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Chapter 3 E-Strategy.

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Presentation on theme: "Chapter 3 E-Strategy."— Presentation transcript:

1 Chapter 3 E-Strategy

2 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

3 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.

4 Nine dimensions of E-strategy

5 Readiness for implementation of E-strategy

6 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.

7 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.

8 Traditional and E-commerce infrastructure

9 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.

10 E-business Model

11 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.

12 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 company’s existing operations

13 Porter’s 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

14 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

15 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’

16 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

17 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

18 E-strategy and E-economy – Ecommerce features
Ubiquity Global Reach Universal standards Richness of information Interactivity Information density Personalization

19 E-strategy bonds Leadership Learning Infrastructure

20 E-strategy to drive leadership


22 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.

23 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  

24 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.

25 End of Chapter Three

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