Fundamentals

Consider this ● a staggering number of small to medium-sized businesses, SMBs, still rely on spreadsheets for crucial operations. These digital ledgers, while familiar, represent a pre-automation era, a testament to the untapped potential within the SMB landscape. Automation, frequently discussed in corporate boardrooms and tech conferences, often feels distant from the daily grind of a local bakery or a plumbing service.

However, to dismiss automation as a concept reserved for large enterprises is to overlook a seismic shift quietly reshaping the very foundations of SMB business models. The question isn’t whether automation can impact SMBs, but rather, to what degree it’s already driving them towards innovation, sometimes in ways they don’t even realize.

Redefining Efficiency The Automation Proposition

For many SMB owners, the term ‘automation’ conjures images of robots on assembly lines or complex software interfaces demanding specialized expertise. This perception, while understandable, misses the fundamental simplicity at automation’s core. At its most basic, automation involves using technology to perform tasks previously done by humans. This could be as straightforward as scheduling social media posts instead of manually posting each day, or employing accounting software to reconcile bank statements automatically, tasks that eat into valuable time that could be spent on strategic growth or direct customer engagement.

Efficiency gains are the most immediate and universally recognized benefit of automation. Think about invoice processing. Traditionally, this involves manual data entry, printing, mailing, and tracking payments.

Automated systems streamline this entire workflow, sending invoices electronically, automatically recording payments, and generating reports on outstanding balances. This not only saves hours of administrative work but also reduces errors, ensuring accuracy and improving cash flow management, a lifeblood for any SMB.

Automation in SMBs is not about replacing human ingenuity; it’s about amplifying it by removing the friction of repetitive tasks.

Consider customer service. Many SMBs struggle to provide round-the-clock support. Chatbots, powered by simple AI, can handle frequently asked questions, provide basic troubleshooting, and even schedule appointments outside of business hours.

This level of responsiveness, once only achievable by larger companies with dedicated customer service Meaning ● Customer service, within the context of SMB growth, involves providing assistance and support to customers before, during, and after a purchase, a vital function for business survival. teams, becomes accessible to even the smallest businesses. Customers receive instant support, freeing up staff to handle more complex issues and personalized interactions, ultimately enhancing customer satisfaction and loyalty.

Let’s examine inventory management. For product-based SMBs, tracking inventory manually can be a nightmare, leading to stockouts, overstocking, and lost sales. Automation, through inventory management Meaning ● Inventory management, within the context of SMB operations, denotes the systematic approach to sourcing, storing, and selling inventory, both raw materials (if applicable) and finished goods. software, provides real-time visibility into stock levels, predicts demand based on sales data, and even automates reordering processes. This prevents lost sales due to out-of-stock items, minimizes storage costs associated with overstocking, and optimizes purchasing decisions, contributing directly to profitability.

Beyond Cost Savings Business Model Evolution

The initial allure of automation for SMBs often centers on cost reduction. Fewer hours spent on manual tasks translates directly into lower labor costs. However, the true power of automation extends far beyond simple cost savings; it’s a catalyst for fundamental business model innovation. By automating routine operations, SMBs unlock resources ● time, capital, and human talent ● that can be redirected towards strategic initiatives, product development, and enhanced customer experiences.

Consider a small restaurant. Automating order taking through online platforms and kitchen display systems not only speeds up service and reduces errors but also provides valuable data on customer preferences and popular menu items. This data can inform menu optimization, targeted marketing campaigns, and even the development of new dishes tailored to customer tastes. The restaurant transitions from simply serving food to becoming a data-driven business, constantly adapting and innovating based on real-time insights.

For service-based SMBs, automation can unlock entirely new service delivery models. Think about a cleaning service. Automated scheduling and route optimization software can dramatically improve efficiency, allowing them to serve more clients with the same resources.

Furthermore, they could offer subscription-based cleaning plans, automatically scheduling recurring services and billing clients, creating a predictable revenue stream and fostering long-term customer relationships. This moves beyond transactional services towards a recurring revenue model, enhancing business stability and scalability.

The ability to scale operations is a significant driver of business model innovation. SMBs often face limitations in growth due to manual processes that become bottlenecks as they expand. Automation removes these bottlenecks, allowing SMBs to handle increased workloads without proportionally increasing staff.

This scalability is crucial for seizing new market opportunities and competing effectively with larger players. An e-commerce SMB, for example, can automate order fulfillment, shipping, and customer service, enabling them to handle a surge in sales during peak seasons or promotional periods without being overwhelmed.

Here’s a table illustrating how automation can drive business model innovation Meaning ● Strategic reconfiguration of how SMBs create, deliver, and capture value to achieve sustainable growth and competitive advantage. across different SMB sectors:

Implementation Hurdles And Mindset Shifts

Despite the compelling benefits, SMBs often face genuine hurdles in adopting automation. Cost is a primary concern. While many automation tools Meaning ● Automation Tools, within the sphere of SMB growth, represent software solutions and digital instruments designed to streamline and automate repetitive business tasks, minimizing manual intervention. are now more affordable and accessible than ever, the initial investment can still feel daunting for businesses operating on tight margins.

The perceived complexity of implementation is another barrier. SMB owners, often wearing multiple hats, may lack the time or technical expertise to navigate the selection, setup, and integration of automation systems.

Resistance to change, both from owners and employees, can also impede automation adoption. Owners may be comfortable with existing processes, even if inefficient, and employees may fear job displacement or struggle to adapt to new technologies. Overcoming these hurdles requires a strategic approach, starting with a clear understanding of business needs and a phased implementation plan. Choosing user-friendly, scalable solutions and providing adequate training and support to employees are crucial for successful automation integration.

A fundamental shift in mindset is often necessary. Automation should not be viewed as a threat but as an enabler, a tool to empower SMBs to work smarter, not just harder. It’s about freeing up human capital to focus on higher-value activities ● building customer relationships, developing innovative products and services, and driving strategic growth.

Embracing a culture of continuous improvement and experimentation is key. Start small, automate a few key processes, measure the impact, and gradually expand automation efforts as confidence and capabilities grow.

The successful automation journey for SMBs is paved with incremental steps, strategic choices, and a willingness to adapt and learn.

For SMBs just beginning to consider automation, a practical starting point is to identify pain points ● repetitive tasks that consume significant time or are prone to errors. Customer relationship management Meaning ● CRM for SMBs is about building strong customer relationships through data-driven personalization and a balance of automation with human touch. (CRM) systems, email marketing platforms, and social media scheduling tools are often low-cost, high-impact entry points into automation. These tools are relatively easy to implement and can deliver quick wins, demonstrating the tangible benefits of automation and building momentum for further adoption. The journey towards automation-driven business model innovation begins with recognizing the potential and taking that first step.

Intermediate

The narrative surrounding SMB automation Meaning ● SMB Automation: Streamlining SMB operations with technology to boost efficiency, reduce costs, and drive sustainable growth. frequently oscillates between utopian visions of effortless efficiency and dystopian anxieties of technological displacement. A more grounded perspective acknowledges that automation’s influence on SMB business models Meaning ● SMB Business Models define the operational frameworks and strategies utilized by small to medium-sized businesses to generate revenue and achieve sustainable growth. is neither universally transformative nor uniformly disruptive. Its extent is contingent upon a complex interplay of factors ● industry dynamics, business size and structure, technological maturity, and, perhaps most critically, strategic intent. To what degree automation truly drives innovation hinges on how proactively and intelligently SMBs leverage it, moving beyond tactical efficiency gains Meaning ● Efficiency Gains, within the context of Small and Medium-sized Businesses (SMBs), represent the quantifiable improvements in operational productivity and resource utilization realized through strategic initiatives such as automation and process optimization. towards strategic business model reinvention.

Strategic Automation Beyond Tactical Efficiency

While the initial appeal of automation often lies in streamlining operations and reducing costs, its strategic value emerges when SMBs move beyond task-level automation to process-level and even business model-level transformations. Tactical automation focuses on automating individual tasks, such as email marketing or invoice processing. Strategic automation, conversely, involves re-engineering entire workflows and business processes, fundamentally altering how an SMB operates and delivers value. This shift from tactical to strategic automation Meaning ● Strategic Automation: Intelligently applying tech to SMB processes for growth and efficiency. is where true business model innovation takes root.

Consider a manufacturing SMB. Tactical automation might involve implementing robotic arms for specific assembly line tasks. Strategic automation, however, could entail adopting a fully integrated manufacturing execution system (MES) that connects all aspects of production ● from raw material procurement to inventory management and quality control.

This system provides real-time data Meaning ● Instantaneous information enabling SMBs to make agile, data-driven decisions and gain a competitive edge. visibility, optimizes production schedules, and enables predictive maintenance, leading to significant improvements in efficiency, quality, and responsiveness. This integrated approach transforms the manufacturing process from a series of discrete steps into a cohesive, data-driven operation, enabling new levels of operational agility and competitive advantage.

In the service sector, a professional services firm might initially automate appointment scheduling and client communication. Strategic automation, in this context, could involve developing a self-service client portal where clients can access project updates, submit requests, and download deliverables. This portal not only reduces administrative overhead but also enhances client engagement and transparency, creating a more efficient and client-centric service delivery model. It moves the firm from a reactive, task-based service provider to a proactive, client-empowering partner.

Strategic automation is about architecting new business capabilities, not just automating existing inefficiencies.

The degree to which automation drives business model innovation is directly proportional to the level of strategic integration. SMBs that treat automation as a piecemeal solution to isolated problems will likely realize incremental efficiency gains. However, those that adopt a holistic approach, viewing automation as a strategic enabler of business model transformation, are positioned to unlock far greater value. This requires a strategic roadmap, identifying key areas for automation, aligning automation initiatives with business objectives, and investing in the necessary infrastructure and skills to support long-term automation adoption.

Data-Driven Decision Making And Adaptive Business Models

One of the most profound impacts of automation on SMB business models is the generation of vast amounts of data. Automated systems, by their very nature, collect and process data on every aspect of operations ● from customer interactions and sales transactions to inventory levels and production metrics. This data, when properly analyzed, provides invaluable insights into business performance, customer behavior, and market trends. SMBs that effectively leverage this data gain a significant competitive edge, enabling data-driven decision-making and the development of adaptive business models Meaning ● Adaptive Business Models empower SMBs to dynamically adjust operations, strategies, and value propositions for sustained growth and competitive advantage in changing markets. that can respond rapidly to changing market conditions.

Consider an e-commerce SMB. Automated marketing platforms provide detailed data on campaign performance, customer segmentation, and website traffic. Analyzing this data allows the SMB to optimize marketing spend, personalize customer experiences, and identify high-converting customer segments.

Furthermore, sales data, combined with inventory data, can reveal product trends, seasonal demand patterns, and optimal pricing strategies. This data-driven approach transforms marketing and sales from intuition-based activities into data-informed, continuously optimized processes, maximizing ROI and driving revenue growth.

For a brick-and-mortar retail SMB, point-of-sale (POS) systems and customer loyalty programs generate data on purchase history, customer demographics, and spending patterns. Analyzing this data enables personalized promotions, targeted product recommendations, and optimized store layouts. Furthermore, foot traffic data, combined with sales data, can inform staffing decisions and optimize store hours. This data-driven approach allows the retail SMB to create a more personalized and efficient customer experience, increasing customer loyalty and driving sales within the physical store environment.

The ability to adapt business models based on real-time data is crucial in today’s dynamic market environment. Automation provides the data infrastructure and analytical tools necessary for SMBs to become agile and responsive. They can monitor key performance indicators (KPIs) in real-time, identify emerging trends, and make data-informed adjustments to their business strategies.

This adaptive capability is particularly valuable in industries experiencing rapid technological change or shifting consumer preferences. SMBs that embrace data-driven decision-making through automation are better positioned to navigate uncertainty and capitalize on new opportunities.

Here’s a list of key data points generated by automation that can drive SMB business model innovation:

1. Customer Interaction Data ● Website visits, chatbot interactions, social media engagement, email open rates, customer service inquiries.
2. Sales and Transaction Data ● Purchase history, order frequency, average order value, product preferences, payment methods.
3. Operational Data ● Inventory levels, production metrics, delivery times, equipment uptime, energy consumption.
4. Marketing Campaign Data ● Click-through rates, conversion rates, cost per acquisition, return on ad spend, customer segmentation.
5. Financial Data ● Revenue, expenses, profit margins, cash flow, customer lifetime value.

Industry-Specific Automation And Competitive Differentiation

The extent to which automation drives SMB business model innovation Meaning ● SMB Business Model Innovation: Strategically adapting value creation for sustained growth and competitive edge. varies significantly across industries. Some industries, such as manufacturing and logistics, have a long history of automation adoption Meaning ● SMB Automation Adoption: Strategic tech integration to boost efficiency, innovation, & ethical growth. and are already experiencing significant business model transformations driven by robotics, AI, and the Internet of Things (IoT). Other industries, such as professional services and retail, are earlier in their automation journey but are rapidly adopting cloud-based software, AI-powered tools, and digital platforms to enhance efficiency and customer experience.

In the manufacturing sector, automation is driving the shift towards smart factories and Industry 4.0. Robotics, machine learning, and IoT sensors are being integrated into production processes to create highly automated, data-driven manufacturing environments. This is enabling SMB manufacturers to achieve higher levels of efficiency, quality, and flexibility, allowing them to compete more effectively with larger, global players. Furthermore, automation is facilitating the rise of mass customization and on-demand manufacturing, enabling SMBs to offer personalized products and services tailored to individual customer needs.

The logistics industry is being revolutionized by automation through warehouse automation, autonomous vehicles, and drone delivery. These technologies are streamlining supply chains, reducing transportation costs, and improving delivery times. SMB logistics providers that adopt these automation technologies can offer faster, more reliable, and more cost-effective services, gaining a competitive edge in a highly competitive market. Furthermore, automation is enabling the development of new logistics models, such as last-mile delivery optimization and real-time shipment tracking, enhancing customer satisfaction and supply chain visibility.

In the retail sector, e-commerce platforms, point-of-sale systems, and customer relationship management (CRM) software are driving automation adoption. These technologies are enabling SMB retailers to expand their market reach, personalize customer experiences, and optimize inventory management. Furthermore, AI-powered chatbots and virtual assistants are enhancing customer service and driving online sales. SMB retailers that effectively leverage these automation tools can compete more effectively with large online retailers and create differentiated customer experiences.

Industry-specific automation trends dictate the pace and direction of business model innovation for SMBs.

Competitive differentiation through automation is becoming increasingly important for SMBs. Simply automating existing processes is no longer sufficient to gain a sustainable competitive advantage. SMBs need to identify unique opportunities to leverage automation to create differentiated products, services, and customer experiences.

This could involve developing AI-powered personalized recommendations, offering customized product configurations through online platforms, or providing proactive customer support through intelligent chatbots. The key is to move beyond generic automation solutions and develop industry-specific, strategically aligned automation initiatives that create genuine competitive differentiation.

Consider the following table showcasing industry-specific automation examples and their impact on SMB business models:

Advanced

The discourse surrounding automation within the SMB ecosystem often frames it as a predominantly operational imperative, a means to enhance efficiency and curtail costs. This perspective, while valid, represents a truncated understanding of automation’s deeper strategic implications. To truly grasp the extent to which automation drives SMB business model innovation, one must transcend the tactical lens and engage with the concept at a more profound, systemic level. Automation, viewed through the prism of contemporary business theory and empirical research, emerges not merely as a tool for optimization, but as a fundamental force reshaping competitive landscapes, redefining value propositions, and catalyzing entirely novel organizational paradigms within the SMB sector.

Automation As A Disruptive Innovation Catalyst

Drawing upon the seminal work of Christensen (1997) on disruptive innovation, automation can be conceptualized as a disruptive technology with the potential to upend established SMB business models. Disruptive innovations, characterized by their initial focus on underserved market segments and their subsequent ascent to mainstream dominance, often challenge incumbent firms by offering simpler, more affordable, or more accessible solutions. Automation, particularly in its contemporary manifestations through cloud computing, SaaS platforms, and AI-powered tools, embodies these disruptive characteristics. It democratizes access to advanced technologies, previously the exclusive domain of large corporations, empowering SMBs to compete on a more level playing field and even disrupt established market hierarchies.

Consider the traditional software industry. Perpetual software licenses and on-premise infrastructure presented significant barriers to entry for SMBs due to high upfront costs and IT complexity. The advent of SaaS and cloud-based automation platforms, as documented by Brynjolfsson and Hitt (2000) in their analysis of IT productivity paradox, has fundamentally altered this landscape.

SMBs can now access sophisticated CRM, ERP, and marketing automation Meaning ● Marketing Automation for SMBs: Strategically automating marketing tasks to enhance efficiency, personalize customer experiences, and drive sustainable business growth. tools on a subscription basis, eliminating the need for large capital expenditures and in-house IT expertise. This democratization of technology empowers SMBs to adopt advanced business processes and compete effectively with larger firms that historically possessed a technological advantage.

Furthermore, automation facilitates the emergence of new business models that were previously infeasible for SMBs. The rise of the gig economy, fueled by platform-based automation, exemplifies this phenomenon. SMBs can leverage online platforms to access a global pool of freelance talent, scaling their workforce on demand and adopting more agile and flexible organizational structures.

This contrasts sharply with traditional SMB models reliant on fixed, geographically constrained employee bases. Automation, in this context, not only enhances operational efficiency Meaning ● Maximizing SMB output with minimal, ethical input for sustainable growth and future readiness. but also enables entirely new forms of value creation and service delivery, aligning with Anderson’s (2006) “Long Tail” theory, allowing SMBs to cater to niche markets with unprecedented efficiency.

Automation, as a disruptive force, compels SMBs to re-evaluate their core competencies and redefine their competitive strategies.

The extent of automation’s disruptive impact on SMB business models is contingent upon the industry’s susceptibility to technological substitution and the incumbents’ adaptability. Industries characterized by information-intensive processes, standardized tasks, and digitalizable outputs are particularly vulnerable to automation-driven disruption. SMBs operating in these sectors must proactively embrace automation and innovate their business models to avoid being displaced by more agile, tech-savvy competitors. This proactive approach necessitates a strategic shift from viewing automation as a cost-saving measure to recognizing it as a strategic imperative for long-term survival and growth, echoing Porter’s (1985) competitive strategy framework, where innovation and differentiation are paramount for sustained advantage.

The Algorithmic Organization And Dynamic Capabilities

Building upon Teece, Pisano, and Shuen’s (1997) concept of dynamic capabilities, automation can be viewed as a critical enabler of organizational agility and adaptability for SMBs. Dynamic capabilities Meaning ● Organizational agility for SMBs to thrive in changing markets by sensing, seizing, and transforming effectively. refer to a firm’s ability to sense, seize, and reconfigure resources to adapt to changing environments and create sustained competitive advantage. Automation, particularly AI-powered automation, enhances these dynamic capabilities by providing SMBs with real-time data insights, predictive analytics, and adaptive decision-making tools. This transforms SMBs into more agile, data-driven, and responsive organizations, capable of navigating uncertainty and capitalizing on emerging opportunities with greater speed and precision.

Algorithmic management, a direct consequence of advanced automation, represents a significant shift in organizational paradigms for SMBs. Traditional hierarchical management structures, often prevalent in SMBs, are increasingly being augmented or even replaced by algorithmic systems that automate decision-making processes, optimize resource allocation, and monitor employee performance. This algorithmic organization, as described by Zuboff (2019) in her analysis of surveillance capitalism, leverages data and algorithms to enhance operational efficiency and improve decision quality. For SMBs, this translates into leaner organizational structures, faster response times, and more data-informed strategic choices.

Consider the application of AI in SMB marketing. AI-powered marketing automation platforms Meaning ● MAPs empower SMBs to automate marketing, personalize customer journeys, and drive growth through data-driven strategies. can analyze vast amounts of customer data to personalize marketing messages, optimize ad campaigns in real-time, and predict customer churn with greater accuracy than traditional methods. This enables SMBs to conduct highly targeted and efficient marketing campaigns, maximizing ROI and improving customer engagement.

Furthermore, AI-driven chatbots can handle routine customer service inquiries, freeing up human agents to focus on more complex issues and personalized interactions. This combination of algorithmic marketing and customer service enhances both operational efficiency and customer experience, contributing to stronger customer relationships Meaning ● Customer Relationships, within the framework of SMB expansion, automation processes, and strategic execution, defines the methodologies and technologies SMBs use to manage and analyze customer interactions throughout the customer lifecycle. and increased customer lifetime value, aligning with Reichheld’s (1996) loyalty effect, emphasizing the economic benefits of customer retention.

However, the transition to an algorithmic organization Meaning ● Algorithmic Organization, within the realm of SMB operations, denotes the strategic implementation of automated decision-making processes across various business functions. is not without its challenges. Ethical considerations surrounding data privacy, algorithmic bias, and the potential for dehumanization of work must be carefully addressed. SMBs must adopt responsible automation practices, ensuring transparency, fairness, and accountability in their algorithmic systems.

Furthermore, human oversight and judgment remain crucial, particularly in complex decision-making scenarios and situations requiring empathy and emotional intelligence. The optimal approach is to create a hybrid model, combining the strengths of algorithmic automation with the unique capabilities of human intelligence, fostering a synergistic relationship between humans and machines within the SMB context.

Here is a table summarizing the impact of automation on SMB dynamic capabilities:

The Future Of SMB Business Models In An Automated World

Looking ahead, the extent to which automation drives SMB business model innovation will only intensify. Advancements in artificial intelligence, machine learning, and robotics are rapidly expanding the scope of tasks that can be automated, moving beyond routine processes to encompass more complex cognitive functions. This will necessitate a continuous evolution of SMB business models, requiring ongoing adaptation, innovation, and a proactive embrace of technological change. The SMBs that thrive in this automated future will be those that cultivate a culture of continuous learning, invest in developing digital skills within their workforce, and strategically leverage automation to create unique value propositions and differentiated customer experiences.

The rise of hyper-personalization, enabled by AI-driven automation, represents a significant trend shaping the future of SMB business models. SMBs will increasingly be able to offer highly customized products, services, and experiences tailored to individual customer preferences and needs. This level of personalization, previously unattainable for SMBs, will become a key differentiator, allowing them to compete effectively with larger corporations that often struggle to provide truly personalized offerings. This trend aligns with Pine and Gilmore’s (1999) “Experience Economy,” where customer experiences become the primary basis of competitive differentiation.

Furthermore, automation will facilitate the decentralization and disaggregation of value chains, creating new opportunities for SMBs to specialize and collaborate within interconnected ecosystems. SMBs can focus on niche areas of expertise, leveraging automation to deliver highly specialized products or services within larger value networks. This interconnected ecosystem model, as described by Tapscott and Williams (2006) in “Wikinomics,” fosters collaboration, innovation, and collective value creation, empowering SMBs to participate in complex value chains without requiring the scale and resources of large corporations. This shift towards specialized, interconnected SMB ecosystems will redefine competitive dynamics and create new avenues for growth and innovation.

The automated future of SMBs is not about technological determinism, but about strategic choice and human ingenuity amplified by intelligent machines.

However, the transition to a fully automated SMB landscape will also present challenges. The skills gap, particularly in areas such as data science, AI, and robotics, will need to be addressed through targeted education and training initiatives. Ethical considerations surrounding automation, such as job displacement and algorithmic bias, will require ongoing dialogue and policy frameworks.

SMBs must proactively engage with these challenges, fostering responsible automation practices Meaning ● Responsible Automation Practices, within the scope of SMB growth, center on the ethical and efficient deployment of automated systems. and contributing to a more inclusive and equitable automated future. The ultimate extent to which automation drives SMB business model innovation will be shaped not only by technological advancements but also by the societal and ethical frameworks that guide its development and deployment within the SMB ecosystem.

References

• Anderson, Chris. The Long Tail ● Why the Future of Business Is Selling Less of More. Hyperion, 2006.
• Brynjolfsson, Erik, and Lorin M. Hitt. “Beyond Computation ● Information Technology, Organizational Transformation and Business Performance.” Journal of Economic Perspectives, vol. 14, no. 4, 2000, pp. 23-48.
• Christensen, Clayton M. The Innovator’s Dilemma ● When New Technologies Cause Great Firms to Fail. Harvard Business School Press, 1997.
• Pine II, B. Joseph, and James H. Gilmore. The Experience Economy ● Work Is Theatre & Every Business a Stage. Harvard Business School Press, 1999.
• Porter, Michael E. ● Creating and Sustaining Superior Performance. Free Press, 1985.
• Reichheld, Frederick F. The Loyalty Effect ● The Hidden Force Behind Growth, Profits, and Lasting Value. Harvard Business School Press, 1996.
• Tapscott, Don, and Anthony D. Williams. Wikinomics ● How Mass Collaboration Changes Everything. Portfolio, 2006.
• Teece, David J., Gary Pisano, and Amy Shuen. “Dynamic Capabilities and Strategic Management.” Strategic Management Journal, vol. 18, no. 7, 1997, pp. 509-33.
• Zuboff, Shoshana. The Age of Surveillance Capitalism ● The Fight for a Human Future at the New Frontier of Power. PublicAffairs, 2019.