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

More documents

Recommendations

Info

Outsourcing, partnering and the virtual organization 9.2.2 Stage two In the second stage, value chain integration, companies focus on their core value creating activities and integrate their value chains and information systems with the value chains of suppliers, logistics providers, distributors and retailers to maximize efficiencies and reduce costs. With the outsourcing of non-core activities and the integrating of business processes with efficient partners along the value chain, we have the creation of a virtual corporation consisting of the company and its value chain partners. At first glance, this looks like a restatement of our value chain alliance (note that this implicitly, if not explicitly, assumes that there is a single player necessarily at the heart of this model who outsources functions) but in a weaker and less useful form. Let us merely note that there are organizations whose position with their business environments may make it advantageous to adopt this position, but it is not a recommended evolutionary stage for all. 9.2.3 Stage three In stage three, industry transformation, a parting of the ways is reached as a consequence of e-business strategy adoption, it is argued. Some companies progress to the stage of focusing their core competencies on knowledge (knowcos) and others focus their core competencies on excellence in physical processes (physcos). Knowcos focus on such activities as market strategy, product design, marketing and customer management. They also have well-honed skills in managing relationships in networks of collaborating firms, i.e. in virtual organizations or extended enterprises. Deise et al. (2000) call this capability value network management. Thus a knowco will have the agility to take on threats from competitors and respond with new products and services more quickly, because it does not need to factor in costs and utilization of physical assets, such as updating capital equipment, when making strategic decisions. Strategic networks of companies connected by high-speed ‘backbone’ computer networks will support the knowcos. Among these will be: � Strategic service partners (SSPs) will supply knowcos with extensions of core business processes. If a knowco wishes to design a new product but not manufacture, warehouse or distribute that product, then the one or more SSPs may 189
e-Business Strategies for Virtual Organizations 190 provide those functions. Thus for this product, product design and customer relationship management may stay with the knowco while manufacturing, warehousing and distribution are provided by the chosen SSPs. Communications with SSPs are over a high-speed backbone communications network. The business processes and information systems of the SSPs and the knowcos will be seamlessly integrated. � Value added suppliers (VASs) would provide knowcos with engineered or configured parts or subassemblies unique to climb specific requirements. � Commodity suppliers (CSs) will provide component parts and subassemblies commonly available on the market. � Non-strategic service partners (NSPs) will deliver outsourcing capabilities for commodity type administrative and other business processes, including accounting and finance, human resources, indirect procurement, and travel – all processes integral to a company’s ability to operate. Such companies may be similar to the business service providers (BSPs) that are emerging today. � Network operations partners (NOPs) use a secure, high-speed backbone to connect companies with SSPs, CSs, VASs, and NSPs. It is believed that companies will turn to NOPs for fullservice and applications-based information systems outsourcing. � Applications service providers (ASPs) will use the Internet or alternative fast computer networks to deploy, manage, and lease packaged application software to customers from centrally managed facilities. Thus, in this stage of industry transformation there is a differentiation of firms based on knowledge, and an even more extensive and significant use of outsourcing and partnering with efficient service and technology providers of all kinds. 9.2.4 Stage four Stage four is a stage of what Deise calls convergence, the coming together of companies in different industries to provide goods and services to customers. Thus, finally, we not only have the blurring of organizational boundaries, but the blurring of industry boundaries. This comes about, not only as a result of the Internet and e-commerce, but also as a result of these developments together with other developments which are possibly just as significant change drivers for contemporary business, namely deregulation and globalization.
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:
Page 144 and 145:
Page 146 and 147:
Page 148 and 149:
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158 and 159: Globalization and e-business strate
Page 160 and 161: 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 192 and 193: Table 8.1 Information economics - v
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 210 and 211: 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 258 and 259:
Creating virtual cultures for globa
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?