1,721,048 research outputs found
TRIPBAM: Leveraging digital data streams to unleash savings
Full text linkTRIPBAM pioneered automated clustered rate monitoring in the hotel industry. After capturing a traveler’s reservation, TRIPBAM software scrutinized the digital data stream of changing room rates and notified users of any potential savings. While TRIPBAM could successfully discover savings for its many customers, its executives focused on the challenge of turning TRIPBAM into a resilient, viable business going forward. Many questions awaited a clear answer. Was the consumer space the one that had the greatest potential or should the firm focus exclusively on the corporate market? How could TRIPBAM protect its early advantage from its inevitable imitators? Both the consumer and business opportunities looked wide open even though each side presented distinct challenges to growth. To achieve profitability, TRIPBAM needed to not just grow the user base but also seek a unique position in the market to defend against the increasing number of startups entering their space.
The case provides substantial data and information for students to step in the shoes of TRIPBAM’s executives and provide some answers to the above questions
Conceptualization, Operationalization and Validation of the Digital Data Stream Readiness Index
No full textZoorate: Certifying online consumer reviews to create value
Full text linkZoorate emerged from its cofounders’ ambition to develop a Web portal for aggregating product reviews. The company’s core product, Feedaty, had evolved from a platform that matched reviewers by affinity into a full-fledged platform for aggregating and certifying consumer feedback. Specifically targeting online sellers and merchants, Zoorate continually increased its client based and signed up more than 1,000 customers by 2017. Supported by the strategic partnership and synergies with its shareholder 7Pixel Srl, the firm appeared to have finally set sail for success. However, several challenges lay ahead. The main competitors continued to grow in strength internationally and increasingly challenged Feedaty’s value proposition. How should Zoorate efficiently grow Feedaty? How should it deal with strong international competition that had begun to gain traction in Italy? Should the company continue to consolidate its Italian presence or expand abroad? The answer to these difficult questions would ultimately determine Zoorate’s future
Targeting Target with a 100 million dollar data breach
No full text In January 2014, the CEO of the renowned U.S. discount retailer Target wrote an open letter to its customers apologizing for the massive data breach the company experienced during the 2013 holiday season. Attackers were able to steal credit card data of 40 million customers and more were probably at risk. Share prices, profits, but above all reputation were all now at stake. How did it happen? What was really stolen? What happened to the data? How could Target win consumer confidence back? While the company managed the consequences of the attack, and operations were slowly back to normal, in the aftermath the data breach costs hundreds of million dollars. Customers, banks, and all the major payment card companies took legal action against Target. Some of these litigations remained unsettled 3 years later. The importance of the breach lays in its far broader consequences, rippling through the U.S. Congress, and raising consumer and industry awareness on cyber security. The case provides substantial data and information, allowing students to step into the shoes of Target executives as they seek answers to the above questions. </jats:p
The digital transformation canvas: A conceptual framework for leading the digital transformation process
Full text linkDigital transformation has garnered significant interest within the research and business communities, and has become an umbrella concept to address the multiple technological, strategic, operational, and leadership dimensions involved in digitally enabled organizational renewal. Such transformation spans beyond mere automation of existing practices to a radical change of business scope. Despite this increased attention, a shared understanding of exactly what digital transformation encompasses and how a digital transformation initiative can be defined and led is still underdeveloped. This article aims to contribute to this research gap by identifying the multifaceted conceptual and applied dimensions of digital transformation and integrating them into a single, unifying framework. Based on a synthesis of extensive yet fragmented literature and feedback from domain experts, we present a conceptual map (i.e., a canvas) for successful digital transformation initiatives. In addition, we identify the key elements through which one can lead implementation (i.e., roles, competencies, behaviors, and enablers). The article contributes both to academia-by advancing the meaning and constituent factors of digital transformation-and practitioners, with the formulation of a conceptual tool for managers engaged in a systemic design of digital transformation initiatives. (c) 2024 Kelley School of Business, Indiana University. Published by Elsevier Inc. This is an open access article under the CC BY license (http://creativecommons.org/ licenses/by/4.0/)
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
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