Abstract. The article discusses the trends in industry and market concentration, the transformation of business models and interaction strategies of the European Union companies under the influence of digitalization. The analysis of business structure statistics in various sectors of the EU economy is carried out, supplemented by a case study of changes in the forms and structure of companies and their groups due to adaptation to new technological realities. It is shown that by incorporating digital opportunities into their business models, companies begin to perform the functions of not only the supplier of goods and services and the creator of technology, but also the networking manager, as well as the aggregator of assets. At the same time, the roles of small and large companies are somewhat modified, making it possible for two different trends to exist simultaneously. On the one hand, the concentration of key industries is declining, according to statistical data. However, an empirical analysis of specific cases indicates the absorption of new functions and areas of competence by major industry leaders. This is largely due to expanded interaction with a network of small innovative companies. At the same time, interaction with a client most often remains with a large partner as the digital intensity index indicates the low activity of small businesses in the field of online sales and data analysis. It is assumed that the structural crisis caused by the COVID‑19 pandemic and the state’s response to it will lead to a new restructuring of global production chains, a new quality of relationships within these chains, as well as a strengthening of digital companies and conglomerates in the EU.
Keywords: European Union, digital economy, business model, industry concentration, corporate integration
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