Business Innovation with New ICT in the Asia-Pacific
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| Format: | Elektronisch E-Book |
| Sprache: | English |
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Springer Singapore Pte. Limited
2020
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| 100 | 1 | |a Kosaka, Michitaka |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Business Innovation with New ICT in the Asia-Pacific |
| 264 | 1 | |a Singapore |b Springer Singapore Pte. Limited |c 2020 | |
| 264 | 4 | |c ©2021 | |
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| 505 | 8 | |a Intro -- Preface -- Contents -- Editors and Contributors -- 1 Overview: Perspectives and Structure -- 1.1 Introduction -- 1.2 Business Innovation with New ICT -- 1.2.1 Concepts of Technology Space and Value Space -- 1.2.2 Perspectives for Analyzing Business Innovation with New ICT -- 1.3 A Case Study Approach -- 1.4 Outline of Selected Cases -- 1.4.1 Part 2: Case Studies from ICT Providers' Perspectives -- 1.4.2 Part 3: Case Studies on Changes of Traditional Businesses and Services -- 1.4.3 Part4: Case Studies on New Businesses with Mobile Devices and Internet -- 1.4.4 Part5: Case Studies on New Fields of Application with New ICT -- References -- Part IConcepts and Frameworks for Cases Analyses from Service Science Perspectives -- 2 General Trends of Service Innovation with ICT and Their Impact on Business Innovation -- 2.1 Introduction -- 2.2 Key Concepts of Service Innovation -- 2.2.1 Definition of "Service" -- 2.2.2 Definition of "Service Innovation" -- 2.2.3 Trends of Service Innovation with ICT -- 2.3 Evolution of Value Creation with ICT in Service Innovation -- 2.3.1 The 1st Generation of Service Innovation -- 2.3.2 The 2nd Generation of Service Innovation -- 2.3.3 The 3rd Generation of Service Innovation -- 2.4 Discussion: What Has Occurred? -- 2.4.1 Change of Major Business Players -- 2.4.2 Reasons for the Changing Major Players: Observations from the IBM Case -- 2.4.3 Importance of Business Model: Observation of Japanese ICT Companies -- 2.5 Emerging Trend of the 3rd Generation Service Innovation -- 2.5.1 Expansion of Business Fields with New ICTs -- 2.5.2 Changes in Customer Desires and Societal Needs -- 2.5.3 Changes in the Role of ICT Providers -- 2.5.4 From Technology to Value Creation -- 2.6 Conclusion -- References -- 3 Innovation Drivers of ICT Toward Service Evolution: A Study of Service Generations in Japan -- 3.1 Introduction | |
| 505 | 8 | |a 3.2 Innovation Drivers -- 3.3 History of Disruptive ICT and Its Usage -- 3.4 Transition of Innovation Patterns -- 3.4.1 Provider-Centric Innovation -- 3.4.2 Cocreation for Innovation -- 3.4.3 Innovation for Self-actualization -- 3.4.4 Stages for Innovation -- 3.5 Reinforcement Cycle for Service Evolution -- 3.5.1 Innovation and Needs -- 3.5.2 Service Generation and the Needs Hierarchy -- 3.5.3 Reinforcement for Continuous Service Evolution -- 3.6 Service Innovation in Future -- 3.6.1 Innovation in the Digital Native Era -- 3.6.2 Coevolution -- 3.7 Concluding Remarks -- References -- Part IICase Studies from ICT Providers' Perspectives -- 4 Social Innovation Business Through Value Co-creation with Customers Powered by Lumada: A Case Study of Hitachi Ltd. -- 4.1 Introduction -- 4.2 Outline of Hitachi -- 4.3 Background of Social Innovation Business Through Value Co-creation with Customers -- 4.3.1 Social Innovation and Service Dominant Logic -- 4.3.2 Driver to Accelerate Social Innovation Business: Lumada -- 4.4 Development of Lumada -- 4.4.1 Outline of Lumada -- 4.4.2 Customer Co-creation: NEXPERIENCE -- 4.4.3 Utilization of Domain Expertise -- 4.4.4 Platform Products and Technologies -- 4.5 Successful Cases of Lumada -- 4.5.1 IoT Solution for Mass Customization by Collaboration with Okuma Corporation -- 4.5.2 Kashiwa-no-ha Smart City by Collaboration with Mitsui Fudosan -- 4.5.3 Business Impact of Lumada on Five Sectors -- 4.6 Analysis of Business Innovation -- 4.7 Future Development and Issues to Be Solved in the Future -- 4.8 Conclusions -- References -- 5 Orchestrating a Brighter World: A Case Study of NEC -- 5.1 Introduction -- 5.2 Company Outline: NEC -- 5.2.1 NEC's Current Business Overview -- 5.3 Orchestrating a Brighter World Through the Application of Digital Inclusion -- 5.3.1 What is Digital Inclusion? | |
| 505 | 8 | |a 5.3.2 Three Elements that Embody Digital Inclusion -- 5.3.3 The Importance of Biometric Authentication in Digital Inclusion, and NEC's Strengths -- 5.3.4 Seven Themes for Social Value Creation that Are Solved by Digital Inclusion -- 5.4 Case Studies of Digital Inclusion -- 5.4.1 An IoT Service to Improve the Well-Being of Factory Employees -- 5.4.2 IoT Hospitality Services in Nanki Shirahama -- 5.4.3 An Intelligent Seven-Eleven Store -- 5.5 Analysis of Business Innovation -- 5.6 Conclusion -- References -- 6 Co-Creating Future of Artificial Intelligence of Things (AIoT) Through Ecosystem Partnership: A Case Study of Advantech Co., Ltd -- 6.1 Introduction -- 6.2 Current Business Situation of Advantech Co., Ltd -- 6.3 History of Advantech -- 6.4 WISE-PaaS and Its Business Model -- 6.4.1 WISE-PaaS 1.0-3.0 -- 6.4.2 WISE-PaaS 4.0 -- 6.4.3 Business Model Canvas of WISE-Marketplace -- 6.5 Successful Case of iFactory 4.0 Implementation -- 6.6 Further Development -- 6.7 Analysis of Business Innovation with New Information and Communication Technologies -- 6.8 Conclusion -- References -- 7 Realizing Digital Transformation in Retail Businesses with a Digital Technology Platform and Solutions: A Case Study of NEXTTAO -- 7.1 Introduction -- 7.2 Background of NEXTTAO's Business -- 7.2.1 Digital Business Landscape -- 7.2.2 Challenges of Retail Business in China -- 7.2.3 NEXTTAO's Business Target -- 7.3 NEXTTAO's Digital Technology Platform and Solutions -- 7.3.1 Digital Technology Platform -- 7.3.2 NEXTTAO's Methodologies for Digital Transformation in Retail Business -- 7.4 Case-Peacebird Fashion -- 7.4.1 Introduction of Peacebird Company and Its Digital Business Needs/Problems -- 7.4.2 NEXTTAO Solutions for Peacebird -- 7.4.3 Peacebird Case Study Summary -- 7.5 Analysis -- 7.6 Conclusion -- References | |
| 505 | 8 | |a Part IIICase Studies on Changes of Traditional Businesses and Services (Manufacturing, Agriculture, Transportation and Education) -- 8 Readiness for Digital Innovation and Industry 4.0 Transformation: Studies on Manufacturing Industries in the City of Salisbury -- 8.1 Introduction -- 8.2 Case Context and Methodology -- 8.3 Qualitative Analysis on Readiness for Industry 4.0 Transformation -- 8.4 Quantitative Surveys -- 8.5 Discussion -- 8.5.1 Barriers for Industry 4.0 and Digital Transformation -- 8.5.2 Opportunities and Recommendations -- 8.6 Conclusion -- References -- 9 Agricultural Business Innovation with New ICT: Case Studies of Fujitsu, Spread and MimosaTEK -- 9.1 Introduction -- 9.2 Background: Trends of Agricultural ICT -- 9.2.1 Survey of Agricultural ICT in Asia -- 9.2.2 IBM's Approach Using AI and Weather Data -- 9.3 Case 1: Fujitsu's Agricultural Business -- 9.3.1 Outline of Fujitsu -- 9.3.2 History of Agricultural ICT Business in Fujitsu -- 9.3.3 Issues in Japanese Agricultural Business and Objectives of Fujitsu's Agricultural ICT Business -- 9.3.4 "Akisai" as a Core of Fujitsu's Agricultural ICT Business and Its Effect -- 9.3.5 Smart Agriculture Concept-Future Direction of Japanese Agriculture -- 9.4 Case 2: Spread's Plant Factory Business (http://www.spread.co.jp/en) -- 9.4.1 Outline of Spread -- 9.4.2 History of Spread's Plant Factory Business -- 9.4.3 Outline of Techno Farm™ -- 9.4.4 Business Model Using Techno Farm™ -- 9.4.5 Summary of Spread's Plant Factory Business -- 9.5 Case 3: Venture Company of IoT Agriculture in Vietnam: MimosaTEK -- 9.5.1 Outline of MimosaTEK -- 9.5.2 Background of Vietnam Agriculture and the Objective of MimosaTEK -- 9.5.3 MimosaTEK Precise Agricultural Solutions -- 9.5.4 Summary of MimosaTEK -- 9.6 Analysis in Business Innovation with New ICT -- 9.7 Conclusion -- References | |
| 505 | 8 | |a 10 Aiming to Realize a Smart Society and Seamless Mobility with ICT: JR-EAST's Challenge for Business Innovation -- 10.1 Introduction -- 10.2 JR-EAST's Company Profile and Management Strategy -- 10.2.1 Company Profile of JR-EAST -- 10.2.2 Management Strategy of JR-EAST -- 10.3 Service Revolution for Social Infrastructure Service by ICT -- 10.3.1 Direction of Service Revolution by ICT for Social Infrastructure Service Providers -- 10.3.2 Overview of History in Upgrading Railway Transport Service by ICT -- 10.3.3 COMTRAC, MARS in Phase 1 -- 10.3.4 ATOS, Suica Service in Phase 2 -- 10.4 Realizing Smart Infrastructure Management in Age of IoT, AI in Phase 3 -- 10.4.1 Smart Maintenance (Utilizing ICT Mainly for Employees) -- 10.4.2 New Service by Using Smart Devices -- 10.5 Considering Innovations in Social Infrastructure with ICT -- 10.5.1 Direction of Innovation in Social Infrastructure -- 10.5.2 Innovation of Social Infrastructure with ICT Considering B to B to C -- 10.6 Analysis of Business Innovation with ICT in JR-EAST -- 10.7 Conclusion -- References -- 11 Effect of New ICTs on Vocational Education in China: A Case Study of Wuxi Vocational Institute of Commerce -- 11.1 Introduction -- 11.2 ICT-Based Vocational Education in China -- 11.3 A Case Study on WXVIC -- 11.4 E-Classroom Education Platform in WXVIC -- 11.4.1 Overview of the Platform -- 11.4.2 Operation Process of the Platform -- 11.4.3 Feedback from Instructors and Students on ECEP -- 11.4.4 Problems and Solutions -- 11.5 Values and Value Co-creation -- 11.5.1 Values of ICT-Based Vocational Education -- 11.5.2 Value Co-creation Model -- 11.6 Analysis -- 11.7 Conclusion -- References -- Part IVCase Studies on New Businesses with Mobile Devices and Internet -- 12 Mobile Payment Innovations in China: China UnionPay's Practice and Experience -- 12.1 Introduction | |
| 505 | 8 | |a 12.2 China UnionPay's Business Situation | |
| 650 | 4 | |a Business enterprises-Technological innovations-Pacific Area | |
| 650 | 4 | |a Business enterprises-Technological innovations-Asia | |
| 650 | 4 | |a Business-Data processing | |
| 655 | 7 | |0 (DE-588)4143413-4 |a Aufsatzsammlung |2 gnd-content | |
| 700 | 1 | |a Wu, Jie |e Sonstige |4 oth | |
| 700 | 1 | |a Xing, Ke |e Sonstige |4 oth | |
| 700 | 1 | |a Zhang, Shiyong |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Kosaka, Michitaka |t Business Innovation with New ICT in the Asia-Pacific: Case Studies |d Singapore : Springer Singapore Pte. Limited,c2020 |z 9789811576577 |
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Datensatz im Suchindex
| _version_ | 1819313071639756800 |
|---|---|
| any_adam_object | |
| author | Kosaka, Michitaka |
| author_facet | Kosaka, Michitaka |
| author_role | aut |
| author_sort | Kosaka, Michitaka |
| author_variant | m k mk |
| building | Verbundindex |
| bvnumber | BV048224130 |
| classification_rvk | QC 344 QG 800 QG 900 |
| collection | ZDB-30-PQE |
| contents | Intro -- Preface -- Contents -- Editors and Contributors -- 1 Overview: Perspectives and Structure -- 1.1 Introduction -- 1.2 Business Innovation with New ICT -- 1.2.1 Concepts of Technology Space and Value Space -- 1.2.2 Perspectives for Analyzing Business Innovation with New ICT -- 1.3 A Case Study Approach -- 1.4 Outline of Selected Cases -- 1.4.1 Part 2: Case Studies from ICT Providers' Perspectives -- 1.4.2 Part 3: Case Studies on Changes of Traditional Businesses and Services -- 1.4.3 Part4: Case Studies on New Businesses with Mobile Devices and Internet -- 1.4.4 Part5: Case Studies on New Fields of Application with New ICT -- References -- Part IConcepts and Frameworks for Cases Analyses from Service Science Perspectives -- 2 General Trends of Service Innovation with ICT and Their Impact on Business Innovation -- 2.1 Introduction -- 2.2 Key Concepts of Service Innovation -- 2.2.1 Definition of "Service" -- 2.2.2 Definition of "Service Innovation" -- 2.2.3 Trends of Service Innovation with ICT -- 2.3 Evolution of Value Creation with ICT in Service Innovation -- 2.3.1 The 1st Generation of Service Innovation -- 2.3.2 The 2nd Generation of Service Innovation -- 2.3.3 The 3rd Generation of Service Innovation -- 2.4 Discussion: What Has Occurred? -- 2.4.1 Change of Major Business Players -- 2.4.2 Reasons for the Changing Major Players: Observations from the IBM Case -- 2.4.3 Importance of Business Model: Observation of Japanese ICT Companies -- 2.5 Emerging Trend of the 3rd Generation Service Innovation -- 2.5.1 Expansion of Business Fields with New ICTs -- 2.5.2 Changes in Customer Desires and Societal Needs -- 2.5.3 Changes in the Role of ICT Providers -- 2.5.4 From Technology to Value Creation -- 2.6 Conclusion -- References -- 3 Innovation Drivers of ICT Toward Service Evolution: A Study of Service Generations in Japan -- 3.1 Introduction 3.2 Innovation Drivers -- 3.3 History of Disruptive ICT and Its Usage -- 3.4 Transition of Innovation Patterns -- 3.4.1 Provider-Centric Innovation -- 3.4.2 Cocreation for Innovation -- 3.4.3 Innovation for Self-actualization -- 3.4.4 Stages for Innovation -- 3.5 Reinforcement Cycle for Service Evolution -- 3.5.1 Innovation and Needs -- 3.5.2 Service Generation and the Needs Hierarchy -- 3.5.3 Reinforcement for Continuous Service Evolution -- 3.6 Service Innovation in Future -- 3.6.1 Innovation in the Digital Native Era -- 3.6.2 Coevolution -- 3.7 Concluding Remarks -- References -- Part IICase Studies from ICT Providers' Perspectives -- 4 Social Innovation Business Through Value Co-creation with Customers Powered by Lumada: A Case Study of Hitachi Ltd. -- 4.1 Introduction -- 4.2 Outline of Hitachi -- 4.3 Background of Social Innovation Business Through Value Co-creation with Customers -- 4.3.1 Social Innovation and Service Dominant Logic -- 4.3.2 Driver to Accelerate Social Innovation Business: Lumada -- 4.4 Development of Lumada -- 4.4.1 Outline of Lumada -- 4.4.2 Customer Co-creation: NEXPERIENCE -- 4.4.3 Utilization of Domain Expertise -- 4.4.4 Platform Products and Technologies -- 4.5 Successful Cases of Lumada -- 4.5.1 IoT Solution for Mass Customization by Collaboration with Okuma Corporation -- 4.5.2 Kashiwa-no-ha Smart City by Collaboration with Mitsui Fudosan -- 4.5.3 Business Impact of Lumada on Five Sectors -- 4.6 Analysis of Business Innovation -- 4.7 Future Development and Issues to Be Solved in the Future -- 4.8 Conclusions -- References -- 5 Orchestrating a Brighter World: A Case Study of NEC -- 5.1 Introduction -- 5.2 Company Outline: NEC -- 5.2.1 NEC's Current Business Overview -- 5.3 Orchestrating a Brighter World Through the Application of Digital Inclusion -- 5.3.1 What is Digital Inclusion? 5.3.2 Three Elements that Embody Digital Inclusion -- 5.3.3 The Importance of Biometric Authentication in Digital Inclusion, and NEC's Strengths -- 5.3.4 Seven Themes for Social Value Creation that Are Solved by Digital Inclusion -- 5.4 Case Studies of Digital Inclusion -- 5.4.1 An IoT Service to Improve the Well-Being of Factory Employees -- 5.4.2 IoT Hospitality Services in Nanki Shirahama -- 5.4.3 An Intelligent Seven-Eleven Store -- 5.5 Analysis of Business Innovation -- 5.6 Conclusion -- References -- 6 Co-Creating Future of Artificial Intelligence of Things (AIoT) Through Ecosystem Partnership: A Case Study of Advantech Co., Ltd -- 6.1 Introduction -- 6.2 Current Business Situation of Advantech Co., Ltd -- 6.3 History of Advantech -- 6.4 WISE-PaaS and Its Business Model -- 6.4.1 WISE-PaaS 1.0-3.0 -- 6.4.2 WISE-PaaS 4.0 -- 6.4.3 Business Model Canvas of WISE-Marketplace -- 6.5 Successful Case of iFactory 4.0 Implementation -- 6.6 Further Development -- 6.7 Analysis of Business Innovation with New Information and Communication Technologies -- 6.8 Conclusion -- References -- 7 Realizing Digital Transformation in Retail Businesses with a Digital Technology Platform and Solutions: A Case Study of NEXTTAO -- 7.1 Introduction -- 7.2 Background of NEXTTAO's Business -- 7.2.1 Digital Business Landscape -- 7.2.2 Challenges of Retail Business in China -- 7.2.3 NEXTTAO's Business Target -- 7.3 NEXTTAO's Digital Technology Platform and Solutions -- 7.3.1 Digital Technology Platform -- 7.3.2 NEXTTAO's Methodologies for Digital Transformation in Retail Business -- 7.4 Case-Peacebird Fashion -- 7.4.1 Introduction of Peacebird Company and Its Digital Business Needs/Problems -- 7.4.2 NEXTTAO Solutions for Peacebird -- 7.4.3 Peacebird Case Study Summary -- 7.5 Analysis -- 7.6 Conclusion -- References Part IIICase Studies on Changes of Traditional Businesses and Services (Manufacturing, Agriculture, Transportation and Education) -- 8 Readiness for Digital Innovation and Industry 4.0 Transformation: Studies on Manufacturing Industries in the City of Salisbury -- 8.1 Introduction -- 8.2 Case Context and Methodology -- 8.3 Qualitative Analysis on Readiness for Industry 4.0 Transformation -- 8.4 Quantitative Surveys -- 8.5 Discussion -- 8.5.1 Barriers for Industry 4.0 and Digital Transformation -- 8.5.2 Opportunities and Recommendations -- 8.6 Conclusion -- References -- 9 Agricultural Business Innovation with New ICT: Case Studies of Fujitsu, Spread and MimosaTEK -- 9.1 Introduction -- 9.2 Background: Trends of Agricultural ICT -- 9.2.1 Survey of Agricultural ICT in Asia -- 9.2.2 IBM's Approach Using AI and Weather Data -- 9.3 Case 1: Fujitsu's Agricultural Business -- 9.3.1 Outline of Fujitsu -- 9.3.2 History of Agricultural ICT Business in Fujitsu -- 9.3.3 Issues in Japanese Agricultural Business and Objectives of Fujitsu's Agricultural ICT Business -- 9.3.4 "Akisai" as a Core of Fujitsu's Agricultural ICT Business and Its Effect -- 9.3.5 Smart Agriculture Concept-Future Direction of Japanese Agriculture -- 9.4 Case 2: Spread's Plant Factory Business (http://www.spread.co.jp/en) -- 9.4.1 Outline of Spread -- 9.4.2 History of Spread's Plant Factory Business -- 9.4.3 Outline of Techno Farm™ -- 9.4.4 Business Model Using Techno Farm™ -- 9.4.5 Summary of Spread's Plant Factory Business -- 9.5 Case 3: Venture Company of IoT Agriculture in Vietnam: MimosaTEK -- 9.5.1 Outline of MimosaTEK -- 9.5.2 Background of Vietnam Agriculture and the Objective of MimosaTEK -- 9.5.3 MimosaTEK Precise Agricultural Solutions -- 9.5.4 Summary of MimosaTEK -- 9.6 Analysis in Business Innovation with New ICT -- 9.7 Conclusion -- References 10 Aiming to Realize a Smart Society and Seamless Mobility with ICT: JR-EAST's Challenge for Business Innovation -- 10.1 Introduction -- 10.2 JR-EAST's Company Profile and Management Strategy -- 10.2.1 Company Profile of JR-EAST -- 10.2.2 Management Strategy of JR-EAST -- 10.3 Service Revolution for Social Infrastructure Service by ICT -- 10.3.1 Direction of Service Revolution by ICT for Social Infrastructure Service Providers -- 10.3.2 Overview of History in Upgrading Railway Transport Service by ICT -- 10.3.3 COMTRAC, MARS in Phase 1 -- 10.3.4 ATOS, Suica Service in Phase 2 -- 10.4 Realizing Smart Infrastructure Management in Age of IoT, AI in Phase 3 -- 10.4.1 Smart Maintenance (Utilizing ICT Mainly for Employees) -- 10.4.2 New Service by Using Smart Devices -- 10.5 Considering Innovations in Social Infrastructure with ICT -- 10.5.1 Direction of Innovation in Social Infrastructure -- 10.5.2 Innovation of Social Infrastructure with ICT Considering B to B to C -- 10.6 Analysis of Business Innovation with ICT in JR-EAST -- 10.7 Conclusion -- References -- 11 Effect of New ICTs on Vocational Education in China: A Case Study of Wuxi Vocational Institute of Commerce -- 11.1 Introduction -- 11.2 ICT-Based Vocational Education in China -- 11.3 A Case Study on WXVIC -- 11.4 E-Classroom Education Platform in WXVIC -- 11.4.1 Overview of the Platform -- 11.4.2 Operation Process of the Platform -- 11.4.3 Feedback from Instructors and Students on ECEP -- 11.4.4 Problems and Solutions -- 11.5 Values and Value Co-creation -- 11.5.1 Values of ICT-Based Vocational Education -- 11.5.2 Value Co-creation Model -- 11.6 Analysis -- 11.7 Conclusion -- References -- Part IVCase Studies on New Businesses with Mobile Devices and Internet -- 12 Mobile Payment Innovations in China: China UnionPay's Practice and Experience -- 12.1 Introduction 12.2 China UnionPay's Business Situation |
| ctrlnum | (ZDB-30-PQE)EBC6346684 (ZDB-30-PAD)EBC6346684 (ZDB-89-EBL)EBL6346684 (OCoLC)1204142915 (DE-599)BVBBV048224130 |
| dewey-full | 658.406 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.406 |
| dewey-search | 658.406 |
| dewey-sort | 3658.406 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Limited</subfield><subfield code="c">2020</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2021</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (409 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Preface -- Contents -- Editors and Contributors -- 1 Overview: Perspectives and Structure -- 1.1 Introduction -- 1.2 Business Innovation with New ICT -- 1.2.1 Concepts of Technology Space and Value Space -- 1.2.2 Perspectives for Analyzing Business Innovation with New ICT -- 1.3 A Case Study Approach -- 1.4 Outline of Selected Cases -- 1.4.1 Part 2: Case Studies from ICT Providers' Perspectives -- 1.4.2 Part 3: Case Studies on Changes of Traditional Businesses and Services -- 1.4.3 Part4: Case Studies on New Businesses with Mobile Devices and Internet -- 1.4.4 Part5: Case Studies on New Fields of Application with New ICT -- References -- Part IConcepts and Frameworks for Cases Analyses from Service Science Perspectives -- 2 General Trends of Service Innovation with ICT and Their Impact on Business Innovation -- 2.1 Introduction -- 2.2 Key Concepts of Service Innovation -- 2.2.1 Definition of "Service" -- 2.2.2 Definition of "Service Innovation" -- 2.2.3 Trends of Service Innovation with ICT -- 2.3 Evolution of Value Creation with ICT in Service Innovation -- 2.3.1 The 1st Generation of Service Innovation -- 2.3.2 The 2nd Generation of Service Innovation -- 2.3.3 The 3rd Generation of Service Innovation -- 2.4 Discussion: What Has Occurred? -- 2.4.1 Change of Major Business Players -- 2.4.2 Reasons for the Changing Major Players: Observations from the IBM Case -- 2.4.3 Importance of Business Model: Observation of Japanese ICT Companies -- 2.5 Emerging Trend of the 3rd Generation Service Innovation -- 2.5.1 Expansion of Business Fields with New ICTs -- 2.5.2 Changes in Customer Desires and Societal Needs -- 2.5.3 Changes in the Role of ICT Providers -- 2.5.4 From Technology to Value Creation -- 2.6 Conclusion -- References -- 3 Innovation Drivers of ICT Toward Service Evolution: A Study of Service Generations in Japan -- 3.1 Introduction</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.2 Innovation Drivers -- 3.3 History of Disruptive ICT and Its Usage -- 3.4 Transition of Innovation Patterns -- 3.4.1 Provider-Centric Innovation -- 3.4.2 Cocreation for Innovation -- 3.4.3 Innovation for Self-actualization -- 3.4.4 Stages for Innovation -- 3.5 Reinforcement Cycle for Service Evolution -- 3.5.1 Innovation and Needs -- 3.5.2 Service Generation and the Needs Hierarchy -- 3.5.3 Reinforcement for Continuous Service Evolution -- 3.6 Service Innovation in Future -- 3.6.1 Innovation in the Digital Native Era -- 3.6.2 Coevolution -- 3.7 Concluding Remarks -- References -- Part IICase Studies from ICT Providers' Perspectives -- 4 Social Innovation Business Through Value Co-creation with Customers Powered by Lumada: A Case Study of Hitachi Ltd. -- 4.1 Introduction -- 4.2 Outline of Hitachi -- 4.3 Background of Social Innovation Business Through Value Co-creation with Customers -- 4.3.1 Social Innovation and Service Dominant Logic -- 4.3.2 Driver to Accelerate Social Innovation Business: Lumada -- 4.4 Development of Lumada -- 4.4.1 Outline of Lumada -- 4.4.2 Customer Co-creation: NEXPERIENCE -- 4.4.3 Utilization of Domain Expertise -- 4.4.4 Platform Products and Technologies -- 4.5 Successful Cases of Lumada -- 4.5.1 IoT Solution for Mass Customization by Collaboration with Okuma Corporation -- 4.5.2 Kashiwa-no-ha Smart City by Collaboration with Mitsui Fudosan -- 4.5.3 Business Impact of Lumada on Five Sectors -- 4.6 Analysis of Business Innovation -- 4.7 Future Development and Issues to Be Solved in the Future -- 4.8 Conclusions -- References -- 5 Orchestrating a Brighter World: A Case Study of NEC -- 5.1 Introduction -- 5.2 Company Outline: NEC -- 5.2.1 NEC's Current Business Overview -- 5.3 Orchestrating a Brighter World Through the Application of Digital Inclusion -- 5.3.1 What is Digital Inclusion?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.3.2 Three Elements that Embody Digital Inclusion -- 5.3.3 The Importance of Biometric Authentication in Digital Inclusion, and NEC's Strengths -- 5.3.4 Seven Themes for Social Value Creation that Are Solved by Digital Inclusion -- 5.4 Case Studies of Digital Inclusion -- 5.4.1 An IoT Service to Improve the Well-Being of Factory Employees -- 5.4.2 IoT Hospitality Services in Nanki Shirahama -- 5.4.3 An Intelligent Seven-Eleven Store -- 5.5 Analysis of Business Innovation -- 5.6 Conclusion -- References -- 6 Co-Creating Future of Artificial Intelligence of Things (AIoT) Through Ecosystem Partnership: A Case Study of Advantech Co., Ltd -- 6.1 Introduction -- 6.2 Current Business Situation of Advantech Co., Ltd -- 6.3 History of Advantech -- 6.4 WISE-PaaS and Its Business Model -- 6.4.1 WISE-PaaS 1.0-3.0 -- 6.4.2 WISE-PaaS 4.0 -- 6.4.3 Business Model Canvas of WISE-Marketplace -- 6.5 Successful Case of iFactory 4.0 Implementation -- 6.6 Further Development -- 6.7 Analysis of Business Innovation with New Information and Communication Technologies -- 6.8 Conclusion -- References -- 7 Realizing Digital Transformation in Retail Businesses with a Digital Technology Platform and Solutions: A Case Study of NEXTTAO -- 7.1 Introduction -- 7.2 Background of NEXTTAO's Business -- 7.2.1 Digital Business Landscape -- 7.2.2 Challenges of Retail Business in China -- 7.2.3 NEXTTAO's Business Target -- 7.3 NEXTTAO's Digital Technology Platform and Solutions -- 7.3.1 Digital Technology Platform -- 7.3.2 NEXTTAO's Methodologies for Digital Transformation in Retail Business -- 7.4 Case-Peacebird Fashion -- 7.4.1 Introduction of Peacebird Company and Its Digital Business Needs/Problems -- 7.4.2 NEXTTAO Solutions for Peacebird -- 7.4.3 Peacebird Case Study Summary -- 7.5 Analysis -- 7.6 Conclusion -- References</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Part IIICase Studies on Changes of Traditional Businesses and Services (Manufacturing, Agriculture, Transportation and Education) -- 8 Readiness for Digital Innovation and Industry 4.0 Transformation: Studies on Manufacturing Industries in the City of Salisbury -- 8.1 Introduction -- 8.2 Case Context and Methodology -- 8.3 Qualitative Analysis on Readiness for Industry 4.0 Transformation -- 8.4 Quantitative Surveys -- 8.5 Discussion -- 8.5.1 Barriers for Industry 4.0 and Digital Transformation -- 8.5.2 Opportunities and Recommendations -- 8.6 Conclusion -- References -- 9 Agricultural Business Innovation with New ICT: Case Studies of Fujitsu, Spread and MimosaTEK -- 9.1 Introduction -- 9.2 Background: Trends of Agricultural ICT -- 9.2.1 Survey of Agricultural ICT in Asia -- 9.2.2 IBM's Approach Using AI and Weather Data -- 9.3 Case 1: Fujitsu's Agricultural Business -- 9.3.1 Outline of Fujitsu -- 9.3.2 History of Agricultural ICT Business in Fujitsu -- 9.3.3 Issues in Japanese Agricultural Business and Objectives of Fujitsu's Agricultural ICT Business -- 9.3.4 "Akisai" as a Core of Fujitsu's Agricultural ICT Business and Its Effect -- 9.3.5 Smart Agriculture Concept-Future Direction of Japanese Agriculture -- 9.4 Case 2: Spread's Plant Factory Business (http://www.spread.co.jp/en) -- 9.4.1 Outline of Spread -- 9.4.2 History of Spread's Plant Factory Business -- 9.4.3 Outline of Techno Farm™ -- 9.4.4 Business Model Using Techno Farm™ -- 9.4.5 Summary of Spread's Plant Factory Business -- 9.5 Case 3: Venture Company of IoT Agriculture in Vietnam: MimosaTEK -- 9.5.1 Outline of MimosaTEK -- 9.5.2 Background of Vietnam Agriculture and the Objective of MimosaTEK -- 9.5.3 MimosaTEK Precise Agricultural Solutions -- 9.5.4 Summary of MimosaTEK -- 9.6 Analysis in Business Innovation with New ICT -- 9.7 Conclusion -- References</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">10 Aiming to Realize a Smart Society and Seamless Mobility with ICT: JR-EAST's Challenge for Business Innovation -- 10.1 Introduction -- 10.2 JR-EAST's Company Profile and Management Strategy -- 10.2.1 Company Profile of JR-EAST -- 10.2.2 Management Strategy of JR-EAST -- 10.3 Service Revolution for Social Infrastructure Service by ICT -- 10.3.1 Direction of Service Revolution by ICT for Social Infrastructure Service Providers -- 10.3.2 Overview of History in Upgrading Railway Transport Service by ICT -- 10.3.3 COMTRAC, MARS in Phase 1 -- 10.3.4 ATOS, Suica Service in Phase 2 -- 10.4 Realizing Smart Infrastructure Management in Age of IoT, AI in Phase 3 -- 10.4.1 Smart Maintenance (Utilizing ICT Mainly for Employees) -- 10.4.2 New Service by Using Smart Devices -- 10.5 Considering Innovations in Social Infrastructure with ICT -- 10.5.1 Direction of Innovation in Social Infrastructure -- 10.5.2 Innovation of Social Infrastructure with ICT Considering B to B to C -- 10.6 Analysis of Business Innovation with ICT in JR-EAST -- 10.7 Conclusion -- References -- 11 Effect of New ICTs on Vocational Education in China: A Case Study of Wuxi Vocational Institute of Commerce -- 11.1 Introduction -- 11.2 ICT-Based Vocational Education in China -- 11.3 A Case Study on WXVIC -- 11.4 E-Classroom Education Platform in WXVIC -- 11.4.1 Overview of the Platform -- 11.4.2 Operation Process of the Platform -- 11.4.3 Feedback from Instructors and Students on ECEP -- 11.4.4 Problems and Solutions -- 11.5 Values and Value Co-creation -- 11.5.1 Values of ICT-Based Vocational Education -- 11.5.2 Value Co-creation Model -- 11.6 Analysis -- 11.7 Conclusion -- References -- Part IVCase Studies on New Businesses with Mobile Devices and Internet -- 12 Mobile Payment Innovations in China: China UnionPay's Practice and Experience -- 12.1 Introduction</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">12.2 China UnionPay's Business Situation</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business enterprises-Technological innovations-Pacific Area</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business enterprises-Technological innovations-Asia</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business-Data processing</subfield></datafield><datafield tag="655" ind1=" " ind2="7"><subfield 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Limited,c2020</subfield><subfield code="z">9789811576577</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033604863</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6346684</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| genre | (DE-588)4143413-4 Aufsatzsammlung gnd-content |
| genre_facet | Aufsatzsammlung |
| id | DE-604.BV048224130 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-24T09:22:29Z |
| institution | BVB |
| isbn | 9789811576584 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033604863 |
| oclc_num | 1204142915 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (409 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer Singapore Pte. Limited |
| record_format | marc |
| spelling | Kosaka, Michitaka Verfasser aut Business Innovation with New ICT in the Asia-Pacific Singapore Springer Singapore Pte. Limited 2020 ©2021 1 Online-Ressource (409 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Preface -- Contents -- Editors and Contributors -- 1 Overview: Perspectives and Structure -- 1.1 Introduction -- 1.2 Business Innovation with New ICT -- 1.2.1 Concepts of Technology Space and Value Space -- 1.2.2 Perspectives for Analyzing Business Innovation with New ICT -- 1.3 A Case Study Approach -- 1.4 Outline of Selected Cases -- 1.4.1 Part 2: Case Studies from ICT Providers' Perspectives -- 1.4.2 Part 3: Case Studies on Changes of Traditional Businesses and Services -- 1.4.3 Part4: Case Studies on New Businesses with Mobile Devices and Internet -- 1.4.4 Part5: Case Studies on New Fields of Application with New ICT -- References -- Part IConcepts and Frameworks for Cases Analyses from Service Science Perspectives -- 2 General Trends of Service Innovation with ICT and Their Impact on Business Innovation -- 2.1 Introduction -- 2.2 Key Concepts of Service Innovation -- 2.2.1 Definition of "Service" -- 2.2.2 Definition of "Service Innovation" -- 2.2.3 Trends of Service Innovation with ICT -- 2.3 Evolution of Value Creation with ICT in Service Innovation -- 2.3.1 The 1st Generation of Service Innovation -- 2.3.2 The 2nd Generation of Service Innovation -- 2.3.3 The 3rd Generation of Service Innovation -- 2.4 Discussion: What Has Occurred? -- 2.4.1 Change of Major Business Players -- 2.4.2 Reasons for the Changing Major Players: Observations from the IBM Case -- 2.4.3 Importance of Business Model: Observation of Japanese ICT Companies -- 2.5 Emerging Trend of the 3rd Generation Service Innovation -- 2.5.1 Expansion of Business Fields with New ICTs -- 2.5.2 Changes in Customer Desires and Societal Needs -- 2.5.3 Changes in the Role of ICT Providers -- 2.5.4 From Technology to Value Creation -- 2.6 Conclusion -- References -- 3 Innovation Drivers of ICT Toward Service Evolution: A Study of Service Generations in Japan -- 3.1 Introduction 3.2 Innovation Drivers -- 3.3 History of Disruptive ICT and Its Usage -- 3.4 Transition of Innovation Patterns -- 3.4.1 Provider-Centric Innovation -- 3.4.2 Cocreation for Innovation -- 3.4.3 Innovation for Self-actualization -- 3.4.4 Stages for Innovation -- 3.5 Reinforcement Cycle for Service Evolution -- 3.5.1 Innovation and Needs -- 3.5.2 Service Generation and the Needs Hierarchy -- 3.5.3 Reinforcement for Continuous Service Evolution -- 3.6 Service Innovation in Future -- 3.6.1 Innovation in the Digital Native Era -- 3.6.2 Coevolution -- 3.7 Concluding Remarks -- References -- Part IICase Studies from ICT Providers' Perspectives -- 4 Social Innovation Business Through Value Co-creation with Customers Powered by Lumada: A Case Study of Hitachi Ltd. -- 4.1 Introduction -- 4.2 Outline of Hitachi -- 4.3 Background of Social Innovation Business Through Value Co-creation with Customers -- 4.3.1 Social Innovation and Service Dominant Logic -- 4.3.2 Driver to Accelerate Social Innovation Business: Lumada -- 4.4 Development of Lumada -- 4.4.1 Outline of Lumada -- 4.4.2 Customer Co-creation: NEXPERIENCE -- 4.4.3 Utilization of Domain Expertise -- 4.4.4 Platform Products and Technologies -- 4.5 Successful Cases of Lumada -- 4.5.1 IoT Solution for Mass Customization by Collaboration with Okuma Corporation -- 4.5.2 Kashiwa-no-ha Smart City by Collaboration with Mitsui Fudosan -- 4.5.3 Business Impact of Lumada on Five Sectors -- 4.6 Analysis of Business Innovation -- 4.7 Future Development and Issues to Be Solved in the Future -- 4.8 Conclusions -- References -- 5 Orchestrating a Brighter World: A Case Study of NEC -- 5.1 Introduction -- 5.2 Company Outline: NEC -- 5.2.1 NEC's Current Business Overview -- 5.3 Orchestrating a Brighter World Through the Application of Digital Inclusion -- 5.3.1 What is Digital Inclusion? 5.3.2 Three Elements that Embody Digital Inclusion -- 5.3.3 The Importance of Biometric Authentication in Digital Inclusion, and NEC's Strengths -- 5.3.4 Seven Themes for Social Value Creation that Are Solved by Digital Inclusion -- 5.4 Case Studies of Digital Inclusion -- 5.4.1 An IoT Service to Improve the Well-Being of Factory Employees -- 5.4.2 IoT Hospitality Services in Nanki Shirahama -- 5.4.3 An Intelligent Seven-Eleven Store -- 5.5 Analysis of Business Innovation -- 5.6 Conclusion -- References -- 6 Co-Creating Future of Artificial Intelligence of Things (AIoT) Through Ecosystem Partnership: A Case Study of Advantech Co., Ltd -- 6.1 Introduction -- 6.2 Current Business Situation of Advantech Co., Ltd -- 6.3 History of Advantech -- 6.4 WISE-PaaS and Its Business Model -- 6.4.1 WISE-PaaS 1.0-3.0 -- 6.4.2 WISE-PaaS 4.0 -- 6.4.3 Business Model Canvas of WISE-Marketplace -- 6.5 Successful Case of iFactory 4.0 Implementation -- 6.6 Further Development -- 6.7 Analysis of Business Innovation with New Information and Communication Technologies -- 6.8 Conclusion -- References -- 7 Realizing Digital Transformation in Retail Businesses with a Digital Technology Platform and Solutions: A Case Study of NEXTTAO -- 7.1 Introduction -- 7.2 Background of NEXTTAO's Business -- 7.2.1 Digital Business Landscape -- 7.2.2 Challenges of Retail Business in China -- 7.2.3 NEXTTAO's Business Target -- 7.3 NEXTTAO's Digital Technology Platform and Solutions -- 7.3.1 Digital Technology Platform -- 7.3.2 NEXTTAO's Methodologies for Digital Transformation in Retail Business -- 7.4 Case-Peacebird Fashion -- 7.4.1 Introduction of Peacebird Company and Its Digital Business Needs/Problems -- 7.4.2 NEXTTAO Solutions for Peacebird -- 7.4.3 Peacebird Case Study Summary -- 7.5 Analysis -- 7.6 Conclusion -- References Part IIICase Studies on Changes of Traditional Businesses and Services (Manufacturing, Agriculture, Transportation and Education) -- 8 Readiness for Digital Innovation and Industry 4.0 Transformation: Studies on Manufacturing Industries in the City of Salisbury -- 8.1 Introduction -- 8.2 Case Context and Methodology -- 8.3 Qualitative Analysis on Readiness for Industry 4.0 Transformation -- 8.4 Quantitative Surveys -- 8.5 Discussion -- 8.5.1 Barriers for Industry 4.0 and Digital Transformation -- 8.5.2 Opportunities and Recommendations -- 8.6 Conclusion -- References -- 9 Agricultural Business Innovation with New ICT: Case Studies of Fujitsu, Spread and MimosaTEK -- 9.1 Introduction -- 9.2 Background: Trends of Agricultural ICT -- 9.2.1 Survey of Agricultural ICT in Asia -- 9.2.2 IBM's Approach Using AI and Weather Data -- 9.3 Case 1: Fujitsu's Agricultural Business -- 9.3.1 Outline of Fujitsu -- 9.3.2 History of Agricultural ICT Business in Fujitsu -- 9.3.3 Issues in Japanese Agricultural Business and Objectives of Fujitsu's Agricultural ICT Business -- 9.3.4 "Akisai" as a Core of Fujitsu's Agricultural ICT Business and Its Effect -- 9.3.5 Smart Agriculture Concept-Future Direction of Japanese Agriculture -- 9.4 Case 2: Spread's Plant Factory Business (http://www.spread.co.jp/en) -- 9.4.1 Outline of Spread -- 9.4.2 History of Spread's Plant Factory Business -- 9.4.3 Outline of Techno Farm™ -- 9.4.4 Business Model Using Techno Farm™ -- 9.4.5 Summary of Spread's Plant Factory Business -- 9.5 Case 3: Venture Company of IoT Agriculture in Vietnam: MimosaTEK -- 9.5.1 Outline of MimosaTEK -- 9.5.2 Background of Vietnam Agriculture and the Objective of MimosaTEK -- 9.5.3 MimosaTEK Precise Agricultural Solutions -- 9.5.4 Summary of MimosaTEK -- 9.6 Analysis in Business Innovation with New ICT -- 9.7 Conclusion -- References 10 Aiming to Realize a Smart Society and Seamless Mobility with ICT: JR-EAST's Challenge for Business Innovation -- 10.1 Introduction -- 10.2 JR-EAST's Company Profile and Management Strategy -- 10.2.1 Company Profile of JR-EAST -- 10.2.2 Management Strategy of JR-EAST -- 10.3 Service Revolution for Social Infrastructure Service by ICT -- 10.3.1 Direction of Service Revolution by ICT for Social Infrastructure Service Providers -- 10.3.2 Overview of History in Upgrading Railway Transport Service by ICT -- 10.3.3 COMTRAC, MARS in Phase 1 -- 10.3.4 ATOS, Suica Service in Phase 2 -- 10.4 Realizing Smart Infrastructure Management in Age of IoT, AI in Phase 3 -- 10.4.1 Smart Maintenance (Utilizing ICT Mainly for Employees) -- 10.4.2 New Service by Using Smart Devices -- 10.5 Considering Innovations in Social Infrastructure with ICT -- 10.5.1 Direction of Innovation in Social Infrastructure -- 10.5.2 Innovation of Social Infrastructure with ICT Considering B to B to C -- 10.6 Analysis of Business Innovation with ICT in JR-EAST -- 10.7 Conclusion -- References -- 11 Effect of New ICTs on Vocational Education in China: A Case Study of Wuxi Vocational Institute of Commerce -- 11.1 Introduction -- 11.2 ICT-Based Vocational Education in China -- 11.3 A Case Study on WXVIC -- 11.4 E-Classroom Education Platform in WXVIC -- 11.4.1 Overview of the Platform -- 11.4.2 Operation Process of the Platform -- 11.4.3 Feedback from Instructors and Students on ECEP -- 11.4.4 Problems and Solutions -- 11.5 Values and Value Co-creation -- 11.5.1 Values of ICT-Based Vocational Education -- 11.5.2 Value Co-creation Model -- 11.6 Analysis -- 11.7 Conclusion -- References -- Part IVCase Studies on New Businesses with Mobile Devices and Internet -- 12 Mobile Payment Innovations in China: China UnionPay's Practice and Experience -- 12.1 Introduction 12.2 China UnionPay's Business Situation Business enterprises-Technological innovations-Pacific Area Business enterprises-Technological innovations-Asia Business-Data processing (DE-588)4143413-4 Aufsatzsammlung gnd-content Wu, Jie Sonstige oth Xing, Ke Sonstige oth Zhang, Shiyong Sonstige oth Erscheint auch als Druck-Ausgabe Kosaka, Michitaka Business Innovation with New ICT in the Asia-Pacific: Case Studies Singapore : Springer Singapore Pte. Limited,c2020 9789811576577 |
| spellingShingle | Kosaka, Michitaka Business Innovation with New ICT in the Asia-Pacific Intro -- Preface -- Contents -- Editors and Contributors -- 1 Overview: Perspectives and Structure -- 1.1 Introduction -- 1.2 Business Innovation with New ICT -- 1.2.1 Concepts of Technology Space and Value Space -- 1.2.2 Perspectives for Analyzing Business Innovation with New ICT -- 1.3 A Case Study Approach -- 1.4 Outline of Selected Cases -- 1.4.1 Part 2: Case Studies from ICT Providers' Perspectives -- 1.4.2 Part 3: Case Studies on Changes of Traditional Businesses and Services -- 1.4.3 Part4: Case Studies on New Businesses with Mobile Devices and Internet -- 1.4.4 Part5: Case Studies on New Fields of Application with New ICT -- References -- Part IConcepts and Frameworks for Cases Analyses from Service Science Perspectives -- 2 General Trends of Service Innovation with ICT and Their Impact on Business Innovation -- 2.1 Introduction -- 2.2 Key Concepts of Service Innovation -- 2.2.1 Definition of "Service" -- 2.2.2 Definition of "Service Innovation" -- 2.2.3 Trends of Service Innovation with ICT -- 2.3 Evolution of Value Creation with ICT in Service Innovation -- 2.3.1 The 1st Generation of Service Innovation -- 2.3.2 The 2nd Generation of Service Innovation -- 2.3.3 The 3rd Generation of Service Innovation -- 2.4 Discussion: What Has Occurred? -- 2.4.1 Change of Major Business Players -- 2.4.2 Reasons for the Changing Major Players: Observations from the IBM Case -- 2.4.3 Importance of Business Model: Observation of Japanese ICT Companies -- 2.5 Emerging Trend of the 3rd Generation Service Innovation -- 2.5.1 Expansion of Business Fields with New ICTs -- 2.5.2 Changes in Customer Desires and Societal Needs -- 2.5.3 Changes in the Role of ICT Providers -- 2.5.4 From Technology to Value Creation -- 2.6 Conclusion -- References -- 3 Innovation Drivers of ICT Toward Service Evolution: A Study of Service Generations in Japan -- 3.1 Introduction 3.2 Innovation Drivers -- 3.3 History of Disruptive ICT and Its Usage -- 3.4 Transition of Innovation Patterns -- 3.4.1 Provider-Centric Innovation -- 3.4.2 Cocreation for Innovation -- 3.4.3 Innovation for Self-actualization -- 3.4.4 Stages for Innovation -- 3.5 Reinforcement Cycle for Service Evolution -- 3.5.1 Innovation and Needs -- 3.5.2 Service Generation and the Needs Hierarchy -- 3.5.3 Reinforcement for Continuous Service Evolution -- 3.6 Service Innovation in Future -- 3.6.1 Innovation in the Digital Native Era -- 3.6.2 Coevolution -- 3.7 Concluding Remarks -- References -- Part IICase Studies from ICT Providers' Perspectives -- 4 Social Innovation Business Through Value Co-creation with Customers Powered by Lumada: A Case Study of Hitachi Ltd. -- 4.1 Introduction -- 4.2 Outline of Hitachi -- 4.3 Background of Social Innovation Business Through Value Co-creation with Customers -- 4.3.1 Social Innovation and Service Dominant Logic -- 4.3.2 Driver to Accelerate Social Innovation Business: Lumada -- 4.4 Development of Lumada -- 4.4.1 Outline of Lumada -- 4.4.2 Customer Co-creation: NEXPERIENCE -- 4.4.3 Utilization of Domain Expertise -- 4.4.4 Platform Products and Technologies -- 4.5 Successful Cases of Lumada -- 4.5.1 IoT Solution for Mass Customization by Collaboration with Okuma Corporation -- 4.5.2 Kashiwa-no-ha Smart City by Collaboration with Mitsui Fudosan -- 4.5.3 Business Impact of Lumada on Five Sectors -- 4.6 Analysis of Business Innovation -- 4.7 Future Development and Issues to Be Solved in the Future -- 4.8 Conclusions -- References -- 5 Orchestrating a Brighter World: A Case Study of NEC -- 5.1 Introduction -- 5.2 Company Outline: NEC -- 5.2.1 NEC's Current Business Overview -- 5.3 Orchestrating a Brighter World Through the Application of Digital Inclusion -- 5.3.1 What is Digital Inclusion? 5.3.2 Three Elements that Embody Digital Inclusion -- 5.3.3 The Importance of Biometric Authentication in Digital Inclusion, and NEC's Strengths -- 5.3.4 Seven Themes for Social Value Creation that Are Solved by Digital Inclusion -- 5.4 Case Studies of Digital Inclusion -- 5.4.1 An IoT Service to Improve the Well-Being of Factory Employees -- 5.4.2 IoT Hospitality Services in Nanki Shirahama -- 5.4.3 An Intelligent Seven-Eleven Store -- 5.5 Analysis of Business Innovation -- 5.6 Conclusion -- References -- 6 Co-Creating Future of Artificial Intelligence of Things (AIoT) Through Ecosystem Partnership: A Case Study of Advantech Co., Ltd -- 6.1 Introduction -- 6.2 Current Business Situation of Advantech Co., Ltd -- 6.3 History of Advantech -- 6.4 WISE-PaaS and Its Business Model -- 6.4.1 WISE-PaaS 1.0-3.0 -- 6.4.2 WISE-PaaS 4.0 -- 6.4.3 Business Model Canvas of WISE-Marketplace -- 6.5 Successful Case of iFactory 4.0 Implementation -- 6.6 Further Development -- 6.7 Analysis of Business Innovation with New Information and Communication Technologies -- 6.8 Conclusion -- References -- 7 Realizing Digital Transformation in Retail Businesses with a Digital Technology Platform and Solutions: A Case Study of NEXTTAO -- 7.1 Introduction -- 7.2 Background of NEXTTAO's Business -- 7.2.1 Digital Business Landscape -- 7.2.2 Challenges of Retail Business in China -- 7.2.3 NEXTTAO's Business Target -- 7.3 NEXTTAO's Digital Technology Platform and Solutions -- 7.3.1 Digital Technology Platform -- 7.3.2 NEXTTAO's Methodologies for Digital Transformation in Retail Business -- 7.4 Case-Peacebird Fashion -- 7.4.1 Introduction of Peacebird Company and Its Digital Business Needs/Problems -- 7.4.2 NEXTTAO Solutions for Peacebird -- 7.4.3 Peacebird Case Study Summary -- 7.5 Analysis -- 7.6 Conclusion -- References Part IIICase Studies on Changes of Traditional Businesses and Services (Manufacturing, Agriculture, Transportation and Education) -- 8 Readiness for Digital Innovation and Industry 4.0 Transformation: Studies on Manufacturing Industries in the City of Salisbury -- 8.1 Introduction -- 8.2 Case Context and Methodology -- 8.3 Qualitative Analysis on Readiness for Industry 4.0 Transformation -- 8.4 Quantitative Surveys -- 8.5 Discussion -- 8.5.1 Barriers for Industry 4.0 and Digital Transformation -- 8.5.2 Opportunities and Recommendations -- 8.6 Conclusion -- References -- 9 Agricultural Business Innovation with New ICT: Case Studies of Fujitsu, Spread and MimosaTEK -- 9.1 Introduction -- 9.2 Background: Trends of Agricultural ICT -- 9.2.1 Survey of Agricultural ICT in Asia -- 9.2.2 IBM's Approach Using AI and Weather Data -- 9.3 Case 1: Fujitsu's Agricultural Business -- 9.3.1 Outline of Fujitsu -- 9.3.2 History of Agricultural ICT Business in Fujitsu -- 9.3.3 Issues in Japanese Agricultural Business and Objectives of Fujitsu's Agricultural ICT Business -- 9.3.4 "Akisai" as a Core of Fujitsu's Agricultural ICT Business and Its Effect -- 9.3.5 Smart Agriculture Concept-Future Direction of Japanese Agriculture -- 9.4 Case 2: Spread's Plant Factory Business (http://www.spread.co.jp/en) -- 9.4.1 Outline of Spread -- 9.4.2 History of Spread's Plant Factory Business -- 9.4.3 Outline of Techno Farm™ -- 9.4.4 Business Model Using Techno Farm™ -- 9.4.5 Summary of Spread's Plant Factory Business -- 9.5 Case 3: Venture Company of IoT Agriculture in Vietnam: MimosaTEK -- 9.5.1 Outline of MimosaTEK -- 9.5.2 Background of Vietnam Agriculture and the Objective of MimosaTEK -- 9.5.3 MimosaTEK Precise Agricultural Solutions -- 9.5.4 Summary of MimosaTEK -- 9.6 Analysis in Business Innovation with New ICT -- 9.7 Conclusion -- References 10 Aiming to Realize a Smart Society and Seamless Mobility with ICT: JR-EAST's Challenge for Business Innovation -- 10.1 Introduction -- 10.2 JR-EAST's Company Profile and Management Strategy -- 10.2.1 Company Profile of JR-EAST -- 10.2.2 Management Strategy of JR-EAST -- 10.3 Service Revolution for Social Infrastructure Service by ICT -- 10.3.1 Direction of Service Revolution by ICT for Social Infrastructure Service Providers -- 10.3.2 Overview of History in Upgrading Railway Transport Service by ICT -- 10.3.3 COMTRAC, MARS in Phase 1 -- 10.3.4 ATOS, Suica Service in Phase 2 -- 10.4 Realizing Smart Infrastructure Management in Age of IoT, AI in Phase 3 -- 10.4.1 Smart Maintenance (Utilizing ICT Mainly for Employees) -- 10.4.2 New Service by Using Smart Devices -- 10.5 Considering Innovations in Social Infrastructure with ICT -- 10.5.1 Direction of Innovation in Social Infrastructure -- 10.5.2 Innovation of Social Infrastructure with ICT Considering B to B to C -- 10.6 Analysis of Business Innovation with ICT in JR-EAST -- 10.7 Conclusion -- References -- 11 Effect of New ICTs on Vocational Education in China: A Case Study of Wuxi Vocational Institute of Commerce -- 11.1 Introduction -- 11.2 ICT-Based Vocational Education in China -- 11.3 A Case Study on WXVIC -- 11.4 E-Classroom Education Platform in WXVIC -- 11.4.1 Overview of the Platform -- 11.4.2 Operation Process of the Platform -- 11.4.3 Feedback from Instructors and Students on ECEP -- 11.4.4 Problems and Solutions -- 11.5 Values and Value Co-creation -- 11.5.1 Values of ICT-Based Vocational Education -- 11.5.2 Value Co-creation Model -- 11.6 Analysis -- 11.7 Conclusion -- References -- Part IVCase Studies on New Businesses with Mobile Devices and Internet -- 12 Mobile Payment Innovations in China: China UnionPay's Practice and Experience -- 12.1 Introduction 12.2 China UnionPay's Business Situation Business enterprises-Technological innovations-Pacific Area Business enterprises-Technological innovations-Asia Business-Data processing |
| subject_GND | (DE-588)4143413-4 |
| title | Business Innovation with New ICT in the Asia-Pacific |
| title_auth | Business Innovation with New ICT in the Asia-Pacific |
| title_exact_search | Business Innovation with New ICT in the Asia-Pacific |
| title_full | Business Innovation with New ICT in the Asia-Pacific |
| title_fullStr | Business Innovation with New ICT in the Asia-Pacific |
| title_full_unstemmed | Business Innovation with New ICT in the Asia-Pacific |
| title_short | Business Innovation with New ICT in the Asia-Pacific |
| title_sort | business innovation with new ict in the asia pacific |
| topic | Business enterprises-Technological innovations-Pacific Area Business enterprises-Technological innovations-Asia Business-Data processing |
| topic_facet | Business enterprises-Technological innovations-Pacific Area Business enterprises-Technological innovations-Asia Business-Data processing Aufsatzsammlung |
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