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

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Creating virtual cultures for global online communities Another mistake made by Intel, back in 1994, was to underestimate the power of, and fail to monitor the discussions of, their end-users who had become welded into a powerful virtual community by the Internet. Today, Intel posts all known flaws on the Internet to avoid a recurrence of this problem. It also provides a number of both technical and non-technical support forums for its user community. As Intel now say: The support that Intel provides with electronic messaging (email and support forums) provides the same technical expertise that can be found on the telephone as well as the instant documentation that can be found with self-help services. With publicly accessible forums, you have all of the benefits of email technical support, with the added benefit of the option of viewing previous messages written by other participants, and participating with pertinent suggestions and tips that can help others (Intel 1999). These forums also allow Intel to engage in conversation with their user communities and become a member of those communities. However, we are not just concerned with the increasing power of virtual groups of consumers. We are also very much concerned with the nature and role of markets and how they should be regarded as communities. 11.7 Community building through ICT Returning to Venkatraman and Henderson’s concept of e-communities we might expect to see ICT vendors starting to market products aimed specifically at virtual community building. This has in fact happened. Indeed, in the ERP software arena product developments have taken place almost exactly in accordance with the model. Consider the developments in SAPs, the premier ERP software vendor, product line (R/3) since the mid-1990s. Prior to the launch of release 3.1, in 1997, R/3 provided comprehensive and highly integrated functionality for virtually all of an organization’s internal business processes. However, it had no real facilities for interconnecting with either business partners or customers. Even traditional EDI was only supported if third party products were bolted onto R/3. The launch of release 3.1H, in 1997, was the addition of a basic Internet transaction server layer to the traditional three-layer 237
e-Business Strategies for Virtual Organizations 238 client–server architecture but, very little additional B2B or B2C functionality was provided with release 3.1. However, the launches of versions 4.5 and 4.6 in 1998 and 1999 included a massive new range of EC and EB functionality. SAP now provides a whole range of Internet ready EC (front-end) and EB components providing linkages to the internal ERP components. Since the release of 4.5 SAP has refocused on providing products that are designed to facilitate what Venkatraman and Henderson refer to as VO-ing and what Prahalad and Ramaswamy refer to as enhanced networks of traditional suppliers, manufacturers, investors and customers. There major product groups are now labelled ‘marketplaces’, ‘workplaces’, and ‘business applications’ – and significantly they are presented in that order. Marketplace products are primarily concerned with the creation of electronic marketplaces and include components such as portal management, auction systems, web casting, forums, chat services and even a community management service. The workplace products provide a one-stop, web-based enterprise portal that lets the employee or any other authorized person access the applications, information, and services available on the enhanced network. The business applications include: � E-commerce (including the usual electronic catalogues, shopping carts, payment systems, etc.). � Customer relationship management. � Supply chain management. � Strategic enterprise management. � Business intelligence. � Knowledge management. All these are in addition to the original core internal functions of human resources, logistics execution, manufacturing, product life cycle management, and financials. SAP’s new outward focus is characterized by their own corporate portal. This has been re-branded ‘mySAP.com’ and when accessed opens a window that displays: Share Your Thoughts About SAP’s Web site SAP values your opinion about all its products and services, and we would like to know what you think about our Web site. Our goal is to
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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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8 Evaluating strategies for e-busin
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Figure 8.2 Fitness landscapes Evalu
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Evaluating strategies for e-busines
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Table 8.1 Information economics - v
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Customer view Whatisour image? Eval
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Table 8.6 Matrix for preparing to m
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Page 224 and 225: e-business strategies in the virtua
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Page 244 and 245: 11 Creating virtual cultures for gl
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Page 266 and 267: References Creating virtual culture
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