THE IMPACT OF DIGITAL PLATFORMS ON INDUSTRIAL ENTERPRISES: АN EMPIRICAL ANALYSIS IN THE CONTEXT OF EXTERNAL SANCTION PRESSURE

Abstract

The rapid technological revolution, the shortening of the life cycle of many products, the spread of the principles of ‘universal connectivity’ in industry are forcing manufacturers to develop new business models that reduce the time to market products, increase productivity, and create new principles for delivering value to consumers and interacting with partners. Platform business models are the answer to these challenges. At the same time, industrial companies are increasingly not only platform participants but also platform registrants themselves. Based on the identified strategies for the implementation of different types of business models by industrial companies, the article discusses the potential impact of their implementation. The research presented provides a new perspective on the relationship between the chosen combined models of platform solutions and the performance of industrial companies in the context of sanctioned restrictions on access to financial capital. The empirical analysis allowed us to draw conclusions about the greatest impact on the financial results of the choice of the ‘leader’, ‘diversifier’ and ‘advanced e-commerce’ models when these companies operate on international platforms. To diversify and enter new markets — the ‘leader’ and ‘diversifier’ models and the choice of the ‘extended e-commerce’ model prevent the creation of new markets. The choice of a particular model for implementing platform solutions is influenced (with the highest degree of significance) by the availability and access to the financial capital of industrial companies.

Keywords

• industrial enterprises
• digital platforms
• competitiveness
• effects
• access to foreign markets
• strategy
• ecosystem