digital business models

Digitalization changes industrial value-added processes as well as the expectations and requirements of customers, staff, suppliers and partners. For industrial companies, these changes bring risks and opportunities. They need to react and adapt their products and services to remain competitive and survive in the digital age. With service design and design thinking, companies can identify future-proof business areas to develop products and services that bring users added value. We will introduce you to the nature and effects of such design processes and outline the benefits for your company.

Digital transformation leaves only a few aspects of the relationship between customers and companies unaffected. This also applies to payment flows that stream between parties. Goods and services, which are fundamentally changing under the influence of the new technical possibilities, are also sold and bought differently. For the systematic search of new possibilities to monetarise own offers, the so-called Objects of Revenue are suitable. These are objects within the company, which are directly linked with or are able to be linked to payment flows.

The digital transformation of business models plays a special role, because business models contain different elements, which can be digitally transformed. The complexity of production and logistics systems generates the demand for robust and error-resistant control options in the pursuit of corporate objectives. The control of production and logistics systems, especially, is often inadequately managed with methods of exact mathematical specifications alone. The objective of the following contribution is to define introduce a roadmap, including some examples for some instruments.