[8] 2002 e-business-strategies-for-virtual-organizations
[8] 2002 e-business-strategies-for-virtual-organizations
[8] 2002 e-business-strategies-for-virtual-organizations
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e-Business Strategies <strong>for</strong> Virtual Organizations<br />
involving innovative online marketing and distribution of its<br />
products. DeBLOCKKA will also seek new partners with whom<br />
it can widen its product mix and increase its market share in the<br />
region. While planning to remain a small company, strategic<br />
partnering with other <strong>business</strong>es founded on the use of<br />
networked in<strong>for</strong>mation infrastructure should enable it to build<br />
up its effective resource base and also expand its access to<br />
market opportunities around the world. Part of the subsequent<br />
developments in infrastructure will be to provide varied access<br />
levels <strong>for</strong> the stakeholder community to its online databases and<br />
resources in support of collaborative work with its strategic<br />
partners.<br />
The training portfolio is especially targeted as a cash cow <strong>for</strong> the<br />
company in the next five years. The company has decided to<br />
develop an international training package on technology management<br />
<strong>for</strong> national clients in the developing economies. In the<br />
longer term, the company hopes to lay the foundation <strong>for</strong><br />
industrial design and intellectual property consulting services in<br />
the developing countries.<br />
Questions <strong>for</strong> case analysis and discussion<br />
140<br />
(In providing answers to the following questions, your ability to<br />
locate discussions within contemporary literature on the subject<br />
will be a plus.)<br />
Strategic management issues<br />
Deciding on global orientation raises a number of strategic<br />
issues <strong>for</strong> the company. The following questions are intended to<br />
stimulate discussions on infrastructure management <strong>strategies</strong><br />
in DeBLOCKKA.<br />
A. General<br />
1 List some of these issues especially focusing on their relevance<br />
to the relative size of the company and how it will manage<br />
access to resources, clients and technological facilities?<br />
2 How would you expect the company’s high <strong>virtual</strong> profile in<br />
relation to the small physical presence (i.e. a single <strong>business</strong><br />
office in Durban) to affect the credibility of the company in the<br />
eyes of some its clientele, especially in international projects<br />
involving national governments? What would you suggest as<br />
possible solutions (either technical or other) to this problem?