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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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This thesis presents the development and evaluation of a 3D human body visualization tool utilizing HoloLens 2 technology for medical education at the University of Liège. The primary objective was to assess the effectiveness of this mixed reality (MR) technology in enhancing the visualization, comprehension, and manipulation of anatomical structures, specifically in the context of medical education.

The research began with the adaptation of a pre-existing augmented reality (AR) application, originally designed for smartphones, which allowed users to explore a 3D model of the human body. The application was modified to function on the HoloLens 2 platform, emphasizing interactive and immersive learning experiences 

A qualitative research methodology was employed to gather insights from medical students at various stages of their education. The study was divided into two phases: the first phase focused on evaluating the general experience with the HoloLens 2 application, and the second phase involved a comparison with the existing mobile AR anatomy application. Students provided feedback on usability, engagement, and the educational value of the tool. 

The findings showed that HoloLens 2 greatly improved students' ability to visualize and understand spatial relationships in anatomy, especially in complex areas like vascularization and innervation. The intuitive interface enabled quick adaptation, despite initial calibration and gesture challenges. While the immersive experience boosted engagement, there was some concern that the technology might be seen more as a novelty than a serious educational tool. 

The feasibility of implementing the HoloLens 2 as a regular tool in medical education was also analyzed through a SWOT analysis. The strengths of the technology include its intuitive user interface, the ability to visualize complex anatomical relationships in 3D, and the enhanced engagement it provides to students. The weaknesses identified include limitations in user experience, hardware, resources, and environment, and the financial cost associated with the technology. Opportunities for the HoloLens 2 include its potential to revolutionize medical education by providing a more interactive and immersive learning environment, and the possibility of its use in remote learning scenarios. However, there are also threats, such as direct and indirect competitors and the uncertain future of the HoloLens technology itself. 

In conclusion, the HoloLens 2 shows great promise as a transformative tool for medical education, offering enhanced visualization and engagement through its advanced MR capabilities. However, to fully realize its potential, further refinement of the technology and careful consideration of its integration into existing curricula are necessary. The SWOT analysis suggests that while there are challenges to adoption, the opportunities for improving medical education are significant.

Mixed reality --- Hololens 2 --- Anatomy --- Medical education --- Digital business --- Sciences économiques & de gestion > Multidisciplinaire, généralités & autres

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Dieses Open-Access-Fachbuch beleuchtet empirische und theoretische Aspekte der Digitalisierung der Wirtschaft aus der Perspektive verschiedener Managementbereiche. Der Megatrend Digitalisierung ist zu einem dominierenden Einflussfaktor für die Entwicklung der Unternehmen geworden. In zunehmendem Maße werden nicht nur die Strategien der Unternehmen digitaler, sondern sämtliche Führungs- und Handlungsfelder im Digital Business. Das Buch behandelt vor diesem Hintergrund aktuelle, praxisrelevante Fragestellungen zu allgemeinen Rahmensetzungen und Technologien des Digital Business, zum Finanzmanagement, Human Resource Management, Produktionsmanagement und zum Marketing. Alle Beiträge wurden durch bewährte Autorenteams erarbeitet. Diese setzen sich in der Regel aus Lehrenden und Forschenden der Berner Fachhochschule und Vertreterinnen und Vertretern der Unternehmenspraxis mit akademischem Background zusammen. Die Beiträge basieren auf empirischen Analysen, die zumeist ihren Schwerpunkt auf Gestaltungsprobleme aus der Unternehmenspraxis legen. Hieraus ergibt sich ein breites Spektrum an konkreten Fallbeispielen. Die Herausgeber Prof. Dr. Jochen Schellinger ist Professor für Unternehmensführung und Organisation sowie Studiengangsleiter Master of Science in Business Administration an der Berner Fachhochschule. Prof. Dr. Kim Oliver Tokarski ist Professor für Entrepreneurship und Unternehmensführung sowie Leiter der Weiterbildung am Departement Wirtschaft der Berner Fachhochschule. Zudem ist er Leiter des EMBA Digital Business und des MAS Wirtschaftsinformatik der Berner Fachhochschule Wirtschaft. Prof. Dr. Ingrid Kissling-Näf ist Direktorin des Departements Wirtschaft der Berner Fachhochschule und Co-Leiterin des Instituts Sustainable Business. .

Management. --- Administration --- Industrial relations --- Organization --- Management --- Digital Business --- Digitalisierung --- Digitale Transformation --- Empirische Analysen --- Handlungsfelder --- Praxis --- Megatrends --- Strategien --- Finanzmanagement --- Human Resource Management HRM --- Produktionsmanagement --- Marketing --- Blockchain --- Big Data --- Open Access --- Schweiz --- Deutschland --- Österreich --- Management & management techniques

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This thesis focuses on a specific digital company, Emakina, taken as benchmark for a market development strategy in the European market. On one side there is the ambition of the company to be the Top European digital communication agency; on the other side, there is the justification, with theoretical models, of the feasibility of this strategic decision.
The document, in the introduction chapter, gives an overview of the European digital market with key takeaways and facts.
Always in the first section, Emakina is introduced explaining what they do and which are the main services they offer, then it will be explained RECMA and its ranking criteria to better understand how RECMA works and to define which indicators will be improved.
In the exposition section, the document focuses its attention on the mission Emakina wants to accomplish: be in the first position of the RECMA ranking in the “independent digital communication agencies in Europe” category; in the last report, in 2011, it was in position number three.
As a result, it will be applied a market development strategy to expand the geo-coverage of the company. The chosen countries for the expansion are Germany and UK. It will be assessed the attractiveness of the markets and the competitiveness of the company thanks to the use of some theoretical models, having always a look on what and how the direct competitors of the ranking are acting.
Finally, in the last section, are given recommendations to the company to solve the problem in question.

Company competitiveness • Digital agency • Digital business • Emakina • European competition • Expansion • External environment • Geo-coverage • Germany • Internal capability • Market attractiveness • Market development strategy • Ranking criteria • RECMA • United Kingdom --- Sciences économiques & de gestion > Marketing

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"Digital technologies are having a profound impact on sport business, opening up new opportunities to generate income and value. This book explores the phenomenon of digitization in sport management, with a particular focus on business models and how they are being transformed in this new digital era. The book explains how business models describe and underpin contemporary sport business, and how flexibility is the key to unlocking value in an era of rapid technological change. It presents case studies of the impact of digitization on sport organisations, in both amateur and professional contexts, including cutting-edge topics such as the business of football, sponsorship communication, athlete engagement, micropayments and wearable devices. The final chapter summarises current knowledge on digital business models and looks ahead at possible future directions for sport business in the digital era. This is fascinating reading for any advanced student, researcher or practitioner working in sport management who wants to better understand the challenges and opportunities presented by digital technology for the sport industry."

Performance technology. --- Enhancement technology, Human performance --- HPT (Human performance technology) --- Human performance enhancement technology --- Human performance technology --- Human engineering --- Performance --- athlete engagement --- business models --- digital business --- digital technology --- digitisation --- football --- Mateusz Tomanek --- Michal Polasik --- micropayments --- sponsorship --- sports clubs --- sport business --- sport communication --- sport management --- sport organisations --- Wojciech Cieśliński --- wearable devices