USE OF DIGITAL BUSINESS MODELING TOOLS IN SMALL BUSINESS DEVELOPMENT PLANNING
Abstract
The article provides a comprehensive study of the process of introducing digital business modeling tools into the activities of small enterprises as an innovative approach to strategic planning in the context of the digital transformation of the economy. It highlights the key factors that determine the relevance of this topic, in particular, growing competition, the dynamic market environment, and the need for rapid adaptation and innovation in management decisions. It has been determined that traditional business planning methods no longer meet modern challenges, as they do not provide the necessary speed of analysis, process visualization, and effective team interaction. Approaches to business modeling are systematized, and classic tools (Business Model Canvas, Lean Canvas) and modern digital platforms (Miro, Lucidchart, Strategyzer, Bizagi, AnyLogic, etc.) that can be effectively integrated into the activities of small enterprises are considered. Emphasis is placed on the need to adapt tools to the specifics of small businesses: limited resources, multifunctional personnel, weak IT infrastructure, and the dominance of informal management approaches. Key barriers to digitalization are identified: low level of digital literacy, financial insecurity, lack of knowledge about available solutions, and lack of institutional support from the state. The study resulted in the development of an original model for the implementation of digital business modeling tools, based on the principles of gradualism, flexibility, adaptability, and consideration of the human factor. The proposed model includes the following stages: defining modeling goals, selecting the appropriate digital tool according to the level of staff training, gradual implementation using free or affordable platforms, organizing training, and team integration of tools into the daily activities of the enterprise. Particular attention is paid to the formation of a digital culture within the organization, which is a prerequisite for the sustainable effect of digitalization. The practical significance of the study lies in the possibility of applying the results by small enterprises in various industries as a basis for building their own digital strategic management system. The theoretical novelty lies in the systematic analysis of digital business modeling tools through the prism of the needs of small businesses in Ukraine and the development of an adapted algorithm for their implementation. The article also proposes directions for further research, including: assessing the effectiveness of digital platforms in various sectors, developing industry-specific digital strategies, creating mechanisms for state support for the digitalization of small businesses, and developing educational programs in digital business modeling.
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