The document discusses how the Internet affects business strategy and competition. It makes several key points:
1) The Internet adds a new distribution channel, allows new ways to perform value chain activities, and alters competitive forces. It generates new industries and affects competitiveness.
2) Internet technology consists of integrated computer networks and infrastructure. Suppliers provide specialized technology components and services.
3) Companies can use the Internet to improve efficiency in their value chains and even bypass some activities. However, competitive advantages from Internet use are difficult to sustain due to low barriers to entry and imitation by rivals.
The document discusses business models and strategies for companies operating in the internet economy. It provides examples of how major internet companies like eBay, Google, Facebook, and Apple generate revenue. The key ways discussed are advertising, subscriptions, transaction fees, and selling virtual goods/premium content/data. For example, eBay earns money from fees on transactions conducted through its marketplace, and Google earns most of its revenue from advertising on its sites and networks.
Our strategic management team conducted a thorough external and internal analysis, considering quantitative data from Best Buy on viability of future strategy and recommendations they should consider.
1. The document discusses how the internet impacts corporate strategy and industry structure. It examines essential questions around how economic benefits will be distributed and how the internet will impact profitability and competitive advantage.
2. Three levels of e-business strategy are described from experimentation to integration to transformation. The stages of an e-business strategy process are also outlined.
3. Stage two of the process involves diagnosing the industry environment through analyzing competitors and benchmarking technology, as well as diagnosing the company through assessing customers, suppliers, technologies, and identifying SWOTs.
This document discusses e-business strategy and its importance. It defines e-business strategy as part of a company's overall corporate strategy that interconnects with marketing, organizational and IT plans. An e-business strategy is essential for any organization conducting business online as it defines short and long-term e-business goals and how to meet them through careful planning. The document outlines key elements of an e-business strategy including risk management, website technology, content, marketing and e-commerce planning. It also discusses why an e-business strategy is important to maximize opportunities and avoid threats from competitors as well as provide a good customer experience.
This document discusses strategies for managing large technology acquisitions, known as "megadeals". It analyzes 131 tech deals worth over $1 billion from the past 5 years. Megadeals fall into 4 categories: consolidation, capabilities extension, technology-driven market transformation, and going private.
The document outlines 7 challenges of megadeals and strategies to address them. The challenges include assigning accountability, relying on acquired management, properly valuing synergies, tailoring integration playbooks, and conducting sufficient due diligence. Cost synergies are generally more achievable than revenue synergies. Megadeals require distributing accountability, succession planning for acquired leaders, focusing on costs, customizing integration plans, and thorough vetting between
The biggest consumer electronics outlet in the US is Best Buy, which operates over 3,900 stores mostly under the Best Buy and The Phone House banners. Best Buy sells a wide variety of electronic gadgets, movies, music, computers, and appliances. In addition to selling products, Best Buy offers installation and maintenance services, technical support, and subscriptions. Best Buy in 2008 became the leading retailer of PC products and consumer electronics, with a market share of 16.4% and 19.3% respectively. While Best Buy comes in second to Wal-Mart in pricing, it focuses on changing store layouts and services like Geek Squad to attract more revenue.
The document discusses business models and strategies for companies operating in the internet economy. It provides examples of how major internet companies like eBay, Google, Facebook, and Apple generate revenue. The key ways discussed are advertising, subscriptions, transaction fees, and selling virtual goods/premium content/data. For example, eBay earns money from fees on transactions conducted through its marketplace, and Google earns most of its revenue from advertising on its sites and networks.
Our strategic management team conducted a thorough external and internal analysis, considering quantitative data from Best Buy on viability of future strategy and recommendations they should consider.
1. The document discusses how the internet impacts corporate strategy and industry structure. It examines essential questions around how economic benefits will be distributed and how the internet will impact profitability and competitive advantage.
2. Three levels of e-business strategy are described from experimentation to integration to transformation. The stages of an e-business strategy process are also outlined.
3. Stage two of the process involves diagnosing the industry environment through analyzing competitors and benchmarking technology, as well as diagnosing the company through assessing customers, suppliers, technologies, and identifying SWOTs.
This document discusses e-business strategy and its importance. It defines e-business strategy as part of a company's overall corporate strategy that interconnects with marketing, organizational and IT plans. An e-business strategy is essential for any organization conducting business online as it defines short and long-term e-business goals and how to meet them through careful planning. The document outlines key elements of an e-business strategy including risk management, website technology, content, marketing and e-commerce planning. It also discusses why an e-business strategy is important to maximize opportunities and avoid threats from competitors as well as provide a good customer experience.
This document discusses strategies for managing large technology acquisitions, known as "megadeals". It analyzes 131 tech deals worth over $1 billion from the past 5 years. Megadeals fall into 4 categories: consolidation, capabilities extension, technology-driven market transformation, and going private.
The document outlines 7 challenges of megadeals and strategies to address them. The challenges include assigning accountability, relying on acquired management, properly valuing synergies, tailoring integration playbooks, and conducting sufficient due diligence. Cost synergies are generally more achievable than revenue synergies. Megadeals require distributing accountability, succession planning for acquired leaders, focusing on costs, customizing integration plans, and thorough vetting between
The biggest consumer electronics outlet in the US is Best Buy, which operates over 3,900 stores mostly under the Best Buy and The Phone House banners. Best Buy sells a wide variety of electronic gadgets, movies, music, computers, and appliances. In addition to selling products, Best Buy offers installation and maintenance services, technical support, and subscriptions. Best Buy in 2008 became the leading retailer of PC products and consumer electronics, with a market share of 16.4% and 19.3% respectively. While Best Buy comes in second to Wal-Mart in pricing, it focuses on changing store layouts and services like Geek Squad to attract more revenue.
Best Buy careers in Finance, Accounting, or Taxikahn
This presentation highlights Best Buy's Finance organization which includes accounting and tax specialties. This is the "why you'd want to work at Best Buy corporate" presentation. Covers Best Buy company performance details, and campus amenities. Describes the structure of Best Buy's finance organization
The document discusses strategic planning and different business models for e-marketing. It explains that strategic planning identifies an organization's goals for growth and competitive position. E-business and e-marketing strategies use information technology to achieve objectives and competitive advantages. Common e-business models include activity-level models like online sales and advertising, as well as business process models and enterprise models. The Balanced Scorecard framework assesses performance across four perspectives: customer, internal, innovation/learning, and financial.
Best Buy is developing a renewal strategy to address competition, changing markets, and growth struggles. The presentation covers Best Buy's history, current issues, a SWOT analysis, alternatives considered, and recommendations. Recommendations include expanding digital outreach through social media, mobile apps, and partnerships. Additionally, engaging customers in-store through kiosks, Geek Squad training, and a technology incubator are suggested. An implementation plan and financial projections accompany the recommendations.
This document discusses benefits and issues of eBusiness. It lists 5 benefits as competitive edge, global accessibility, establishing a brand name, capturing large markets, and exclusive strategic alliances. It also lists 5 issues as cost of development being high, chance of failure, systems becoming obsolete, lack of initial support services, and shortage of skills. It then provides examples of how eBusiness concepts could help address global problems related to poverty by discussing eEducation, eHealth, and enabling online charities, help, support and donations.
This chapter discusses how businesses use information systems to gain competitive advantages. It introduces key concepts like business processes, business process management, Porter's competitive forces model, and aligning business and IT strategies. Porter's model analyzes five competitive forces - threat of new entrants, power of suppliers and customers, rivalry among competitors, and threat of substitutes. The chapter also explains how companies can use IT to pursue strategies like improving processes, reducing costs, creating opportunities, and building barriers to entry to improve their competitive positions.
In the fall of 2006, I did a marketing communications observation on Best Buy for a Marketing Communications course. The observation project was basically a small-scale audit for which I collected as many examples of marketing communications as I could find. These included commercials, print ads, website screenshots, photos of store interiors, and more. I analyzed other customer touch-points for the brand, such as in-store salespeople, telephone customer service, and the store environment. I also touched on consumer brand image perceptions gathered through personal conversations, blog posts and other websites. Finallly, I drew conclusions about the role of Best Buy’s communications in their customer relationships and in the customer experience.
This presentation by Helder Vasconcelos, Vice-Rector at Porto University, was made during the discussion “Merger Control in Dynamic Markets” held at the 18th meeting of the OECD Global Forum on Competition on 6 December 2019. More papers and presentations on the topic can be found at oe.cd/mcdym.
The document discusses IBM's e-business strategy. IBM aims to transform itself into an e-business to capture new opportunities from technologies like e-commerce. Its strategy focuses on four goals: lead IBM's transformation, facilitate business unit transformation, establish an online strategy, and leverage case studies. Key initiatives include e-commerce, customer service, procurement, marketing and employee services. Implementation has saved IBM $5 billion through procurement and reduced paper invoices.
Navigating the multi-channel and marketing technology landscape is an ongoing challenge. This presentation provides a unique perspective for considering the issues and navigating the market.
The document discusses various components of business models including value propositions, value clusters, resource systems, and revenue models. It provides examples of how companies like Marketwatch.com and 1-800-Flowers structure these components in their business models. Key aspects covered include specifying target customer segments, core benefits, and the resources and partnerships that support delivering those benefits. Revenue models discussed include advertising, licensing fees, and subscriptions.
How Competitive and Market Intelligence will Shape Business Strategy in the N...IntelCollab.com
The document discusses a webinar on how market and competitive intelligence will shape business strategy in the next 20 years. It is hosted by Aurora WDC and will feature Arik Johnson. The webinar will explore how applying intelligence methods can help solve business problems. It will also discuss trends driving business strategy evolution and how performance-driven organizational reconnaissance can help anticipate industry changes and ensure good governance.
This document discusses the history and strategies of Best Buy, a major electronics retailer. It outlines Best Buy's founding in 1966 and expansion throughout the 1970s-1980s. It then describes the company's four major strategic shifts from 1983-2009 as it evolved from a service-focused to a "grab-and-go" model. Recent crises, internationalization efforts, and turnaround strategies under new CEO Hubert Joly are also summarized, including the "Renew Blue" plan focusing on vendors, stores, costs, and online sales. Suggestions for Best Buy include strengthening in-store expertise, revamping Geek Squad, and expanding target markets.
The document discusses several opportunities and benefits that Internet marketing provides to businesses. It outlines considerations for businesses pursuing online opportunities and discusses three main areas where benefits can be realized: communications, product development, and business efficiency. Specific opportunities mentioned include developing online communications, promoting and launching new products, reaching new markets, providing virtual or 24/7 services, and improving business relationships.
Five Ways Media Companies Can Generate Value from AICognizant
With some up-front thinking, tight alignment with business objectives, strong data hygiene and careful project governance, content organizations can move AI from the sideline to the business core and deliver on the lofty expectations set for this still-maturing technology.
The document discusses the key components and issues to consider when developing an effective electronic commerce (EC) business model. It identifies 11 components that make up an EC business model, including value propositions, target segments, product/service contents, resources and capabilities, revenue models, and competitive strategy. For each component, it outlines several key issues to evaluate such as customer benefits, market attractiveness, decision processes, resource integration, pricing approaches, and types of competitive advantages. The goal is to help firms develop an EC business model that clearly defines what value is provided to customers and how the company plans to generate sustainable revenue and growth over the long term through its online operations.
I do not have enough context to summarize the document. Could you please provide a brief overview of the key topics or themes discussed so I can focus my summary? Without more context it would be difficult to pick out the most important elements.
The document describes a proposed Payments Innovation Index that would quantitatively assess payments companies' readiness for innovation. It would measure companies across multiple dimensions like perceptions, patents, investments, and financials. Participants would receive a report ranking their performance and innovation capabilities compared to peers. The program architects aim for the Index to become a leading benchmark and help companies identify strengths, weaknesses, and improvement opportunities.
The document provides an overview of key concepts in e-business applications including e-business strategy, e-marketing, internet advertising, e-procurement, e-payment systems, and e-cash. It defines these terms and describes their importance to digital business. Implementation of e-business strategies involves analyzing the industry, company, and developing a transition plan. E-marketing tools include websites, search engine optimization, email, and banner ads to promote products and services online.
1 Basic E-Commerce Concepts for it 2ndt yearjaved75
This document provides an overview of basic e-commerce concepts, including defining internet commerce, reasons for participating in internet commerce, key properties of the internet, and strategic, business, and technology issues related to internet commerce. It introduces the Commerce Value Chain (CVC) model and describes its components, including attracting customers, interacting with customers, acting on customer instructions, and reacting to customer requests.
Best Buy careers in Finance, Accounting, or Taxikahn
This presentation highlights Best Buy's Finance organization which includes accounting and tax specialties. This is the "why you'd want to work at Best Buy corporate" presentation. Covers Best Buy company performance details, and campus amenities. Describes the structure of Best Buy's finance organization
The document discusses strategic planning and different business models for e-marketing. It explains that strategic planning identifies an organization's goals for growth and competitive position. E-business and e-marketing strategies use information technology to achieve objectives and competitive advantages. Common e-business models include activity-level models like online sales and advertising, as well as business process models and enterprise models. The Balanced Scorecard framework assesses performance across four perspectives: customer, internal, innovation/learning, and financial.
Best Buy is developing a renewal strategy to address competition, changing markets, and growth struggles. The presentation covers Best Buy's history, current issues, a SWOT analysis, alternatives considered, and recommendations. Recommendations include expanding digital outreach through social media, mobile apps, and partnerships. Additionally, engaging customers in-store through kiosks, Geek Squad training, and a technology incubator are suggested. An implementation plan and financial projections accompany the recommendations.
This document discusses benefits and issues of eBusiness. It lists 5 benefits as competitive edge, global accessibility, establishing a brand name, capturing large markets, and exclusive strategic alliances. It also lists 5 issues as cost of development being high, chance of failure, systems becoming obsolete, lack of initial support services, and shortage of skills. It then provides examples of how eBusiness concepts could help address global problems related to poverty by discussing eEducation, eHealth, and enabling online charities, help, support and donations.
This chapter discusses how businesses use information systems to gain competitive advantages. It introduces key concepts like business processes, business process management, Porter's competitive forces model, and aligning business and IT strategies. Porter's model analyzes five competitive forces - threat of new entrants, power of suppliers and customers, rivalry among competitors, and threat of substitutes. The chapter also explains how companies can use IT to pursue strategies like improving processes, reducing costs, creating opportunities, and building barriers to entry to improve their competitive positions.
In the fall of 2006, I did a marketing communications observation on Best Buy for a Marketing Communications course. The observation project was basically a small-scale audit for which I collected as many examples of marketing communications as I could find. These included commercials, print ads, website screenshots, photos of store interiors, and more. I analyzed other customer touch-points for the brand, such as in-store salespeople, telephone customer service, and the store environment. I also touched on consumer brand image perceptions gathered through personal conversations, blog posts and other websites. Finallly, I drew conclusions about the role of Best Buy’s communications in their customer relationships and in the customer experience.
This presentation by Helder Vasconcelos, Vice-Rector at Porto University, was made during the discussion “Merger Control in Dynamic Markets” held at the 18th meeting of the OECD Global Forum on Competition on 6 December 2019. More papers and presentations on the topic can be found at oe.cd/mcdym.
The document discusses IBM's e-business strategy. IBM aims to transform itself into an e-business to capture new opportunities from technologies like e-commerce. Its strategy focuses on four goals: lead IBM's transformation, facilitate business unit transformation, establish an online strategy, and leverage case studies. Key initiatives include e-commerce, customer service, procurement, marketing and employee services. Implementation has saved IBM $5 billion through procurement and reduced paper invoices.
Navigating the multi-channel and marketing technology landscape is an ongoing challenge. This presentation provides a unique perspective for considering the issues and navigating the market.
The document discusses various components of business models including value propositions, value clusters, resource systems, and revenue models. It provides examples of how companies like Marketwatch.com and 1-800-Flowers structure these components in their business models. Key aspects covered include specifying target customer segments, core benefits, and the resources and partnerships that support delivering those benefits. Revenue models discussed include advertising, licensing fees, and subscriptions.
How Competitive and Market Intelligence will Shape Business Strategy in the N...IntelCollab.com
The document discusses a webinar on how market and competitive intelligence will shape business strategy in the next 20 years. It is hosted by Aurora WDC and will feature Arik Johnson. The webinar will explore how applying intelligence methods can help solve business problems. It will also discuss trends driving business strategy evolution and how performance-driven organizational reconnaissance can help anticipate industry changes and ensure good governance.
This document discusses the history and strategies of Best Buy, a major electronics retailer. It outlines Best Buy's founding in 1966 and expansion throughout the 1970s-1980s. It then describes the company's four major strategic shifts from 1983-2009 as it evolved from a service-focused to a "grab-and-go" model. Recent crises, internationalization efforts, and turnaround strategies under new CEO Hubert Joly are also summarized, including the "Renew Blue" plan focusing on vendors, stores, costs, and online sales. Suggestions for Best Buy include strengthening in-store expertise, revamping Geek Squad, and expanding target markets.
The document discusses several opportunities and benefits that Internet marketing provides to businesses. It outlines considerations for businesses pursuing online opportunities and discusses three main areas where benefits can be realized: communications, product development, and business efficiency. Specific opportunities mentioned include developing online communications, promoting and launching new products, reaching new markets, providing virtual or 24/7 services, and improving business relationships.
Five Ways Media Companies Can Generate Value from AICognizant
With some up-front thinking, tight alignment with business objectives, strong data hygiene and careful project governance, content organizations can move AI from the sideline to the business core and deliver on the lofty expectations set for this still-maturing technology.
The document discusses the key components and issues to consider when developing an effective electronic commerce (EC) business model. It identifies 11 components that make up an EC business model, including value propositions, target segments, product/service contents, resources and capabilities, revenue models, and competitive strategy. For each component, it outlines several key issues to evaluate such as customer benefits, market attractiveness, decision processes, resource integration, pricing approaches, and types of competitive advantages. The goal is to help firms develop an EC business model that clearly defines what value is provided to customers and how the company plans to generate sustainable revenue and growth over the long term through its online operations.
I do not have enough context to summarize the document. Could you please provide a brief overview of the key topics or themes discussed so I can focus my summary? Without more context it would be difficult to pick out the most important elements.
The document describes a proposed Payments Innovation Index that would quantitatively assess payments companies' readiness for innovation. It would measure companies across multiple dimensions like perceptions, patents, investments, and financials. Participants would receive a report ranking their performance and innovation capabilities compared to peers. The program architects aim for the Index to become a leading benchmark and help companies identify strengths, weaknesses, and improvement opportunities.
The document provides an overview of key concepts in e-business applications including e-business strategy, e-marketing, internet advertising, e-procurement, e-payment systems, and e-cash. It defines these terms and describes their importance to digital business. Implementation of e-business strategies involves analyzing the industry, company, and developing a transition plan. E-marketing tools include websites, search engine optimization, email, and banner ads to promote products and services online.
1 Basic E-Commerce Concepts for it 2ndt yearjaved75
This document provides an overview of basic e-commerce concepts, including defining internet commerce, reasons for participating in internet commerce, key properties of the internet, and strategic, business, and technology issues related to internet commerce. It introduces the Commerce Value Chain (CVC) model and describes its components, including attracting customers, interacting with customers, acting on customer instructions, and reacting to customer requests.
1 Basic E-Commerce Concepts.ppt for businessajjenniferaj
Introduction
Example of an e-commerce store
Defining the term “Internet commerce”
Why participating in Internet commerce?
Key properties of the Internet
Strategic issues in Internet commerce
Business issues in Internet commerce
Technology issues in Internet commerce
The Commerce Value Chain (CVC)
Introducing the CVC
Components of the CVC
Building customer relationships with Internet commerce
Marketing on the Internet
Doing business internationally
The legal environment
Unit v new business model and strategy for internet economyDeborah Sharon
The document discusses business models and strategies for internet and e-commerce firms. It describes four aspects of business models including revenue sources, cost drivers, investment size, and critical success factors. It also discusses the web strategy where firms collaborate around a technology platform. Key points of the web strategy include technological standards, increasing returns, and different strategic roles firms can play as shapers or adapters. Revenue sources for internet businesses are also summarized including advertising, subscriptions, affiliate marketing, and selling data.
This document provides an overview of information technology and its role in business. It discusses how IT helps companies respond to various pressures and gain competitive advantages. Specifically, it describes how IT supports organizational responses to market pressures like competition, technology pressures like innovation, and societal pressures like regulations. It also defines strategic information systems and competitive advantage, and introduces Porter's five forces model for analyzing competitiveness.
This document provides an overview of basic e-commerce concepts, including defining internet commerce, reasons for participating in e-commerce, key properties of the internet, strategic and business issues related to e-commerce, technology issues, and the commerce value chain (CVC). It outlines the CVC components of attracting customers through marketing, interacting with customers through catalogs and sales, acting on customer instructions by processing orders and payments, and reacting to customer requests through customer service.
The document discusses several key economic characteristics of e-business and the internet, including low barriers to entry, increasing competition, reduced transaction costs, and the ability to reach a large customer base at low cost. It also covers topics like disintermediation, reintermediation, pricing strategies, managing knowledge, and achieving critical mass. Overall, the document outlines how the internet and e-business can help firms operate more efficiently, reach more customers, cut costs, and gain competitive advantages through effective knowledge management.
The document discusses key concepts relating to electronic commerce including defining electronic commerce and electronic business. It categorizes different types of e-commerce transactions and organizations. The dominant business models that emerged are described as well as common revenue models. Emerging trends in technology such as web 2.0 and social media are also summarized.
The document provides an overview of e-commerce, including its definition, types, business models, and key features. It discusses how e-commerce has transformed business and society through its ubiquitous and global reach enabled by universal standards. The document also examines the successes and limitations of different e-commerce models like B2C and factors important for a successful e-commerce business model such as value proposition, revenue model, market opportunity, and competitive advantage.
This document provides an overview of a lecture on management information systems and competing with information and communication technology. It defines ICT and discusses its building blocks. It also covers strategic uses of ICT, including leveraging investments in digital technologies to gain competitive advantages like raising barriers to entry, locking in customers and suppliers, and increasing market share. Additionally, it discusses using ICT to improve customer service and strategic positioning of emerging Internet technologies.
Digital platforms can foster creativity, sustainability, and networking by:
1) Allowing organizations to improve competitive intelligence through creativity and brand visibility with personalized advertising.
2) Streamlining processes like publishing content and vendor management to accelerate digital transformation.
3) Enabling direct communication and round-the-clock services that extend reach and reduce costs through disintermediation.
The document provides an overview of e-business applications including e-business strategy, e-marketing, e-CRM, e-procurement, e-SCM, and e-payment systems. It discusses the objectives of e-business strategy including cutting costs, boosting productivity, and attracting new customers. It also outlines the major stages of analyzing and implementing an e-business strategy including assessing the current environment, establishing strategic targets, and transitioning to the new strategy.
E-commerce involves the buying and selling of goods and services over computer networks. There are three main types of e-commerce transactions: B2C (business to consumer), B2B (business to business), and B2G (business to government). Key technologies that enable e-commerce include HTML, hyperlinks, web servers, databases, and commerce server software. Web 2.0 emphasizes user participation, collaboration, and social networking, which is important for businesses to engage customers and promote products through user-generated content and viral marketing. Information systems can enhance supply chain performance by improving the flow of transactional and informational data between organizations to optimize facilities, inventory, transportation, and information management.
At the business level of strategy, the key question is, "How can we compete effectively in this particular market?" The market might be light bulbs, utility vehicles, or cable television.
The document discusses various theoretical aspects and market research related to the US e-commerce market. It covers topics like stages of B2C e-commerce, competitive advantages, drivers for e-commerce including cost and flexibility. It also discusses trends like social commerce, flash sales, recommendations, and new business models targeting planned vs impulse purchases. Market research shows the US e-commerce market is growing significantly and consumers are increasingly shopping online over physical stores. User interface features that enrich customer experience are also driving more online sales.
The document discusses various theoretical aspects and market research findings related to the US e-commerce market. It covers topics such as the stages of B2C e-commerce, competitive advantages, drivers for e-commerce including cost and flexibility. It also discusses trends like social commerce, flash sales, recommendations, and the growth of the US e-commerce market from $200B to over $300B by 2016. The document provides examples of new e-commerce business models and discusses which have survived, as well as the shift from physical to online stores.
IBM's e-business strategy focused on transforming itself and helping business units become more effective online. Key initiatives included e-commerce, e-care for customers/partners/employees, and e-procurement. The strategy established guidelines for IBM's corporate website and leveraged case studies. Implementation involved organizing a project team and pilot project. Steps included redesigning business processes, automating back-end processes, and setting up workflow applications integrated with existing systems. Assessment determined if projects delivered goals and strategy remained viable, with adjustments made if needed.
This document provides an overview of theoretical aspects and market research on the US e-commerce market. It discusses stages of business-to-consumer e-commerce, competitive advantages, drivers and recent trends in e-commerce business models. Market research shows the large and growing US e-commerce market, with online shopping increasing in frequency. New models like online brands, social commerce and customized experiences are driving sales, while earlier models like group buying face challenges.
The document discusses how companies can develop an effective internet strategy. It notes that the internet provides opportunities for strategic positioning but can also distort market signals and weaken competitive advantages. Specifically, it dampens profitability by leveling business practices and reducing barriers to entry. However, companies can build on proven strategic principles by using the internet to complement traditional operations rather than replacing them. This allows integrating it into the value chain in a way that is difficult for competitors to copy.
This document discusses benchmarking logistics processes. It defines competitive benchmarking as measuring products, services, processes, and practices against industry leaders. Benchmarking the logistics process involves mapping out the supply chain as a series of steps, identifying critical points where issues could disrupt the entire process, and using benchmarking to improve these points. Key aspects to benchmark include suppliers, distributors, interfaces, and setting logistics performance indicators to continuously monitor critical measures of success.
This document discusses benchmarking logistics processes. It defines competitive benchmarking as measuring products, services, processes, and practices against industry leaders. Benchmarking the logistics process involves mapping out the supply chain as a pipeline and identifying critical points where issues could disrupt the entire process. These points should be benchmarked against best practices from other industries. Key performance indicators should also be identified to continuously monitor critical aspects that contribute most to success or failure, such as those in a balanced scorecard linking measures to strategic goals.
Wal-Mart has an efficient supply chain management system that allows it to replenish stores within two days on average. It has over 40 distribution centers across the US that have high inventory turnover rates. Wal-Mart owns over 3,500 trucks that deliver goods from distribution centers to stores within two days, replenishing stores once a week. It works directly with manufacturers to reduce costs and ensure transparency, preferring local and regional suppliers. Wal-Mart's supply chain practices result in increased efficiency, lower costs that are passed onto customers, and strong competitive advantage.
1. Amazon was founded in 1994 by Jeff Bezos and launched online in 1995 originally as an online bookstore. It has since expanded into many other product categories.
2. Supply chain management is the coordination of activities from product development through logistics to maximize customer value. For Amazon, this involves coordinating physical flows through warehouses and information flows to coordinate planning and operations.
3. Amazon uses a network of warehouses and partnerships to fulfill customer orders through efficient sorting and shipping via carriers like UPS. It aims to deliver orders within a few days using strategies like anticipatory shipping.
1. 7-Eleven is an international convenience store chain with over 50,000 stores across 16 countries. It focuses on providing customers everyday products like snacks, drinks, and more.
2. 7-Eleven uses effective supply chain management practices like inventory management and strategic supplier partnerships to increase productivity and market share. It collects sales data from its stores to analyze trends and improve product offerings.
3. The company relies on technology like centralized logistics management and electronic payments to streamline operations and enhance the customer experience. This allows 7-Eleven to meet customer needs and compete globally.
Andersen Windows submitted a case study report to Bijesh Shrestha detailing their operations and sustainability efforts. Andersen is a 110-year old company that manufactures windows using up to 40% reclaimed wood fiber. They discuss their methodology of using secondary data sources. Andersen focuses on reducing waste and emissions in manufacturing and converting their fleet to more efficient vehicles. They conclude that Andersen is socially responsible, quality-focused, and encourages employee participation and motivation.
1. The document discusses supply chain management concepts, including defining a supply chain as all parties involved in fulfilling customer requests.
2. It explains the objective of a supply chain is to maximize overall value, and describes supply chain management as managing flows between stages to maximize total profitability.
3. The document contrasts vertical and horizontal organizational structures, noting that a horizontal structure organized around processes can better integrate functions and create customer value.
Unit 5 strategic issues in logistics lscm (32 pages)logistics management Suzana Vaidya
This document discusses logistics pipeline management and time-based competition. It defines logistics pipeline management as linking manufacturing and procurement lead times to meet market needs, while increasing response speed. The goals of logistics pipeline management are listed as lower costs, higher quality, more flexibility, and faster response times. Drivers requiring logistics pipeline management include time-based competition, globalization, increasing shareholder value, and customers taking more control. Specific goals of logistics pipeline management are also outlined, such as reducing costs by minimizing inventory levels, delivery times, and the overall order-to-collection cycle.
Unit 4 logistics performance lscm (13 pages)Suzana Vaidya
This document discusses benchmarking logistics performance. It defines benchmarking as measuring performance against best practices to facilitate improvement. There are three types: internal benchmarking within a company; external benchmarking against other companies; and competitive benchmarking against industry peers. The document provides examples of logistics performance metrics that can be benchmarked, such as capacity, utilization, productivity, reliability, and costs. Benchmarking involves gathering performance assessments to develop improvement plans.
Unit 3 logistics costs lscm (18 pages)logistics management Suzana Vaidya
- The document discusses logistics costs and the principles of logistics costing. It notes that traditional accounting systems do not fully capture customer costs or the impacts of logistics decisions across functions.
- It advocates for total cost analysis and identifying the incremental costs of logistics activities and missions to understand true costs. This involves analyzing costs across the order to collection cycle and identifying which costs are avoidable for specific customers or segments.
- Mission costing is presented as a useful concept, with missions cutting across functions to achieve customer service goals. This allows determining the total system cost of meeting mission objectives.
Unit 2 logistics environment lscm (11 pages)Suzana Vaidya
1) The document discusses logistics and customer service. It emphasizes that customer service should be the central focus of logistics management as satisfying customers is the ultimate goal.
2) Customer expectations are continually increasing while markets are becoming more commodity-based, so customer service can provide a competitive advantage where product differences are small.
3) The success of any business depends on the customer value it provides through quality, service, cost and time - all areas logistics can impact. Customer retention is also crucial to profitability.
Unit 1 introduction lscm (10 pages) logistics management Suzana Vaidya
1. The document discusses logistics and supply chain management. Logistics involves managing materials flow within an organization, while supply chain management coordinates materials flow across multiple organizations.
2. Gaining competitive advantage is a key goal. This can be achieved through lower costs via effective logistics/supply chain management, or higher value to customers. Cost leadership involves achieving scale economies, while value leadership differentiates products.
3. Effective logistics and supply chain management can provide a competitive advantage by reducing costs across the entire supply chain, not just within individual organizations. This allows companies to move from undifferentiated commodity status towards cost or value leadership.
This document defines a project, lists its key characteristics such as having objectives and being unique, and provides examples of different types of projects. It distinguishes between projects and programs, noting that projects are one-time events to create a product or service while programs are sets of similar projects to achieve overall objectives. The document also compares project management to traditional management, highlighting that project management is focused on the project, temporary, and must adjust to a changing environment, unlike traditional management.
Time management in projects involves defining activities, sequencing them, estimating durations, developing a schedule, and schedule control. It also requires setting clear goals, creating a work plan that allocates tasks to members, and determining durations for each activity. Conflicts in projects can arise from differing goals, unclear relationships, limited resources, and other issues and should be managed through approaches like negotiation, mediation, or restructuring to reduce conflicts.
This document outlines several barriers to effective project team development including divergent priorities, unclear objectives, poor leadership structures, and lack of commitment. It also discusses the importance of project leadership and managing both the internal project environment as well as external stakeholders and forces. Finally, it details the key steps involved in project implementation such as establishing project resources, defining responsibilities, contracting civil works, procurement, supervision, budgeting, monitoring, and time management.
This document discusses different techniques for calculating shadow prices used in cost-benefit analysis for projects and policies. Shadow pricing is important for conducting social cost-benefit analysis and accounts for market distortions. The techniques discussed are UNIDO's 5 stage approach, the OECD (Little and Mirrless) approach, and the World Bank model. All three approaches involve classifying project inputs and outputs as traded, non-traded, or labor and calculating shadow prices based on international prices, marginal prices, or wage rates.
The document discusses three types of project organization structures: functional, pure project, and matrix. The functional structure has project tasks performed within functional departments, allowing flexibility but potentially lack of project focus and decision delays. A pure project structure separates the project team from functional departments, allowing focus on objectives but requiring separate staffing and less job security. A matrix structure combines functional and project aspects, focusing on objectives while allowing coordination and development, but can also cause dual reporting problems, duplication, and power struggles.
This document outlines different types of projects based on sponsorship, nature, orientation, speed of product, size, and technology. It also lists the skills required for a project manager, including technical, managerial, human, and conceptual skills. Finally, it details the key responsibilities of a project manager such as project definition, team selection, planning, implementation, control, and termination.
The document outlines the process for project formulation, which includes identifying project ideas through situation surveys, internal sources, and external sources. It also involves defining objectives and constraints like time, cost, and quality. There is also a preliminary analysis of ideas that assesses risks and selects promising ideas to take through further formulation. The formulation process then develops statements of work, prefeasibility studies, preliminary designs, proposals, project plans, and feasibility analyses to fully define the project before implementation.
Project control involves project monitoring and evaluation. Monitoring collects timely information during implementation to review progress. Evaluation objectively and systematically measures relevance, efficiency, effectiveness, and impact. The objectives of evaluation are to verify progress, take corrective measures, ensure costs are within budget, and quality standards are met. Evaluation types include ongoing, mid-term, terminal, and ex post. Participatory monitoring and evaluation involves stakeholders collaboratively analyzing progress, problems, and prospects. Nepal developed a project monitoring and evaluation system in 1993 to weigh indicators and review priority and non-priority projects.
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Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
3. Michael Porter
Professor, Harvard Business School
“Our strategy is to integrate the Internet into all
of our core businesses.” Thomas Middelhoff
CEO, Bertelsmann, AG, Germany
“Quote”
3
4. The Internet : A Revolutionary Driving Force
• Adds an important new distribution channel
• An important technological tool
for performing some value
chain activities better and
for bypassing others
• Alters the strength of competitive forces
• Generates entirely new industries
• Affects a company’s competitiveness vis-à-vis rivals
4
5. Internet Technology
Internet consists of
Integrated network of users’ connected
computers
Banks of servers and high-speed computers
Digital switches and routers
Telecommunications equipment and lines
5
6. Suppliers of Internet Technology and Services
• Makers of specialized communications components and equipment
• Providers of Internet communications services
• Suppliers of computer components and hardware
• Developers of specialized software
E-commerce enterprises:
1. Business-to-Consumer (B2C) – businesses develop
attractive electronic market places to sell products
and services to consumers. E.g. Amazon, Dell
2. Business-to-Business (B2B) – involves both electronic
business market places and direct market links between
businesses. Eg. GM/ Ford
3. Consumer-to-Consumer (C2C) – includes auction
websites and electronic personal advertising. E.g. EBay
4. Consumer-to-Business (C2B)- A consumer posts his project with a set
budget online and within hours companies review the consumer’s
requirements and bid on the project. E.g. Priceline, Accompany
6
7. The Impact of Vigorous Competition Among
Alternative Internet Technologies
• Often, competing technologies have materially different
advantages and disadvantages (pluses and minuses).
• Competing technologies may be incompatible, preventing users
of one from interfacing with users of another—and costs of
parallel systems may be prohibitive
• Strategic options for technology rivals:
– Invest aggressively in R&D to win technology race
– Form strategic alliances to build
consensus for the favored
technological approach
– Acquire other companies with
complementary technological expertise
– Hedge the company’s bets by investing resources in more
than one of the competing technologies
7
8. How Internet Technology Affects Company
Value Chain Efficiency
• Companies can use the Internet Technologies to improve the
efficiency and effectiveness of particular value chain activities
– Powerful tool for better supply
chain management
– Internal operations—just-in-time inventory, different parts’
production schedules and production quantities to buyer
orders, more accurate monitoring of buyer preferences and
shifts in demand
– Collaborative data sharing with
distribution channel partners—
online systems reduce
transactions costs
8
9. How Internet Technology Can Revamp
Company Value Chains
• Internet technologies allow some value chain activities
to be bypassed entirely
– Some manufacturers can build-to-order and sell direct
(thus eliminating traditional wholesalers)
– Online systems facilitate build-to-order instead build-for-
dealer inventory
The benefits of Internet technology are pervasive,
bringing fundamental changes in the ways business is
conducted internally and with suppliers, wholesalers,
retailers, and end-users.
9
10. How Internet Reshapes the
Competitive Environment (cont…)
• The Impact on Barriers to Entry
– Entry barriers into e-commerce
are often relatively low
• Can be easy for new
dot-coms to gain entry
into some businesses
• Can be easy for many
existing firms to expand into
new geographic markets via online sales
When the Internet lowers the industry’s barriers to entry,
the outcome is nearly always heightened competition
and stronger competitive pressures for industry
participants to compete with.
10
11. How Internet Reshapes the
Competitive Environment (contd…)
• The Impact on Buyer Bargaining Power
– Use of Internet allows buyers to gather extensive
information about competing products and brands
– Buyers can readily use the Internet to “shop the market” for
the best deal
– Buyer efforts to seek out the best deal spurs competition
among rival sellers to provide the best deal
– Internet makes it easier for buyers to join buying groups and
pool their purchases to negotiate better terms and
conditions
Overall impact of Internet is to
increase buyer bargaining power
(or at least to make buyers wiser
and more informed)
11
12. How Internet Reshapes the
Competitive Environment (cont…)
• Impact on Supplier Bargaining Power and Supplier-Seller
Collaboration
– Helps companies extend geographic reach for the best
suppliers
• Sometimes via online marketplaces or “e-markets”
– Helps companies collaborate
closely with suppliers across a
wide front—fosters long-term
partnerships with key suppliers
Impact on bargaining power is unclear—can enhance or
diminish bargaining power depending on specific
circumstances—have to assess case-by-case
12
13. How Internet Reshapes the
Competitive Environment
• The Impact on Competitive Rivalry
– Use of Internet widens a firms’
geographic market reach
– Rivalry is often increased by
freshly launched e-commerce
initiatives of existing rivals
– Rivalry is often increased by
entry of enterprising dot-com
rivals with sell-direct strategies
– Rivalry is often increased when an industry consists of
online sellers against pure brick-and-mortar sellers. The
competitive strength further increased with the
combination brick-and-click strategy.
13
14. Other Strategy-Shaping Features of Internet
Technology
Internet is a force for globalizing competition
Internet and PC technologies are advancing at uncertain speeds and
sometimes in unexpected directions
Internet technologies tend to reduce variable/incremental costs and
incline the cost structure more toward fixed costs
Some Internet-related businesses have high fixed cost/low variable
cost structure, which accounts for heavy losses until sales volume
builds significantly
Internet results in much faster diffusion of new technology and new
ideas across the world
Widespread adoption of Internet Technology puts companies under
the gun to move swiftly - “at Internet speed”
The Internet can be an economical means of delivering customer
service
The capital for funding new e-businesses is available for ventures
with solidly attractive business models and has dried up for ventures
with uncertain prospects 14
15. Difficulty of Relying on Internet Technology
to Gain Competitive Advantage
All companies are rapidly gaining experience in use and
application of Internet technology
Mostly with use of generic, off-the-shelf software
packages readily available to rivals
Most industry participants inclined to
use of many of the same Internet
technology applications
(and achieving comparable
operating benefits)
Achieving sustainable competitive advantage generally
requires use of proprietary Internet technology not
readily available to rivals
15
16. The First Mover Advantage Myth
Early Internet businesses failed to capture a durable
competitive edge over “late-moving” rivals because
User/buyer switching costs to visit/patronize new sites
of competitors are very low (not high as some once
believed).
Network effects (where a site’s features became more
valuable as more people use them) have proven
comparatively weak in blocking competition from rivals
and discouraging Internet users from using multiple
networks.
16
17. Strategic Mistakes Made by Early Internet
Entrepreneurs
• The mistake of ignoring low barriers to entry
– Eager capital providers paved the way
for market overcrowding and fierce rivalry
• The mistake of competing solely on the
basis of low price
– Price became the predominant attention-getting
competitive variable—price war atmosphere turned
into a battle for market share and profits later (when
volume built to levels high enough to support fixed
costs)
– Low price is not a competitive advantage unless it is
accompanied by truly lower costs
17
18. Strategic Mistakes Made by Early Internet
Entrepreneurs (cont.)
• The mistake of selling below cost and trying to make
it up with revenues from other sources (selling site
ads, charging partners for click-throughs to their site,
selling data on visitor browsing patterns)
– Foolish to employ price discounting
without offsetting cost advantage
– Makes firm reliant on ever-rising
ad revenues to offset losses from
growing unit sales volumes below cost
– Ignores strong bargaining power of Internet advertisers
18
19. E-Commerce Business Models and
Strategies for the Future
Three basic options
A “pure” dot-com strategy
Combination brick-and-click
strategies
A traditional business that
only uses Internet
technology to improve
operational effectiveness
and value chain efficiency
19
20. Business Models and Strategies for “Pure”
Dot-Com Enterprises
Successful dot-com strategies tend to incorporate the
following features:
A distinctive strategy that delivers
unique value to buyers and
makes buying online very appealing
Deliberate efforts to engineer a
value chain that enables differentiation or
lower costs or better value for the money
Focusing on a limited number of competencies and
performing a specialized number of value chain
activities where proprietary Internet applications and
capabilities can be developed
20
21. Business Models and Strategies for “Pure”
Dot-Com Enterprises (cont.)
• Successful dot-com strategies tend to incorporate the
following features (cont…):
– Having strong capabilities in cutting-edge Internet
Technology
– Using innovative marketing techniques that are efficient
in reaching the targeted audience and effective in
stimulating purchases or help boost ancillary revenues
(additional revenues) like advertising
– Minimal reliance on ancillary for bottom-line profitability
– Keeping the Web site fresh, user-friendly (Southwest
Airlines),and often entertaining (eBay) or innovative
(audio, video, appealing to eye, interesting content)
21
22. Issues for “Pure” Dot-Com Enterprises
• Broad versus narrow product lines
– One-stop shopping (Amazon.com, eBay) or a classic
focus strategy (eToys)
• Whether to outsource order fulfillment to specialists or
handle it internally
• Whether to employ unconventional
business models and strategies
– Yahoo!—rely heavily on advertising
– Provide information for a fee
– Pay per use (software, video games)
22
23. Brick-and-Click Strategies: An Appealing Middle
Ground Strategy
• Gives customers the option of shopping online or in stores
• Effective when customers want to
see or inspect before purchasing
• Effective when customers want to do
some part of their business in person
and some online (banking)
• Many brick-and-mortar enterprises can
enter online retailing at relatively low costs (a web site and
systems for filling and delivering customer orders)
– Web ordering can enhance the value of local stores
because they can be used as local stocking and
delivery/pick-up points (Office Depot)—eliminates the
need for picking, packing, and shipping from a central
warehouse
23
24. Internet Strategies for Traditional Businesses
• Few, if any, businesses can/should squeeze out internal cost
with the effective use of Internet technology.
• Key issue is how to use the Internet to position the
company in the marketplace
– Use Internet as …….. ?
• company’s exclusive distribution
channel
• Primary channel
• One of several important channels
• Secondary or minor channel
• Solely as a vehicle for disseminating product information (with
traditional distribution channel partners making all sales to
end-users)
24
25. Advantages of Different Internet
Positioning Options
• Advantage of operating a website that provides existing
and potential customers with extensive information:
Avoids channel conflict and lingering wholesale/retail
dealers
– Important where strong support
and goodwill of dealer networks
is essential
• Advantage of using online sales as a
secondary/minor distribution channel: Helps
a company gain online experience, achieve
incremental sales, and do marketing research
to respond more precisely to buyer preferences
– Unlikely to provoke much outcry from dealers
25
26. Advantages of Different Internet
Positioning Options (cont.)
• Advantages of employing a brick-and-click strategy to
sell direct to end-users and compete directly with
traditional wholesalers and retailers: Cuts out costs of
wholesalers/retailers, enhances profit margins, may
give customers quicker product access (software),
helps educate buyers to the advantages of buying
online
– When sell-direct positioning increases risks of channel
conflict; online sales may evolve into the firm’s primary
distribution channel
26
27. Advantages of Different Internet
Positioning Options (cont...)
• Advantage of entirely bypassing traditional
distribution channels : Allows capture of full retail
price by the manufacturer (downloads of music) and
more economical build-to-order manufacturing and
assembly (Dell Computer)
– Revamped value chain may
allow for price reductions and
minimal reliance on sales
through distribution allies
27