Palgrave Series on Marketing in Emerging Economies

Call for Chapters:

Digital Service Delivery in Africa – A Platformisation Perspective
Editors
Ogechi Adeola, Lagos Business School
Jude N. Edeh, Kedge Business School Marseille
Robert E. Hinson, University of Ghana Business School
Fulufhelo Netswera, Durban University of Technology

We are pleased to inform you that we have secured a publishing contract with Palgrave Macmillan
Publishers for the delivery of the edited book entitled Digital Service Delivery in Africa – A
Platformisation Perspective. We, therefore, welcome expressions of interest from researchers,
policymakers, and practitioners from around the world to contribute chapters.

Submission Procedure

We warmly invite you to submit a 500–1000 word abstract and proposed chapter to
dsdafrica@gmail.com outlining:

• Name(s), affiliation(s) and email contact(s) of author(s)

• The proposed title
• The part and chapter your proposal falls under
• The platformisation perspective/insight you intend to pursue
• The African country(ies) that you will use in your analysis

We will forward the guidelines for preparing the full chapters, terms and definitions upon acceptance
of your proposal. The final chapters should be between 5,000 and 7000 words, including references,
tables, and figures.

Prospective authors can direct questions and informal enquiries to the editors: Ogechi Adeola
(oadeola@lbs.edu.ng), Jude Ndubuisi Edeh (jude.edeh@kedgebs.com), Robert Ebo Hinson
(hinsonrobert@gmail.com), and Fulufhelo Netswera (fnetswera@gmail.com).

Important Dates

15 September, 2020 - Proposal submission deadline

18 September, 2020 - Notification of acceptance/rejection status
12 November, 2020 - Full chapter submission deadline (first submission)
14 January, 2021 - Submission of revised chapter
26 February, 2021 - Delivery of the accepted chapters to Palgrave Macmillan Publishers.

I. The Overview of Book

The dynamic of new technologies is transforming industries and enabling enterprises to create
sustainable competitive advantage in the global market (Lobo & Whyte, 2017; Rachinger et al. 2019).
Notably, the barrier-breaking effect of digital technologies has brought about a ‘new space’ where
existing geographical location is rapidly becoming less relevant for doing business today (Ritter &
Pedersen, 2020). This has important growth implications for Africa (Myovella et al., 2020; Namugenyi
et al. 2019). With more than 1.3 billion inhabitants, more than 40% below the age of 16, and three of
 Palgrave Series on Marketing in Emerging Economies

the top five fastest-growing economies, digital technologies have huge opportunities for African
enterprises (Focus Economics, 2019; The Africa Report, 2020). In order to exploit the full potential of
the current digital marketplace, African enterprises, especially companies in the service delivery sector,
need to adopt new structures, processes and models that will enable them to respond and satisfy
customers’ demands (Vakulenko et al., 2019; Kamalaldin et al., 2020; Sjödin et al., 2020). In other
words, businesses failing to strategically integrate digitalisation into their service delivery process stand
the risk of failure (Troshani et al., 2018; Bouwman, Nikou & de Reuver, 2019)
The current book focuses on digital service delivery in Africa. Our working definition of Digital
Service Delivery (DSD) is the utilisation of digital technologies in the design, process, and actual
delivery of services to customers or clients to increase effectiveness and efficiency. Beyond the mere
application of digital tools, it includes the engagement and management of the relationship between an
organisation and its customers. While research is expanding and offering insights into the opportunities,
drivers, and models of digital service delivery (Coreynen et al., 2020), surprisingly there is still a paucity
of studies in the African market. Significantly, the notion of DSD in the continent remains largely
unclear. This lack of clarity may lead to negative/ambiguous perceptions of DSD. Additionally, there is
insufficient research examining the emergence and evolution of DSD business models in emerging
markets. Against this background, the current book addresses the following questions:

1. What is DSD, and its importance to the African economy?

2. How would the increasingly wide adoption of digitalisation and new technologies transform
DSD in Africa?
3. How should we map the DSD trends in Africa’s business landscape?
4. What are the features of successful DSD business models?
5. How can SMEs take advantage of the digital tools for efficient service delivery and business
growth?
6. Does the African story really matter in the global digital world?

The book achieves its objective by drawing from the McKinsey 7S Framework (Waterman et al., 1980)
and integrating Platformisation to propose a new model which we termed - McKinsey 7S Framework
+ Platformisation. We conceptualise platformisation as the integration of digital platforms into the
infrastructure, systems, and processes of an organisation to effectively manage and deliver services
across the value chain. In this context, a platform is a digital network or online environment where
contacts, connections, exchanges or transactions between service providers and customer/clients take
place. We argue that platformisation anchored on the effective utilisation of the McKinsey 7S model
will drive an excellent service delivery in a digital world. The book, therefore, proposes that success
depends on an organisation’s ability to embed the three (3) hard and (4) soft skills of the McKinsey 7S
framework in platformisation and implement digital technologies in its service deliveries. Figure 1
depicts the model. In summary, for effective digital service delivery, success will be largely dependent
on the application of the 7s model to digital platforms.
 Palgrave Series on Marketing in Emerging Economies

II. Book Thematic Areas

As the McKinsey’s 7S Framework has been applied in management practices and directions (Cox,
Pinfield & Rutter, 2018), this book will utilise the new model in providing a holistic analysis and
implementation of DSD in Africa. Thus, the contributors to the book will explore how the 7S will enable
an organisation to achieve an effective service delivery in a platform economy (for more information
see Appendix). The book will be divided into seven parts with chapters as follows:

Part One: Digital Strategy and Management

Platformatisation Insights: Enterprise to respond strategically to changes in the external environment

and enhance competitive advantage through the effective utilisation of digital platforms

Chapter 1: Strategy in Digital Business

The contributors to this chapter will deepen the scope and applications of digital business, emphasising
its emergence, value-creation, and strategic management implications for African firms.

Precisely, they will address:

1. The definition of digital business

2. The impact of digital business on the existing marketing sector
3. The strategic management requirements for a successful digital business
4. How organisations create value through effective digital business strategies, proper customer
segmentation and understanding of the competitive landscape
5. How organisations can increase visibility, grow market share, redefine service management and
delivery in the digital age

Chapter 2: Barriers to Implementing Digital Business Strategy

Although organisations are increasingly embracing digital business strategy, the implementation is a
complex process. In other words, to transition to a result-oriented digital business structure, an
organisation must understand its challenges and costs. Thus, the contributors to this chapter will identify
and analyse the barriers to the implementation of digital business strategy. Contributors will focus on
the following issues:

1. Trends in Digital Transformation in Africa

2. Barriers to Digital Business Strategy
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3. The Phases of Digital Transformation Barriers

3.1. Initiation Phase
3.2. Transition Phase
3.3. Governance Phase
4. Organisational Barriers to Digital Business Strategy
5. Technical Barriers to Digital Business Strategy
6. Environmental Barriers to Digital Business Strategy
7. Financial Barriers to Digital Business Strategy

Part Two: Digital Business Structure

Platformisation Insights: Enterprise to put in place appropriate structures that will enable it to coordinate
and integrate its platformisation strategies and actions in line with its size, available resources, and
technology.

Chapter 3: Digital Technology and Organisational Structures in Service Delivery

The contributors to this chapter will examine the impact of digital technology on organisational
structures, especially in the service delivery. They will also give insights into how digital technology
affects the rules of service engagement and delivery. Besides, the policies and measures put in place by
organisations to handle complaints and pass on important information regarding internal projects,
possible challenges, and overall customer satisfaction measures will be addressed as well. Finally, the
contributors will address the digital service frameworks and systems put in place to effectively handle
the nuances of customer service regardless of geo-position, in a bid to provide exceptional customer
service. The management of customer service across omnichannel will also be discussed.

Chapter 4: Delivering Digitalisation in International Marketing

Digital technology is shaping global marketing strategies and practices, creating numerous opportunities
for organisations. The contributors to this chapter will discuss the role of digital technology in
international marketing from an African perspective. Also, they will address the features and challenges
of international digital marketing in Africa. The contributors to this chapter will focus on these
questions:

1. Do ownership, location, and size of firms matter in international digital marketing?

2. What are the drivers of international digital marketing in Africa?
3. What is the international marketing strategy of African firms in Industry 4.0?
4. What are the challenges facing international digital marketing in Africa?

Part Three: Digital Business Systems

Platformisation Insights: Enterprise to ensure both formal and informal processes and systems support
its platformisation structure

Chapter 5: Digital Technology in Service Delivery Systems in Africa

The contributors to this chapter will focus on the concept of digital service, its design, and utilisation in
the area of service delivery systems (cloud computing, c-commerce tools, mobile business tools, and
social media tools, etc.). Besides, they will address the place of the Internet of Things (IoT) in marketing
research and the management of digital tools in service delivery. They will focus on the following:

1. The motivations for DSD?

2. The role of IoT e-business models in marketing research
3. The components of digital-enabled service delivery systems
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4. How enterprises can enhance customer experience using mobile apps

5. How enterprises apply and manage digital tools (cloud computing, c-commerce tools, mobile
business tools, and social media tools) in service delivery

Chapter 6: Digital Marketing Audits

The contributors to this chapter explore the concept, design, and implementation of digital marketing
auditing in service delivery. They will also examine how digital marketing audits enable enterprises to
mitigate the unacceptable risks linked to digital implementations and marketing. The contributors will
address the following issues:

1. The meaning and structure of digital marketing auditing

2. Drivers/benefits of digital marketing auditing
3. Implementations of digital marketing auditing in service delivery sector
4. Digital marketing auditing and business risk management
5. Privacy and data protection laws and policies

Part Four: Shared-Value in Digital Service Delivery

Platformisation Insights: Enterprise to ensure the right corporate culture and ecosystem are in place to
inform its platformisation operations, vision, and reputation

Chapter 7: Integrating Company Value System into Digitalisation

This chapter will discuss the value system of an organisation and how the standards, principles, beliefs,
and norms can be incorporated into its overall strategy. It would focus on how to develop a corporate
culture and ecosystem that will shape the operations, vision, and reputation of the organisation in the
digital world.

Chapter 8: Reputation Management

Following Chapter 7 above, this chapter will discuss reputation management in the digital world.
Effective Reputation Management is important for the preservation of an organisational value system
which can be eroded by virality. The Oxford Dictionary defines Virality as “the tendency of an image,
video, or piece of information to be circulated rapidly and widely from one Internet user to another; the
quality or fact of being viral.” Negative online conversations can spiral out of control, hence the
importance of reputation management. Reputation management is a proactive process. Organisations
must put in place strategies for reputation management and determine the following:

1. Who will oversee digital content in the organisation?

2. What kind of content would we generate or permit users to generate?
3. How would we track and manage online conversation about us?
4. How would we monitor conversations?
5. What tracking tools do we use?
6. How do we respond to complaints?
7. How do we resolve complaints?

Social listening is an important concept in reputation management – how do organisations put in place
effective listening strategies in the era of platformisation?

Part Five: Digital Business Style

Platformisation Insights: Enterprise to determine the type of organisational atmosphere (informal, or

formal and hierarchical) required for achieving its goals in the digital age/platformisation context
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Chapter 9: Imminent Challenges of the Digitised Business Environment

Digital innovations, particularly mobile innovations, have currently taken centre stage in business
processes, as the trend of digitised goods and service consumption seems to increase. Subtle questions
that seem to have been unattended to are: what are the implications of a digital society on the individuals
as well as firms? What social, managerial, technological, and economic trends are likely to evolve?
What personal, organisational changes are required to deal with the new challenges that are coming up?
What social, governmental, and policy frameworks, infrastructure base are required to deal with the
common challenges? The contributors to this chapter will seek to classify the factors in the innovation
ecosystem that influence firm adoption of digital innovations, through relevant literature. This chapter
will then proceed to highlight the challenges of adoption associated with each of the factors and suggest
ways of addressing them.

Chapter 10 - Innovation and Digital Business

The contributors to this chapter will explore the potential of technology-based innovations and CRMs.
They will address the key factors influencing the transformational journey to smart-selling and its impact
on effective customer service. The chapter will also discuss innovations in digital service delivery,
including the use of Artificial Intelligence (AI), neuromarketing techniques, social CRM, gamification,
amongst others. Finally, they will present a consolidated guide to service innovation concepts and
practices.

Chapter 11: Digitalisation and Public Sector Service Delivery

Digital technologies provide major opportunities for the public sector. The wide adoption of digital
transformation in the private sector's service delivery is increasingly changing the citizens' expectations
of the delivery of public services. However, most of African governments are still struggling to
implement digitalisation in their delivery of services. Platformisation can create channels that facilitate
interaction between government and the people. Such interactions could include application for delivery
of government services, tax payment etc. The contributors to the chapter will focus on the structure and
environment requirements for an effective digital public service delivery. Building on this, they will
address how the government can implement digitalisation in education and health sectors, thus, how
they can create more value to the citizens through their service delivery.

Chapter 12: Digitalisation in Non-Government Organisations

Non-governmental organisations (NGOs), also known as the third sector, have their activities in
health, education, social and developmental issues. The NGO sector continues to grow rapidly around
the world, especially in Africa. However, most of these organisations face the challenges of
responding to the needs of the target groups fast and effectively. NGOs could also leverage platforms
for crowd funding, to facilitate public-civic partnerships etc. The contributors to this chapter will focus
on how digitalisation can help these organisations overcome barriers to service delivery.

Part Six: Digital Business Staff and Skills

Platformatisation Insights: Enterprise to ensure personnel are placed in the right positions and assigns
responsibilities efficiently to achieve optimal platformisation utilisation and customer engagement

Chapter 13: Competencies for Digital Business

The scope and rapidity of digital business transformation require that organisations develop
competencies that allow them to exploit digital business opportunities. Focusing on service delivery, the
contributors to the chapter will discuss the core competencies that enable organisations to create value
through digital business. Also, they will address how personnel in organisations can effectively and
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seamlessly integrate traditional and digital marketing channels, where applicable to enhance customer
service.

Chapter 14 – Digitalisation and Entrepreneurship

Digital technologies have profound impacts on the creation of new ventures and the transformation of
existing businesses. The contributors to this chapter will address the concept, emergence, and scope of
digital entrepreneurship. Besides, they will discuss the practices and skills required for digital
entrepreneurship in Africa. They will examine the following issues:

1. The emergence of digital entrepreneurship in Africa

2. Organisational skills in digital entrepreneurship
3. Role of innovation in digital entrepreneurship
4. Challenges of implementation of digital entrepreneurship in Africa

Part Seven: Platformisation

Platformisation Insights: Enterprise to improve organisational core competencies and develop

distinctive platformisation capabilities to achieve superior customer service, customer engagement and
overall growth

Chapter 15: Ecosystem for Digital Platform

The contributors to this chapter address the role of the ecosystem as a platform or value-creation
network, where businesses can leverage digital technology and build their competences. In addition,
they will discuss the factors and challenges facing the development of the digital business ecosystem in
Africa. They will address the following questions:

1. What is the digital business ecosystem?

2. What is the role of the ecosystem in the digital business?
3. What are the structures in the digital business ecosystem?
4. Who are the actors in the digital business ecosystem?
5. What are the business models in the digital ecosystem?
6. What are the factors shaping the digital business ecosystem in Africa?
7. What are the key challenges and benefits of digital business ecosystem development in Africa?

Chapter 16: Social Media as Digital Marketplace

Social media advertising is a powerful tool in contemporary times. Through social media advertisement,
global companies are increasingly focusing their efforts on motivating consumer‐driven content creation
(e.g., Coca‐Cola #shareacoke and Apple #ShotoniPhone; Sprout Index, 2018). Similarly, most fashion
designers who double up as fashion entrepreneurs turn to use social media for advertising their micro-
size fashion companies. However, research on this phenomenon seems to be scanty. The contributors to
this chapter will explore the effectiveness of social media advertising on consumer decision-making
with the mediating effect of consumer engagement. They will use three constructs in assessing the
effectiveness of organisation’s social media advertising which included emotional appeal,
informativeness and advertising creativity. Additionally, the chapter may explore content marketing,
omnichannel marketing and engagement marketing in the digital age.

Editors
Ogechi Adeola is an associate professor of marketing and academic director of the Sales and Marketing
Academy at the Lagos Business School, Pan-Atlantic University, Nigeria. She holds a doctorate in
business administration from Manchester Business School, UK. She also has a Certificate in Internet
Marketing from the University of Cape Town and Certificate of Completion in Platform Business
 Palgrave Series on Marketing in Emerging Economies

Models, Management & Strategy from The Center for Global Enterprise, USA. She is a 2016 Visiting
International Fellow, Open University Business School, UK, and a 2017 Paul R. Lawrence Fellow, USA.
She has published academic papers in top peer-reviewed journals. Her co-authored papers won Best
Paper Awards at international conferences in 2016–2019, consecutively. Her research focuses on the
advancement of knowledge across the multidimensional intersection of strategic marketing, tourism,
entrepreneurship, and gender in sub-Saharan Africa.

Jude Ndubuisi Edeh is a Postdoctoral Fellow at the Chair of Business as Unusual: Innovation Practices
and New Business Models, Kedge Business School, Marseille France. He received his doctoral
education from the Faculty of Economics and Business Sciences, the University of Sevilla in Spain. His
research focuses on strategy, innovation, digitalisation and its impact on business models, international
business, entrepreneurship, and sustainability, especially sustainable procurement and sustainable
finance. With over five years of consulting experience, Jude has worked with a wide variety of clients
ranging from medium to small entrepreneurial firms.

Robert Ebo Hinson is a Professor and Head of the Department of Marketing and Entrepreneurship at
the University of Ghana Business School. He is also the Acting Director of Institutional Advancement
at the same institution, Research Associate at the University of the Free State Business School, and an
Extraordinary Professor at the North West University School of Business and Governance in South
Africa. Robert has authored/edited several books and has over a hundred scientific publications to his
credit. He has also served as the Rector of the Perez University College in Ghana and holds two doctorate
degrees: one in International Business from the Aalborg University in Denmark and another in
Marketing from the University of Ghana. Professor Hinson has for the last twenty-two years, consulted
for and trained several public and private sector institutions globally in the general areas of Marketing,
Sales, and Service Excellence; and served as well on the boards of local and international institutions.

Fulufhelo Netswera holds a doctoral degree (DPhil) from the University of Stellenbosch and has served
in various positions before as (a) Executive Dean of the faculty of Management Sciences at the Durban
University of Technology (b) Director of the NWU Business School, (c) Deputy Dean of the faculty of
Business and Management Sciences at the Cape Peninsula University of Technology (CPUT), (d)
Director of the Turfloop Graduate School of Leadership at the University of Limpopo, (e) Director of
the South African BRICS Think Tank, (f) Director of Research Management at the University of South
Africa, (g) Grants Manager at the National Research Foundation, and (h) various research positions at
the Human Sciences Research Council, Council for Scientific and Industrial Research and Technikon
Southern Africa.

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APPENDIX: Elements of the McKinsey 7S Framework + Platformisation

Dimensions Definition Platformisation Insights
Strategy Set of actions formulated by Enterprise to respond strategically
an enterprise regarding its to changes in the external
long-term organisational environment and enhance
objectives. competitive advantage through the
effective utilisation of digital
platforms

Structure The roles, responsibilities, Enterprise to put in place

authority, and hierarchical
arrangement that determine an
enterprise’s structure.
System The methods, procedures, and
processes which form the base
of carrying out the routine
business operations.
Shared Value The standards, principles,
beliefs, and norms set by the
enterprise as its guiding
principle
Style Refers to how leadership and
management of an enterprise
are undertaken to attain
organisational objectives
Staff The composition of different
personnel, engaged in
carrying out various
operations within an
enterprise
appropriate structures that will
enable it to coordinate and
integrate its platformisation
strategies and actions in line with
its size, available resources, and
technology.
Enterprise to ensure both formal
and informal processes and
systems support its
platformisation structure
Enterprise to ensure the right
corporate culture and ecosystem
are in place to inform its
platformisation operations, vision,
and reputation
Enterprise to determine the type
of organisational atmosphere
(informal, or formal and
hierarchical) required for
achieving its goals in the digital
age/platformisation context
Enterprise to ensure personnel are
placed in the right positions and
assigns responsibilities efficiently
to achieve optimal platformisation
utilisation and customer
engagement
 Palgrave Series on Marketing in Emerging Economies

Skills The competencies or abilities Enterprise to improve

required for efficiently
performing a particular task.
organisational core competencies
and develop distinctive
platformisation capabilities to
achieve superior customer service,
customer engagement and overall
growth