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Siagian, Nalom
Fakultas Ilmu Sosial Dan Politik Universitas HKBP Nommensen Medan, Sumatera Utara, Indonesia
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BUSINESS STRATEGY IN THE ERA OF DISRUPTIVE INNOVATION (DIGITAL ECONOMY) Nalom Siagian
International Conference on Health Science, Green Economics, Educational Review and Technology Vol. 1 (2019): International Conference on Health Science, Green Economics, Educational Review and T
Publisher : Universitas Efarina

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ihert.v1i1.345

Abstract

The purpose of this article is to explore several original strategic initiatives related to developments in digital business strategies that are currently competing. The focus is on achieving specific strategic goals in business innovation from traditional to digital, or disruptive innovation. The method used in this analysis is a descriptive method with qualitative research techniques. The data analyzed in this paper comes from documents and field facts that occur in the development of the business world in the current digital era, which are then compiled into more detailed data based on several research perspectives. Based on the results of the discussion previously presented, the Era of Disruptive Innovation or the transition from traditional business to digital business is greatly influenced by technological developments and most solutions in business strategies are based on information technology and internet networks. Digital business strategy in the disruption process is defined as activities that aim to find out how business can continue to improve amidst an increasingly rapid digital economy. Strategic priorities in business today can support a business in a strong industry by considering advanced technology and platforms that can be learned and are able to support the business in accordance with its business development goals. Aspects that cannot be separated from business people in carrying out strategies in the current era of disruptive innovation are first, increasing business scope, implementing the latest technological solutions to continue implementing sustainable strategies so that businesses can always compete even in very rapid changes.
LITERATURE REVIEW: ANALYSIS OF DIGITAL BUSINESS MODEL INNOVATION (IMPLICATIONS FOR OFFERINGS, PATFORMS AND ORGANIZATIONS) Nalom Siagian
International Conference on Health Science, Green Economics, Educational Review and Technology Vol. 2 (2020): International Conference on Health Science, Green Economics, Educational Review and T
Publisher : Universitas Efarina

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

This literature will discuss how to explore the main challenges for manufacturing companies that seek to innovate business models in the era of digitalization. The research method used in this paper is qualitative research based on a literature review study. The method used is empirical observation originating from information sources. First, there is an internal company survey. Second, semi-structured interviews were conducted with managers and directors of sales and product management. Based on the results of observations of the Husqvarna company case study, it is revealed that the movement towards a new business model is important to understand which services are truly in demand by the customer base. In this case, platform strategy is important because it is the key to supporting increased variety and moreover reducing costs and time in the marketing process. So companies must be able to build platforms quickly, efficiently and flexibly, especially if they have to develop a variety of products and services. This case study comes to the conclusion that organizations need to become more complex and there are many parts of the company that will change the way they work at the same time. Therefore, there is a high drive towards achieving the integration of knowledge and useful activities. So the sale of products and services is very different from the time of company management and requires the flow of new value within the company.
Co-Authors Adanan Silaban Anasthasya Br Gultom Anggresia, Feni Artha Lumban Tobing Banjarnahor, Henok Maruba Berutu, Lasriani Br Pelawi, Karina Mega Liasta CYNDIA AUDRIA SIANTURI Cyndia Audria Sianturi Dachi, Yahya Liok Daeli, Giver Surya P Dalimunthe, Ritha F. Daniel Pakpahan, Daniel Darma Manalu Darma Manalu Darma Manalu Degodona, L. Primawati Dimpos Manalu Duha, Pelayaran Emi Dewi Susanti Entin Tamaro Hutajulu Erlina Erlina Gea, Silvia Decmerry Natalia Gulo, Ellenvis Gulo, Suci Sang Primadona Gultom, Dona Esra Mariana HALAWA, DARMAN KASIH Halawa, Darmanius Herlina Manullang Hisar Siregar Hondo, Wantri Hutapea, Wida Hutapea, Wilda Vionasari Irentina Sinaga Johnson Pasaribu Jonson Rajagukguk Kepler Sinaga Lubis, Rut Onike Lumbantoruan, Adi Putra Manalu, Darma Manalu, Maria Nova Juliana Marbun, Budiman Maringan Panjaitan Medrofa, Daud Misefa Harefa Monica Pardosi Nahampun , Srivianita Nainggolan, Alexandre Wilhem Napitupulu, Lenni Natalia E Sihombing Pane, Vitria Pardosi, Fitri Apriani Pasaribu, Jhonson Ridhon MB Simangunsong Risnauli Sihombing Roida Nababan Siagian, Abigail Ayumi Siagian, Grace Angelia Julieta siagian, lasma Siagian, Theresia Mastiur Ningsih Siagian, Theresia Mastiur Ningsing Sianturi, Charles M Sianturi, Irvan Sudarto Sihombing, Natalia Sihombing, Natalia E Sihombing, Natalia E. Sihombing, Natalia E.T. Sihombing, Natalia ET Simangunsong, Ridhon Simangunsong, Ridhon M B Simangunsong, Ridhon MB Simanjuntak, Diana Kristina Simanjuntak, Sabriana Royani Simatupang, Junianto P. Sinaga, Intan Octavianty Sinaga, Irentina Sinaga, Yolanda Febrianti Br Siregar, Nia Astuti Sitanggang, Sammer Andreas Sitio, Sisiang Riani Saragih Situmorang, Imelda Bintang Kasih Steven Jordan Siallagan Sunday Ade Sitorus Suwardi Lubis Tarigan, Dodi Evrata Tobing, Artha Tobing, Artha L Turnip, Nova Anastasia Vera A.R. Pasaribu Waruwu, Poppy Efrida Zagoto, Deskarnial Zega, Ellen Gracia Zega, Ronaldo