We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byMadison Foley
Modified over 2 years ago
IT Strategy for Business © Oxford University Press 2008 All rights reserved Chapter 3 E-Strategy
IT Strategy for Business © Oxford University Press 2008 All rights reserved Chapter Objectives Understand need of E-strategy Understand roles of e-strategy Study e-strategy and its mapping with business strategy Study design and implementation of e- strategy Study various steps in development of e-strategy
IT Strategy for Business © Oxford University Press 2008 All rights reserved Introduction E-strategy is the strategic use of electronic capabilities to achieve business objectives. E-strategy refers to the delivery of a powerful combination of strategy, issue advocacy, and cutting-edge web-technology services (including all services that can come under umbrella of E) to empower, activate, educate, and mobilize/support business strategy, marketing strategy, IT and infrastructure strategy, and resources of a business to achieve business objectives.
IT Strategy for Business © Oxford University Press 2008 All rights reserved Nine dimensions of E-strategy
IT Strategy for Business © Oxford University Press 2008 All rights reserved Readiness for implementation of E-strategy
IT Strategy for Business © Oxford University Press 2008 All rights reserved Matrix for prioritization for implementation of e-strategy - Business impact: The impact of the initiative on business. This impact is generally determined on the basis of experience and inference. - Business urgency: There are some initiatives that are urgent for businesses. For online trading to control the traffic and management of connectivity may be more important than GUI (graphic user interface) enhancements. - Technical complexity: The technical complexity along with business impact is used to decide the priority. - Effort involved: To make use of resources optimally it is important to know the efforts involved to prioritize the initiative. - Change involved: The change involved with reference to an initiative and its organizational impact is used for prioritization. Further the roles of different parts of the organization should be considered for prioritization.
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-business Strengths from strategic perspective - Within the traditional sector the investments are low. - Reputation of traditional brands. - E-commerce shops are expandable. - E-commerce prices respond according to demand (direct marketing). - E-commerce lowers the cost of stocks and personnel. - E-commerce is available 24 hours a day. - E-commerce personnel are highly educated. - The target group is reached.
IT Strategy for Business © Oxford University Press 2008 All rights reserved Traditional and E-commerce infrastructure
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-commerce and E-business An e-business system enables marketing, buying, selling, delivering, servicing, and payment of products, services, and information primarily across non-priority networks, in order to link enterprise with its current and target customers, agents, suppliers, and business partners (i.e., extended organizations). Corporate Strategy E-commerce is an important part of e- business.
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-business Model
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-Strategy as target Here strategy merges with mission and vision in defining the future course of the firm. Here e- strategy identifies how it could enable the overall process to get to the desired target. E-Strategy as a support for decision-making E-strategy acts as a technical enabler to get the pattern that gives coherence to the decisions. E-Strategy as a vehicle for coordination & communication Enabling consistency of decision making across different departments and individuals.
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-strategy impact It changes industry structure and, in doing so, it alters the rules of competition. It creates competitive advantage by giving companies new ways to out perform their rivals. It spawns new businesses, often from within a companys existing operations
IT Strategy for Business © Oxford University Press 2008 All rights reserved Porters five force model extended for E-strategy (1) Force One: Bargain power of buyer E -Impact: - Increased due to choices - Increased because of increase in customer knowledge and transparency - Increased because of availability of different channels - Increased because of availability of different sources E -Strategy to make business work: - Quality beyond technology - Service with apt technology - E for extra
IT Strategy for Business © Oxford University Press 2008 All rights reserved Force two Force Two: Bargain power of supplier E-Impact - Reduced due to choices - Commoditization of e-procurement and e-marketplaces - More price driven E Strategy to make Business work - Limit commoditization by new measurement - Let business drive commerce - Value for money
IT Strategy for Business © Oxford University Press 2008 All rights reserved Force Three Force Three: Threats of substitute products and services E Impact - New product being introduced because of availability of knowledge and market place from different resources - Monitoring such entry became easier - Faster production of services E Strategy to make business work - Proper tracking with technology - Strategy to build barriers - Innovation with E
IT Strategy for Business © Oxford University Press 2008 All rights reserved Force Four Force Four: Barrier to entry E Impact - Reduced for service organizations and retailers who need mobile sales force - Monitoring entrant became easier - Easy for followers due to internet E Strategy to make business work - Build barrier with innovation and new techniques - Optimal use - Barrier with service
IT Strategy for Business © Oxford University Press 2008 All rights reserved Force Five Force Five: Rivalry among existing competitors E Impact - More intense because of shorter product life cycles - Commoditization E Strategy to make business work - Capturing complete value chain - E-strategy to target niche market - Knowledge enabled business
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-strategy and E-economy – Ecommerce features 1.Ubiquity 2.Global Reach 3.Universal standards 4.Richness of information 5.Interactivity 6.Information density 7.Personalization
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-strategy bonds Leadership Learning Infrastructure
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-strategy to drive leadership
IT Strategy for Business © Oxford University Press 2008 All rights reserved
IT Strategy for Business © Oxford University Press 2008 All rights reserved E-strategy barriers -- Traditional workers have less education and are not aware of the new technologies. - The e-commerce target group is difficult to reach. Other channels are required along with the internet if the reach is to be comprehensive. - Most of the e-commerce companies sell using only (next to the other sales channels). Back- office is usually not integrated in the e-commerce application. - The e-commerce logistical costs can be high.
IT Strategy for Business © Oxford University Press 2008 All rights reserved Benefits of Implementing E-strategy (1) Time saving: One of the major driving forces behind implementation of e-commerce is that it saves time. The savings in time takes place on different fronts. (2) Improved communication with customers and suppliers: The communication and interactions with suppliers become easier. The financial transactions become efficient and that allows them to concentrate on other fronts. Electronic communication makes overall communication efficient
IT Strategy for Business © Oxford University Press 2008 All rights reserved Summary E-strategy is about knowledge and technology and their perfect balance with business objectives. The new innovative technologies, changes in the marketplace, and economical transformation have embraced the need for more dynamic and knowledge driven strategies. E-strategies are for e-business and for all the companies that are directly or indirectly using this e component. There are different requirements in this environment and thus e-strategies have become important.
IT Strategy for Business © Oxford University Press 2008 All rights reserved End of Chapter Three
E-Marketing, 3rd edition Judy Strauss, Adel I. El-Ansary, and Raymond Frost Chapter 2: Strategic E-Marketing © Prentice Hall 2003.
Ashesi University COURSE TITLE : COMPETITIVE STRATEGY 1 ST SEMESTER : 2011/2012 MODULE 2: Strategic Analysis: Industry and Competitor Analyses Lecturer.
Dr. Chen, Electronic Commerce Pearson/Prentice Hall & Dr. Chen, Electronic Commerce Chapter 14 E-Commerce Strategy and Global EC.
Strategy and the Internet vs. Rethinking Strategy in a Networked World Articles by Michael E. Porter and Don Tapscott.
Information Systems, Organizations, and Strategy Chapter 1 VIDEO CASES Case 1: National Basketball Association: Competing on Global Delivery with Akamai.
ISM 158 Lecture 3 IT Impact on Business Models Key Learning Objectives Understand that IT can impact the business model through its effects on strategy.
E-Marketing, 3rd edition Judy Strauss, Adel I. El-Ansary, and Raymond Frost Chapter 3: The E-Marketing Plan © Prentice Hall 2003.
E-Sourcing Today A Perspective on the Role and Scope of e- Sourcing and the State of the e-Sourcing Marketplace.
3.1 © 2010 by Pearson 3Chapter Information Systems, Organizations, and Strategy.
Information Systems Planning Chapter 4 Information Systems Management In Practice 7E McNurlin & Sprague PowerPoints prepared by Michael Matthew Visiting.
E-Business Strategies Bob Smith Associate Professor/Extension Specialist Dept. of Wood Science and Forest Products Virginia Tech E-Commerce: Impacting.
Course Overview & Introduction Lectures 1,2,3. Overview of Electronic Commerce & E- Business.
A Knowledge InnovationTM Project Proposal for (The Producing Village) June Egypt.
Purchasing and Supply Chain Management by W.C. Benton Chapter Two Purchasing Decisions And Business Strategy McGraw-Hill/IrwinCopyright © 2010 The McGraw-Hill.
Chapter 8 Order Management and Customer Service Learning Objectives After reading this chapter, you should be able to do the following: Understand the.
Unit 3 (b) – Business level strategies R.Kannan. 4-2 What Is Business-Level Strategy? Business-level strategy – A plan of action to use the firm’s resources.
ERP and E-Business- An Overview Based on the book Enterprise Resource Planning Solutions and Management by Flona Fui-Hoon Nah, Idea Group Publishing 2001.
1 ICS 462 Information Systems Strategy & Implementation 2.1 Analytical Tools in Strategic Management: Strategic Analysis.
Learning Objectives 11.1 Describe the advantages and disadvantages of the most common forms of business ownership Identify the stakeholders of a.
Essentials of Management Information Systems, 6e Chapter 3 Information Systems, Organizations, Management, and Strategy 3.1 © 2005 by Prentice Hall Information.
Chapter 1 Overview of Electronic Commerce. EC 2006Prentice Hall 2 Learning Objectives 1.Define electronic commerce (EC) and describe its various categories.
© 2009 Pearson Prentice Hall. All rights reserved. Strategy, Balanced Scorecard and Strategic Profitability Analysis.
The Top IS Job Simon Fraser University CMPT 301, Week 2, Fall 2007 Wang, Can;
UNIT I FUNDAMENTAL OF E-COMMERCE 1.1INTRODUCTION TO E-COMMERCE 1.2 DRIVING FORCES OF E-COMMERCE 1.3 BENEFITS AND LIMITATIONS OF E-COMMERCE 1.4 DATA MINING.
1 E-Strategy, Internet Communities, and Global EC.
S TRATEGIC IT A LIGNMENT Group 2 Paul Mak’Abong’o D61/79785/2012 Michael Nganga D61/60676/2013 Cliff Nderi D61/79194/2012 Alex Kamiru D61/79111/2012 Phyllis.
9.1 © 2007 by Prentice Hall 9 Chapter Achieving Operational Excellence and Customer Intimacy: Enterprise Applications.
What is Trade Promotions? Created August 5, 2004.
Marketing Indicator 3.05 Acquire foundational knowledge of channel management to understand its role in marketing.
KA Managing Hardware and Software Assets 1 LECTURE 4 Managing Hardware, Software Assets, Data Resources, and Telecommunication & Networks.
© 2016 SlidePlayer.com Inc. All rights reserved.