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

More documents

Recommendations

Info

Moving from e-business to i-business strategies in virtual markets Table 5.6 Staged strategies dismissed out of hand in another. The choice between proprietary EDI and Internet-enabled EDI alone is one calling for careful consideration and mutual understanding at the outset of any IOS project. The value of the resulting choice is unlikely to be symmetrical across partners, with a concomitant need for conflict resolution – and so it goes on. Key criteria to be used in the selection of appropriate technology should include: � Scalability � Open platforms � Knowledge management � Internet based � Support and leverage for back-end systems such as ERP � Support for mobile users � Workflow � Robust security � Integration Model Strategy Stage Website Virtual face Customer service, personalization and marketing Coalliance/star Cost reduction and speed of processing Star/Virtual broker Efficient pricing and expanded product lines Value alliance Core business concentration Market alliance/ Virtual broker Expansion of products/ services/business Virtual space Diffusion of niche markets Presentation Static or mail order website – brochureware and advertising, online orders Communication Tailored to trading partner – view inventory/orders in hand Interaction Customer/Supplier order placement/mall/ auction bids Fulfilment Links to back-end fulfilment systems Collaboration Dynamic interaction Collaboration and competition Virtual decision making and diffused control 107
e-Business Strategies for Virtual Organizations 5.16 Summary References 108 The implications of virtual markets, virtual value chains and IOS have been discussed in the context of drivers and strategies for i-business but also have to be related to the execution of i-business strategies. This implies the development of: � information-based business architecture strategy; � integrated organizational systems; � intelligent knowledge-based decision systems. This will require an evolutionary approach to overall i-strategy typically encompassing a number of stages of website development. These should not be viewed as a stage growth model but rather embody the particular strategy of virtual culture as described in Chapter 3. Possible examples of these stages of development are shown in Table 5.6. It is essential to understand and incorporate the processes and business requirements of customers and suppliers and to build a foundation of trust. It is also essential to apply ‘outside-the-box’ thinking to capture information from sources of innovation and create the opportunity to share information in non-competitive situations. The i-business that excels will learn from others. Benchmarking Partners Inc. (1999) Driving Business Value Through E-Collaboration Sep. http://www.benchmarking.com Berryman, K., Harrington, L., Layton-Rodin, D. and Rerolle, V. (1998) Electronic Commerce: Three Emerging Strategies, The McKinsey Quarterly, No. 1. Burn, J.M. and Hackney, R. (2000) Strategies for I-Business Change in Virtual Markets: a co-evolutionary approach, International Journal of e-Business Strategy Management, Vol. 2, No. 2, 123–133. Eisenhardt, K.E. and Galunic, D.C. (2000) Coevolving. At last, a Way to Make Synergies Work, Harvard Business Review, Jan–Feb, 91–101. Holmstrom, J., Hoover Jr., W.E., Louhiluoto, P. and Vasara, A. (2000) The Other End of the Supply Chain, The McKinsey Quarterly, No. 1, 62–71. Moore, J.F. (1997) The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems, New York: Harper Business. Mougayar, W. (1998) Opening Digital Markets, McGraw Hill. Porter, M.E. (1985) Competitive Advantage: Creating and Sustaining Superior Performance, New York: Free Press.
Page 2 and 3:
e-Business Strategies for Virtual O
Page 4 and 5:
e-Business Strategies for Virtual O
Page 6 and 7:
Contents Computer Weekly Profession
Page 8 and 9:
Contents 6 Globalization and e-busi
Page 10 and 11:
Contents 11.6 The increasing power
Page 12 and 13:
Computer Weekly Professional Series
Page 14 and 15:
Authors’ Preface There are dozens
Page 16 and 17:
Authors’ Preface model will there
Page 18 and 19:
Authors’ Preface alliances, bette
Page 20 and 21:
1 e-business and the virtual organi
Page 22 and 23:
e-business and the virtual organiza
Page 24 and 25:
Figure 1.2 e-business and the virtu
Page 26 and 27:
Page 28 and 29:
1.5 e-business e-business and the v
Page 30 and 31:
Figure 1.3 e-business and the virtu
Page 32 and 33:
Page 34 and 35:
Figure 1.4 Virtual objects, Scholz
Page 36 and 37:
Characteristics of the virtual orga
Page 38 and 39:
Figure 2.1 Formation of business al
Page 40 and 41:
Page 42 and 43:
� empowerment of staff; Character
Page 44 and 45:
Page 46 and 47:
Page 48 and 49:
Page 50 and 51:
Page 52 and 53:
e-business models for virtual organ
Page 54 and 55:
Page 56 and 57:
Page 58 and 59:
Page 60 and 61:
Page 62 and 63:
3.4 Models of efficient response e-
Page 64 and 65:
Figure 3.4 Star alliance model e-bu
Page 66 and 67:
Figure 3.6 Market alliance model Fi
Page 68 and 69:
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
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
Page 162 and 163: 7 Developing knowledge-based strate
Page 164 and 165: Developing knowledge-based strategi
Page 176 and 177:
Developing knowledge-based strategi
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
8 Evaluating strategies for e-busin
Page 188 and 189:
Figure 8.2 Fitness landscapes Evalu
Page 190 and 191:
Evaluating strategies for e-busines
Page 192 and 193:
Table 8.1 Information economics - v
Page 194 and 195:
Customer view Whatisour image? Eval
Page 196 and 197:
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Table 8.6 Matrix for preparing to m
Page 206 and 207:
9 Outsourcing, partnering and the v
Page 208 and 209:
Outsourcing, partnering and the vir
Page 210 and 211:
Page 212 and 213:
Page 214 and 215:
Page 216 and 217:
Page 218 and 219:
Figure 9.2 Outsourcing, partnering
Page 220 and 221:
9.9 Summary Outsourcing, partnering
Page 222 and 223:
References Outsourcing, partnering
Page 224 and 225:
e-business strategies in the virtua
Page 226 and 227:
Page 228 and 229:
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Page 240 and 241:
Page 242 and 243:
10.10 Summary e-business strategies
Page 244 and 245:
11 Creating virtual cultures for gl
Page 246 and 247:
Creating virtual cultures for globa
Page 248 and 249:
Page 250 and 251:
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Page 258 and 259:
Page 260 and 261:
Page 262 and 263:
Four stages of market evolution Mar
Page 264 and 265:
Figure 11.4 The four paths of evolu
Page 266 and 267:
References Creating virtual culture
Page 268 and 269:
Page 270 and 271:
Page 272 and 273:
Advanced knowledge, see Knowledge A
show all

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

Create successful ePaper yourself

Delete template?

Save as template?