Overview of the four case studies
| Company A | Company B | Company C | Company D | |
|---|---|---|---|---|
| Business | Telecommunication | Charity | Energy | Food and beverage |
| Headquarter | United Kingdom | United Kingdom | Italy | France |
| Synthesis of the metaverse business transformation | Customer service training: performing immersive customer service operations and training with AI-enabled training on the job | Branding opportunity: leveraging virtual experiences to revolutionize storytelling, creating new channels for donations (e.g. NFTs sale), and engaging prospective donors | Virtual meetings and training: replicating the office spaces in the metaverse to stimulate workforce engagement and enhanced collaboration | Product presentation: leveraging a gamified virtual experience to incentivize the selling of a specific real-world offering |
| Core focus of the metaverse business transformation (WHAT) | Internal processes (human resources) | Customer interaction processes (consideration phase) | Internal processes (human resources) | Customer interaction processes (awareness phase) |
| Main goal of the metaverse business transformation (WHY) | Create new value sources (acting on “how” the offering is delivered) | Create new value sources (acting on “how” the offering is delivered) | Improve existing value sources (optimization of existing BM by involving the coreset of individual firms) | Improve existing value sources (optimization of existing BM by involving the whole value chain) |
| Internal resources in charge of leading the metaverse business transformation | Customer service team with the support of young IT talents team | Marketing team, with finance department as a key stakeholder | Digital transformation department, with the collaboration of HR team | Digital transformation department, with the collaboration of the marketing and HR teams |
| Quadrant of the conceptual matrix | I | II | III | IV |
| Company A | Company B | Company C | Company D | |
|---|---|---|---|---|
| Business | Telecommunication | Charity | Energy | Food and beverage |
| Headquarter | United Kingdom | United Kingdom | Italy | France |
| Synthesis of the metaverse business transformation | Customer service training: performing immersive customer service operations and training with AI-enabled training on the job | Branding opportunity: leveraging virtual experiences to revolutionize storytelling, creating new channels for donations (e.g. NFTs sale), and engaging prospective donors | Virtual meetings and training: replicating the office spaces in the metaverse to stimulate workforce engagement and enhanced collaboration | Product presentation: leveraging a gamified virtual experience to incentivize the selling of a specific real-world offering |
| Core focus of the metaverse business transformation (WHAT) | Internal processes (human resources) | Customer interaction processes (consideration phase) | Internal processes (human resources) | Customer interaction processes (awareness phase) |
| Main goal of the metaverse business transformation (WHY) | Create new value sources (acting on “how” the offering is delivered) | Create new value sources (acting on “how” the offering is delivered) | Improve existing value sources (optimization of existing BM by involving the coreset of individual firms) | Improve existing value sources (optimization of existing BM by involving the whole value chain) |
| Internal resources in charge of leading the metaverse business transformation | Customer service team with the support of young IT talents team | Marketing team, with finance department as a key stakeholder | Digital transformation department, with the collaboration of HR team | Digital transformation department, with the collaboration of the marketing and HR teams |
| Quadrant of the conceptual matrix | I | II | III | IV |
Source(s): Authors’ own creation
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