changes in tastes, preference, and habits as well as expectations of customers for newer products. India has a diversified financial sector undergoing rapid expansion, both in terms of strong growth of existing financial services firms and new entities entering the market. The Government of India has introduced several reforms to liberalise, regulate, and enhance this industry. The Government and Reserve Bank of India (RBI) have taken various measures to facilitate easy access to finance for micro, small, and medium enterprises (MSMEs). Also, the advancements in technology have brought the mobile and internet banking services to the fore. Thus, many banks launched contact-less credit and debit cards in the market. These types of cards, which used to near field communication (NFC) mechanism, allowed customers to transact without having to insert or swipe.","PeriodicalId":443404,"journal":{"name":"Managerial Issues in Digital Transformation of Global Modern Corporations","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128893329","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-2402-2.ch002
C. Patro, K. M. K. Raghunath
Digital transformation and innovative business models are enabling a high level of competition among business enterprises. The worldwide adoption of the internet and an increasing number of associated technologies have strengthened the digital transformation. Digital technologies allow the customers to co-create value by designing and customizing products, perform last-mile distribution activities, and help other customers by sharing product reviews. Digital transformation is an enterprise-wide phenomenon that leads to the development of new business. This is intrinsically linked to strategic changes in the business model as a result of the implementation of digital technologies models, which may be new to the focal business units or industry. The chapter articulates the influence of digital transformation on the performance of business enterprises in the competitive environment. It analyzes the barriers to the effective use of digital technologies and also the digital transference initiatives of modern business enterprises.
{"title":"Digital Transformation","authors":"C. Patro, K. M. K. Raghunath","doi":"10.4018/978-1-7998-2402-2.ch002","DOIUrl":"https://doi.org/10.4018/978-1-7998-2402-2.ch002","url":null,"abstract":"Digital transformation and innovative business models are enabling a high level of competition among business enterprises. The worldwide adoption of the internet and an increasing number of associated technologies have strengthened the digital transformation. Digital technologies allow the customers to co-create value by designing and customizing products, perform last-mile distribution activities, and help other customers by sharing product reviews. Digital transformation is an enterprise-wide phenomenon that leads to the development of new business. This is intrinsically linked to strategic changes in the business model as a result of the implementation of digital technologies models, which may be new to the focal business units or industry. The chapter articulates the influence of digital transformation on the performance of business enterprises in the competitive environment. It analyzes the barriers to the effective use of digital technologies and also the digital transference initiatives of modern business enterprises.","PeriodicalId":443404,"journal":{"name":"Managerial Issues in Digital Transformation of Global Modern Corporations","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129826166","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-2402-2.ch015
Kemal Yılmaz
The COVID-19 pandemic has amplified the influence of digital transformation on business entities. Although it is becoming more feasible to invest in digital technologies due to their swift progression in terms of reaching higher technical capabilities and better pricing levels, some companies could not achieve expected improvements in their business results. On the contrary, a remarkable number of companies had the opportunity to develop their businesses by leaps and bounds. Academic research on the subject revealed that a company's digital maturity level is directly related to the company's success and progress in sustainability issues. In this chapter, the concepts of cross-functional collaboration and corporate digital cultures, which are the basic components of achieving digital maturity, which must be coordinated together, are elaborated, and an applicable roadmap proposal is created.
{"title":"Mind the Gap","authors":"Kemal Yılmaz","doi":"10.4018/978-1-7998-2402-2.ch015","DOIUrl":"https://doi.org/10.4018/978-1-7998-2402-2.ch015","url":null,"abstract":"The COVID-19 pandemic has amplified the influence of digital transformation on business entities. Although it is becoming more feasible to invest in digital technologies due to their swift progression in terms of reaching higher technical capabilities and better pricing levels, some companies could not achieve expected improvements in their business results. On the contrary, a remarkable number of companies had the opportunity to develop their businesses by leaps and bounds. Academic research on the subject revealed that a company's digital maturity level is directly related to the company's success and progress in sustainability issues. In this chapter, the concepts of cross-functional collaboration and corporate digital cultures, which are the basic components of achieving digital maturity, which must be coordinated together, are elaborated, and an applicable roadmap proposal is created.","PeriodicalId":443404,"journal":{"name":"Managerial Issues in Digital Transformation of Global Modern Corporations","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133333676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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