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Digitale Transformation am Beispiel der Automobilindustrie

Part of the Informationsmanagement und digitale Transformation book series (INDITR)

Zusammenfassung

Die Entstehung neuer Services durch digitale Innovationen bedrohen zunehmend existierende Geschäftsmodelle. In der Automobilindustrie werden technologische Trends wie selbstfahrende Autos, Konnektivität und Car-Sharing zahlreiche Möglichkeiten für neue Geschäftsmodelle eröffnen. Diese Technologien schaffen auch Möglichkeiten für innovative neue Marktteilnehmer, welche gerade dabei sind, die Automobilindustrie fundamental zu transformieren. Darum zeigt dieses Kapitel das bestehende Wertschöpfungsnetzwerk der Automobilindustrie basierend auf der e3-value-Modellierungsmethode. Grundlage für das Modell sind 15 generische Rollen und die Wertströme zwischen den Rollen, welche basierend auf den Crunchbase-Daten von 650 Unternehmen in der Automobilindustrie entwickelt wurden. Zur Validierung des Wertschöpfungsnetzwerks wurden fünf Interviews mit Industrieexperten durchgeführt. Die Ergebnisse verdeutlichen die zentrale Rolle von Mobilitätsdienstplattformen, Anbietern disruptiver Technologien und die Verschmelzung unterschiedlicher Branchen, beispielsweise da OEMs mit Anbietern mobiler Zahlungen kollaborieren. Praktiker können das Modell verwenden, um die Wertschöpfung der Automobilindustrie zu analysieren und um sich im Markt zu positionieren oder um mögliche disruptive Akteure und potentielle Geschäftspartner zu identifizieren.

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Riasanow, T., Galic, G., Böhm, M., Krcmar, H. (2018). Digitale Transformation am Beispiel der Automobilindustrie. In: Oswald, G., Krcmar, H. (eds) Digitale Transformation. Informationsmanagement und digitale Transformation. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-22624-4_12

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  • DOI: https://doi.org/10.1007/978-3-658-22624-4_12

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