Reconstruction of Operation Mode and Evaluation of Transformation Effect: The Road to Digitalization of Traditional Enterprises

Authors

  • Tianen Zhou

DOI:

https://doi.org/10.54097/5kkswd49

Keywords:

Traditional enterprises, Digital transformation, Operation mode, Reconstruction, Effect evaluation

Abstract

With the rapid advancement of information technology, digital transformation has become a pivotal strategy for traditional enterprises. By deeply integrating digital technologies, these organizations can enhance operational efficiency, optimize customer experiences, and drive innovation. However, digital transformation transcends mere technological adoption—it requires a comprehensive overhaul of business models, management processes, and corporate culture. This paper examines the restructuring of operational frameworks during digital transformation, analyzes implementation challenges and effectiveness evaluation, and provides actionable insights for traditional enterprises through real-world case studies.

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References

[1] Yang Tengxiao. Analysis of Digital Operation Model Transformation in Traditional Catering Enterprises [J]. Brand Marketing of Time-honored Brands, 2025, (07):172-174.

[2] Yang Tengxiao. Analysis of Digital Operation Model Transformation in Traditional Catering Enterprises [J]. Brand Marketing of Time-honored Brands, 2025, (07):172-174.

[3] Lin Yue. The Impact Mechanism of Big Data Availability on the Performance of Manufacturing Enterprises' Digital Transformation [D]. Jilin University, 2024.

[4] Zhu Tingting. Digital Transformation Strategy Research of Energy Enterprises [D]. Xi'an University of Technology, 2024.

[5] Yin Cuirong. Research on the Smooth Evolution Mechanism of Digital Transformation Strategy in Physical Enterprises [D]. Guangxi University, 2024.

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Published

24-12-2025

Issue

Section

Articles

How to Cite

Zhou, T. (2025). Reconstruction of Operation Mode and Evaluation of Transformation Effect: The Road to Digitalization of Traditional Enterprises. Frontiers in Business, Economics and Management, 21(3), 87-89. https://doi.org/10.54097/5kkswd49