A

Project Report on

The study on Digitalization in the Corporate Sector

Under the guidance of

Prof. Sharon D’souza

(Submitted to the Atharva Institute of Management Studies College, Malad )

Submitted by

Udit Ekbote

Session: 2017-2019

Atharva Institute of Management Studies

MarveRoad, CharkopNaka, Malad (w), Mumbai 400095

 Declaration

I hereby declare that the project titled The study on Digitalization in the

Corporate Sector submitted as a part of the study of PGDM program.

This information provided by me is true and original to the best of my knowledge.

Udit EKbote

Place: Mumbai

Date:
 Certificate

This is to assure that Udit Ekbote has completed the project ‘The study of
Digitalization in Corporate World under the guidance of Prof Sharon D’souza in
partial fulfillment of the requirement for the award of Post Graduation Degree
Management (PGDM) for the academic year 2017-19

Prof. Sharon D’souza Prof. Sujata Pandey

(Guide) (Director)

Place: Mumbai

Date:
 Acknowledgement

I owe a debt of gratitude to many people, who have showed me the way to create a
successful project and helped me a lot during the completion of this project.

I extend my sincere thanks and express my profound gratitude to my Project Guide

Prof Sharon D’souza assistant professor for her timely guidance and motivation.

It gives a great pleasure in presenting this project report. Its justification will never
sound good if I do not express my vote of thanks to Dr Sujata Pandey at Atharva
Institute of Management Studies

I cannot end this page without thanking my family for their encouragement and
support while undertaking this project.

If inadvertently I miss out someone please accept my apologies.

Thanks

Udit Ekbote
 Executive Summary

Digitalization or digital transformation describes the continuous change process to digital

processes, based on a IT infrastructure, digital applications and optimally networked systems
and data. The existing business model is digitally mapped and new digital products are
developed. Information, communications, processes and services are networked via digital
platforms. Digital transformation leads the fusion of online and offline, disruptive
technologies and the radical change of entire industries. Automation, optimization, autonomy
of processes as well as more flexibility and individuality of products and services are just
some of the benefits and opportunities of digitalization. The process also leads to innovative
business models and digital products. The most common drivers of progress are increased
customer expectations and competition in the market. Digitalization has influenced various
business activities including companies’ business models (BMs) by enabling various new
forms of cooperation between companies and leading to new product and service offerings as
well as new forms of company relationships with customers and employees. At the same
time, this digitalization has put pressure on companies to reflect on their current strategy and
explore new business opportunities systematically and at early stages. This study focuses on
the impact of digitalization on corporate functions and operations after the digital
transformations. Digitalization could be termed as one of the innovation in the sector of
education as it highlights the various activities that lead to the modernization of business
model or regarding education sector. The term digitalization refers to the conversion of paper
mode or typewritten information text into the digital form, means encoding it into Zeroes and
Ones so that Computer can store, process, and transmit such information. In the process of
digitalization computer is a device which convert encoded information into readable form so
that one can make conclusion from the same. The application of digitalization in the
education sector leads to learning environment in the 21st century. It shows all about the
replacement of 'old school system' with 'new school system' that boosted digital education.
Digitization does not mean just bringing a "Smart School" but to have the development of an
efficient learning oriented lectures to be given in the technical manner so as to match with the
present scenario. Dr. S.J. Jadhav Mr. Shyamsingh V. Raghuwanshi "A Study on
Digitalization in Education Sector" Published in International Journal of Trend in Scientific
Research and Development Special Issue International Conference on Digital Economy and
its Impact on Business and Industry , October 2018. Without technology there can be no
digitalization. The prima mobile of digitalization, if you will, is technology.

The rate at which technological innovation arises and is absorbed into human life has
compelled an adoption of digital in every facet of human activity. Even before new digital
technology is pumped into the marketplace there are people who have mastered it. Then, almost
as quickly as it is distributed, still newer digital technology enters the market yet again. The
sheer rate of production is astounding
 Literature Review:

According to Gray and Rumpe (2015) digitalization/digitalisation "is the use of digital
technologies to change a business model and provide new revenue and value-producing
opportunities; it is the process of moving to a digital business” (Gray and Rumpe, 2015, p.
1319).

According to Gartner (2018), digitisation/digitisation however is the process of changing from

analogue to digital form, also known as digital enablement. Said another way,
digitization/digitisation takes an analogue process and changes it to a digital form without
any different-in-kind changes to the process itself .A further term that I've come across and
adds to the confusion is digital transformation.

Collin et al; Gimpel and Röglinger [30]; Kane et al. defines it has conversion of analogue into
digital information, the terms Digital Transformation and digitalization are used
interchangeably and refer to a broad concept affecting politics, business, and social issues.

Fitzgerald et al. [1] Use of new digital technologies, such as social media, mobile, analytics or
embedded devices, in order to enable major business improvements like enhancing customer
experience, streamlining operations or creating new business models.

McDonald and Rowsell-Jones [27] As such, the Digital Transformation goes beyond merely
digitizing resources and results in value and revenues being created from digital assets [27]

Solis et al [28] the realignment of, or new investment in, technology and business models to
more effectively engage digital customers at every touch point in the customer experience
lifecycle
People become more and more familiar with digital technologies. Especially with the
existence of digital natives, i.e. the future customers, this trend will continue. Digital natives
is a term that describes people that are born after 1980 and show an affinity towards
technology (Prensky, 2001).

The digitization has impacted on employment generation, improving the standard of living
and it encourages the government to operate with greater transparency and accountability.
The government has implemented a major change in the economic environment by
demonetizing the high value currency notes of five hundred and thousand denomination. The
reason is to undermine or eliminate the “black economy” (Dr.Kavita Rao & et al 2016)

The digitization impacts on reducing unemployment, improving quality of life, and boosting
citizens, access to public services. Digitization allows governments to operate with greater
transparency and efficiency, and it has a dramatic effect on economic growth, but not all at
once (Saima Khan & et al 2015).The digital economy is the result of the transformational
effects of new General-Purpose Technologies (GPT) in the fields of information and
communication.

“With the growing recognition of the customer’s role in service creation and delivery, there
is an increased impetus on building customer centric organizations” (Setia, Venkatesh, &
Joglekar, 2013, p. 565). It becomes inevitable for financial service providers to co-create value
with customers to respond to the change in customer behavior and needs, which is topic in
the customer relationship category.
 Data collected from representatives of the automotive industry indicated that the
influence of digitalization on various aspects of value creation was perceived as the
industry’s dominant theme. For example, production process optimizations were
frequently cited by the interview respondents. This may be because the companies to
which the interview respondents belonged are mainly engaged in B2B-markets.
Furthermore, the automotive industry is mainly engaged in Industry 4.0 projects,
placing a focus on the optimization of value creation (Bauernhansl et al., 2015; Kiel et
al., 2017). The prevalence of technology affected many areas of the society in a
positive manner, including education. Due to the digitalization, students can access
with the Internet easily & quickly as it helps them to work better with academics
related activities. It showcases the Indian education to be globalized.

 Due to evolution of digitization it enables to video conferencing when schools in

different part of the state, country or world connect, students can meet their
counterpart without leaving the classroom In the era of pre-digitization students tend
to enrol through distant courses, called as correspondence courses at colleges and
universities. To the contrary, in the digitization era student would receive course
details through the mail and would be required to mail assignments to his teacher at
the educational institution. Technology is being thankful for the easily accessibility
towards the courses offered at distinct level.

 By providing computers in each & every classroom teacher enable students to learn
digitally in the form of correction in spelling, grammatical mistakes, removal of
repeating words etc. it creates accuracy in the field of educational environment.

 After the United States and China, India has been rated as the third largest internet
consumer. The core existence of online education platforms is being possible with the
internet. Most schools and colleges in India make use of the internet and they
basically use it for conducting online exams and quizzes. With digital systems being
prevalent in education we are experiencing different levels of ease in online
education, but the administrative part is not off the table. Keeping the records of
students and maintaining their attendance and roll number is a big headache, that too
when the students are outnumbering the administrative heads. So colleges and schools
 are adopting more hassle-free computerized methods and avoiding the old manual
methods of maintaining the records.

 For more than a decade, numerous innovative digital practices have revolutionized e-
commerce. However, as the penetration of technology reaches a new inflection point,
the rate of innovation is set to accelerate even further. E-tailersaim at providing a
seamless and enjoyable shopping experience to consumers; and logistics plays a
critical role in fulfilling a ‘WOW’ customer journey. To meet the ever-increasing
needs of an online shopper, advanced technological practices are being implemented
at every point of the supply chain.

 For a logistics service provider, digital transformation means a lot more than
delivering only operational efficiencies. It is a change in the way activities and
processes are performed in the value chain by leveraging intelligence from
automation, technology and real-time data for effective decision making. By being
futuristic in this transformation process, tech-enabled logistics service providers
understand the value and opportunities that lie ahead, especially in understanding and
exceeding customer expectations, which is the competitive advantage today. This not
only results in operational benefits, but also increases the business opportunities for e-
trailers.

 In the past few years, many have postulated that the possible disinflationary effects of
digitalization could explain the subdued inflation in advanced economies. In this note,
we review the evidence found in the literature. We look at three main channels. First,
we find that changes in the prices of information and communication technology-
related goods and services included in the CPI have had a negligible effect on
inflation in Canada. Second, we find that, due to the small share of e-commerce in
Canada and the remarkably similar behavior of online and offline prices, the
“Amazon effect” has only had a small disinflationary impact to date. which would put
downward pressure on inflation, this effect has yet to appear in the statistics.
 Introduction:

The recent policy decision by the government of India to tackle the quicker economic progress is the
promotion of money less economy or cash less economy or digital economy, which creates a
platform to maintain accountability for every transaction which helps to control corruption.
The Recent policy initiative by the government of India is termination of five hundred and thousand
denominations from circulation in the country. This enables the transparency in the governance
system by encouraging the non cash payments or digital payments. The fundamental base for
cash less economy is the demonetization. Digital India is the flagship programme of the
government to integrate all activities in a digital manner. The present paper intends to analyze
the impact of digitalizing Indian economy and understand challenges and opportunities of
digitalization. The methodology of the study includes reviewing the existing literature, reports
published by the government of India. Digitalization of the processes and transactions in the
business transform the functioning of departments and employees. For management
digitalization provides future-proof solution, flexible reaction to market changes, higher ROI,
maintaining the competitive edge. Flexible and scalable infrastructure, less effort for
development, shorter release cycles. Advantage over control and Finances is efficient use of
resources, lower personnel costs, current numbers, reduced investment costs. Digital marketing
is use to analysis of results, personalized address, better targeting, reduced ad spend, increasing
operating range, shorter time-to-market. Sales- and partner portal, automated sales support,
simpler onboarding. Sales increases customer self-care via web portal, knowledge
management and central customer data, faster support times, improved support quality.
Automated processes, digital control via web/mobile app, improved allocation of production
goods. Digital HR helps in targeted candidate marketing, talent traceability, CRM for interested
parties with all data. Digitalization even plays a crucial part in maximizing the flexibility,
scalability, automation, high performance, and high software quality in the long term,
foundation for innovation and agility. In order to make digitalization successful, the necessary
prerequisites must be created within the company.
There are 3 variants for setting up a digital organization:

1. Evolution

Evolutionary change of the company to a a digital organization. It is transformation phase,

but the process is very slow.

2. Revolution

Noticeable changes in the organizations are addressed. The process is faster, but problems in
the transforming phase of the entire organizations can endanger existing business.

3. Digital Unit

Spinning off a digital unit, either as a department or separating it into an individual

organizational unit such as a subsidiary. The variant of spinning off a digital unit makes it
possible to test digital and agile approaches in a sheltered environment. At the same time the
existing business of the parent company is protected. Successfully tested agile processes and
methods can later be transferred to the parent company.
 Digital Revolution and Education

Digital Revolution and Education Many years back, Start Trek (the original) told us that
‘space is the final frontier’. Today living in the 21st century, we exist in a world devoid of
any frontiers. Most of us are but a digital identity in a Digital world. Almost everything
around us is either digital or getting to it at a fast pace. This is the age of having virtual
conversations, virtual meetings, virtual shopping, and virtual relationships – a virtual life
indeed. Being a virtual being, can the education sector be far behind? Online education has
become the latest trend and has broken the age-old bastion of the brick and mortar
institutions. The online mode has become ubiquitous. The digitalization of education keeps
the students in-sync with the contemporary world. Student can get the feeling of being in a
virtual class anywhere anytime, without being burdened by the sheer weight of books. Online
learning also provides many additional benefits beyond convenience and financial savings.
An independent approach to online learning teaches the student to be a more effective time
manager and to develop the technological skills needed in their future careers. Knowledge of
the functions of the Internet, typing and software programs are necessary to be considered
digitally literate, and online learning helps strengthen these skills. Online education also
makes learning more engaging and effective. Online education is growing at 19% per year,
online enrollment now represents 25% of all higher education enrollments. Now, we are
faced with four main options for delivering education.

In this emerging era of digitalization, our society wants everything approachable in just a
single click or on hand to hand distance. People started communicating from off-line methods
like writing letters then telephones, smart phones and now they want even something greater
from these innovations. Most of the industries including Automobiles are going towards the
era of digitalization bringing new insights to the market. This study will emphasize on the
digitalization of automobile industry. The automobile industry may face the problems in the
context of digital infrastructure through the process of digitalization. This paper will focus on
the challenges in respect to India’s economy faced by industries like Low Purchasing Power
as compared to other economies, acceptance of purchasing vehicles online, delivering
delightful customer services and values. It also aims to discuss the viable solutions like
bringing customer awareness, educate the customers in technical aspects & some practices to
promote the usage of digital methods in the purchasing process of automobiles.
Distance/Online Learning: Individual students are given the course materials and
assignments to work through on their own and at their own pace. Usually a solitary learning
experience, with little student/teacher interaction and no student/student interaction. High
dropout rate.

Flipped Classroom: Instead of lectures in the class and assignments at home, the class is
“flipped” so that students watch/listen to the lecture at home in their own time, and come to
class to work though problems, assignments, application of lessons together with the teacher
and other students.

Blended Learning: This tries to combine the best of the previous three methods. Most (though
not all) lectures are delivered online. Classroom time is given to working on assignments,
testing learning, applying knowledge, discussion, and also to special lectures. In addition,
technology is used to facilitate collaborative (student-to-student) learning via forums, etc.
Here’s a paper with a synopsis of some of the most significant online articles that have been
written on the evolving educational scene over the past year or so. The research is
increasingly showing that the Blended Learning model is the way of the future for many
(though not all) subjects
Objective of the Study:

 To know the impact of digitalization on education sector.

 To understand the effect of digitalization on e-commerce sector.
 To understand the impact of digitalization on automotive and media industry.
 Research Methodology

Looking into the requirements of the study of the research design is being applied to adopt
descriptive nature. The research study is of descriptive nature. The collection of data was use
for Secondary source. Various web articles distinctively were taken into consideration.

Data collection:
The research paper is based on the secondary of information. The required data is use for
research purposes.

Impact of digitalization on education sector:

 The prevalence of technology affected many areas of the society in a positive manner,
including education. Due to the digitalization, students can access with the Internet
easily & quickly as it helps them to work better with academics related activities. It
showcases the Indian education to be globalized.

 Digitalization help to set up e-library by a computer lab in the school and collages as
traditional libraries are outdated and it helps in overcoming the obstacles during
research.

 Due to evolution of digitization it enables to video conferencing when schools in

different part of the state, country or world connect, students can meet their
counterpart without leaving the classroom.

 In the era of pre-digitization students tend to enrol through distant courses, called as
correspondence courses at colleges and universities. To the contrary, in the
digitization era student would receive course details through the mail and would be
required to mail assignments to his teacher at the educational institution. Technology
is being thankful for the easily accessibility towards the courses offered at distinct
level.
  The limitations regarding resources and budget has been eliminated due to the
evolution of technology as the technical devices such as internet, web tools assist
students in distinct mode. When school is unable to send field, technology could
enable to attend the web seminar and it is all possible due to the technology and
innovative tools.

 By providing computers in each & every classroom teachers enable students to learn
digitally in the form of correction in spelling, grammatical mistakes, removal of
repeating words etc. it creates accuracy in the field of educational environment.

Percentage of students in the India taking distance learning courses from 2014 to 2018

Chart Title
18

16

14

12

10

0
2014 2015 2016 2017

Distance learning Traditional learning Both

this statistic presents the percentage of students in the India taking distance learning courses
from 2012 to 2016. During the last measured year, 14.9 percent of higher education students
were taking exclusively distance learning courses. Overall, 31.6 percent of students took at
least one distance education course.
Advantage:

 Dynamic and Continuous process.

 Acquiring unlimited data.
 Limitless learning.
 No geographical barriers.
 Cost effective and time saving
 Transparency on the track of learning programs and online courses by students,
teachers and as well as parents.
 Variety of the courses available in different languages by scholar, teachers, experts of
specific subjects worldwide.
 Limitations:

 lacks in personal attention towards students while teaching.

 It degrades the quality of teaching especially where for practical subjects.
 Due to maximum time on internet students can actually lead to increased stress and
diminished social skills.
 slowing down and focusing brains that have been trained toward this state of “partial
attention.”
 Cyberbullying among children and adolescents is a growing concern in schools,
increasing dropout rates and affecting academic performance. Access to digital
devices is increasing both the nature and the prevalence of bullying.
 Altered leisure patterns affecting physical health (e.g. contributing to obesity).
 Communication changes - from artificially extended 'friend' networks, to anonymity.
These changes in communication are breaking previous social norms.
 ‘Selfie culture’ and the sharing of previously private matters with a potentially global
audience
 Information overload, and fake news. Students need the skills needed to cope with
vast quantities of information, while also critically evaluating that information.

“
 Impact of Digitalization on E-commerce sector:

The digital platforms used by Ecommerce Companies:

The consumers all over the world have become digitally active and expect the digitalization of
most of the needs of their life. The digital solutions for the needs of the common people have
been continuously increasing. Changing customer behaviour is another significant factor which
every service or product manufacturer as well as provider will take in to consideration before
taking any other business decision. Customers spend the majority of their time on digital (e.g.
social, messaging) platforms. Hence, Ecommerce companies, educational institutions,
healthcare providers must position themselves where their customers are, and
create a corresponding digital platform strategy relevant for their market position, customer
service proposition and strategic objectives. From the digital platform provider's perspective,
partnerships with Ecommerce companies help create an ecosystem where customers need not
leave their home or work place if they need anything and thus become a tension free part of
their lives. Of online payment gateways and the online banking services as well as other online
payment service providers like Paytm have become the important part of the Ecommerce
ecosystem. As the economy started to grow more demanding for digital
platforms came in to market. The two sided simple buyer seller platforms are now replaced by
sided platforms that bring together consumers, service providers and stakeholders to facilitate
value exchange as part of a larger ecosystem. All of the Ecommerce ecosystem actively
contribute to its development. The digitalized advertising by Ecommerce companies is another
area where digital platforms are widely used but since consumers do not directly come into
contact with these digit advertising platforms as they remain in the background there is less
awareness about it. Digitalization denotes an on-going transformation of great importance
for the retail sector. The purpose of this paper is to analyze the phenomenon of the
digitalization of retailing by developing a conceptual framework that can be used to further
delineate current transformations of the retailer-consumer interface.
 Impact of digitalization on automotive and media industry:

Digitalization in both the automotive and the media industry. Pressing issues are, thereby, the
firms’ processes and their partner structures. Respondents saw an influence through altered
requirements regarding employee qualifications. Furthermore, respondents perceived the
positive effect of digitalization on the value proposition and value capture aspects, which
resulted in improved and additional revenues. However, the degree of digitalization applied by
each firm was determined by the customer demand. This result also resonates the findings of
Linz et al. (2017) and Berman and Bell (2011), who said that the customer is the main driver
behind digitalization. Moreover, respondents from both industries indicated that the influence
of digitalization would challenge existing technologies, for example, through shorter
technological innovation cycles. Based on their perceptions of the current effects of
digitalization, our respondents anticipated that digitalization would have a major impact on
their firms’ future value propositions. These findings are also supported by those of studies
such as Arnold et al. (2016) and Kiel et al. (2017). In their studies, they identified that the value
proposition was mainly influenced by changes in the offers. Companies increasingly added
services to the physical products (e.g. predictive maintenance) or offered complete solutions.
Matzler et al. (2016) and Berman (2012) also described changes in the offers and, thus, in the
value propositions as being the first step taken toward a digital BM.

Data collected from representatives of the automotive industry indicated that the influence of
digitalization on various aspects of value creation was perceived as the industry’s dominant
theme. For example, production process optimizations were frequently cited by the interview
respondents. This may be because the companies to which the interview respondents belonged
are mainly engaged in B2B-markets. Furthermore, the automotive industry is mainly engaged
in Industry 4.0 projects, placing a focus on the optimization of value creation (Bauernhansl et
al., 2015; Kiel et al., 2017).

Companies recognize that they need to manage the connection between the physical and the
digital world in the context of Internet of Things before they offer digital services to customers
(Fleisch et al., 2014). This aspect of the BM has been assigned a higher priority than other
aspects, such as customer relations, in the value capture area. According to our respondents in
the automotive industry, the influence of digitalization on their firms’ value propositions affects
their products and services. In that regard, data-driven add-on BMs and new ways of customer
contact were explicitly mentioned.

In the media industry, digitalization affected the value creation through adjusted processes for
content generation as well as the need for technological reconfiguration. However, in contrast
to the automotive industry, respondents thought that digitalization had a strong effect on value
proposition and value capture aspects of the BM. Opportunities provided by digitalization were
used to exploit aspects such as the personalization of services offered, digital platforms and
improved customer orientation. This may be because the media industry has a strong business
to customer focus, causing the companies to place a greater emphasis on value proposition and
value capture aspects. Another further reason is the early influence of digitalization on the
media industry and the necessity to deal with that fact. These findings are also supported by
Bourreau et al. (2012)
 The impact of digitalization on business model innovation

Digitization (i.e. the process of converting analogue data into digital data sets) is the
framework for digitalization, which is defined as the exploitation of digital opportunities.
Digital transformation is then defined as the process that is used to restructure economies,
institutions and society on a system level (Brennen and Kreiss, 2016; Unruh and Kiron,
2017). While the latter embraces changes on all societal levels, digitalization by means of
combining different technologies (e.g. cloud technologies, sensors, big data, 3D printing)
opens unforeseen possibilities and offers the potential to create radically new products,
services and BM (Matzler et al., 2016). These innovations could lead to new forms of
cooperation between companies or the modification of relationships with customers and
employees (Kiel et al., 2016 referring to Kagermann et al., 2013). As a result of this new
embedded usage of digital technologies, companies can achieve success in terms of
experiencing optimized resource utilization, reduced costs, increased employee productivity
and work efficiency, optimized supply chains, increased customer loyalty and satisfaction, to
name but a few (Coupette, 2015; Kagermann et al., 2015; Kaufmann, 2015; Loebbecke and
Picot, 2015). However, as argued above, the increasing number of opportunities driven by
digitalization also put pressure on companies “to critically reflect their current strategy” and
“to systematically and early identify new business opportunities” (Kiel et al., 2016, p. 675)
and requires “managers to significantly adapt one or more aspects of their business models”
(Wirtz et al., 2010, p. 273) or even design completely new ones. In one of the latest surveys
on digitalization (McKinsey Global Survey, 2014, p. NOS), executives reported that their
CEOs “are more involved in digital efforts than ever before” but at the same time they say
that “their companies must address key organizational issues before the digital can have a
truly transformative impact on their business.” In this context, one can assume that
digitalization has a de facto influence on every industry as it impacts corporate strategies and
challenges existing BMs to be reconsidered and adapted (Linz et al., 2017).
The extent, however, to which digitalization impacts corporate activities and leads to BMI
differs from industry to industry and takes time since “business models are more context-
dependent than technology,” depending on resources and capabilities that are available within
the respective company (Teece, 2018, p. 45). In this context, the goal of this research was to
explore if and how digitalization influences a company’s BM and leads to BMI. For this
purpose, the business logic triangle (Osterwalder and Pigneur, 2002) in combination with the
perspective offered by the dynamic capability view (Teece et al., 1997; Mezger, 2014; Teece,
2018) was employed as the conceptual setting. The BM as such is understood as the
“architecture of the value creation, delivery, and capture mechanisms [a firm] employs”

Digitalization and, later, digital transformation are drivers for changes in the corporate world,
because they establish new technologies based on the internet with implications for society as
a whole (Unruh and Kiron, 2017). While digitization describes the process of the conversion
of analogue and noisy information into digital data (Brennen and Kreiss, 2016), digitalization
is used to describe any changes in the organization and the organization’s BM due to their
increasing use of digital technologies to improve both the performance and the scope of the
business (Westerman et al., 2011). In a third step, Bloching et al. (2015) interpreted the
digital transformation as the continuous interconnection of all business sectors and the actor-
side adaptation to the requirements of the digital economy, whilst Unruh and Kiron (2017)
defined it as the systems-level restructuring of economies, institutions and society that occurs
through digital diffusion. Digitalization as such developed from a form of technical evolution
to a phenomenon that can impact any kind of organization. The physical and digital world are
converging increasingly frequently and need to work hand-in-hand, so that manufacturing
companies can also become digital (e.g. Industry 4.0) (Linz et al., 2017). This can happen, for
example, by integrating the Internet of Things and Services into industrial processes
(Kagermann et al., 2013) and generating value by analyzing and managing data that can be
used as a source of competitive advantage (Porter and Heppelmann, 2015).
As such, many changes led by digitalization are disruptive and completely change the
existing branches (Matzler et al., 2016). Companies that have dominated the market are
confronted by new competitors that redefine the established industries (Linz et al., 2017), so
that existing BMs become obsolete and are replaced by new ones (Souto, 2015; Matzler et
al., 2016). The recent developments that took place in the 2010s, such as the mobile
revolution, social media or the power of analytics, specifically led to the digital
transformation of BM. Anything-as-a-service models emerged were platforms with business
networks and ecosystems are promoted. In the meantime, customers can receive pervasive
access to information via the internet and have multiple channels to choose from (Linz et al.,
2017; Berman and Bell, 2011). While competition takes place on the basis of outstanding
BMs (Linz et al., 2017), companies need to innovate their BMs to be successful in the digital
world.

Respondents from both industries mentioned external and internal drivers for digitalization.
External drivers such as available technologies or the shortening of technology lifecycles
were cited as relevant for the media and automotive industries. These findings echo those of
Bouwman et al. (2017), who concluded that “internal drivers related to innovative activities
and strategy, as well as technology turbulence, play an important role when social media and
Big Data are part of business model innovation” (Bouwman et al., 2017, p. NOS).

Mezger (2014) revealed that the businesses’ sensing capabilities are important for detecting
technological and market developments, while analyzing BMs in other industries helps to
learn about the problems and challenges to be faced. Seizing capabilities are reflected in
transformative and exploitative learning processes by re-combining knowledge about
customers, markets and technologies used to develop the new BM. Sensing and seizing
capabilities are characterized by their high degree of interaction.
The reconfiguration capability requires companies to change their activity system, structures
and governance. Decisions about new resources must be made, and the replacement of
existing ones is important. These points stress the need for capabilities to integrate partners
into the BM.

The findings clearly underline the need for companies to have the sensing capabilities
described by Mezger (2014). Furthermore, opportunities in areas such as process
optimization were mentioned as internal triggers by members of both interview groups. The
aspect of the add-on business can be identified in both the automotive and the media industry,
as explained by Fleisch et al. (2014). This result is in line with those of Coupette (2015),
Kaufmann (2015), Loebbecke and Picot (2015) and Ernst & Young (2011), who stated that
the effect of digitalization can present itself in the form of a reconfiguration or extension of
the established BMs.Furthermore, representatives of both industries recognized the potential
of digitalization to optimize their BMs, as described by Coupette (2015) and Kaufmann
(2015). However, our results indicate that the influence of digitalization on BM elements and,
therefore, the potential for optimization depends greatly on the company’s industry.
Furthermore, in the automotive and media industries, the influence of digitalization questions
the existing organization, interfaces, infrastructure and capabilities. While Mezger (2014)
concluded from his findings that managers could facilitate BMI by focusing on the BM level
rather than “addressing new technological possibilities and changing customer needs by well-
known product and process innovation routines” (Mezger 2014, p. 445), our data did not
allow us to clearly differentiate between the different organizational layers and respective
innovations. From a capability perspective, however, the aspect of skills required by
digitalization was evident to representatives of both industries. Interview respondents
frequently pointed out challenges in the area of employee recruitment and qualification. The
ability to build and create the know-how required to seize digitalization opportunities was
seen as highly relevant. This was also revealed by the findings of the study conducted by
Arnold et al. (2016) as well as Kiel et al. (2017).
They highlighted the importance of businesses possessing additional competences and know-
how in order to offer new services or solution packages, respectively. Saebi (2014) stated that
companies need to develop dynamic capabilities to be prepared for changes in their BMs. She
identified the preparedness to change BMs and overcome rigidities in the existing BM as
“business model change capability” (Saebi, 2014, p. 17). If this idea is taken one step further,
the BMI requires meta-capabilities in the form of innovative adaptive capabilities, as
described by Collis (1994), since the way of doing business is altered and, subsequently,
dynamic capabilities are also altered
Conclusion:

Online education market in India is set to increase at an astonishing rate i.e. CAGR of 52%,
from 2016 to 2021.Number of users in online education to grow 6x from 2016 to 2021. This is
in-line with internet penetration rate in India which is 31% almost 409 Mn internet users, and
nearly Million new users are predicted by 2021. Report also indicates that people trying to pro
generic online education via non-personalized games and animations and standard courses
would struggle to exist in near future looking at the trend and platforms that provide
personalized learning experience will grow Digital technologies given below wil
economy of the country and improve the performance of online education. It will also increase
market depth and will bring more revenue to the country. Digitalization is expected to move to
various sector of each economy and the growth is massive
 Recommendations:

Looking at the growth opportunities for online education, distance learning, and e- learning
sizable amount of provisions should be made in budget for education. At present less than 4%
of GDP is provided for traditional education central budget. Budget provision are Rs. 85,000
Government must provide strong internet high speed connectivity to rural citizens. Budget
Indicates only 5 crores are provided for broad band access. This is turning factor for
development for online education. Budget provisions for digital India in 2018-19
3073Crores.Global economy is changing to digital.
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 https://www.researchgate.net/publication/216361364_Impact_of_Digital_Technology
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