IBM's e-business strategy followed four goals: transforming itself into an e-business, helping business units use the internet/intranet effectively, establishing a strategy for its corporate website, and leveraging case studies. IBM focused on e-commerce, customer support, partner support, employee support, and e-procurement. Strategic planning for EC involves industry/competitive analysis, strategy formulation, implementation planning, and periodic reassessment. Key factors in strategic planning include critical success factors, opportunities/applications, organization/staffing, and security/control.
The document discusses e-business strategy and how it differs from traditional business strategy. It provides models for developing an e-business strategy, including analyzing the strategic situation, defining objectives, evaluating options, and implementing strategies. Examples are given of companies developing new online products and services. The key is integrating e-business strategy with existing business and IT strategies to pursue opportunities and stay competitive in a changing business environment.
Business level strategy: Creating and Sustaining Competitive AdvantagesAngelica Angelo Ocon
This chapter discusses three generic business-level strategies - overall cost leadership, differentiation, and focus strategy. It explains how each strategy can create competitive advantages and improve a firm's position against the five competitive forces. The chapter also addresses integrating cost leadership and differentiation strategies, industry life cycles and strategic implications, and turnaround strategies.
This document discusses strategies for developing an e-business presence. It begins by outlining the benefits of the internet and e-commerce for businesses, including wider distribution, lower costs, and ability to serve customers 24/7. It then discusses determining a company's competitive advantage through analyzing strengths, weaknesses, opportunities, and threats. The document concludes by providing tips for implementing an e-business strategy, such as developing a clear value proposition, promoting the site, and focusing efforts on niche markets for small businesses.
This document discusses operations strategy and its relationship to business strategy. It defines operations strategy as a plan for designing and managing operations functions to support the business strategy. Operations strategy focuses on specific capabilities, known as competitive priorities, that give a company a competitive edge such as low cost, quality, speed, or flexibility. The document provides examples of how companies can compete based on these different priorities and emphasizes that trade-offs are often required. It also discusses how to measure productivity and the challenges in measuring productivity in the service sector.
This document provides an overview of business models, strategies, and IT systems in digital organizations. It discusses four types of business models: market, operational, financial, and competitive. It also covers various competitive strategies such as cost leadership, differentiation, and developing competitive advantages. Additionally, it summarizes key concepts around IT systems including functional business systems, enterprise systems, and the role of IT in creating competitive advantages through activities like business process reengineering.
The Golden Triangle of Value Creation - Paul LimPaul Lim
iForce Consulting developed a framework called the "Golden Triangle of Value Generation" which identifies three universal areas of corporate value generation: 1) Customer Management, 2) Cost Management, and 3) Cashflow Management. The paper argues that successful companies must link their market strategies to their cost base and cashflow in order to ensure long-term growth and competitive advantage. It provides examples of how different companies can manage strategies related to customers, costs, and cashflow depending on whether their business involves products or services and whether cashflow is stable or unstable. The framework is intended to help companies identify key performance indicators and initiatives to focus on the primary drivers of value.
This document discusses strategic management and industry evolution. It defines strategic management and describes different views on strategy. It also outlines the process of strategic management including developing a vision, mission, objectives and plans. Regarding industry evolution, it notes that industries go through growth, maturity and decline stages, though the duration varies. Industries are also influenced by changes in technology, demand, and actions of firms that can impact their potential structure over time.
Data analytics for marketing decision supportAmit Kumar
This document provides an overview of challenges in applying data analytics to marketing decision support. It discusses how marketing approaches traditionally rely on surveys and parametric models while data mining relies more on existing data. An integrated approach is proposed that leverages both domain expertise and large datasets. Specific techniques covered include customer lifetime value modeling, customer wallet estimation, Bayesian networks, cost-sensitive learning, and reinforcement learning. Case studies on customer churn prediction and improving customer loyalty are also presented. The document emphasizes challenges like identifying causal relationships, evaluating potential new actions, and delivering actionable insights.
The document discusses e-business strategy and how it differs from traditional business strategy. It provides models for developing an e-business strategy, including analyzing the strategic situation, defining objectives, evaluating options, and implementing strategies. Examples are given of companies developing new online products and services. The key is integrating e-business strategy with existing business and IT strategies to pursue opportunities and stay competitive in a changing business environment.
Business level strategy: Creating and Sustaining Competitive AdvantagesAngelica Angelo Ocon
This chapter discusses three generic business-level strategies - overall cost leadership, differentiation, and focus strategy. It explains how each strategy can create competitive advantages and improve a firm's position against the five competitive forces. The chapter also addresses integrating cost leadership and differentiation strategies, industry life cycles and strategic implications, and turnaround strategies.
This document discusses strategies for developing an e-business presence. It begins by outlining the benefits of the internet and e-commerce for businesses, including wider distribution, lower costs, and ability to serve customers 24/7. It then discusses determining a company's competitive advantage through analyzing strengths, weaknesses, opportunities, and threats. The document concludes by providing tips for implementing an e-business strategy, such as developing a clear value proposition, promoting the site, and focusing efforts on niche markets for small businesses.
This document discusses operations strategy and its relationship to business strategy. It defines operations strategy as a plan for designing and managing operations functions to support the business strategy. Operations strategy focuses on specific capabilities, known as competitive priorities, that give a company a competitive edge such as low cost, quality, speed, or flexibility. The document provides examples of how companies can compete based on these different priorities and emphasizes that trade-offs are often required. It also discusses how to measure productivity and the challenges in measuring productivity in the service sector.
This document provides an overview of business models, strategies, and IT systems in digital organizations. It discusses four types of business models: market, operational, financial, and competitive. It also covers various competitive strategies such as cost leadership, differentiation, and developing competitive advantages. Additionally, it summarizes key concepts around IT systems including functional business systems, enterprise systems, and the role of IT in creating competitive advantages through activities like business process reengineering.
The Golden Triangle of Value Creation - Paul LimPaul Lim
iForce Consulting developed a framework called the "Golden Triangle of Value Generation" which identifies three universal areas of corporate value generation: 1) Customer Management, 2) Cost Management, and 3) Cashflow Management. The paper argues that successful companies must link their market strategies to their cost base and cashflow in order to ensure long-term growth and competitive advantage. It provides examples of how different companies can manage strategies related to customers, costs, and cashflow depending on whether their business involves products or services and whether cashflow is stable or unstable. The framework is intended to help companies identify key performance indicators and initiatives to focus on the primary drivers of value.
This document discusses strategic management and industry evolution. It defines strategic management and describes different views on strategy. It also outlines the process of strategic management including developing a vision, mission, objectives and plans. Regarding industry evolution, it notes that industries go through growth, maturity and decline stages, though the duration varies. Industries are also influenced by changes in technology, demand, and actions of firms that can impact their potential structure over time.
Data analytics for marketing decision supportAmit Kumar
This document provides an overview of challenges in applying data analytics to marketing decision support. It discusses how marketing approaches traditionally rely on surveys and parametric models while data mining relies more on existing data. An integrated approach is proposed that leverages both domain expertise and large datasets. Specific techniques covered include customer lifetime value modeling, customer wallet estimation, Bayesian networks, cost-sensitive learning, and reinforcement learning. Case studies on customer churn prediction and improving customer loyalty are also presented. The document emphasizes challenges like identifying causal relationships, evaluating potential new actions, and delivering actionable insights.
This document presents on the concept of a business model. It defines a business model as a firm's plan for how it competes, uses resources, structures relationships, interfaces with customers, and creates value. The key components of a business model discussed are: 1) Core strategy, including mission, product/market scope, and basis for differentiation. 2) Strategic resources like core competencies and assets. 3) Partnership network including suppliers and other partners. 4) Customer interface regarding target markets, fulfillment/support, and pricing structure. Developing a clear business model is important for focusing how all business elements fit together to form a viable enterprise.
MAD HATS currently faces obstacles to growth including market saturation, lack of marketing strategy, and disconnected IT systems. The document recommends (1) introducing seasonal hats tied to causes, (2) utilizing IT systems like ERP and SOA for operations and analysis, and (3) restructuring leadership and adding positions like CIO. These strategic, technological, and human capital initiatives would work together to help MAD HATS overcome barriers through frequent product releases, expanded demographics, and optimized operations. The recommendations are estimated to cost $750,000 initially but would make the company profitable over $15 million within 5 years according to risk analysis.
20120717 baker boundaries for business architecture v3David Baker
The document discusses business architecture and operating models. It defines business architecture as designing the operating model of a business based on strategic business model decisions. An operating model describes how a business operates across domains like customers, capabilities, structure and metrics. The intersection of business model decisions and operating model identifies required changes. A business architect needs skills in facilitation, decomposition, structuring and knowledge of strategies, offerings, organizations and more to design effective operating models.
Competitive Analysis remains an underleveraged - yet - powerful tool in the product strategist's arsenal. Most companies know who their competitors are. Yet competitive analysis is rarely done in an in-depth manner and usually only covers feature checklists of similar products. This presentation will cover how to examine every aspect of your competition so that winning strategic plans can be put in place. This includes a four-step process for developing competitive analysis for both internal and external audiences and topics such as SWOT analysis, Porter's five forces, channel, team/company, product features, funding and others.
This document discusses frameworks for business model innovation. It begins by asking companies to question their existing business model, including what their company does, how it makes money, and whether others offer similar products or services differently. It then discusses challenging industry assumptions, assets and capabilities. The document outlines achieving strategic balance by managing the present, selectively forgetting the past, and creating the future. It introduces several frameworks that can be used for vision, goals, operations and reviews, including the Business Model Canvas. Finally, it discusses regularly questioning the business model and considering different types and sources of innovation.
This document presents three models to help managers develop successful e-business strategies:
1. The Strategic Internet Applications Model (SIAM) identifies four areas for e-business strategies to focus on: current customers, new customers, products, or business networks.
2. The Customer Interaction Cycle (CIC) model describes the interaction process between suppliers and customers, highlighting opportunities for suppliers to add value.
3. The ADOF model is a funnel with four sequential stages - Accessibility, Design, Offer, and Fulfillment - that determine a website's operational success based on optimizing each stage.
Together these three models provide a hierarchy to guide managers' strategic, tactical, and operational e-
Watch this with a 10-15 minute audiotrack at http://vimeo.com/novusprogram/lesson18
The goal of this lesson is to provide tools to determine the strengths and weaknesses of potential competitors in order to compete in various markets. The lesson begins with an overview of the importance of competitor analysis and its primary importance. A framework to analyze various competitors is then introduced. The lesson then uses the framework to analyze the key aspects of a competitor.
The Novus project is a combination of video tutorials designed to be used in conjunction with a free business simulation software program. The Novus Business and IT Program contains 36 business and IT training videos, covering basic finance, accounting, marketing, economics, business strategy, Word, Excel, and PowerPoint. Users will have an opportunity to apply the lessons in the Novus Business Simulator. Over six rounds, the user or teams will have to make decisions on capital purchases, financing, production, financing, and human resources for a microbrewery. This channel has arranged the 36 video lessons into the order in which they are meant to be used with the simulator. To watch this slideshow as a video, please go to our Vimeo page at: https://vimeo.com/novusprogram. To download our free business simulation software, please go to our SourceForge page at: http://sourceforge.net/projects/novus/.
Corporate Level Strategy: Creating Value through DiversificationAngelica Angelo Ocon
The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.
The document discusses how the internet influences industry structure and competitive advantage according to Michael Porter's theories. It outlines three "waves" of information technology from the 1960s to present. Porter argues that strategy is still important in the digital age. The document then summarizes Porter's five forces model and how each force (threat of new entrants, substitute products, bargaining powers of buyers and suppliers, competitive rivalry) can be positively or negatively impacted by the internet. Specifically, the internet can intensify competition but also create new opportunities to gain advantage through lower costs or differentiated products.
The document discusses Michael Porter's analysis of competitive advantage through his concept of the value chain. It provides an overview of Porter's view that competitive advantage can be achieved through either cost leadership or differentiation. It then explains Porter's value chain framework which identifies primary and support activities that can contribute to cost leadership or differentiation. The document outlines Porter's perspectives on analyzing costs, identifying cost drivers, and reconfiguring activities to achieve a competitive advantage through lower costs. It also discusses differentiating products and services in a way that creates value for buyers. The goal is to shift competition from red oceans of head-to-head competition to blue oceans of creating uncontested market space.
This document provides an overview and introduction to a business simulation. Students will manage various areas of a sensor company including R&D, marketing, production, and finance. The simulation compresses one year into each round and allows students to test strategies. Students will be graded based on metrics like profitability, stock price, and market share. The document explains the industry context and competitive environment that students will operate their companies within.
The document discusses strategic partnerships between marketing, admissions, and academic departments for new program development. It emphasizes the importance of collaboration between these groups throughout the entire new program development process, from initial idea generation through program launch and measurement of success. Key steps in the process include conducting market analysis to understand demand, developing the curriculum and budget, creating integrated marketing and recruitment plans, and establishing metrics to evaluate outcomes. Understanding market needs and avoiding common pitfalls like lack of differentiation or high competition are also emphasized.
The Upper Hand of Innovation: Using Competitive Intelligence to Drive Product...Arik Johnson
1) The document discusses how competitive intelligence (CI) can be used to drive product development success through better decision making at the strategic, operational, and tactical levels.
2) It provides examples of frameworks that can be used for CI analysis, such as Porter's Five Forces model, SWOT analysis, core competence analysis, and growth vector analysis.
3) CI involves collecting information from primary and secondary sources, analyzing it, and delivering recommendations to inform strategic decision making within organizations.
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
This document discusses operationalizing voice of the customer (VOC) to ensure superior customer value across the entire customer experience. It introduces Market Value Solutions, a consulting firm that focuses on measuring and managing customer value using VOC to quantify value propositions in targeted markets. The document outlines Market Value Solution's expertise in customer value analysis and management. It then provides examples of companies that have deployed Market Value Solutions strategically and operationally. The rest of the document discusses topics like the evolution of six sigma, combining six sigma and marketing, and value-driven six sigma. It also provides details on Market Value Solution's modified DMAIC process and tools used in their approach. Finally, it summarizes two case examples of Market Value Solutions deployments
The document discusses e-business strategy and implementation planning. It defines strategy and outlines the key steps: propose a future situation, assess the current internal and external environment, and choose a strategy. Implementation planning involves refining scope, identifying activities and resources, developing a schedule, planning procurement and budgets, and managing risks. The outputs should be a project plan to guide effective implementation.
The document outlines key components of a business plan, including an executive summary, company description, industry analysis, strategy/business model, marketing and sales plan, production/operations plan, management/organization, financials, and appendix. It then discusses concepts related to developing a strategy, including the value proposition, vision, strategic positioning, strategic management process, and strategic checklists. Finally, it covers business model components like revenue sources, cost drivers, investment size, and critical success factors.
1 Profitable Growth Serivces Biz Model InnovationAnees Gopalani
This document discusses challenges that companies face when transitioning from a product-focused business model to incorporating services. Some key challenges include detaching services resources from product support roles, having a misaligned go-to-market model for services, and adopting a different business model for services versus products. The document provides tactics to address these challenges, such as consolidating all services under a single P&L, establishing consistent services pricing, and providing an independent sales force for services. Executing a successful transition requires strategic alignment, seeking efficiencies in existing operations to fund new services, selecting an appropriate services business model, and developing unique value propositions.
The document discusses electronic commerce (EC) and retailing. It provides learning objectives about factors that determine electronic marketing business models, critical success factors of direct marketing, and analyzing electronic intermediaries. It also forecasts the size of business-to-consumer electronic markets from 1997 to 2000 for items like apparel, gifts, and entertainment. Finally, it discusses different business models for electronic marketing, including direct marketing approaches taken by Dell and Ford.
This chapter discusses several topics related to economics, globalization, and other issues in electronic commerce. It describes how electronic marketplaces lower costs and facilitate more efficient matching of buyers and sellers. It also analyzes the impacts of online markets on competition and industry structure. The chapter evaluates challenges like quality uncertainty and discusses the roles of intermediaries, virtual communities, and factors shaping the future of global electronic commerce.
This document presents on the concept of a business model. It defines a business model as a firm's plan for how it competes, uses resources, structures relationships, interfaces with customers, and creates value. The key components of a business model discussed are: 1) Core strategy, including mission, product/market scope, and basis for differentiation. 2) Strategic resources like core competencies and assets. 3) Partnership network including suppliers and other partners. 4) Customer interface regarding target markets, fulfillment/support, and pricing structure. Developing a clear business model is important for focusing how all business elements fit together to form a viable enterprise.
MAD HATS currently faces obstacles to growth including market saturation, lack of marketing strategy, and disconnected IT systems. The document recommends (1) introducing seasonal hats tied to causes, (2) utilizing IT systems like ERP and SOA for operations and analysis, and (3) restructuring leadership and adding positions like CIO. These strategic, technological, and human capital initiatives would work together to help MAD HATS overcome barriers through frequent product releases, expanded demographics, and optimized operations. The recommendations are estimated to cost $750,000 initially but would make the company profitable over $15 million within 5 years according to risk analysis.
20120717 baker boundaries for business architecture v3David Baker
The document discusses business architecture and operating models. It defines business architecture as designing the operating model of a business based on strategic business model decisions. An operating model describes how a business operates across domains like customers, capabilities, structure and metrics. The intersection of business model decisions and operating model identifies required changes. A business architect needs skills in facilitation, decomposition, structuring and knowledge of strategies, offerings, organizations and more to design effective operating models.
Competitive Analysis remains an underleveraged - yet - powerful tool in the product strategist's arsenal. Most companies know who their competitors are. Yet competitive analysis is rarely done in an in-depth manner and usually only covers feature checklists of similar products. This presentation will cover how to examine every aspect of your competition so that winning strategic plans can be put in place. This includes a four-step process for developing competitive analysis for both internal and external audiences and topics such as SWOT analysis, Porter's five forces, channel, team/company, product features, funding and others.
This document discusses frameworks for business model innovation. It begins by asking companies to question their existing business model, including what their company does, how it makes money, and whether others offer similar products or services differently. It then discusses challenging industry assumptions, assets and capabilities. The document outlines achieving strategic balance by managing the present, selectively forgetting the past, and creating the future. It introduces several frameworks that can be used for vision, goals, operations and reviews, including the Business Model Canvas. Finally, it discusses regularly questioning the business model and considering different types and sources of innovation.
This document presents three models to help managers develop successful e-business strategies:
1. The Strategic Internet Applications Model (SIAM) identifies four areas for e-business strategies to focus on: current customers, new customers, products, or business networks.
2. The Customer Interaction Cycle (CIC) model describes the interaction process between suppliers and customers, highlighting opportunities for suppliers to add value.
3. The ADOF model is a funnel with four sequential stages - Accessibility, Design, Offer, and Fulfillment - that determine a website's operational success based on optimizing each stage.
Together these three models provide a hierarchy to guide managers' strategic, tactical, and operational e-
Watch this with a 10-15 minute audiotrack at http://vimeo.com/novusprogram/lesson18
The goal of this lesson is to provide tools to determine the strengths and weaknesses of potential competitors in order to compete in various markets. The lesson begins with an overview of the importance of competitor analysis and its primary importance. A framework to analyze various competitors is then introduced. The lesson then uses the framework to analyze the key aspects of a competitor.
The Novus project is a combination of video tutorials designed to be used in conjunction with a free business simulation software program. The Novus Business and IT Program contains 36 business and IT training videos, covering basic finance, accounting, marketing, economics, business strategy, Word, Excel, and PowerPoint. Users will have an opportunity to apply the lessons in the Novus Business Simulator. Over six rounds, the user or teams will have to make decisions on capital purchases, financing, production, financing, and human resources for a microbrewery. This channel has arranged the 36 video lessons into the order in which they are meant to be used with the simulator. To watch this slideshow as a video, please go to our Vimeo page at: https://vimeo.com/novusprogram. To download our free business simulation software, please go to our SourceForge page at: http://sourceforge.net/projects/novus/.
Corporate Level Strategy: Creating Value through DiversificationAngelica Angelo Ocon
The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.
The document discusses how the internet influences industry structure and competitive advantage according to Michael Porter's theories. It outlines three "waves" of information technology from the 1960s to present. Porter argues that strategy is still important in the digital age. The document then summarizes Porter's five forces model and how each force (threat of new entrants, substitute products, bargaining powers of buyers and suppliers, competitive rivalry) can be positively or negatively impacted by the internet. Specifically, the internet can intensify competition but also create new opportunities to gain advantage through lower costs or differentiated products.
The document discusses Michael Porter's analysis of competitive advantage through his concept of the value chain. It provides an overview of Porter's view that competitive advantage can be achieved through either cost leadership or differentiation. It then explains Porter's value chain framework which identifies primary and support activities that can contribute to cost leadership or differentiation. The document outlines Porter's perspectives on analyzing costs, identifying cost drivers, and reconfiguring activities to achieve a competitive advantage through lower costs. It also discusses differentiating products and services in a way that creates value for buyers. The goal is to shift competition from red oceans of head-to-head competition to blue oceans of creating uncontested market space.
This document provides an overview and introduction to a business simulation. Students will manage various areas of a sensor company including R&D, marketing, production, and finance. The simulation compresses one year into each round and allows students to test strategies. Students will be graded based on metrics like profitability, stock price, and market share. The document explains the industry context and competitive environment that students will operate their companies within.
The document discusses strategic partnerships between marketing, admissions, and academic departments for new program development. It emphasizes the importance of collaboration between these groups throughout the entire new program development process, from initial idea generation through program launch and measurement of success. Key steps in the process include conducting market analysis to understand demand, developing the curriculum and budget, creating integrated marketing and recruitment plans, and establishing metrics to evaluate outcomes. Understanding market needs and avoiding common pitfalls like lack of differentiation or high competition are also emphasized.
The Upper Hand of Innovation: Using Competitive Intelligence to Drive Product...Arik Johnson
1) The document discusses how competitive intelligence (CI) can be used to drive product development success through better decision making at the strategic, operational, and tactical levels.
2) It provides examples of frameworks that can be used for CI analysis, such as Porter's Five Forces model, SWOT analysis, core competence analysis, and growth vector analysis.
3) CI involves collecting information from primary and secondary sources, analyzing it, and delivering recommendations to inform strategic decision making within organizations.
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
This document discusses operationalizing voice of the customer (VOC) to ensure superior customer value across the entire customer experience. It introduces Market Value Solutions, a consulting firm that focuses on measuring and managing customer value using VOC to quantify value propositions in targeted markets. The document outlines Market Value Solution's expertise in customer value analysis and management. It then provides examples of companies that have deployed Market Value Solutions strategically and operationally. The rest of the document discusses topics like the evolution of six sigma, combining six sigma and marketing, and value-driven six sigma. It also provides details on Market Value Solution's modified DMAIC process and tools used in their approach. Finally, it summarizes two case examples of Market Value Solutions deployments
The document discusses e-business strategy and implementation planning. It defines strategy and outlines the key steps: propose a future situation, assess the current internal and external environment, and choose a strategy. Implementation planning involves refining scope, identifying activities and resources, developing a schedule, planning procurement and budgets, and managing risks. The outputs should be a project plan to guide effective implementation.
The document outlines key components of a business plan, including an executive summary, company description, industry analysis, strategy/business model, marketing and sales plan, production/operations plan, management/organization, financials, and appendix. It then discusses concepts related to developing a strategy, including the value proposition, vision, strategic positioning, strategic management process, and strategic checklists. Finally, it covers business model components like revenue sources, cost drivers, investment size, and critical success factors.
1 Profitable Growth Serivces Biz Model InnovationAnees Gopalani
This document discusses challenges that companies face when transitioning from a product-focused business model to incorporating services. Some key challenges include detaching services resources from product support roles, having a misaligned go-to-market model for services, and adopting a different business model for services versus products. The document provides tactics to address these challenges, such as consolidating all services under a single P&L, establishing consistent services pricing, and providing an independent sales force for services. Executing a successful transition requires strategic alignment, seeking efficiencies in existing operations to fund new services, selecting an appropriate services business model, and developing unique value propositions.
The document discusses electronic commerce (EC) and retailing. It provides learning objectives about factors that determine electronic marketing business models, critical success factors of direct marketing, and analyzing electronic intermediaries. It also forecasts the size of business-to-consumer electronic markets from 1997 to 2000 for items like apparel, gifts, and entertainment. Finally, it discusses different business models for electronic marketing, including direct marketing approaches taken by Dell and Ford.
This chapter discusses several topics related to economics, globalization, and other issues in electronic commerce. It describes how electronic marketplaces lower costs and facilitate more efficient matching of buyers and sellers. It also analyzes the impacts of online markets on competition and industry structure. The chapter evaluates challenges like quality uncertainty and discusses the roles of intermediaries, virtual communities, and factors shaping the future of global electronic commerce.
This document discusses infrastructure for electronic commerce. It begins by describing protocols like HTTP, TCP/IP, and URLs that underlie internet applications. It then discusses web browsers, servers, security requirements like encryption, and protocols like SSL and SET. It concludes by covering online selling functions, outsourcing vs insourcing electronic storefronts, and electronic catalogs and merchant servers.
This chapter discusses order fulfillment, logistics, and supply chain management. It describes the process of order fulfillment and the major concepts of front office operations, back office operations, logistics, and the supply chain. The chapter outlines the steps in order fulfillment and discusses challenges like meeting demand, customized products, and the pull vs push models. It emphasizes the importance of integration along the supply chain.
This chapter discusses various public policy issues related to electronic commerce including legal issues, privacy, intellectual property, ethics, free speech, taxation, and consumer protection. It covers topics such as protecting privacy and intellectual property, debates around free speech and censorship, approaches to protecting children online, controlling spam, and taxation policies for e-commerce. The chapter provides an overview of the key considerations and challenges around these important policy areas.
This document provides an overview of consumer behavior in e-commerce, including characteristics of internet consumers, the consumer decision making process, and factors that influence purchasing decisions. It describes a model of consumer behavior involving individual characteristics, environmental influences, and reactions to marketing stimuli. It also discusses variables like demographics, purchasing patterns, and the roles involved in the decision making process. Finally, it presents models of the purchasing decision process and factors influencing internet customer satisfaction.
This document outlines considerations and steps for selling a business venture. It discusses personal reasons like burnout or health issues, and business reasons like needing capital or new competition. Key steps include determining the company's valuation based on finances and strategic value, identifying the best buyer candidates like competitors or financial buyers, and choosing the best tax method like stock-for-stock. It also recommends keeping finances and projections updated, maintaining the business well to attract buyers, and allowing up to a year for the selling process from identifying candidates to closing the sale.
The document discusses online services in various industries including travel, employment, real estate, stock trading, banking, and billing. It describes how each industry has moved services online, the benefits of online services, examples of major companies providing online services, and some implementation issues and future directions.
Strategic Information Systems for Competitive Advantage-1.pptsantoshsahu622005
As the name suggests, there are two aspects to this business strategy. The “Focus” refers to when a company focuses on a niche market, either by industry or geography, and becomes the expert in delivering for that industry.
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.
Beating the Odds - Strategies for Successful AlliancesRob Minaglia
The document summarizes a presentation about CA Technologies' strategy for technology alliances and partnerships. It discusses CA's goals of accelerating growth and delighting customers through strategic alliances. The presentation outlines CA's taxonomy for different types of partners, including global service providers, systems integrators, technology partners, and others. It also discusses challenges in managing hybrid cloud environments and CA's approach to providing solutions across public, private and hybrid clouds.
The Value Initiative tool suite provides a set of tools to help clients identify value-creating ideas and optimize their project portfolios. The key tools include the Enterprise Value Map, ValueLink, MapIt!, PriorIt!, and Portfolio Landscape. The Enterprise Value Map depicts how value is created and can be used to measure performance, identify projects, and develop hypotheses. ValueLink electronically links improvement initiatives to the Value Map. MapIt! and PriorIt! help allocate projects across the Value Map and prioritize based on risk and value. Portfolio Landscape is a comprehensive tool that manages the full portfolio optimization process. The tools help clients focus on the right projects and initiatives to improve performance.
This document summarizes digital marketing strategy and online marketing models. It discusses topics such as e-business models, the online marketing plan, online strategy models like SOSTAC, key performance indicators, customer analysis, competitor analysis, opportunities/threats analysis, objective setting, business value, online revenue contribution, market positioning, tactics, the marketing mix, branding online, performance measurement, and organizational structure for digital marketing.
This document provides an overview of strategy and its importance. It discusses what strategy means, why it is important for organizations to have a strategy, and key elements of developing a successful strategy. The main points are:
1) Strategy refers to the competitive actions and approaches that managers use to run a company and achieve its goals. It answers the question of "how" the company will reach its objectives.
2) Developing a strategy that leads to sustainable competitive advantages is crucial for above-average profitability. Successful strategies differentiate the company's offerings, serve customer needs better than competitors, or leverage unique resources.
3) Key elements of strong strategies include appealing to customers in a unique way to stand out from rivals
Design for Innovation with Business IntelligenceIain Sanders
The document discusses Design for Innovation (D4I) with Business Intelligence (BI), which involves discovering, capturing, applying, and refining game-changing analytics to continuously improve and innovate throughout a business. It emphasizes learning about customers faster than competitors and turning that learning into action faster. D4I uses BI to develop customer partnerships, optimize processes, maximize performance, and innovate business models. The key is implementing BI properly through iterative releases of data and functionality.
Design for Innovation with Business IntelligenceIain Sanders
The document discusses Design for Innovation (D4I) with Business Intelligence (BI), which involves discovering, capturing, applying, and refining game-changing analytics to continuously improve and innovate a business. It emphasizes learning about customers faster and turning that learning into action faster than competitors. D4I uses BI across marketing, R&D, sales, and other areas to develop customer partnerships and maximize business model payback through optimization and improvement.
IAOP OWS 17 Leveraging Outsourcing to Modernize While Maintaining ApplicationsWGroup
Anthem’s New AMS Approach Proves You Don’t Need to Pick One or the Other:
Learn how a new approach to AMS sourcing can enable the modernization of core IT systems and maintenance of applications in parallel. See Anthem’s playbook and methodology for this innovative sourcing delivery model.
Learn how to stratify which suppliers can truly help you transform core systems, and which ones that may only be able to handle tasks. See the evaluation criteria that Anthem leveraged in assessing its suppliers for transformational work.
Understand the potential for running modernization and maintenance in an integrated effort, as opposed to separate initiatives.
GreenSpring Portfolio Status Review 1 H2000Curtis Palmer
The document provides an overview and analysis of multiple portfolio companies from 2000. It discusses each company's strategy, competition, investment details, performance ratings, and recent developments. Overall the document analyzes the business strength, market opportunities, and growth potential of portfolio companies across different industries like data analytics, software, mobile applications, and logistics.
The document proposes an eCommerce enablement approach and plan for CareFirst, an insurance provider, to realize over $100 million in annual savings and revenue. It recommends a two-phase approach to quickly scope high-value opportunities, design architectures, and develop a business case to launch pilot capabilities by the fourth quarter of 1999. Andersen Consulting proposes assisting CareFirst for $700,000 to help them advance their eCommerce capabilities and strategic position relative to competitors.
Managing Your Consulting Firm for Growth - An IDC InfoDoc, sponsored by Deltek Oomph! Recruitment
This document discusses the results of a survey of over 250 consulting firms regarding managing growth. Key findings include:
- Consulting firms are bullish on future growth, with 41% revenue growth. However, rapid growth brings challenges in project execution, talent retention, and financial management.
- Firms need better visibility into customer, project, and employee lifecycles in order to capitalize on opportunities. Customer lifetime value and retention are seen as most important metrics.
- Many firms still rely on in-house IT systems rather than industry-specific cloud solutions, despite evidence that purpose-built systems provide advantages in decision-making and operational efficiency. Most firms plan to transition more systems to the cloud.
The document discusses various topics related to business strategy formulation including:
1. Different levels of strategy from corporate to operational.
2. Types of competitive advantage like cost leadership and differentiation.
3. Porter's five forces model for industry analysis.
4. SWOT analysis for understanding internal strengths and weaknesses and external opportunities and threats.
5. Strategic management process involving analysis, strategy development and implementation.
Media Management Module 1 Strategy teigland jan24Robin Teigland
Slides from my third lecture in the Strategy module in the 2011 Media Management Course at Stockholm School of Economics and the Royal Institute of Technology. Here is more information on the course: http://nordicworlds.net/2011/01/21/strategy-course-focuses-on-virtual-worlds-and-gaming-industries/.
This document provides an overview of seminar 2, which focuses on aligning strategy and marketing planning processes. It discusses key concepts like an organization's mission, values, vision, generic strategies, and core competencies. The seminar includes a guest speaker from Loadimpact.com and an assignment where students analyze Loadimpact's mission statement, strategy, and recent marketing activities to evaluate how well its actions align with its stated goals and values.
The document discusses the importance of planning for business/IT strategies and change management. It provides examples of companies' planning processes, including using ROI calculations and aligning IT projects with business objectives. Effective planning involves evaluating internal/external environments, building shared visions and goals, and determining actions. Implementation requires managing changes to processes, structures and jobs. Change management tactics like user involvement and communication can reduce resistance and increase acceptance of changes.
Although Big Data is changing enterprise data architecture models, support for Big Data extends beyond the walls of IT. The most successful companies are focused on building strong business cases for Big Data to drive support, adoption and funding though the enterprise.
This webinar investigated the two perspectives in constructing a business case for Big Data as well as how to create a compelling business case for Big Data success.
During this webinar, we covered:
-Challenges Creating Business Cases for Big Data
-Two perspectives for building Big Data business-cases
-Building the business-focused case and getting to monetized benefits
-Fortifying your business case with IT-benefits
This document discusses the key steps for launching a high technology venture, including screening technologies, preparing strategy and positioning, determining capital needs, building a management team, and implementing the launch framework. It emphasizes identifying market opportunities and technological feasibility during the screening process, developing a marketing plan including product positioning and pricing, leveraging alliances to reduce costs and risks, and establishing an exit strategy from the start.
Buying an existing business or turnaround business and opening franchises are two options for entrepreneurship. When buying an existing business, advantages include an established business, lower costs, and established policies, while disadvantages include negative seller motivation and key employee losses. Evaluating a turnaround business requires analyzing assets, operations, and the business environment. Guidelines for purchasing turnarounds include establishing a clear market/product, determining profit margins, achieving sales, implementing financial controls, and analyzing statements. Franchising provides advantages like a proven product and business plan but also has disadvantages like restrictions and high startup expenses. Proper evaluation of the franchiser and an understanding of franchise fees are important.
This document discusses key financial documents and concepts for businesses: the balance sheet, income statement, statement of cash flows, financial projections, budgets, forecasts, and break-even analysis. It explains how to calculate and use ratios from the balance sheet to analyze a company's financial health. Preparing budgets, forecasts, and break-even analysis can help entrepreneurs understand their business's financial requirements and determine if a certain output level will be profitable.
This document discusses key components of developing an e-business strategy, including crafting a customer strategy to acquire and retain customers, and understanding their needs. It also discusses enterprise resource planning (ERP) to gather information across business units, supply chain management (SCM) and examples of Dell and Walmart's SCM strategies, customer relationship management (CRM) to grow revenue and provide excellent service, and e-procurement to automate ordering.
The document discusses building an organization for growth and outlines the entrepreneurial stages of a startup. It describes setting up a chief executive officer and board of directors to oversee management, strategic planning, major investments, policy, compliance, and financing. A board of advisors is also recommended to provide support through advice and networking. The stages include generating an idea, confirming viability, preparing a business plan, hiring a management team, seeking seed capital, additional capital, product launch, working capital raises, and potential merger or IPO. Risks include lack of realism, leaks, lack of funding or capital, competition, running out of money, poor market acceptance, and counteroffers.
This document discusses intellectual property and provides guidance on developing, managing, protecting, and exploiting intellectual property. It covers various types of intellectual property including patents, copyrights, trademarks, and trade secrets. It also discusses best practices for commercializing intellectual property, obtaining patents, protecting intellectual property on the internet, and legal considerations around intellectual property.
This document discusses various methods for obtaining growth funding for a business, including venture capital and private equity investment. It covers the venture capital process, evaluating and valuing a venture, and preparing presentations for investors. Key valuation methods include earnings valuation using price-earnings multiples and discounted cash flow valuation. The document provides guidelines on determining a company's value, selecting an appropriate valuation approach, and targeting the right investors.
This document discusses early stage funding sources for entrepreneurs, including personal funding through self-funding, moonlighting, or bootstrapping. It also covers angel financing, funding from friends and family, bank loans, programs from the Small Business Administration (SBA) like SBA loans and the SBIR program, small business investment companies, state development programs, and sources for finding investors like angel networks, venture capital firms, and investor directories. The most common sources of startup capital cited are personal savings, family, and bank loans.
This document discusses various aspects of setting up different types of business entities, including sole proprietorships, C corporations, S corporations, partnerships, and limited liability companies. It provides an overview of the key characteristics and considerations for each structure, such as liability, taxation, governance, and legal agreements. The document emphasizes choosing a structure based on the business goals and considering an LLC or S corporation for smaller businesses, and a C corporation if planning to raise capital or go public.
This document provides guidance on preparing an effective business plan by outlining each section and what they should contain. The sections include an executive summary, business description, market analysis, management team, operations, critical risks, and financial projections. The executive summary should capture investor interest with a 2-3 page overview of the business idea. The business description provides details on the company, product, and strategy. The market analysis demonstrates how the company will capture market share. The financial projections must convince investors the venture is financially viable.
This document provides an overview of how to analyze markets, customers, and competition when starting a new business. It discusses identifying niche markets, conducting market segmentation, evaluating competitors, developing a pricing plan, and positioning products or services. Key aspects covered include defining target customer segments, conducting competitive analyses, assessing strengths/weaknesses, and determining appropriate pricing strategies. The document provides questions to consider and sample evaluations for each step of the market analysis and planning process.
This document outlines how to evaluate new business opportunities through analyzing factors that create opportunities, identifying opportunity costs, and developing a framework to assess opportunities. It discusses preparing an opportunity analysis by asking evaluation questions, researching factors like technology and markets that influence opportunities, and determining where ideas originate. The document also provides guidance on conducting primary and secondary market research, identifying necessary resources, and evaluating financing alternatives.
The document outlines the entrepreneurial process, which consists of 6 steps: 1) identify an opportunity, 2) develop the concept and write a business plan, 3) determine required resources, 4) acquire financing/partners, 5) implement and manage, and 6) harvest the venture through exiting or expanding. It emphasizes identifying opportunities through changing demographics, technologies, regulations and developing a business plan to acquire necessary financing, expertise, distribution channels to implement a new product, service, or process. The entrepreneurial mindset involves constantly seeking opportunities for change and pursuing the best opportunities with discipline and engagement.
This document discusses bailment and pledge under Indian law. It defines bailment as the delivery of goods by one person to another for a specific purpose, to be returned once the purpose is accomplished. The bailor delivers the goods to the bailee. A bailment creates a legal duty for the bailee to take reasonable care of the goods and return them undamaged. A pledge is a type of bailment where goods are delivered as security for a debt; the pledgee can retain or sell the goods if the debt is not repaid. The key differences between bailment and pledge are that in a pledge the goods are delivered as security for a loan rather than for safekeeping or repairs, and the pledgee
This document defines contracts and their different types. A contract is an agreement that is enforceable by law. There must be an offer and acceptance, along with consideration and lawful object. Agreements can be valid and enforceable, voidable at the option of parties, void from the beginning, or unenforceable due to technical defects. Illegal agreements that violate laws are not permitted. Valid contracts contain all essential elements like free consent and create legal obligations between parties.
An offer is a willingness to do or not do something if the other party consents. An offer becomes an agreement when accepted by the offeree. For an offer to be valid it must be definite, clear, communicated, and not revoked before acceptance. Acceptance must be absolute, unconditional, communicated to the offeror, and given within a reasonable time. When these conditions are met, the offer and acceptance form a legally binding agreement.
An agent is a person employed to act on behalf of another person, called the principal. An agency relationship is formed when the principal consents to the agent acting on their behalf. The document outlines various types of agents including general, special, universal, and mercantile agents. It also discusses the duties of agents, which include following the principal's directions, rendering accounts, and not making secret profits. The rights of agents include the right to receive remuneration and lien. An agency can be terminated through agreement, revocation, completion of business, expiry of time, or death/insanity of the principal or agent.
- Consideration is something of value that is exchanged between parties in a contractual agreement. It can take the form of an act, abstinence from an act, or a promise. For the agreement to be valid, consideration must move from one party to benefit the other.
- Examples of consideration include payment of money for goods or services, a promise to refrain from certain acts, or mutual promises such as in an agreement to sell a car. Consideration needs to be real, not impossible to fulfill or uncertain.
- For consideration and the object of the agreement to be lawful, it cannot be forbidden by law, defeat legal provisions, involve fraud, injury to people or property, be regarded as immoral, or
This document discusses partnerships under Pakistani law. It defines a partnership as a voluntary association of two or more people who contribute money, property, time or skills to operate a business for profit and share losses. The key points covered include types of partnerships and partners, how partnerships are formed through partnership agreements, characteristics like unlimited liability and mutual agency between partners, and ways partnerships can dissolve.
This document contains 19 practice questions covering a variety of statistical hypothesis tests and analyses, including: two sample t-tests, simple linear regression, ANOVA, paired t-tests, pooled t-tests, chi-square goodness of fit tests, F-tests, Mann-Whitney tests, Wilcoxon signed rank tests, z-tests, and a chi-square test of independence. The questions provide data and context for when each test would be used to analyze the data and test hypotheses.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.