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Digital Entrepreneurship: A Longitudinal Case Study in a Traditional Firm

Digital Entrepreneurship: A Longitudinal Case Study in a Traditional Firm
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Author(s): Martin Hannibal (University of Southern Denmark, Denmark) and Erik S. Rasmussen (University of Southern Denmark, Denmark)
Copyright: 2018
Pages: 21
Source title: Entrepreneurship, Collaboration, and Innovation in the Modern Business Era
Source Author(s)/Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-5225-5014-3.ch001

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Abstract

Through a longitudinal case study, this chapter explores the repercussions from introducing a mobile commerce platform as just another instrument in the marketing toolbox in a traditional sales-oriented firm. Findings suggest that the implementation of the m-platform in addition to its intended purpose—establish a marketing channel to key customers—spawns a digital business model that allows the company to change its relations to distributors, retailers, and customers enabling access to direct communication with end-users. However, the emerging new business model has the potential to change the organization essentially. The authors argue that although the emerging digital business model was indeed a success seen from a sales-, marketing-, innovative-, and relational perspective, it was perceived as a disaster from an organizational perspective. Consequently, top management abandoned the new digital platform. The chapter highlights the importance of not underestimating resistance in an organization when implementing a new marketing instrument such as m-commerce platforms.

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