From Supply Chains to Customer Experience: Business Model Innovation in the Digital Era

A special issue of Systems (ISSN 2079-8954). This special issue belongs to the section "Supply Chain Management".

Deadline for manuscript submissions: 30 June 2026 | Viewed by 779

Special Issue Editor


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Guest Editor
Business School, Birmingham City University, Birmingham B4 7BD, UK
Interests: supply chain integration, dynamic pricing, and the marketing–operations interface, aligning closely with themes of digital transformation and customer-centric business models.

Special Issue Information

Dear Colleagues,

Digital transformation has reshaped how organizations design, deliver, and capture value, bridging supply chains with customer experience in unprecedented ways. Advances in artificial intelligence, blockchain, big data analytics, and digital platforms have not only optimized operational efficiency but also redefined how businesses engage with customers. This Special Issue aims to explore the intersection of supply chain innovation, business model transformation, and marketing strategies in the digital era, with a focus on how firms create seamless, customer-centric experiences.

The Issue will address how supply chains, traditionally viewed as operational backbones, have become critical enablers of customer satisfaction, personalization, and trust. At the same time, business model innovation has evolved beyond efficiency-driven approaches to embrace customer engagement, digital ecosystems, and sustainable practices. Key areas of interest include digital platforms for customer interaction, data-driven personalization, omnichannel strategies, co-creation of value, and the integration of sustainable supply chain practices to meet rising consumer expectations.

This Special Issue seeks to provide academics, practitioners, and policymakers with insights into how organizations can align supply chain transformation and business model innovation with marketing strategies to deliver lasting value. By linking operational excellence with customer-centricity, the Issue will contribute to understanding how digital transformation is redefining competitive advantage in global markets.

We welcome conceptual papers, empirical studies, and case-based research that examine how businesses are rethinking supply chains and business models to deliver superior customer experiences. Topics may include digital marketing integration with supply chain strategies, customer experience management, Marketing innovation, Open innovation to improve customer experience, the role of big data in predicting consumer needs, and challenges such as digital ethics, data privacy, and organizational readiness.

  • Digital Marketing–Supply Chain Integration for Superior Customer Experience.
  • Customer Experience Management in the Era of Digital Supply Chains.
  • Data-Driven Personalization and Customer Engagement.
  • Omnichannel Marketing and Logistics Alignment.
  • Digital Platforms as Customer Interaction Hubs.
  • Sustainable Marketing and Green Consumer Value Creation.
  • The Role of Social Media in Shaping Customer Expectations of Supply Chains.
  • Customer Co-Creation in Business Model Innovation.
  • Digital Trust and Ethical Marketing in Data-Driven Business Models.
  • Transforming Customer Loyalty Programs Through AI and Blockchain. 

Dr. Asif Muzaffar
Guest Editor

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Keywords

  • digital transformation
  • supply chain innovation
  • business model innovation
  • customer experience
  • data-driven personalization
  • omnichannel strategies
  • sustainable marketing
  • digital platforms

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Published Papers (1 paper)

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Research

31 pages, 1634 KB  
Article
Optimal Power Structure and Operational Incentives in Live-Streaming Commerce: A Game-Theoretic Analysis of Streamer Influence
by Yueyang Zhan, Tao Yang, Shujun Zhou and Huajun Tang
Systems 2026, 14(3), 241; https://doi.org/10.3390/systems14030241 - 26 Feb 2026
Viewed by 360
Abstract
The rapid evolution of live-streaming commerce has reshaped retail supply chains, shifting market dominance from manufacturers to influential streamers. Despite this shift, the internal mechanisms of selling efforts and paid traffic acquisition remain underexplored. To bridge this theoretical gap, we develop a game-theoretic [...] Read more.
The rapid evolution of live-streaming commerce has reshaped retail supply chains, shifting market dominance from manufacturers to influential streamers. Despite this shift, the internal mechanisms of selling efforts and paid traffic acquisition remain underexplored. To bridge this theoretical gap, we develop a game-theoretic framework to model the endogenous power structure and compare the streamer-led top-tier (KS) mode and the brand-led ordinary (MS) mode. Our analytical results reveal three key theoretical insights. First, we establish strict positive monotonicity between streamer influence and equilibrium decisions. Regardless of the power structure, an increase in influence consistently drives the streamer to intensify operational inputs while simultaneously inducing the brand to raise the direct selling price. Second, consumer sensitivity acts as a positive driver of the top-tier mode. Higher sensitivity motivates the streamer to scale up sales efforts and paid-traffic volume, which corresponds to an optimal increase in the brand’s retail price. Moreover, the top-tier mode exhibits negative sensitivity to operational costs. We prove that rising costs lead to a significant reduction in the streamer’s operational portfolio and, consequently, to a decrease in the brand’s price, indicating that the high-input equilibrium is constrained by cost frictions. From a managerial perspective, numerical experiments reveal not a “Consensus on Scale” but a “Conflict on Structure.” Specifically, brands maximize profit by collaborating with top-tier streamers, while streamers maximize profit by attaining top-tier influence. However, the brand receives more profit by relinquishing channel leadership with respect to the decision hierarchy. In contrast, the streamer is less profitable as a leader than as a follower due to the “leadership trap,” in which greater operational burdens outweigh first-mover advantages. Full article
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