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

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Figure 3.6 Market alliance model Figure 3.7 Market alliance model (example) Shop & Stop Boston Jewel Osco Chicago Kroger Columbus e-business models for virtual organizations particularly suited to taking advantage of new communications efficiencies and therefore changing components extremely rapidly in response to shifting market forces and opportunities. 3.4.5 Market alliance model Market alliances are organizations that exist primarily in cyberspace, depend on their member organizations for the provision of actual products and services and operate in an electronic market. Normally they combine a range of products, services and facilities in one package, each of which may be offered separately by individual organizations. In some cases the market is open and in others serves as an intermediary. These can also be described as virtual communities but a virtual community can be an add-on such as exists in an e-mall rather Supplier 1 Peapod Great Food.com Supplier 2 Split Pea Supplier 3 ColesMyer Ltd Coles Supermarkets 47
e-Business Strategies for Virtual Organizations Figure 3.8 Virtual broker model 48 than a cyberspace organization perceived as a virtual organization. Amazon.com is a prime example of a market alliance model where substitutability of links is very high. Fast and responsive communication channels are essential to preserve such alliances, which could only have formed occasionally, and relied on duration to be cost effective hitherto. An example of a market alliance model using Peapod – an online retail grocery – is presented in Figure 3.7 and is later referred to in section 3.4.7. 3.4.6 Virtual broker model Virtual brokers are designers of dynamic networks. These provide additional opportunities either as third party value added suppliers such as in the case of common web marketing events (e-Xmas) or as information brokers providing a virtual structure around specific business information services. This has the highest level of flexibility with purpose-built organizations enduring to fill a window of opportunity and dissolving as that window closes. New intermediaries using the Internet (such as eBay and the many auction enterprises) epitomize the growing trend to take fast and inexpensive communications across time and space for granted and to configure themselves for advantage accordingly. The case of Sofcom illustrates how a firm may move to adopt this model as an effective response. Sofcom (www.sofcom.com) is a Melbourne company acting as an electronic intermediary, which provides, in addition to other online content publishing, an online shopping mall for 4835 products in about 60 stores. Sofcom has an extensive online infrastructure to support its product lines and to manage the virtual faces of other businesses whose transactions pass through Sofcom’s SSL secure server. The site offers an online Store Builder TM facility for potential online storeowners. The facility takes potential store owners step by step through 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
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 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 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 42 and 43: � empowerment of staff; Character
Page 52 and 53: e-business models for virtual organ
Page 62 and 63: 3.4 Models of efficient response e-
Page 64 and 65: Figure 3.4 Star alliance model e-bu
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 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 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 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
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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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Figure 9.2 Outsourcing, partnering
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9.9 Summary Outsourcing, partnering
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References Outsourcing, partnering
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e-business strategies in the virtua
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10.10 Summary e-business strategies
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11 Creating virtual cultures for gl
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Creating virtual cultures for globa
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Four stages of market evolution Mar
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Figure 11.4 The four paths of evolu
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References Creating virtual culture
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Advanced knowledge, see Knowledge A
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[8] 2002 e-business-strategies-for-virtual-organizations

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