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

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e-business strategies in the virtual organization aids in customer retention and repeat orders for the organization. Today’s electronic commerce isn’t limited to shopping over the Internet. It’s also not confined to supply chain transactions between large trading partners. Electronic commerce means doing business electronically – all of the aspects of doing business. It embodies the total business process – from advertising and marketing to sales, ordering, manufacturing, distribution, customer service, after-sales support, and replenishment of inventory – managing the entire customer and product life cycle. When we look to apply e-business strategies, we are applying new technologies to streamline our business interactions. These technologies use the Internet as a backbone, but are increasingly looking to integrate advanced telephone systems, hand-held digital appliances, interactive TVs, self-service kiosks, smart cards, and a whole host of emerging technologies. All of these customer-facing technologies are supported, behind the scenes, by integrated customer databases, call centres, ERP and workflow systems, and secure transactional systems. They require sophisticated management so that systems communicate – seamlessly, reliably, and securely – across corporate and geographic boundaries. 10.4.1 Common customer management themes When we look at how companies are looking to manage the customer experience in a new way, we can identify eight recurring themes. They are: � Targeting the right customers. � Owning the customer’s total experience. � Streamlining business processes that impact the customer. � Providing an all-round view of the customer relationship. � Letting customers help themselves. � Helping customers do their jobs. � Delivering personalized service. � Fostering community. 10.4.2 Targeting the right customers First, we need to ask whether we have identified the most profitable customer segment? Which people make or influence on purchasing decisions? Which group of desirable customers are defecting or choosing a competitor? Therein lies the first 211
e-Business Strategies for Virtual Organizations 212 target market for your initiatives – to make it easy for the right customers to do business with you. 10.4.3 Owning the customer’s total experience How much control do you have over your end user’s total experience. The customer’s experience starts with learning about your products, then choosing an item, making a purchase, taking delivery, setup, installation, after-care, purchasing follow-on products, taking delivery, receiving accurate bills, and perhaps filing a complaint or resolving a dispute. If you deal through channels, you are ultimately responsible for the customer’s entire experience with that channel partner. If you outsource delivery, service, or other operations, you still care about the quality of the experience the customer is having. 10.4.4 Streamlining business processes that affect the customer Federal Express and United Parcel Service (UPS) are good examples of companies that have automated and streamlined the entire end-to-end business process that affects the customer. Each company needs to streamline the end-to-end business processes that affect customers in any way. Everything is a candidate for this process, from product design and manufacturing, shipment and delivery, pre-sales and post-sales service, billing, and credit-checking. Most large companies have reengineered internal operations to reduce cycle time or cut costs, but only a few companies have done this by focusing on the processes that impact customers the most. To be successful in e-business, you will need to streamline your business processes from the outside in – from your customers’ perspective – rather than from the inside out. 10.4.5 Providing an all-round view of the customer relationship Efficient call centre and customer management are built on the same seamless infrastructure that gives customers (and customer service reps) direct access to all accounts and functions across computer systems, business units, and departments. This means that account reps and customers helping themselves have immediate access to every service the customer has asked for, the service history for each, and his or her current account status.
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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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Figure 4.6 The interrelationships b
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4.8 Conclusion IS planning strategi
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References IS planning strategies f
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Moving from e-business to i-busines
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Globalization and e-business strate
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Adoption and deployment of online i
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Table 6.1 Online business models On
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Figure 6.2 VIM strategy Globalizati
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7 Developing knowledge-based strate
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Developing knowledge-based strategi
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Page 186 and 187: 8 Evaluating strategies for e-busin
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Page 194 and 195: Customer view Whatisour image? Eval
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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 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 272 and 273: Advanced knowledge, see Knowledge A
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[8] 2002 e-business-strategies-for-virtual-organizations

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