[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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Creating <strong>virtual</strong> cultures <strong>for</strong> global online communities<br />
Another mistake made by Intel, back in 1994, was to underestimate<br />
the power of, and fail to monitor the discussions of,<br />
their end-users who had become welded into a powerful <strong>virtual</strong><br />
community by the Internet.<br />
Today, Intel posts all known flaws on the Internet to avoid a<br />
recurrence of this problem. It also provides a number of both<br />
technical and non-technical support <strong>for</strong>ums <strong>for</strong> its user community.<br />
As Intel now say:<br />
The support that Intel provides with electronic messaging (email and<br />
support <strong>for</strong>ums) provides the same technical expertise that can be<br />
found on the telephone as well as the instant documentation that can<br />
be found with self-help services. With publicly accessible <strong>for</strong>ums, you<br />
have all of the benefits of email technical support, with the added<br />
benefit of the option of viewing previous messages written by other<br />
participants, and participating with pertinent suggestions and tips<br />
that can help others (Intel 1999).<br />
These <strong>for</strong>ums also allow Intel to engage in conversation with<br />
their user communities and become a member of those<br />
communities.<br />
However, we are not just concerned with the increasing power<br />
of <strong>virtual</strong> groups of consumers. We are also very much<br />
concerned with the nature and role of markets and how they<br />
should be regarded as communities.<br />
11.7 Community building through ICT<br />
Returning to Venkatraman and Henderson’s concept of<br />
e-communities we might expect to see ICT vendors starting to<br />
market products aimed specifically at <strong>virtual</strong> community building.<br />
This has in fact happened. Indeed, in the ERP software<br />
arena product developments have taken place almost exactly in<br />
accordance with the model.<br />
Consider the developments in SAPs, the premier ERP software<br />
vendor, product line (R/3) since the mid-1990s. Prior to the<br />
launch of release 3.1, in 1997, R/3 provided comprehensive and<br />
highly integrated functionality <strong>for</strong> <strong>virtual</strong>ly all of an organization’s<br />
internal <strong>business</strong> processes. However, it had no real<br />
facilities <strong>for</strong> interconnecting with either <strong>business</strong> partners or<br />
customers. Even traditional EDI was only supported if third<br />
party products were bolted onto R/3.<br />
The launch of release 3.1H, in 1997, was the addition of a basic<br />
Internet transaction server layer to the traditional three-layer<br />
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