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Chapter 9: E-Commerce Systems Amazon.com: Exploiting the Value of Digital Business Infrastructure: Lynda M. Applegate; Meredith Collura Product #: 800330 Length: 40p Teaching Note: 800431 Supplement available Leadership Online: Barnes & Noble vs. Amazon.com (A): Pankaj Ghemawat; Bret Baird Product #: 798063 Length: 21p Teaching Note: 798119 B case available eBay, Inc.: Stephen P. Bradley; Kelley Porter Product #: 700007 Length: 32p Li & Fung: Internet Issues (A): F. Warren McFarlan; Fred Young Product #: 301009 Length: 19p Teaching Note: 302031 B case available Nasdaq Japan: E-Merging Markets: Lynda M. Applegate; Kristin Kohler Product #: 802056 Length: 30p Teaching Note: 802231 H.E. Butt Grocery Co.: The New Digital Strategy (A): F. Warren McFarlan; Melissa Dailey Product #: 300106 Length: 6p Teaching Note: 302027 B case available Abstract Enables a thorough analysis of Amazon.com and the company's value proposition, in terms of its business concept, digital business capabilities, and community and shareholder value. Examines the company's complex set of business models and web of business relationships, as well as Amazon's plan to monetize (generate revenues and earnings through) its assets. Learning Objective: To enable students and executives to analyze firm performance and value in a highly uncertain, rapidly growing business environment. Describes the attempt of a traditional retailer, Barnes & Noble, to counter the challenges posed by an Internet-based start-up, Amazon.com. Subjects Covered: Competition; Electronic commerce; Internet; Publishing industry; Retailing eBay was the world's largest and most popular person-to-person trading community on the Internet. In early 1999, the company was doing very well and seemed to have solved many of its early problems. However, on March 30, 1999, Amazon.com announced that it was entering the online auction arena. This powerful firm could prove to be eBay's strongest competitor to date. Learning Objective: What should eBay do in light of the entry of its most recent and serious competitor to date. Focuses on the issues facing a Hong Kong-based trading company, which links hundreds of factories in India and Asia with major customers like the GAP and Limited in Europe and in the United States. The company has recently launched a dot-com operation to allow its extraordinary network of factories in Asia to target much smaller retail chains in Asia and Europe than they were able to do before. Learning Objective: To gain new insight on the possibilities of global logistics. Describes the design and launch of Nasdaq Japan. Addresses issues concerning the design of electronic markets, the impact of information technology on market structures and relationships, the launch of new ventures by established firms, and the cultural issues that arise when starting new ventures in global markets. Subjects Covered: Electronic commerce; Entrepreneurship; Information technology; Japan Shows how the company's IT priorities have moved from primary supply chain restructuring to e-commerce. Shows the new organization structure created by the company. Students must decide whether this new structure will work. Learning Objective: To highlight the challenges and options of transformation in the world of e-commerce.
Chapter 10: Support Decision Making American Airlines: Object Oriented Flight Dispatching Systems: F. Warren McFarlan; Espen Andersen Product #: 195046 Length: 14p Firefly Network (A): Erik Brynjolfsson; Jean-Claude Charlet Product #: OIT22A Length: 16p Supplement available BroadVision: Erik Brynjolfsson; Jean-Claude Charlet Product #: OIT21 Length: 17p MODULE IV: DEVELOPMENT PROCESSES Chapter 11: Developing Business/IT Strategies Cisco Systems Architecture: ERP and Web-enabled IT: Richard L. Nolan; Kelley Porter; Christina Abstract Describes the organization and development of American Airlines Systems Operation Control (SOC) center, located in Dallas, from which the day-today running of the airline takes place. Specifically, the decision support system used by the flight dispatchers, and the object-oriented tools and techniques used to develop it, are detailed. Learning Objective: Shows the value and experience of an iterative approach to systems development and the use of graphical user interfaces in a highly complex, real-time environment. It also outlines some areas in which the computer, at present, is unlikely to be of much help. Firefly Network develops software that allows Internet-based businesses to gather information about their online customers and deliver personalized information to them in return. Firefly was founded in March 1995 by a group of researchers of the MIT Media Lab working on applications of intelligent software agents. This case discusses the role of personalization software in building online communities and enhancing electronic commerce, with a particular focus on online book selling. It compares the different technologies available, including "rules-based systems," and analyzes the related issues of trust and privacy. Finally, it questions revenue models for Web-based businesses, as well as the strategy of a young Internet software company trying to create an industry standard. Subjects Covered: Artificial intelligence; Consumer marketing; Electronic commerce; Entrepreneurship; Growth strategy; Information technology; Internet; Marketing strategy; Software; Virtual communities BroadVision develops software that allows Internet-based businesses to gather information about their online customers and deliver customized information to them in return. The firm was founded in May 1993 by a successful entrepreneur with a track record of two previous successful startups. The case discusses the role of "rules-based systems" in delivering personalized information directly to the consumer and allowing one-to-one marketing to happen on the Internet. Trust and privacy issues related to the use of this "mass-customization" technology are discussed. Related personalization technologies, such as "collaborative filtering" are analyzed as well. Finally, the case deals with the growth strategy and business model of BroadVision, as a young Internet software company competing with software giants such as Microsoft, Netscape, and Oracle. Subjects Covered: Artificial intelligence; Business models; Consumer marketing; Electronic commerce; Entrepreneurship; Growth strategy; Information technology; Internet; Marketing strategy; Silicon Valley; Software; Virtual communities Abstract Describes the seven-year process of Cisco building its strategic I-Net. First Cisco completely replaced its back-office legacy systems beginning in 1994. At that time, the company standardized on Internet protocols. In
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