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

More documents

Recommendations

Info

Creating virtual cultures for global online communities (1), Victoria (1), Sydney (6 + 5 NSW restaurants), Darwin Agent (1). The site also features a page with links to 32 or so wine sites worldwide. There are also links to key local industry players in Western Australia, e.g. Wine Industry Association of Western Australia Inc., and Australian Wine Online. LRW has joined the London Wine Clearing House – a facility allowing international wine producers to stock their produce in the UK without incurring import tax and sales tax until such time as actual sales of wines are made. Integrating the company’s online ordering facilities with the clearing house had enabled LRW to realize huge cost savings and effective management in inventory, export, staffing and product delivery. Now the CEO can manage all sales in the UK over the Net from the home base in Western Australia. Without the online facility, the company would need to have at least a sales representative in the UK to take care of orders and arrange delivery from stocks in the warehouse. According to the CEO, James, the UK market is a premium market representing very competitive pricing and very small profit margins, which makes such the cost savings crucial. The integrated online ordering clearing house system also enable the company to monitor stock levels in order to plan future productions. Easy and real-time stock levels means the company can engage in selective strategy to push sales through its gift services – a new product line aimed at customers who would like to place orders for choice wines for delivery to friends or loved ones. Virtual organizing e-business strategy The core feature of managing a business on the Internet is to consistently review the entire business value chain to identify opportunities for adapting and redefining core operations while looking to exploit emerging capabilities of the Internet for creating enhanced business value. This is essentially a virtual organizing strategy. The strategy continually reviews the strategic agenda and the appropriateness of the business model and how these align with the relevant product markets, demands of the stakeholder community and existing and/or available infrastructure capabilities. At LRW, there are indications that they are moving the e-business to a virtual alliance model where other wineries in the Swan Valley region would participate in some form of common 249
e-Business Strategies for Virtual Organizations Success factors 250 brand marketing. Such an alliance may be implemented as common web space featuring common facilities for the participating group of firms or just provide visibility for the alliance and its objective with smart links on the company’s website which would be reciprocated on the sites of participating SMEs. Given the fact that LRW is already a major supplier of wine production related services to many of the other Swan Valley wineries, it is easy to see the company’s adaptation as a way to add on new product lines especially in the business-to-business category targeting the other wineries There is an ongoing commitment to improve online systems as a way to improve the company’s marketing strategy. Since 1995 the company has undertaken two major upgrades of its e-business infrastructure. A review of the company’s initial website, developed in 1995, shows that LRW has an active strategy for enhancing its online infrastructure. Comparison of the three versions of sites shows radical improvements to the design. One key difference is that the older site attached significant importance to clients visiting the physical location of the winery. At that time physical awareness (as associated with traditional marketing strategies) was considered key to image building and brand loyalty by the company. This emphasis has become reduced in the current version of the site. The online ordering facility has remained simple in layout but the new hyperlinks emphasize stronger alliances along the value chain and a broader commitment to the global marketplace. This has resulted in a considerable increase in national and international sales. The LRW site encourages visitors to join the company’s electronic mailing list on wine and health to learn about developments in the industry and the company’s products as well as communicate directly with the company. This is aimed at building brand loyalty. A group discussion on LRW e-business led by the company’s CEO revealed a number of insights about some of the factors which influence its success. These are reviewed below. Technical knowledge about e-business environment This was described as an important factor for LRW e-business success, and supports a common finding of the review of a host
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 210 and 211:
Page 212 and 213:
Page 214 and 215:
Page 216 and 217:
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?