[8] 2002 e-business-strategies-for-virtual-organizations

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Moving from e-business to i-business strategies in virtual markets Figure 5.6 The evolving virtual value chain Buyer Buyer Buyer Buyer Old value chain Shrunk value chain New intermediaries Virtualvalue chain 5.12 Strategies for value networks Figure 5.7 Value alliance Seller Seller Seller Seller Value network alliances were described in detail in Chapter 3 and are shown again in Figure 5.7. This model is particularly suited to taking advantage of communications efficiencies not previously available and therefore changing components extremely rapidly in response to evanescent market forces and opportunities. Different models present themselves to retailers and manufacturers as shown in Figures 5.8 and 5.9. Figure 5.8 summarizes the current and potential supply chain structures for electronic channels in retailing. Models 1 and 2 represent the current structures for e-tailers and models 3 and 4 represent potential structures for interactive home shopping systems (IAHS). Figure 5.9 summarizes how manufacturers in models 3 and 4 have applied the supply–demand chain to cut out retailers and 101
e-Business Strategies for Virtual Organizations Figure 5.8 Supply chain structures for retailers (adapted from Younger 1999) Figure 5.9 Supplier chain structure for non-FMCG (Younger 1999) 102 MODEL Supplier 1 Supplier 2 Supplier 3 Supplier 4 Shared-user consolidation centre Retailers’ regional distribution centres Centralized distribution centres Stores Homedelivery sell direct to the consumer in the fast moving consumer goods (FMCG) market. The savings for consumers are clearly significant and from a manufacturing perspective the increased profit margins will undoubtedly accelerate the process. One of the most interesting aspects of these networks is the speed at which companies are focusing on core competencies
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e-Business Strategies for Virtual O
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e-Business Strategies for Virtual O
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Contents Computer Weekly Profession
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Contents 6 Globalization and e-busi
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Contents 11.6 The increasing power
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Computer Weekly Professional Series
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Authors’ Preface There are dozens
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Authors’ Preface model will there
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Authors’ Preface alliances, bette
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1 e-business and the virtual organi
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e-business and the virtual organiza
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Figure 1.2 e-business and the virtu
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1.5 e-business e-business and the v
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Figure 1.3 e-business and the virtu
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Figure 1.4 Virtual objects, Scholz
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Characteristics of the virtual orga
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Figure 2.1 Formation of business al
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� empowerment of staff; Character
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e-business models for virtual organ
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3.4 Models of efficient response e-
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Figure 3.4 Star alliance model e-bu
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Figure 3.6 Market alliance model Fi
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Page 70 and 71: Figure 3.10 Virtual alliance framew
Page 72 and 73: Figure 3.11 Virtual organizational
Page 74 and 75: References e-business models for vi
Page 76 and 77: IS planning strategies for emerging
Page 80 and 81: Figure 4.1 The evolution of IS/IT p
Page 82 and 83: Figure 4.3 A framework for SISP (Wa
Page 86 and 87: Figure 4.4 Planning adopts a busine
Page 88 and 89: Figure 4.5 Interconnected ecologies
Page 90 and 91: Figure 4.6 The interrelationships b
Page 94 and 95: 4.8 Conclusion IS planning strategi
Page 96 and 97: References IS planning strategies f
Page 98 and 99: Moving from e-business to i-busines
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Page 134 and 135: Adoption and deployment of online i
Page 136 and 137: Table 6.1 Online business models On
Page 140 and 141: Figure 6.2 VIM strategy Globalizati
Page 162 and 163: 7 Developing knowledge-based strate
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Developing knowledge-based strategi
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8 Evaluating strategies for e-busin
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Figure 8.2 Fitness landscapes Evalu
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Evaluating strategies for e-busines
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Table 8.1 Information economics - v
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Customer view Whatisour image? Eval
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Table 8.6 Matrix for preparing to m
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9 Outsourcing, partnering and the v
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Outsourcing, partnering and the vir
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Figure 9.2 Outsourcing, partnering
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9.9 Summary Outsourcing, partnering
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References Outsourcing, partnering
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e-business strategies in the virtua
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10.10 Summary e-business strategies
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11 Creating virtual cultures for gl
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Creating virtual cultures for globa
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Four stages of market evolution Mar
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Figure 11.4 The four paths of evolu
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References Creating virtual culture
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Advanced knowledge, see Knowledge A
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[8] 2002 e-business-strategies-for-virtual-organizations

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