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

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Moving from e-business to i-business strategies in virtual markets and outsourcing non-core functions to other service providers in the value network. With virtual relationships, companies can more easily outsource but still integrate these outsourced functions into their virtual organization. A manufacturing company with superior strengths in branding and selling could transform their organization to focus on these and outsource the manufacturing into its virtual value chain. Many organizations have moved towards this model (particularly the new dot-com companies) and are becoming virtually integrated rather than vertically integrated. These companies can now focus specifically on their customer communities who act as information gathering and information dissemination conduits. This will involve increased personalization and customization of product offerings and the aggregation and disaggregation of information-based product components to match customer needs and to support new pricing strategies. This requires the organization to develop effective virtual encounter strategies (discussed in detail in Chapter 7) but also to identify the framework for market mediation and the management implications involved in such interorganizational systems (IOS). 5.13 Market mediation As organizations form and reform these value network alliances they also have to develop capabilities to cope with strategic, technical, cultural and operational change. Logistics, manufacturing and customer interfacing functions will become prime areas for outsourcing or incorporation into the virtual value chain and the ability to form and manage these is of critical importance. As the virtual value chain is formed facilitating direct exchange between the producer and consumer so we see the role of intermediaries being threatened but at the same time opportunities for new intermediaries arise. 5.13.1 Intermediaries In traditional consumer markets, intermediaries (such as a traditional retail store) provide a variety of explicit and implicit services for their customers. These include assistance in searching and evaluation, needs assessment and product matching, risk reduction and product distribution and delivery. They also benefit producers by creating and disseminating product 103
e-Business Strategies for Virtual Organizations 104 information and creating product awareness, influencing customer purchasing, providing customer information, reducing exposure to risk and reducing costs of distribution through economies of scale. A large supermarket chain can provide market opportunities that a small producer would find impossible to generate on its own. The mediation roles for customers and producers are normally juxtaposed and so part of the role of intermediaries is to balance this situation. While the truly virtual organization with a virtual value chain may be able to fully disintermediate, the fact remains that most organizations will still rely on an intermediary to integrate producer and consumer services and present the consumer market with a large-scale community front end and one that can take advantages of economy of scale. Interestingly, some of the biggest Internet businesses act as major intermediaries between other players. Amazon, CDNow, Egghead.com and E*Trade can all be thought of as middlemen! Portals and vortals are both some form of electronic intermediary. This suggests that rather than disintermediation becoming the norm, a new form of intermediary, cybermediaries, may evolve. 5.13.2 Cybermediaries We suggest the following list of cybermediaries: � Gateways � Directories � Search services � Malls � Publishers � Virtual resellers � Website evaluators � Auditors � Forums, fan clubs and user groups � Financial intermediaries � Spot market makers and barter networks � Intelligent agents These intermediaries will continue to be necessary where customers demand choice, require quality assurance and want additional social and entertainment value. Producers may be unable to impose producer-centric structures on the market and may also be threatened by the power of retaliation from the existing intermediaries. They may also choose to operate along known trust relationships in certain cultures and, indeed, using
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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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Figure 3.10 Virtual alliance framew
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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
Page 130 and 131: Globalization and e-business strate
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
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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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