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management --- digital economy --- digital transformation --- information technologies --- digital management --- electronic management

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A business model basically describes the way a company makes money. Yet, often we use digital services for free (e.g. Facebook, Google or WhatsApp) or for what seems to be a relatively minor price (e.g. Blablacar, Airbnb, and Amazon). Digital business models are different to traditional business models. Digital Business Models explains the key challenges and characteristics of the various business models that are used by digital businesses. These companies can be a source of inspiration for traditional bricks-and-mortar companies that aim to go digital and/or revamp their traditional business model. Most businesses rely on some form of digital technology for their marketing communication, customer relationship management, supply chain or distribution, yet digital transformation entails a complete reassessment of the way value is created and captured. Digital Business Models details the successful customer acquisition tactics and the development of business ecosystems by digital players. Using the relevant academic and managerial body of knowledge, the authors define the concepts, describe the various ways digital businesses create and capture value and propose some useful tools for managers to analyse a situation, formulate or implement a strategy. Different digital business types are evaluated, such as multisided platforms, digital merchants, subscription-based model, freemium, social media and sharing economy. Each chapter is illustrated with several examples and the appendix comprises four full-length case studies.

BUSINESS & ECONOMICS / Management. --- Digital Strategies. --- Digital business model. --- Digital leadership. --- Digital platforms. --- Digital transformation.

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The purpose of this paper is to analyse all aspects linked to the new business models which create markets, disrupt markets, shift product-market boundaries, and alter competitive structure. Traditional companies are facing these new entrants which create new competitive dynamics that threaten the bottom lines of incumbents. 

In the first part, the characteristics of these new business models are detailed. Disruption, disintermediation and dematerialization represent the difference between the linear and new business models. These features allow the value chain to be reduced and transformed: linear companies no longer have the control of the entire value chain. The reconfiguration of the value chain is not the only factor to take into account. Indeed, new entrants have totally changed the way people consume because they understood that customer’s behaviour is changing over time. Being customer-centric by following an “Outside-In” approach is the key to succeed. Environmental threats and opportunities (innovation, digitalization, regulation, etc.) must be taken into account as they interact with the existing organizations to avoid business model obsolescence or less profitability. Investing in a digital transformation is therefore a necessity to help counter these new entrants and to improve the customer journey, allowing customers to experience unique and personalized experiences. However, investing in social networks only is not enough.

Then, a special focus on the hospitality sector is described. In the second part we assess the potential impact Airbnb may have on independent hotels and hotel chains. The Airbnb platform is based on the collaborative economy that has effects on technologic, economic and social dimensions. Moreover, the aim of Airbnb is to possess the end-to-end travel experience of its users. This value proposition represents the strength of the business model which is designed with new technologies. Traditional hotels, whose business models are based on a linear model, need to strengthen their position in the minds of customers, by for example simplifying the online booking procedure, emphasizing how the hotel experience is different from the others or by helping guests find local and authentic experiences. The hotel chain AccorHotels understood the importance of a digital transformation to conquer the customer. In summary, three different case studies are described to explain how new business models are disrupting market.

digital transformation, disruption, sharing economy, customer centricity --- Sciences économiques & de gestion > Marketing

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For few years, industry, economy and society have suffered deep transformations under the effect of technological developments and digital innovations. Firms in almost all industries have reacted to these changes and conducted a number of initiatives to explore new digital technologies, in order to preserve and enhance their competitive advantage. This frequently involves transformations that impact not only business operations and processing but that can also reshape entire business models, affecting products, services as well as organizational structure.
In this paper, we analyse the concept of digital transformation and describe the different steps to define a strategy related to this topic and initiate change. The aim is to apply the learnings on a company in particular, SOCAMUT subsidiary from SOWALFIN Group. We want to understand how the company can adapt to digital evolution and keep its processes and products attractive for its customers, namely banks and small Walloon-based enterprises. 

We examine SOCAMUT’s environment, as well as its internal structure and performance. We have found that the most significant threat comes from the changes in SOCAMUT customers’ expectations, due to technological advances, for which SOCAMUT’s offer is not sufficiently adapted. At the same time, technologies are sources of opportunities: they allow automation, possibilities of software integration, use of omni-channel distribution, or valuable data collection. 

Based on our observations, we formulate proposition for a new vision towards digital transformation and we recommend strategic and operational objectives, along with key performance indicators to monitor their achievement. We recommend starting the transformation with the development of a sharing structure dedicated to digital thinking, as well as the improvement of operational efficiency and communication with banks thanks to use of new technologies.

digital transformation --- financial sector --- strategy --- SOCAMUT --- Sciences économiques & de gestion > Stratégie & innovation

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Supplemental Instruction is a program designed to support students in their learning process. The program consists of advanced students supervising new students, where the purpose is to improve students' performance and reduce the risk of interruption of studies. Supplemental Instruction was established almost 50 years ago and is used today in universities around the world. This book is about student learning processes and Supplemental Instruction, which includes everything from learning activities in SI to developing guidance skills of leaders and more. The book also deals with a comparison of Supplemental Instruction with other group-oriented learning activities, and practical aspects of the programme. The book is aimed at anyone who is concerned about study quality in higher education. The contributors are researchers and lecturers at various universities from several countries. The book is part of a trilogy on Supplemental Instruction, where the themes for the other books are "Digital Technologies" and "Organisation and Leadership". The editors of the trilogy are Abbas Strømmen-Bakhtiar, Roger Helde and Elisabeth Suzen, all three Associate Professors at Nord University, Norway.

Supplemental Instruction --- Digital transformation --- student --- Norway --- school --- learning --- mathematics --- teacher --- skill --- higher education --- Schulpädagogik --- Erwachsenenbildung --- education --- knowledge --- Supplemental Instruction; Digital transformation; student; Norway; school; learning; education, knowledge; mathematics; teacher; skill; higher education