There opened doors to disrupt competitors, and it

There is no doubt that technological progress is the driving
force of our society nowadays and its principles and improved methods are the
pillars for modern culture, shaping communication, interactions, economies and
working environments (FMEAE, 2016). Several dynamics that are shaping in a fast
pace the business environment and digitalization is behind one of these forces
that is altering the nature of competition (Willmott, 2014). Not only have the
IT solutions costs decreasing, it is also becoming more accessible to all. This
new sense of digital disruption, has brought a mixture of fear and thrill to
organizations that might view it as a threat, but also as an opportunity
(Dawson, Hirt, & Scanlan, 2016).

The main industries affected by these digital technologies
are found in the service industry, with enormous productivity improvements and
new processes, markets and products throughout the recent years (e.g. music and
entertainment industries, financial services such as banking; and tourism
(FMEAE, 2016).

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Arising from digitalization, the source of concern due to
the processes and interfaces comes from not knowing when, what, and who may
comeback with an effective attack. There are new digital technologies that are
disrupting existing business models (Dawson, Hirt, & Scanlan, 2016),
therefore the state of alert.  On the
other side of the coin, catching the wave of opportunities that appear are
leading companies to rethink their business models and seek new technologies.  Digitalization is now seen as a source of
transformation and disruption, creating new markets, with deeper or softer
shifts and changes (Dawson, Hirt, & Scanlan, 2016).

Companies making the most out of the opportunities coming
from digitalization, opened doors to disrupt competitors, and it is not only
newcomers that are taking advantage of this feature (strategy is no longer so
asymmetrical in the digital age) (Dawson, Hirt, & Scanlan, 2016).

Digitalization has created a new path to converge the
business market (Altice, 2017).  In this
new era where digital transformation is the characterized feature, businesses
are looking more and more for high-end services (only being enough the service
provided that meets company’s needs). In Portugal 93% of the population is
covered by 4G in 2017 and there are 7.7 million mobile customers out of the
10.3 million population (Altice, 2017). This demonstrates the way technology is
transforming and shaping the world. It has put more power in the users’ hands
who now have overcame the asymmetrical information available in the previous
markets and has redefined the customer-organization relationship (Mackay,
2017).

On one note, along opportunities come also ricks and digital
disrupted the market in ways that it reduced (if not eliminated) jobs and
industries. It also put some pressures on privacy and challenges other ethical
and serious questions (Mackay, 2017).

The control of the customer relationship is shifting and is
now directly in the hands of the customers and in this study, students and
parents. When, where, what and how (which devices) are now defined by them so
they are the ones starting the relationships. They have the power and full
control now and mobile is forcing that. 
Relevance can be delivered into students’ lives at the right moment, at
the right time and through the channel they most value.  It is creating value. Basically, it is
achieving the status of 1-to-1 marketing: the right and personalized message to
the right person at the right time (Kim, Kim, & Wachter, 2013). With this
in mind, only by understanding this context and applying it to the academic
industry, it will be able to accomplish the stated purpose of this
research.