Marketing

Business process

World Wide Web

Process (computing)

Strategic management

Digital economy

Work in process

Operating system

Business process modeling

Computer science

Business model

Business

Process management

Value chain

Supply chain

Industrial organization

Finance

Knowledge management

Digital transformation

Added value

Artifact-centric business process model

Accounting Analysis Auditing

The importance of digital strategic management development is confrmed by the growth of the information and communication sector of economy worldwide. The results of the survey of the companies digital transformation of companies nowadays show that new business models are formed on the digital platforms and are based on the processes of buying and selling not only goods and/or services but also the information about the customers themselves. The article proves that a digital platform as a technological exchange tool in modern economy provides for the intermediation processes, supporting coordination at the market and creating value added on the basis of digital cooperation. The authors develop a methodological approach to the increase of strategic management tasks effectiveness taking into account the confrmation of the needs of value added chain. This is achieved by creation of digital twins of business and technological processes which are realized on the basis of block chain technology or on the acyclic graph. Within the defned task for modeling it is technically possible to create the models which perform the operation-by-operation analysis of interaction in the value added chains. However the more effective way to model business activity is to use the process approach when a business process and a value added chain are completely identical with their digital twins. Digital twins permit to make a design and a model of value added functioning before launching a real business process which could greatly change the digital strategic management which is now still under formation. Such modeling of value added conform to market principles, and a digital platform by itself is not a replacement of the market but rather the most effective intermediary. The analysis of existing approaches reveals the following unsolved problems: frst, the absence of direct interconnection between the expenses on digitalization and the results received with the use of digital platforms, and second, information is not singled out as a separate expense category in cost accounting, management and control regardless of the considerable percentage increase of an enterprise expenses on cloud computing service and technology. The authors model the newly created value in digital environment by a) defning a service (not fnished goods) as an integrating element which is typical of digital economy; b) singling out the variants of market cooperation with the use of platforms on the basis of traditional contracts, agreements “by default”, registered users of the platforms, smart contracts; c) choosing basic parameters — investments in the capital which is aggregated by the process and the costs of operating activity participants (by technological limits) supplemented by semi fixed costs; d) using the concept of limits to represent operating activity which is sensitive to special features and proportions among separate stages of a technological process and introducing two information limits (“Data collection, storage and processing” and “Digital representation and market design”) which resulted in creation of the information and communication costs accounting object. The results of the modeling show that a coordination effect is in non-linear dependence on the share of the capital invested by the organizers of the process. This can be used in the search for optimal variants of cooperation platform design and for the investment proftability target management when forming value added chains.

Value Chain Modeling in Digital Strategic Management