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

More documents

Recommendations

Info

Table 8.1 Information economics – value-based approach Traditional ROI (+) +value linking (+) +value acceleration (+) +value restructuring (+) +innovation (+) Evaluating strategies for e-business change = Adjusted ROI *Business value +IT value = VALUE (business contribution � Strategic match (+) � Strategic IT architecture (+) � Competitive advantage (+) � Competitive response (+) � Management information (+) � Service and quality (+) � Environmental quality (+) � Empowerment (+) � Cycle time (+) � Mass customization (+) � Business strategy risk (–) � IT strategy risk (–) � Definition uncertainty (–) � Business organization risk (–) � Technical risk (–) � IT service delivery risk (–) stakeholder; and (b) risks: competitive strategy, organizational strategy and uncertainty. Even at the simplest level – financial values there are still many factors which are difficult to quantify. e-business increases revenue in at least three ways, by decreasing costs, by accessing new markets and additional segments of existing markets and by redefining the market through new, better and readily available information. In each of these areas there are many different values to be measured against selected value drivers. Deise et al. (2000) identify seven variables related to customer value and competitiveness as: � Services – expanded and improved. � Price – more rational and dynamic. � Quality – improved and more attractive. � Fulfilment time – reduced. 173
e-Business Strategies for Virtual Organizations Table 8.2 Value drivers matrix Value drivers Revenue growth Operating margin Working capital Capital expend Cash tax rate Cost of capital Competitive advantage period 174 service price quality Fulfilment time � Agility – increased flexibility. � Reach – global expansion. � Time to market – reduced time and increased products. Against these seven variables an e-business should measure seven value drivers: � Revenue growth � Operating margin � Working capital � Capital expenditure � Taxation � Cost of capital � Competitive advantage period agility Time to market reach Net driver effect
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 78 and 79:
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 84 and 85:
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 92 and 93:
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 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Page 122 and 123:
Page 124 and 125:
Page 126 and 127:
Page 128 and 129:
Page 130 and 131:
Globalization and e-business strate
Page 132 and 133:
Page 134 and 135:
Adoption and deployment of online i
Page 136 and 137:
Table 6.1 Online business models On
Page 138 and 139:
Page 140 and 141:
Figure 6.2 VIM strategy Globalizati
Page 142 and 143: Globalization and e-business strate
Page 162 and 163: 7 Developing knowledge-based strate
Page 164 and 165: Developing knowledge-based strategi
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 194 and 195: Customer view Whatisour image? Eval
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 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 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?