Opis: Strategies for E-Business - Francisco Martinez-Lopez, Albrecht Enders, Tawfik Jelassi

Strategies for E-Business provides realistic and compact coverage of the key concepts linking strategy and e-business, illustrated by original case studies. Ideal for MBA students and upper level undergraduates, this book utilises extensive research, strategic frameworks, a methodological toolset and original real-world case studies to link e-business to overall corporate strategy. It builds awareness and sharpens students' analytical understanding of how companies have developed and implemented electronic and mobile commerce strategies in the real world and the issues and challenges that e-commerce strategies and applications present.List of exhibits Guided tour Foreword Preface Authors' acknowledgements The authors Publisher's acknowledgements Part I Introduction Chapter 1 Key terminology and evolution of e-business Chapter at a glance Learning outcomes Introduction 1.1 Key terminology 1.1.1 e-Business 1.1.2 Electronic commerce 1.1.3 Mobile e-commerce FT article It's too early for e-business to drop its 'e' 1.1.4 The concept of strategy 1.1.5 The concept of value creation and capturing 1.2 The evolution of e-business 1.2.1 The grassroots of e-business FT article Edi update 1.2.2 The rise of the Internet FT article Boo.com founder fears net bubble 1.2.3 The crash FT article Webvan's billion-dollar mistake 1.2.4 The synergy phase FT article From Netscape to the Next Big Thing: how a dotcom decade changed our lives Blog box Google acquires Internet (May 2017) Summary Review questions Chapter 2 Overview of the e-business strategy framework Chapter at a glance Learning outcomes Introduction 2.1 Key challenges in e-business strategy formulation 2.2 A systematic approach to e-business strategy formulation Summary Review questions Recommended key reading Notes and references Chapter 3 External analysis: the impact of the Internet on the macro-environment and on the industry structure of e-business companies Chapter at a glance Related case studies Learning outcomes Introduction 3.1 Examining trends in the macro-environment 3.1.1 The political and legal environment FT article: Online gambling: The sector has been able to cash in on a regulatory regime set up in Alderney FT article Publishers sued over e-book price 'collusion' 3.1.2 The economic environment FT article UK online economy valued at GBP82bn 3.1.3 The social environment FT article: A social network links our personal and office lives 3.1.4 The natural environment Blog box: How Facebook Got Its Green Back 3.1.5 The technological environment FT article: Trying on the future 3.2 Examining industry structure with the five forces framework FT article: Michael Porter, Management thinker - Academic who shares his values 3.2.1 Industry rivalry 3.2.2 Barriers to entry FT article: Cloud computing cuts start-up costs 3.2.3 Substitute products FT article: Facebook shows it gets the message with Instagram deal 3.2.4 Bargaining powers of buyers and suppliers FT article: Google buys UK price comparison website for GBP37.7m 3.3 Complementing the five forces framework with the co-opetition framework FT article: Nokia and Microsoft talk up benefits of co-dependence Critical perspective 3.1: Benefits and drawbacks of industry analysis tools 3.4 Defining industries, segmenting markets and targeting markets in e-business 3.4.1 Defining an industry 3.4.2 Segmenting markets in an industry e-Business Concept 3.1: The e-business market segmentation matrix FT article: Vodafone and Facebook team up on smartphone 3.4.3 Targeting specific markets in an industry FT article: Google searches to become personalised Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 4 Internal analysis: e-business competencies as sources of strengths and weaknesses Chapter at a glance Related case studies Learning outcomes Introduction 4.1 Understanding core competencies in e-business 4.1.1. Competencies and core competencies: A brief overview 4.1.2. Sources of value and core competencies in e-business FT article: IT linked to financial performance 4.2 Analysing the Internet-impacted value chain 4.3 Leveraging the virtual value chain Critical perspective 4.1: Compatibility between the resource-based view and market-based view of strategy 4.4 Selecting activities for online interaction with customers - the ICDT framework 4.4.1 Information activities FT article: Advertisers rush to master fresh set of skills 4.4.2 Communication activities Blog box: Moving back to personalised interaction - e-Diets.com 4.4.3 Transaction activities 4.4.4 Distribution activities 4.5 Moving beyond the value chain to value networks Blog box: TNT Post (UK) bags Tesco FT article: Outsourcing supply chain operations Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 5 Strategy options in e-business markets Chapter at a glance Related case studies Learning outcomes Introduction 5.1 Understanding the fundamentals of competitive advantage in e-business 5.2 Examining the landscape of strategy options for e-business 5.2.1 Cost leadership strategies 5.2.2 Differentiation strategies 5.2.3 Outpacing strategies (and the risk of getting 'stuck in the middle') 5.3 Developing strategy alternatives 5.3.1 The strategic gameboard framework 5.3.2 e-Business models: a brief overview Blog box: Facebook made $9.51 in ad revenue per user last year in the U.S. and Canada 5.4 Creating a fit between the chosen strategy and the value chain 5.4.1 Consistency between activities Blog box: EasyJet - setting up an organisation for a low-cost strategy FT article: Airlines ditch simple model for complexity 5.4.2 Reinforcement of activities 5.4.3 Optimisation of efforts Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 6 Sustaining a competitive advantage over time Chapter at a glance Related case studies Learning outcomes Introduction 6.1 Building up barriers to imitation 6.2 Dealing with the threats of disruptive innovations in e-business 6.2.1 Understanding the fundamental process of disruptive innovations Blog box: Strategy for startups: the innovator's dilemma 6.2.2 Discovering the underlying reasons for incumbents' failure FT article: Why disruption can be good for business 6.2.3 Raising the right questions to recognise the threats of disruptive innovations 6.2.4 Finding ways to deal with disruptive innovations FT article: Light reading 6.2.5 Selecting the appropriate mental frame for efficient reactions FT article: Snapshot of a humbled giant Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 7 Exploiting opportunities of new market spaces in e-business Chapter at a glance Related case studies Learning outcomes Introduction 7.1 Gaining insights into new market spaces through the value curve 7.2 Looking outside one's own box FT article: The way we shop now 7.3 Pinpointing possibilities for new value creation 7.4 Finding the right time to enter a market FT article: The first-mover advantage myth 7.4.1 Early-mover advantages Blog box: Google just got a whole lot smarter, launches its knowledge graph FT article: Inside match.com 7.4.2 Early-mover disadvantages Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 8 Creating and capturing value through e-business strategies: the value-process framework Chapter at a glance Related case studies Learning outcomes Introduction 8.1 The value-process framework for e-business strategies 8.1.1 Creating value 8.1.2 Capturing value 8.2 Integrating strategic management analyses through the VPF 8.2.1 The value chain analysis and the VPF 8.2.2 The five forces analysis and the VPF 8.3 Sony BMG (Germany): an actual application of the VPF 8.3.1 The business context 8.3.2 Value creation 8.3.3 Value capturing 8.3.4 Findings Summary Review questions Discussion questions Recommended key reading Notes and references Chapter 9 Choosing the appropriate strategy for the internal organisation of e-business activities Chapter at a glance Related case studies Learning outcomes Introduction 9.1 Reasons determining 'make-or-buy' decisions in e-business 9.1.1 Reasons favouring 'make' decisions FT article: Everyone's a critic now - or are they? 9.1.2 Reasons favouring 'buy' decisions 9.2 Choosing the organisational structure for e-business activities 9.2.1 Separate e-business organisation 9.2.2 Integrated e-business organisation FT article: Last bookstores standing may turn digital page 9.3 Value chain deconstruction over the Internet Critical perspective 9.1: The limitations of deconstruction and unbundling 9.4 Unbundling the corporation over the Internet FT article: Model that works even in turbulent times 9.5 Managing conflicts between online and offline distribution channels 9.5.1 Understanding conflicts in distribution channels 9.5.2 The channel conflict matrix FT article: Expedia stops American Airlines ticket sales Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 10 Choosing the appropriate strategy for interaction with suppliers Chapter at a glance Related case studies Learning outcomes Introduction 10.1 Advantages and drawbacks of online purchasing FT article: Supply chain leaders identified 10.2 Classification of B2B e-marketplaces based on the purchasing process and the purchased products FT article: Amazon noses into industrial supply chain 10.3 Classification of B2B e-marketplaces based on their degree of openness 10.4 Integrating e-procurement systems FT article Supply chain is a strategic discipline Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 11 Choosing the appropriate e-business strategy for interacting with users Chapter at a glance Related case studies Learning outcomes Introduction 11.1 The Internet and social commerce 11.1.1 The advent of Web 2.0 11.1.2 Implications of the Web 2.0 for the Internet business models 11.1.3 Understanding user behaviour on the social web FT article: Facebook shows off new marketing tools 11.2 The trade-off between richness and reach Critical perspective 11.1: The limitations to blowing up the trade-off between richness and reach 11.3 Increasing the richness of interactions with customers 11.3.1 Customer relationship management (CRM) in a digital context FT article: Social CRM mirrors rise in customer power 11.3.2 The concept of mass customisation 11.4 Increasing the reach of interactions with customers 11.4.1 Viral growth FT article: Lights, camera, blender! How to create a hit 11.4.2 The 'tipping point' concept 11.4.3 The 'long tail' of Internet-based social networks FT article: Lulu aims to wag the Internet 'long tail' Critical perspective: 11.2 Is there unlimited choice and does it create unlimited demand? Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 12 Moving from wired e-commerce to mobile e-commerce Chapter at a glance Related case studies Learning outcomes Introduction 12.1 Mobility and unwired e-commerce 12.1.1 Understanding the value network of mobile e-commerce 12.1.2 Segmenting mobile e-commerce consumers and business services FT article: The retailers' increasing use of smartphones to reach consumers - Codes open new front in retail wars 12.1.3 Comparison of mobile e-commerce with wired e-commerce 12.2 Strategy and mobility 12.2.1 Leveraging wireless technologies to create a competitive advantage 12.2.2 Impact of wireless technologies on a company's value chain FT article: Mobile: Nirvana is tantalisingly close 12.2.3 Influence of wireless technologies on the industry's five forces 12.2.4 Main ongoing challenges for the companies' mobile e-commerce FT article: The online challenges facing retailers - stores tap into shoppers as mobiles ring the changes 12.3 Ubiquity and u-commerce: Strategy for the ultimate evolution of commerce 12.3.1 What is u-commerce? 12.3.2 Main features of the u-commerce 12.3.3 From wired e-commerce to u-commerce: the definite evolution 12.3.4 Types of u-commerce and new forms of marketing FT article: Welcome to a new reality Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Part III A roadmap for e-business strategy implementation Chapter 13 A roadmap for e-business strategy implementation Chapter at a glance Learning outcomes Introduction 13.1 What is the mission of our company? 13.2 What are the objectives for our e-business strategy? 13.3 What value do we want to offer through our e-business strategy? 13.3.1 What type of competitive advantage do we aim for? 13.3.2 How much breadth do we want to have in our product and service offerings? 13.4 What are the customer segments to target and what is our value proposition for each segment? 13.5 What kind of ethical issues, privacy concerns and security risks do we need to consider? 13.5.1 Dealing with ethical issues and privacy concerns 13.5.2 Addressing security risks FT article: LinkedIn vows to tighten security after password breach 13.6 Should we implement our e-business strategy alone or with external partners? 13.7 What organisational structure should our e-business activities have? 13.8 What is our cost and revenue model? 13.8.1 What is the cost structure of our e-business activities? 13.8.2 What is the revenue structure of our e-business activities? 13.9 How should we align our physical-world strategy with our e-strategy? Summary Review questions Discussion questions Recommended key reading Notes and references Part IV Case studies Chapter 14 Building e-business competence through concepts and cases Chapter at a glance Learning outcomes Introduction 14.1 Defining creativity and analytical ability 4.1.1 Creativity FT article: Breaking the barriers to creativity 14.1.2 Analytical ability 14.2 Becoming a 'catalyst for change' 14.3 Learning about e-business through case studies 14.3.1 Case studies as a context for the analysis of e-business issues 14.3.2 Case studies as a context for the application of e-business concepts 14.3.3 Case studies as a stimulus for creative e-business strategies 14.4 Learning about e-business through concepts and frameworks Strategy in action 14.1 Business thinking: on finding the right balance between analysis and intuition 14.4.1 Extending the breadth of the analysis 14.4.2 Extending the depth of the analysis Strategy in action 14.2: 'Why?' - the importance of questions in strategy formulation Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references A guide to the main focus of the case studies Synopses of case studies B2C e-commerce 1 From A(pples) to Z(oom lenses): extending the boundaries of multichannel retailing at Tesco.com 2 From e-banking to e-business at Nordea (Scandinavia): the world's biggest clicks-and-mortar bank 3 Ducati (Italy) vs. Harley-Davidson (USA): innovating business processes and managing value networks 4 American Well - the doctor will e-see you now B2B e-commerce 5 IBX (Northern Europe): expanding B2B e-purchasing from indirect to direct goods and services 6 Satec (Spain): business transformation through IT value reinvention and organisational redesign 7 Otis Elevator: accelerating business transformation with IT 8 TopCoder (A): developing software through crowdsourcing 9 Appirio: new venture on a cloud 10 ITC e-Choupal: corporate social responsibility in rural India G2B2C e-government 11 e-Government in Estonia: establishing the world's leading information society 12 ICT in Tunisia: a strategic lever for building a knowledge-based economy 13 Fostering innovation in the public sector: Vivek Kundra@USgovernment B2E e-communities 14 Knowledge management at Booz& Company: towards a culture of knowledge sharing and collaboration C2C e-communities 15 Spreadshirt: mass customisation on the Internet 16 When digital David meets physical Goliath: the case of Brockhaus vs. Wikipedia 17 Nettwerk: digital marketing in the music industry 18 Licia Chery and My Major Company: crowd financing to stardom Mobile commerce 19 Sms for Life (A): a public-private collaboration to prevent stock-outs of life-saving malaria drugs in Africa 20 NTT DoCoMo (Japan): moving from a mobile phone operator to a lifestyle service provider 21 M-PESA (Kenya): mobile financial services for the financially excluded in society 22 Tunisiana: leading a mobile telecom operator in post-Arab Spring Tunisia 23 12snap: reinventing mobile marketing Case studies 1 From A(pples) to Z(oom lenses): extending the boundaries of multichannel retailing at Tesco.com 2 From e-banking to e-business at Nordea (Scandinavia): the world's biggest clicks-and-mortar bank 3 Ducati (Italy) vs. Harley-Davidson (USA): innovating business processes and managing value networks 4 American Well - the doctor will e-see you now 5 IBX (Northern Europe): expanding B2B e-purchasing from indirect to direct goods and services 6 Satec (Spain): business transformation through IT value reinvention and organisational redesign 7 Otis Elevator: accelerating business transformation with IT 8 TopCoder (A): developing software through crowdsourcing 9 Appirio: new venture on a cloud 10 ITC e-Choupal: corporate social responsibility in rural India 11 e-Government in Estonia: establishing the world's leading information society 12 ICT in Tunisia: a strategic lever for building a knowledge-based economy 13 Fostering innovation in the public sector: Vivek Kundra@USgovernment 14 Knowledge management at Booz& Company: towards a culture of knowledge sharing and collaboration 15 Spreadshirt: mass customisation on the Internet 16 When digital David meets physical Goliath: the case of Brockhaus vs. Wikipedia 17 Nettwerk: digital marketing in the music industry 18 Licia Chery and My Major Company: crowd financing to stardom 19 Sms for Life (A): a public-private collaboration to prevent stock-outs of life-saving malaria drugs in Africa 20 NTT DoCoMo (Japan): moving from a mobile phone operator to a lifestyle service provider 21 M-PESA (Kenya): mobile financial services for the financially excluded in society 22 Tunisiana: leading a mobile telecom operator in post-Arab Spring Tunisia 23 12snap: reinventing mobile marketing Index

Szczegóły: Strategies for E-Business - Francisco Martinez-Lopez, Albrecht Enders, Tawfik Jelassi

Tytuł: Strategies for E-Business
Autor: Francisco Martinez-Lopez, Albrecht Enders, Tawfik Jelassi
Producent: Pearson
ISBN: 9780273757870
Rok produkcji: 2014
Ilość stron: 780
Oprawa: Miękka
Waga: 1.29 kg

Recenzje: Strategies for E-Business - Francisco Martinez-Lopez, Albrecht Enders, Tawfik Jelassi