ecr-journalЭкономическая наука современной РоссииEconomics of Contemporary Russia1609-14422618-8996Regional Public Organization for Assistance to the Development of Institutions of the Department of Economics of the Russian Academy of Sciences10.33293/1609-1442-2025-28(3)-54-63XXJTVVecr-journal-1087Research ArticleИНФОРМАЦИОННЫЕ ТЕХНОЛОГИИ В ЭКОНОМИКЕINFORMATIONAL TECHNOLOGIES IN ECONOMICSВлияние типа цифрового продукта на его жизненный циклThe Impact of Digital Product Type on the Product Lifecyclehttps://orcid.org/0009-0000-5308-1914ИзмайловаАлина АлександровнаIzmailovaAlina A.

аспирант

your.snorter@gmail.comhttps://orcid.org/0000-0002-1035-2689БудринАлександр ГермановичBudrinAleksandr G.

доктор экономических наук, профессор

Dr. Sci. (Economic), Professor

your.snorter@gmail.comСанкт-­Петербургский национальный исследовательский университет информационных технологий, механики и оптики (Университет ИТМО), Санкт-ПетербургРоссияITMO University, Saint PetersburgRussian FederationСанкт-­Петербургский национальный исследовательский университет информационных технологий, механики и оптики (Университет ИТМО), Санкт-­ПетербургРоссияITMO University, Saint PetersburgRussian Federation2025160920252835463Copyright © Измайлова А.А., Будрин А.Г., 20252025Измайлова А.А., Будрин А.Г.Izmailova A.A., Budrin A.G.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://www.ecr-journal.ru/jour/article/view/1087

В условиях стремительной цифровизации экономики эффективное управление жизненным циклом цифровых продуктов становится критически важным элементом устойчивого развития. Целью настоящего исследования является анализ влияния типологических характеристик цифровых продуктов на структуру и продолжительность их жизненного цикла, а также разработка соответствующих рекомендаций, направленных на управление данным процессом. В работе предложена типологически ориентированная модель жизненного цикла цифрового продукта, учитывающая его архитектурную гибкость, частоту обновлений, характер взаимодействия пользователей, степень платформенной зависимости и институциональные ограничения. На основе анализа научной литературы, отраслевых отчетов и практик цифровых платформ разработана оригинальная классификация цифровых продуктов, а также адаптированная восьмиступенчатая модель жизненного цикла, отличающаяся от традиционных учетом специфики цифровой среды. Проведен сравнительный анализ для различных типов продуктов, включая программное обеспечение, цифровые активы, данные, интернет-­услуги, цифровые товары и гибридные форматы. Впервые систематизированы стратегии продления жизненного цикла с учетом технологической динамики и рыночной волатильности. Полученные нами результаты позволяют уточнить закономерности развития цифровых решений в рыночной среде и могут быть использованы для оптимизации экономических моделей управления цифровыми продуктами в условиях трансформационной цифровой экономики. Отдельное внимание уделено цифровым активам и данным как продуктам с нестандартной траекторией развития. Практическая значимость работы заключается в возможности применения модели для стратегического планирования, инвестиционной оценки и мониторинга продуктового жизненного цикла. Представленные подходы могут быть использованы в исследованиях цифровых рынков, бизнес-­аналитике и государственной политике в сфере регулирования цифровой экономики.

In the context of the rapid digitalization of the economy, the effective management of the life cycle of digital products is becoming a critical element of sustainable development. This study aims to analyze the impact of the typological characteristics of digital products on the structure and duration of their life cycle, and to develop recommendations for managing this process. This paper proposes a typology-­oriented model of the life cycle of digital products, taking into account architectural flexibility, update frequency, user interaction nature, payment form dependence degree, and institutional constraints. Based on an analysis of scientific literature, industry reports and the practices of digital platforms, an original classification of digital products has been developed, as well as an adapted eight-­stage life cycle model. This differs from traditional models in that it takes into account the specifics of the digital environment. A comparative analysis was conducted on different product types, including software, digital assets, data, internet services, digital goods, and hybrid formats. For the first time, life cycle extension strategies have been systematized, taking into account technological dynamics and market volatility. The obtained results clarify the regularities in the development of digital solutions in a market environment and can be used to optimize the economic models of digital product management in a transformational digital economy. Special attention is paid to digital assets and data as products with a non-standard development trajectory. The practical significance of this work lies in its potential application to strategic planning, investment assessment, and product life cycle monitoring. The approaches presented can be used for digital market research, business analytics, and public policy in the field of digital economy regulation.

цифровая трансформацияуправление продуктомцифровая экономикацифровые услугицифровые активыdigital transformationproduct managementdigital economydigital servicesdigital assetsReferencesAmany S., Sharify A.J. (2025). Strategic Management of E-Commerce. Acta Globalis Humanitatis et Linguarum, no. 2, pp. 250–258. https://doi.org/10.69760/aghel.025002117Amany S., Sharify A.J. (2025). Strategic Management of E-Commerce. Acta Globalis Humanitatis et Linguarum, no. 2,Balan C. (2014). Dave Chaffey, Digital Business and E-commerce Management: Strategy, Implementation and Practice. Journal of Business, no. 9, pp. 379–381.pp. 250–258. https://doi.org/10.69760/aghel.025002117Catalini Ch., Gans J. (2020). Some simple economics of the blockchain. Communications of the ACM, no. 63, pp. 80–90. 10.1145/3359552.Balan C. (2014). Dave Chaffey, Digital Business and E-commerce Management: Strategy, Implementation and Practice. Journal of Business, no. 9, pp. 379–381.Chakraborty P.T., King D., Lee J.K. et al. (2015). Electronic Commerce: A Managerial and Social Networks Perspective. 8th ed. Springer Verlag.Catalini Ch., Gans J. (2020). Some simple economics of the blockchain. Communications of the ACM, no. 63, pp. 80–90. 10.1145/3359552.Cooper R. (2008). Perspective: The Stage-­Gate Idea-to-­Launch Process – ​Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, no. 25 (3), pp. 213–232. https://doi.org/10.1111/j.1540-5885.2008.00296.xChakraborty P.T., King D., Lee J.K. et al. (2015). Electronic Commerce: A Managerial and Social Networks Perspective. 8th ed. Springer Verlag.Dong X., McIntyre S. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. Quantitative Finance, no. 14, pp. 1895–1896. https://doi.org/10.1080/14697688.2014.946440Cooper R. (2008). Perspective: The Stage-­Gate Idea-to-­Launch Process – ​Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, no. 25 (3), pp. 213–232. https://doi.org/10.1111/j.1540-5885.2008.00296.xEmergenceWeb. (2013). Embracing Digital Technology. EmergenceWeb. URL: https://emergenceweb.com/blog/wp-content/uploads/2013/10/embracing-­digital-technology.pdfDong X., McIntyre S. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. Quantitative Finance, no. 14, pp. 1895–1896. https://doi.org/10.1080/14697688.2014.946440Gartner. (2025). Set, Vet and Execute Your Technology Product Strategy: Guide product direction, align teams and cultivate support with a technology product innovation strategy and roadmap. Gartner. URL: https://www.gartner.com/en/product-­management/topics/product-­strategy-roadmapEmergenceWeb. (2013). Embracing Digital Technology. EmergenceWeb. URL: https://emergenceweb.com/blog/wp-content/uploads/2013/10/embracing-­digital-technology.pdfGawer An., Cusumano M. (2014). Industry Platforms and Ecosystem Innovation. Journal of Product Innovation Management, no. 31. https://doi.org/10.1111/jpim.12105Gartner. (2025). Set, Vet and Execute Your Technology Product Strategy: Guide product direction, align teams and cultivate support with a technology product innovation strategy and roadmap. Gartner. URL: https://www.gartner.com/en/product-­management/topics/product-­strategy-roadmapIBM Institute for Business Value. (2025a). Digital product alchemy: 5 lessons in driving revenue through customer obsession. IBM. URL: https://www.ibm.com/downloads/documents/us-en/10a99803fbafdc8dGawer An., Cusumano M. (2014). Industry Platforms and Ecosystem Innovation. Journal of Product Innovation Management, no. 31. https://doi.org/10.1111/jpim.12105IBM Institute for Business Value. (2025b). The product management paradox: Shed the schedule, obsess over value. IBM. https://www.ibm.com/thought-­leadership/institute-­business-value/en-us/report/product-­management-paradoxIBM Institute for Business Value. (2025a). Digital product alchemy: 5 lessons in driving revenue through customer obsession. IBM. URL: https://www.ibm.com/downloads/documents/us-en/10a99803fbafdc8dJin X., Xie Q. (2024). The Impact of Digital Transformation on Excessive Financialization in the Real Economy. Sustainability, no. 16 (23), 10464. https://doi.org/10.3390/su162310464IBM Institute for Business Value. (2025b). The product management paradox: Shed the schedule, obsess over value. IBM. https://www.ibm.com/thought-­leadership/institute-­business-value/en-us/report/product-­management-paradoxKotler P., Armstrong G. (2023). Principles of Marketing (19th ed.). Glendale, Pearson Education.Jin X., Xie Q. (2024). The Impact of Digital Transformation on Excessive Financialization in the Real Economy. Sustainability, no. 16 (23), 10464. https://doi.org/10.3390/su162310464Lambrecht A., Tucker C. (2015). Can Big Data Protect a Firm from Competition? SSRN Electronic Journal. 10.2139/ssrn.2705530.Kotler P., Armstrong G. (2023). Principles of Marketing (19th ed.). Glendale, Pearson Education.Laudon K.C., Traver C.G. (2017). E-commerce 2017: Business, Technology, Society. 13th ed. Glendale, Pearson.Lambrecht A., Tucker C. (2015). Can Big Data Protect a Firm from Competition? SSRN Electronic Journal. 10.2139/ssrn.2705530.Levitt T. (1965). Exploit the Product Life Cycle. Harvard Business Review, no. 43, pp. 81–94.Laudon K.C., Traver C.G. (2017). E-commerce 2017: Business, Technology, Society. 13th ed. Glendale, Pearson.Magistretti S., Trabucchi D. (2024). Agile-as-a-tool and agile-as-a-culture: A comprehensive review of agile approaches. Review of Managerial Science, no. 19, pp. 223–253. https://doi.org/10.1007/s11846-024-00745-1Levitt T. (1965). Exploit the Product Life Cycle. Harvard Business Review, no. 43, pp. 81–94.Mastercard. (2025). Fraud on Digital Goods. URL: https://www.mastercard.com/content/dam/public/mastercardcom/globalrisk/pdf/Frontiers_in_Fraud/Fraud%20on%20Digital%20Goods.pdfMagistretti S., Trabucchi D. (2024). Agile-as-a-tool and agile-as-a-culture: A comprehensive review of agile approaches. Review of Managerial Science, no. 19, pp. 223–253. https://doi.org/10.1007/s11846-024-00745-1McKinsey & Company. (2024). Technology trends outlook 2024. Retrieved April 7, 2025. URL: https://www.mckinsey.com/capabilities/mckinsey-­digital/our-insights/the-top-trends-in-techMastercard. (2025). Fraud on Digital Goods. URL: https://www.mastercard.com/content/dam/public/mastercardcom/globalrisk/pdf/Frontiers_in_Fraud/Fraud%20on%20Digital%20Goods.pdfPorter M.E., Heppelmann J.E. (2015). How Smart, Connected Products Are Transforming Competition. Harvard Business Review, no. 93 (10), pp. 96–114. URL: https://eclass.aegean.gr/modules/document/file.php/TNEY202/HBR_How-­Smart-­Connected-­Products-­Are-­Transforming-­Competition%20copy.pdfMcKinsey & Company. (2024). Technology trends outlook 2024. Retrieved April 7, 2025. URL: https://www.mckinsey.com/capabilities/mckinsey-­digital/our-insights/the-top-trends-in-techRomero D., Gaiardelli P., Pezzotta G. et al. (2019). The Impact of Digital Technologies on Services Characteristics: Towards Digital Servitization. Advances in Service Science, no. 1, pp. 493–501. https://doi.org/10.1007/978-3-030-30000-5_61Porter M.E., Heppelmann J.E. (2015). How Smart, Connected Products Are Transforming Competition. Harvard Business Review, no. 93 (10), pp. 96–114. URL: https://eclass.aegean.gr/modules/document/file.php/TNEY202/HBR_How-­Smart-­Connected-­Products-­Are-­Transforming-­Competition%20copy.pdfSeetharaman A., Patwa N., Saravanan A.S. et al. (2018). Disrupting Digital Future of Product Lifecycle. International Journal of Management and Sustainability, no. 7, pp. 32–42. https://doi.org/10.18488/journal.11.32.71.2018.42Romero D., Gaiardelli P., Pezzotta G. et al. (2019). The Impact of Digital Technologies on Services Characteristics: Towards Digital Servitization. Advances in Service Science, no. 1, pp. 493–501. https://doi.org/10.1007/978-3-030-30000-5_61Shaidullin A.I. (2023). The problem of interpretation, differentiation and classification of digital products. Business Informatics, no. 17 (2), pp. 55–70. https://doi.org/10.17323/2587814X.2023.2.55.70Seetharaman A., Patwa N., Saravanan A.S. et al. (2018). Disrupting Digital Future of Product Lifecycle. International Journal of Management and Sustainability, no. 7, pp. 32–42. https://doi.org/10.18488/journal.11.32.71.2018.42Statista. (2025). Digital Commerce. Statista Inc. URL: https://www.statista.com/outlook/fmo/digital-­payments/digital-­commerce/worldwide#usersShaidullin A.I. (2023). The problem of interpretation, differentiation and classification of digital products. Business Informatics, no. 17 (2), pp. 55–70. https://doi.org/10.17323/2587814X.2023.2.55.70Subramoniam R., Sundin E., Subramoniam S. et al. (2021). Riding the Digital Product Life Cycle Waves towards a Circular Economy. Sustainability, no. 13 (8), 8960. https://doi.org/10.3390/su13168960Statista. (2025). Digital Commerce. Statista Inc. URL: https://www.statista.com/outlook/fmo/digital-­payments/digital-­commerce/worldwide#usersTapscott D., Tapscott A. (2016). Blockchain Revolution: How the Technology Behind Bitcoin Is Changing Money. Business and the World. New York Penguin.Subramoniam R., Sundin E., Subramoniam S. et al. (2021). Riding the Digital Product Life Cycle Waves towards a Circular Economy. Sustainability, no. 13 (8), 8960. https://doi.org/10.3390/su13168960Ulrich K.T., Eppinger S.D. (2015). Product Design and Development. 6th ed. Город: McGraw-­Hill Education.Tapscott D., Tapscott A. (2016). Blockchain Revolution: How the Technology Behind Bitcoin Is Changing Money. Business and the World. New York Penguin.Vernon R. (1966). International Investment and International Trade in the Product Cycle. The Quarterly Journal of Economics, no. 80 (2), pp. 190–207. https://doi.org/10.2307/1880689Ulrich K.T., Eppinger S.D. (2015). Product Design and Development. 6th ed. Город: McGraw-­Hill Education.Wang Y., Kung L., Byrd T.A. (2018). Big Data Analytics: Understanding Its Capabilities and Potential Benefits for Healthcare Organizations. Technological Forecasting and Social Change, no. 126, pp. 3–13. https://doi.org/10.1016/j.techfore.2015.12.019Vernon R. (1966). International Investment and International Trade in the Product Cycle. The Quarterly Journal of Economics, no. 80 (2), pp. 190–207. https://doi.org/10.2307/1880689Wang Y., Kung L., Byrd T.A. (2018). Big Data Analytics: Understanding Its Capabilities and Potential Benefits for Healthcare Organizations. Technological Forecasting and Social Change, no. 126, pp. 3–13. https://doi.org/10.1016/j.techfore.2015.12.019Wang Y., Kung L., Byrd T.A. (2018). Big Data Analytics: Understanding Its Capabilities and Potential Benefits for Healthcare Organizations. Technological Forecasting and Social Change, no. 126, pp. 3–13. https://doi.org/10.1016/j.techfore.2015.12.019

The authors declare that there are no conflicts of interest present.