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

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Figure 6.2 VIM strategy Globalization and e-business strategies for SMEs related factors: nature of partnerships’ internal arrangements, nature of market or industry, and the product offerings. The analysis of the information processes in each of these factors would reveal the aspects of the business that may be transformed by leveraging the online infrastructure. These factors also provide the basis of virtual infrastructure management by seeking continuously to enhance the alignment between these factors while increasing the firm’s ability to work with them across multiple sites and time zones. Employing an adaptation of Henderson and Venkatraman’s (1993) strategic alignment model, Figure 6.2 shows the interaction of the SME’s strategic objectives, information infrastructure and its relevant business environment. The firm seeking to leverage Information Infrastructure Strategic Objectives VIM Strategy Adapted from Henderson &Venkatraman, 1993 Business Environment its information technology infrastructure must work out a close fit between these three aspects. In general, the strategic objectives of an online SME will relate to seeking increased access to wider markets and resources through extension of its environment. The firm’s infrastructure (based on Internet technologies) and its industry environment (i.e. electronic business) present a virtual market environment. Thus it becomes critical to identify and exploit those features of the infrastructure that facilitate and optimize virtual values in the business chain. The strategy for alignment and exploitation of the online infrastructure to achieve increased virtuality may be described as a virtual infrastructure management (VIM) strategy. Based on the above discussions on virtual organizing, an effective virtual infrastructure management strategy would include among others the following aspects: � Develop components of the infrastructure that add value to the business chain. 121
e-Business Strategies for Virtual Organizations 6.8 Case studies 122 � Install networking features – e.g. to facilitate collaborative effort and linkages among stakeholders. � Use of infrastructure to develop virtual values of process, products and image – e.g. through customer interaction with website content including product information, use of graphics for retention and encouragement to revisit, cultivate value for virtual products. � Cultivate information skills and virtual culture in customers – e.g. through the website tutorial, development of virtual communities (e.g. newsgroups, chatlists, forums). The following cases illustrate various aspects of the infrastructure management to extend the business environment of online SMEs and how this leads to enhanced market performance. 6.8.1 Boots Online Boots Online is an example of a global SME employing the virtual face model. The company is the online shopfront of Stitching Horse Bootery, a small business established in 1977 as an authorized retailer of R.M. William brand of boots, leatherwear and travel accessories. The Melbourne-based company established the online shopfront in 1995 with a total investment of AU$3000. The company’s strategic goal in going online was to market the best of Australian boots and leatherwear to a worldwide market. With a staff of only four people this company has transformed itself from a local agent of a renowned product to a global business with over 15% of total sales from online customers. Over 95% of its online customers are located overseas. Boots Online has reaped significant benefits from its online strategy. Within a year of establishing an online presence the company achieved huge increase in sales (15%) with six additional sales per week. It makes about AU$1500 worth of online sales per week and total company sales of AU$75 000 are projected to double in one year. Profit margins on online sales have increased due to reduced inventory costs. Also the company has seen an increase in customer satisfaction over the period – www.bootsonline.com.au 6.8.2 Hawaiian Greenhouse, Inc. Hawaiian Greenhouse, Inc. is a family owned business located in Pahoa on the island of Hawaii. The installation of an online
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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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Figure 3.11 Virtual organizational
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References e-business models for vi
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IS planning strategies for emerging
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Figure 4.1 The evolution of IS/IT p
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Figure 4.3 A framework for SISP (Wa
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Figure 4.4 Planning adopts a busine
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Figure 4.5 Interconnected ecologies
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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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