Digital Business Strategy

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.

• List of Figures List of Tables Preface 1 Content of This Volume Why This Volume?Specification of Digital Business StrategyPrevious Knowledge of Digital Business Strategy Core Messages and ContributionsMessage 1: Key Categories of Content of Digital Business StrategyMessage 2: Company Context Matters to Digital Business StrategyMessage 3: Company Cases Display Generic and Contextual IssuesReferencesPART I Content and Context of Digital Business StrategyIntroduction 2 The General Model for Digital Business Strategy The Systematic Review of Studies on Digital Business StrategyConceptual Framework for the ReviewApplied MethodsThe Resulting General Model for Digital Business Strategy Content of Digital Business Strategy Strategy Scope or DirectionCompetitive AdvantageEmbedded Resources or CapabilitiesKey RelationshipsAntecedents of Digital Business StrategyImplementation of Digital Business strategyThe Outcome of Digital Business StrategyReferences3 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 DigitalizationDominant Antecedents of Digital Business StrategyKnowledge of Digital TransformationKnowledge of Functional DigitalizationCompetitive Dynamics Digital Knowledge and Embedded Resources and Capabilities Italian Manufacturing Companies and Other CompaniesA South American Pensions and Savings CompanyCompetitive Dynamics and Embedded Resources and CapabilitiesAmerican Manufacturing CompaniesA Singaporean BankDigital Business Strategies of Companies Specializing in Digitalization The Outcome of Implementation of Competitive Advantage Operational Outcome of the ImplementationFinancial Outcome of the ImplementationCompetitive Advantage and Operational OutcomeLow-Cost Digital Movie Production and Market Entry Re-design of Mobile Apps and Customers’ Product Adoption Trust Affects Customers' Adoption of Digital InnovationsA 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 Introduction4 Scope of Services and Customers of Digital Start-UpsSpecification of Scope of Digital Start-UpsRelatedness and Synergy Between Service UnitsA Narrow and a Broad Customer ScopeCase: Scope of a New Mobile Payment PlatformCharacteristics and Challenges of Mobile Payment Platforms Ways to Expand the Customer Base Competition Among Mobile Payment Platforms Questions to DiscussReferences5 Developing a Digital Competitive AdvantageChapter AbstractThe 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 ResponsivenessThe Omnichannel ConceptCase: H&M Seeks a Digital Competitive Advantage in RetailingThe Traditional Business Strategy Relying on a Scale AdvantageThe Adjusted Business Strategy Relying on Customer Experiences Questions to Discuss References6 Acquisition of Dynamic Innovation CapabilitiesWhat Makes Dynamic Capabilities Effective? Application of the Dynamic Capability ViewMarket 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 AcquisitionsExperience 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 CapabilitiesPhase 1 (1998–2006): Integrating Fixed and Mobile Networks with the InternetPhase 2 (2007–2016): Expanding the Scope of Digital Business Phase 3 (2017–2021): Focusing the Digital Business Strategy Questions to DiscussReferencesPART 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 StrategyCase: 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 DiscussReferences8 Business Strategy Issues of Digital PlatformsProfiles of Digital PlatformsCompetitive Advantages of Digital Platforms The Ecosystem of Google’s Android Automotive OSCase: Digital Booking in the Hotel MarketMarketing Innovativeness of Booking.comCoopetition Among Digital Platforms and Hotels Questions to DiscussCase: Open Audio Platforms for Music and BlogsProfiles of Open Audio PlatformsQuestions to DiscussReferencesPART IV Practical Strategy Development and Further ResearchIntroduction9 How to Develop a Digital Business Strategy Steps When Developing a Digital Business Strategy Diagnosing Strategy AntecedentsSpecifying 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 References10 Suggestions for Further Research Index