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1、Chapter 5E-business Strategy,Learning objectives,Follow an appropriate strategy process model for e-business;Apply tools to generate and select e-business strategies;Outline alternative strategic approaches to achieve e-business.,Issues for managers,How does e-business strategy differ from tradition
2、al business strategy?How should we integrate e-business strategy with existing business and IS strategy?How should we evaluate our investment priorities and returns from e-business?,Michael Porter on the Internet,The key question is not whether to deploy Internet technology companies have no choice
3、if they want to stay competitive but how to deploy it.,Porter,M.(2001)Strategy and the Internet,Harvard Business Review,March 2001,6278.,Different forms of organizational strategy,Figure 5.1 Different forms of organizational strategy,Relationship between e-business strategy and other strategies,Figu
4、re 5.2 Relationship between e-business strategy and other strategies,A generic strategy process model,Figure 5.3 A generic strategy process model,Dynamic e-business strategy model,Figure 5.4 Dynamic e-business strategy modelSource:Adapted from description in Kalakota and Robinson(2000),Elements of s
5、trategic situation analysis for the e-business,Figure 5.5 Elements of strategic situation analysis for the e-business,What happens where there is no e-business strategy?,Missed opportunities for additional sales on the sell-side and more efficient purchasing on the buy-sideFall behind competitors in
6、 delivering online services may become difficult to catch up,e.g.Tesco,DellPoor customer experience from poorly integrated channels,Adoption steps of e-business services,Figure 5.6 Adoption steps of e-business services,Summary applications portfolio analysis for the B2B Company,Figure 5.7 Summary ap
7、plications portfolio analysis for The B2B Company,SWOT analysis for the B2B company,Figure 5.8 SWOT analysis for The B2B Company,Customer demand for e-marketing services for The B2B Company,Figure 5.9 Customer demand for e-marketing services for The B2B Company,Competitive threats acting on the e-bu
8、siness,Figure 5.10 Competitive threats acting on the e-business,Porters five forces,Threat ofsubstitutes,Activity Impact of Internet,For one of the industries below,assess how the Internet has changed the competitive forces,e.g.has it increased or decreased power of suppliers and customers?Industrie
9、s:BankingSupermarketsOil industryRail industry,Elements of strategic objective setting for the e-business,Figure 5.11 Elements of strategic objective setting for the e-business,Direct and indirect Internet contributions for fast growth companies in the US,Figure 5.12 Direct and indirect Internet con
10、tributions for fast-growth companies in the USASource:PricewaterhouseCoopers(2000),Grid of product suitability against market adoption for transactional e-commerce(online purchases),Figure 5.13 Grid of product suitability against market adoption for transactional e-commerce(online purchases),Element
11、s of strategy definition for the e-business,Figure 5.14 Elements of strategy definition for the e-business,Strategic options for a company in relation to the importance of the Internet as a channel,Figure 5.15 Strategic options for a company in relation to the importance of the Internet as a channel
12、,Assessment of risk for market and product development for the B2B company,Figure 5.16 Assessment of risk for market and product development for The B2B Company,New product development Smile online banking(www.smile.co.uk),D(),Figure 5.18 D(),Elements of strategy implementation for the e-business,Figure 5.19 Elements of strategy implementation for the e-business,
