eBusiness: Strategies, Frameworks, Business Models, Networking, Security, ePayment, eProcurement, SCM, ERP, CRM, Case Study: Channel Conflicts E-Book
Thomas Kramer
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- Herausgeber: GRIN Verlag
- Sprache: Englisch
Script from the year 2000 in the subject Computer Science - Commercial Information Technology, grade: 1,0 (A), European Business School - International University Schloß Reichartshausen Oestrich-Winkel (Information Systems), language: English, abstract: Theme 1: Strategy and Applications 1. There are 2 approaches to apply e-business: • Portfolio oriented methods: --> IT follows strategy (reactive) - Directed towards aligning the IS function with the company's strategy - IS function as a business expense - Top-Down Approach • Impact oriented methods: --> IT (partly) determines strategy (interdependent) - IT integral part of the strategy formulation process (dynamic alignment) - IS function as a business investment - Bottom-Up Approach [...]
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Veröffentlichungsjahr: 2002
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Competitive strategy is an enterprise's plan for achieving sustainable competitive advantage over, or reducing the edge of, its adversaries. In Porter's view, the performance of individual corporations is determined by the extent to which they cope with, and manipulate, thefive key 'forces'which make up the industry structure:the bargaining power of suppliers;
the bargaining power of buyer;
the threat of new entrants;
the threat of substitute products; and
rivalry among existing firms.
Enterprises, through their strategies, can influence the five forces and the industry structure, at least to some extent.
Under Porter's framework, enterprises have four generic strategies available to them whereby they can attain above-average performance. They are:cost leadership;differentiation;cost focus; andfocused differentiation
By performing these activities, enterprises create value for their customers. The ultimate value an enterprise creates is measured by the amount customers are willing to pay for its product or services. A firm is profitable if this value exceeds the collective cost of performing all of the required activities. To gain competitive advantage over its rivals, a firm must either provide comparable value to the customer, but perform activities more efficiently than its competitors(lower cost),or perform activities in a unique way that creates greater buyer value and commands a premium price(differentiation).
Of especial importance is'product differentiation':
This is the degree to which buyers perceive products from alternative suppliers to be different, oras it is expressed by economic theory,
the degree to which buyers perceive imperfections in product substitutability. The buyers ofdifferentiated products may have to pay a price when satisfying their preference for something special, in return for greater added-value.
Market ResearchProduct DevelopmentRecruitmentEDISales
Customer Service - Online product support
Howsustainable is the competitive advantage?
Direct Business Relationships
With the direct business-to-customer relationship (e-channel), the company will lose the knowledge of the market and the
stores because they are superfluous now. Conflict
The stores/agencies (standard channel) don’t benefit from the direct channel and therefore won’t cooperate with thecompany in the future. ConflictIndirect Business Relationships
Like boo.com you have a virtual portal (virtual wholesale) in which you have one interface to different channels
With the increase in “going online”:
conflictswith agencies occur, since… … different market are targeted … acceptance by the customers increases
