Digitalization of Local Grocery Retail: Opportunities and Restrictions
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Cited by 3 publications
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In the modern theory and practice of entrepreneurial activity of the country's economy, a sufficiently clear understanding of the issues of digital transformation of food retail is not given. The purpose of the article is to generalize domestic and foreign experience in the formation of conceptual and categorical apparatus in relation to the processes of digitalization of a food retailer. The methodological basis of the research includes theoretical provisions of digitalization of the economy, development of trade and services, technologies of digitalization of business and food retail. The research methodology is based on the application of methods of monographic, comparative analysis, grouping and classification of current sources, modeling. We use domestic and foreign scientific works of the last five years devoted to the processes of digitalization of retail as the information base of the study. The paper presents the results of a comparative analysis of current concepts and processes of digital transformation of retail in Russia. The author's definition of the terms "food retail" and "digital transformation of food retail" for the domestic economy is given. We systematized the stages of digitalization of the Russian food retail by the timing of the introduction of digital technologies. Author compiled classification of food retail depending on the number of digital technologies implemented. The result of the research and its scientific novelty is a conceptual model of digitalization of food retail in Russian practice. The author proposed to evaluate the effectiveness of managing the digitalization process in food retail by the degree of development of the "core" of retail, management system and supply system. According to the proposed model, the development of retail digitalization considered according to the level of use of digital technologies in the elements of the "core". For business development, it is necessary to implement an appropriate "system of providing" digital technologies and maintaining the effectiveness of their use by qualified employees of the departments of the "management system". The theoretical and practical significance of the study lies in the fact that the proposed interpretation of the concepts, stages and classification of digitalization of food retail has not been systematized before. The organizational and management model developed by the author contributes to the implementation of standards for providing food retailers with digital technologies in Russia, aimed at increasing the competitiveness of retail and increasing the quality of service.
In the modern theory and practice of entrepreneurial activity of the country's economy, a sufficiently clear understanding of the issues of digital transformation of food retail is not given. The purpose of the article is to generalize domestic and foreign experience in the formation of conceptual and categorical apparatus in relation to the processes of digitalization of a food retailer. The methodological basis of the research includes theoretical provisions of digitalization of the economy, development of trade and services, technologies of digitalization of business and food retail. The research methodology is based on the application of methods of monographic, comparative analysis, grouping and classification of current sources, modeling. We use domestic and foreign scientific works of the last five years devoted to the processes of digitalization of retail as the information base of the study. The paper presents the results of a comparative analysis of current concepts and processes of digital transformation of retail in Russia. The author's definition of the terms "food retail" and "digital transformation of food retail" for the domestic economy is given. We systematized the stages of digitalization of the Russian food retail by the timing of the introduction of digital technologies. Author compiled classification of food retail depending on the number of digital technologies implemented. The result of the research and its scientific novelty is a conceptual model of digitalization of food retail in Russian practice. The author proposed to evaluate the effectiveness of managing the digitalization process in food retail by the degree of development of the "core" of retail, management system and supply system. According to the proposed model, the development of retail digitalization considered according to the level of use of digital technologies in the elements of the "core". For business development, it is necessary to implement an appropriate "system of providing" digital technologies and maintaining the effectiveness of their use by qualified employees of the departments of the "management system". The theoretical and practical significance of the study lies in the fact that the proposed interpretation of the concepts, stages and classification of digitalization of food retail has not been systematized before. The organizational and management model developed by the author contributes to the implementation of standards for providing food retailers with digital technologies in Russia, aimed at increasing the competitiveness of retail and increasing the quality of service.
ERP systems in small and medium-sized enterprises: Barriers and prospects
ERP systems are among the most effective tools for managing small and medium-sized enterprises. However, the mechanisms for introducing such systems have not yet been comprehensively developed in relevant theoretical and empirical works. The article examines the ERP systems market in Russia, compares their benefits and drawbacks and delves into the details of implementing such systems in small and medium-sized enterprises (SMEs). The process approach to describing the stages of ERP system implementation constitutes the methodological basis of the research. The study has a quantitative design; the empirical data were obtained from 103 respondents in the period between June–October 2023, as well as from the Russian Federal State Statistics Service (Rosstat) for 2016–2021. We have found that 1C Company can boast the most advantageous position in the Russian ERP systems market for small and medium-sized businesses. The comparative analysis of the leading Russian ERP solutions confirms that 1C ERP is the most adequate product for SMEs in terms of its functionality, price, and speed of implementation. Resultantly, we have proposed an integrated model of ERP system for SMEs that can be adopted in a fast and effective manner, which is critically important for this sector of the economy. The approach can also be seen as guidelines to implementing an ERP system in small and medium-sized enterprises. The research findings highlight the importance of SMEs digital transformation through ERP systems.
On the issue of defining the category of “digital maturity” in the era of digital transformation of the energy sector and its impact on financial performance
в настоящей статье рассмотрены к определению категории «цифровая зрелость» в эпоху цифровой трансформации. Теоретические положения статьи опираются на разработанную в России методику проведения цифровой трансформации для государственных предприятий, но представленный методический материал ориентирован на организацию указанного процесса, а не на создание новых знаний в этой области. Разнообразие подходов к определению понятия «цифровая зрелость» свидетельствует о том, что в отечественной и международной практике не сложилось общепринятое и устоявшееся его определение. Автором статьи проведен анализ факторов цифровой трансформации, обзор научных подходов к формированию процессов цифровизации, а также дано определение «цифровой зрелости энергетических компаний». В заключении автор приходит к выводу, что цифровая зрелость энергетических компаний – замещение человеческого интеллектуального и физического труда, а также его роли в управлении машинами и производственным процессом компонентами цифровых технологий с целью преодоления времени и расстояния при взаимодействии между людьми, машинами и системами, а также снижения ограничений природы человека (эмоций, предубеждений, скорости мышления и пр.) при организации деятельности или процессов взаимодействия. По результатам проведенного аналитического исследования различных подходов к понятию «цифровая зрелость» были выделены следующие признаки, характерные энергетических компаний: взаимосвязь с используемыми в компании цифровыми технологиями; влияние на адаптационные возможности компании к быстро меняющимся условиям рынка; цифровое преобразование бизнес-процессов и управления в компании; наличие индикаторов, позволяющих выявить точки роста компании; влияние на индивидуальные траектории цифрового развития; гибкость, способность к быстрым изменениям в зависимости от стека технологий; влияние цифровой трансформации на финансовые показатели. this article discusses the definition of the category “digital maturity” in the era of digital transformation. The theoretical provisions of the article are based on the methodology of digital transformation for state-owned enterprises developed in Russia, but the presented methodological material is focused on the organization of this process, and not on the creation of new knowledge in this area. The variety of approaches to the definition of the concept of “digital maturity” indicates that there is no generally accepted and well-established definition in domestic and international practice. The author of the article analyzes the factors of digital transformation, reviews scientific approaches to the formation of digitalization processes, and defines the “digital maturity of energy companies”. In conclusion, the author concludes that the digital maturity of energy companies is the replacement of human intellectual and physical labor, as well as its role in controlling machines and the production process with components of digital technologies in order to overcome time and distance in the interaction between people, machines and systems, as well as reduce the limitations of human nature (emotions, prejudices, speed thinking, etc.) in the organization of activities or processes of interaction. Based on the results of an analytical study of various approaches to the concept of “digital maturity”, the following signs were identified that are characteristic of energy companies: the relationship with digital technologies used in the company; the impact on the company’s adaptation capabilities to rapidly changing market conditions; digital transformation of business processes and management in the company; the presence of indicators that identify the company’s growth points; influence on individual digital development trajectories; flexibility, ability to change rapidly depending on the technology stack; the impact of digital transformation on financial performance.
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