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

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Creating virtual cultures for global online communities 1000 items and attracted more than 2 million visitors (Hong Kong Trade Development Centre 1999). In the second half of 1999 it expanded its product line significantly and invested heavily in advertising in the US market to build up its brand name there. Its aim was to build a pop-culture community around its website. It already published a weekly magazine on toys, comics and movies at its site, and launched an auction market for collectible toys/action figures in quarter three of 1999. By November 1999 the site had become one of the web’s premier action entertainment portals with over 65 000 toys, action figures, video games and anime titles in stock, daily entertainment news and original episodic anime. According to NCompassLabs: Actionace.com is raising the online experience to a new level – combining original content, a passionate community and e-commerce to create an all-inclusive action entertainment experience. (NCompass- Labs 1999) In the second quarter of 2000 ActionAce launched its new ‘NeoGlyphix’ service which provided: exciting webisodic animated shows that play through your PC or MAC on Netscape and Explorer, using the Macromedia Flash plug-in. They plan to introduce online gaming in the summer of 2000 so that virtual community members can game together over the Internet. When one visits the ActionAce portal, and the services that lie behind, it creates an experience more like visiting a club than a retail outlet. 11.9 Global communities The increasingly widespread use of the Internet means that corporations can no longer ‘control’ the information and knowledge available to their customers as was shown by the Pentium fiasco. Instead corporations should be leveraging the knowledge their customers possess in order to co-create value for the wider community as well as the organization. The ICT required to do this is now readily available. Whether or not companies will make use of this technology to create their own customer communities remains to be seen. 241
e-Business Strategies for Virtual Organizations Figure 11.1 242 However, success within the global e-community will require: � Differentiation and the creation of attractive communities. � Creation of unique value propositions. � The ability to be a ‘good citizen’ and to enter into engaging dialogues with other members of the e-community. Truly global markets now produce and consume about 20% of world output – about $6 trillion of the planet’s $28 trillion gross domestic product. Within 30 years, as that GDP expands to $91 trillion (assuming an overall real growth rate of 4%), global markets could multiply 12-fold, reaching about $73 trillion, more than 80% of world output. Economic integration, the force driving this expansion, will promote the formation of global markets in almost every industry (including service based such as education) and, more integration will take place in the next 30 years than occurred in the previous 10 000 or more. In a world without economically significant geographic boundaries, the rules are going to change. The good news is that companies will have access to the world’s finest resources: the most talented labour, the largest markets, the most advanced technologies, and the cheapest and best suppliers of goods and services. The bad news is that the risks will be high because every business will have to compete against the world’s best, and integrating markets are volatile and uncertain. Global companies are looking to emerging markets for growth. Companies in emerging markets are searching for ways into the
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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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9 Outsourcing, partnering and the v
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Outsourcing, partnering and the vir
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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
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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