Many companies face a challenge while defining their individualized digitalization strategy. Therefore, the interrelation of corporate and digitalization strategy is addressed and a novel procedure model to assist companies in defining their strategy is introduced. Based on their corporate strategy, the introduced model allows companies to simply identify suitable business model patterns, digitization use cases and offers a possibility to asses the maturity level of their internal processes and evaluate the added value from an economic point of view.

Digitalization is one of the most frequently discussed topics in industry. New technologies, platform concepts and integrated data models do enable disruptive business models and drive changes in organization, processes, and tools. The goal is to make a company more efficient, productive and ultimately profitable. However, many companies are facing the challenge of how to approach digital transformation in a structured way and to realize these potential benefits. What they realize is that Product Lifecyle Management plays a key role in digitalization intends, as object, structure and process management along the life cycle is a foundation for many digitalization use cases. The introduced maturity model for assessing a firm's capabilities along the product lifecycle has been used almost two hundred times. It allows a company to compare its performance with an industry specific benchmark to reveal individual strengths and weaknesses. Furthermore, an empirical study produced multidimensional correlation coefficients, which identify dependencies between business model characteristics and the maturity level of capabilities.

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