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

More documents

Recommendations

Info

Creating virtual cultures for global online communities Table 11.3 The evolution and transformation of customers Persuading predetermined groups of buyers Customers as a passive audience Transacting with individual buyers Time frame 1970s, early 1980s Late 1980s and early 1990s Nature of business exchange and role of customer Managerial mindset Company’s interaction with customers, and development of products and services Purpose and flow of communication Customers are predetermined The customer is an average statistic; groups of buyers are predetermined by the company Traditional market research and inquiries; products and services are created without much feedback Gain access to and target predetermined groups of buyers. One-way communication Seen as passive role The customer is an individual statistic in a transaction Shift from selling to helping customers via help desks, call centres, and customer service programmes; identify problems then redesign products and services Database marketing; twoway communication Lifetime bonds with individual customers Customers as active players Customers as cocreators of value 1990s Beyond 2000 Buyers with specific patterns of consumption The customer is a person; cultivate trust and relationships Providing for customers through observation of users; identify solutions from lead users, and reconfigure products and services based on deep understanding of customers Relationship marketing; twoway communication and access Customers are part of the enhanced network; they cocreate and extract business value as collaborators, codevelopers, and competitors The customer is not only an individual but also part of an emergent social and cultural fabric Customers are co-developers of personalized experiences. Companies and lead customers have joint roles in education, shaping expectations, and co-creating market acceptance for products and services Active dialogue with customers to shape expectations and create buzz. Multilevel access and communication 235
e-Business Strategies for Virtual Organizations 236 conversation. They show how the rise of the Internet has enabled people to restart conversations in a global world. The basic message of this book is that the balance of power is rapidly moving away from giant impersonal corporations and shifting toward well-informed and articulate consumers. One of the main reasons behind the increase in power of the consumer is the fact that the Internet provides a means whereby they can group together into powerful virtual communities. One of the messages in this book is that the large suppliers who try to ignore this change will do so at their own peril. One could argue that the balance of power, at least on the Internet, moved away from the giant corporations to articulate, well-informed and above all, well-connected consumers several years ago. This argument is supported by the 1994 Pentium fiasco. In June 1994 Intel engineers discovered a division error in their new Pentium chip. Intel managers decided not inform anyone outside the company on the grounds that the division error could only affect a very few customers. On 24 October Dr T.R. Nicely, a math professor in Virginia (who double-checked all his work by computing everything twice, on two different computers), detected the error and contacted Intel technical support to report the error. Intel did not get back to Dr Nicely and so on 30 October Dr Nicely e-mailed a few people to inform them of the bug he had discovered. On 3 November Terje Mathisen of Norsk Hydro posted a message entitled ‘Glaring FDIV Bug in Pentium’ on the Internet newsgroup comp.sys.intel. By 24 November the story had been reported by the New York Times, more than 200 other newspapers as well as on the radio and TV news networks. At this stage Intel made an offer to replace a Pentium processor only after Intel had determined that the processor would cause a problem in the application in which it would be used. On 12 December IBM issued a press release announcing that it had halted shipments of Pentium-based PCs and Intel stock had dropped by $3.25 that week. By 20 December Intel finally agreed to replace all flawed Pentiums upon request. Intel had to set aside a reserve of $475 million to cover costs of the Pentium recall. On 18 January 1995 the Wall Street Journal (cited in Hoovers- Online 1994) reported that Intel’s flawed Pentium chips resulted in their profit falling 37% in the fourth quarter of 1994.
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:
Page 160 and 161:
Page 162 and 163:
7 Developing knowledge-based strate
Page 164 and 165:
Developing knowledge-based strategi
Page 166 and 167:
Page 168 and 169:
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Page 176 and 177:
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
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 196 and 197:
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
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 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
show all

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

Create successful ePaper yourself

Delete template?

Save as template?