Coverart for item
The Resource Strategy Is Digital : How Companies Can Use Big Data in the Value Chain

Strategy Is Digital : How Companies Can Use Big Data in the Value Chain

Label
Strategy Is Digital : How Companies Can Use Big Data in the Value Chain
Title
Strategy Is Digital
Title remainder
How Companies Can Use Big Data in the Value Chain
Creator
Contributor
Subject
Language
eng
Member of
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Series statement
Management for Professionals Ser
Strategy Is Digital : How Companies Can Use Big Data in the Value Chain
Label
Strategy Is Digital : How Companies Can Use Big Data in the Value Chain
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4619749
Publication
Copyright
Related Contributor
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Intro -- Acknowledgements -- Contents -- 1: Introduction -- 1.1 Big Data Is Transforming Everything -- 1.2 This Book Is About Big Data and Business -- 1.3 What Is Big Data? -- 1.4 Discovering Big Data in Existing Businesses -- 1.5 How This Book Is Organized -- 1.6 How to Use This Book -- References -- 2: From Digital Strategy to Strategy Is Digital -- 2.1 Evolution of Digital in the Enterprise -- 2.1.1 The Omnichannel -- 2.1.2 After the Omnichannel, the Omnichain -- 2.1.3 Digital Fusion in the Consumer Experience -- 2.1.4 Adapting to Digital Fusion: The LEGO Experience -- 2.1.4.1 Big Data to Interact with Consumers -- 2.1.4.2 Big Data for More Effective Marketing -- 2.1.4.3 Big Data to Ensure a Common Language -- 2.1.4.4 Big Data to Reshape the Business Model -- 2.1.5 How Big Data Will Impact Traditional Businesses -- 2.2 Designing a Digital Strategy -- 2.2.1 The Evolution of Corporate Strategy -- 2.2.1.1 The Industry Analysis -- 2.2.1.2 Defining the CompanyÂś Core Competencies -- 2.2.1.3 Must-Win Battles -- 2.2.2 The Business Model -- 2.3 A New Framework for Developing Strategies -- 2.3.1 Developing a Portfolio of Options -- 2.3.2 The Dilemma of Integration Versus Experimentation and Autonomy -- 2.3.3 Potential Scenarios -- 2.3.4 New Thinking to Create New Models -- 2.4 The Example of LEGO -- 2.5 Deciding on the Best Strategy for Your Company -- 2.5.1 The Digital Fit: No Need for a Digital Strategy -- 2.5.2 The Digital Masterplan: Digital Strategy as Part of the Corporate Strategy -- 2.5.3 Digital DNA -- 2.6 Conclusions -- Appendix 1 -- The Evolution of the Corporate Strategy -- Blue Ocean Strategy -- Blurring Industry Boundaries -- View of the Future and Back -- Appendix 2: IMD Case LEGO -- References -- 3: Serialization in the Pharmaceutical Industry -- 3.1 Pharmaceutical Industry Supply Chains -- 3.2 The Risk of Counterfeit Drugs
  • 3.3 What Is Serialization? -- 3.4 Authentication and Track-and-Trace -- 3.5 Adopting a Global Policy -- 3.6 The Example of Turkey -- 3.7 Mediq: A Leader in Value Chain Transformation -- 3.7.1 Changes in Dutch Legislation Focused on Reducing H̀̀ARMÂÁ̂ ́-- 3.7.2 The Pre-2012 Dutch Pharmaceutical Pricing Model -- 3.7.3 The 2012 Dutch Pharmaceutical Price Deregulation -- 3.7.4 MediqÂś Business Model Transformed -- 3.7.5 MediqÂś Triple Value Patient-Centric Concept -- 3.7.6 Mediq in Action: A Patient Example -- 3.7.7 Distribution Redesign -- 3.7.8 Future Applications -- 3.8 Market Opportunity for Big Data in Healthcare in the US -- 3.9 Value-Based Care -- 3.10 Conclusions -- References -- 4: The Customer Chain: The Omnichannel and the Omnichain -- 4.1 The Changing Landscape -- 4.1.1 Traditional Versus Current Value Chains -- 4.1.2 The Omnichannel -- 4.1.3 The Market of One: Personalized Marketing in the Omnichannel -- 4.2 The Omnichain -- 4.2.1 An Example from the Pharmaceutical Industry -- 4.3 Drivers and Dilemmas of the Evolution Toward the Omnichain -- 4.3.1 Key Drivers -- 4.3.2 Open Dilemmas -- 4.4 The Impact of Big Data on the Value Chain -- 4.4.1 Frenemies with Everybody: Minecraft, LEGO and Microsoft -- 4.4.2 The Internet of Things -- 4.4.3 Big Data and the Digital Revolution -- 4.5 Is the Future Evolutive or Disruptive? -- 4.5.1 Evolutive-2001: A Space Odyssey -- 4.5.2 Disruptive: Blade Runner -- 4.6 Conclusions -- References -- 5: Bikes or Drones to the Consumer: The Logistical Challenge of the Last Mile -- 5.1 Changes in the Logistics Industry -- 5.2 Yamato: The Traditional Logistics Industry -- 5.3 The Fabulous Business of the Last Mile -- 5.3.1 The Rise of the Last Mile -- 5.3.2 The Need for Scale -- 5.4 The Money in the Last-Mile Battle -- 5.5 Traditional Versus New Last-Mile Business Models: Big Data Challenges and Opportunities
  • 5.5.1 Big Data in the Traditional Industry Last Mile -- 5.5.2 The Last Mile in the 2001: A Space Odyssey Future -- 5.5.3 The Last Mile in the Blade Runner Future -- 5.6 Big Data: The Science-Fiction Future of the Last-Mile Battle -- 5.6.1 Anticipating Consumer Behavior -- 5.6.2 New Entrants -- 5.7 Conclusions -- References -- 6: New Business Models: Rocket Science -- 6.1 Understanding the Context -- 6.2 Four Steps to Adapt to the Changing Landscape -- 6.2.1 WHY: Defining the CompanyÂś Purpose -- 6.2.2 HOW: Visualizing the CompanyÂś Ecosystem -- 6.2.2.1 The Business Model Canvas -- 6.2.2.2 A Visually Simplified Canvas -- 6.2.2.3 Space TangoÂś Business Model Canvas -- 6.2.3 WHAT: Finding the Best Profit Formula -- 6.2.3.1 The Traditional Profit Formula -- 6.2.3.2 The Profit Formula of the Consulting Industry -- 6.2.3.3 Different Profit Formulas in the Same Company -- 6.2.3.4 Applying Disparate Profit Formulas in the Same Ecosystem -- 6.2.3.5 The Profit Formulas of Big Data Companies -- 6.2.3.6 Space TangoÂś Profit Formula -- 6.2.4 Executing the Strategy Using Lean Startup -- 6.2.4.1 Lean Startup in Large Organizations -- 6.3 Conclusions -- Appendix 1: IMD Case Space Tango (A) -- Appendix 2: IMD Case Space Tango (B) -- References -- 7: Conclusions -- 7.1 The Big Impact of Big Data -- 7.2 All Companies Are Affected -- 7.3 The Challenge Is to Adapt to a Revolution -- 7.4 The Technology Behind Big Data Is Constantly Evolving -- 7.5 Adopting Big Data Requires Unlearning -- 7.6 This Book Is a Roadmap to Big Data -- 7.7 A New Exciting World Ahead -- References
http://library.link/vocab/cover_art
https://contentcafe2.btol.com/ContentCafe/Jacket.aspx?Return=1&Type=S&Value=9783319311326&userID=ebsco-test&password=ebsco-test
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unknown
http://library.link/vocab/discovery_link
{'f': 'http://opac.lib.rpi.edu/record=b4414946'}
Extent
1 online resource (151 pages)
Form of item
online
Isbn
9783319311326
Media category
computer
Media MARC source
rdamedia
Media type code
c
Sound
unknown sound
Specific material designation
remote

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