The document provides an overview of an introduction to e-business module. It discusses [1] the course objectives of gaining an understanding of e-business, underlying technologies, and their applications; [2] what e-business is and how it differs from e-commerce; [3] aspects of e-business including business and technology strategies; [4] business models and key questions around them; [5] technologies that power e-business applications like the internet, intranets, and extranets; and [6] components of a traditional marketing system versus an e-business based one.
This document discusses how business social software from RollStream can provide ROI for multi-enterprise collaboration. It describes RollStream's focus on social media and horizontal collaboration. RollStream provides an enterprise community management platform for supplier and customer communities to help with challenges like information management, compliance, and onboarding new trading partners. Case studies show how RollStream helped companies accelerate supplier onboarding, reduce costs, and improve processes.
This document discusses IBM's social business solutions and frameworks. It summarizes that IBM provides modular capabilities to accelerate the development of advanced social business solutions, including social analytics, collaboration services, and connectors. It also describes IBM's social business toolkit which is built on open standards and includes components like profiles, communities, messaging, and mobile support.
Developing a Cutting Edge Social Enterprise Software Strategy that Leverages ...Enterprise 2.0 Conference
This document provides an overview of developing a social enterprise software strategy that leverages an existing SharePoint investment. It discusses sources of lessons learned from over 200 large firms practicing social business and enterprise 2.0. Key drivers for next-generation business include global connectivity, new interaction platforms, and information abundance. The elements of a social business are outlined, and examples of significant social software are provided. Strategies are presented for driving business value with social software, including defining problems first, understanding what makes social software work best, investing in community management, and treating social intranets as a platform rather than just an app.
Managing Information Technology Servicesmichaelmadsen
1. The document discusses the increasing pressure faced by IT organizations to justify costs and demonstrate value to the business. It describes various external factors like commoditization of technology as well as internal factors driving this pressure.
2. Adopting a services approach provides a framework for IT organizations to address challenges by focusing on customer needs and satisfaction. A services model defines what the IT organization delivers and gets in return through services.
3. The benefits of a services approach include helping the IT organization communicate value, align with business needs, and identify required capabilities. It also provides a basis for comparing internal and external service providers.
The document discusses Buzzient's open approach to integrating social capabilities into existing enterprise applications. It explains that Buzzient gives customers options for how to bring social visibility, actions, and engagement into apps like CRM, ERP, and loyalty programs from within the existing interfaces rather than using separate applications. Buzzient currently integrates with applications like Siebel, Oracle CRM, Salesforce, and Hubspot and can discuss a customer's specific needs.
This document provides an introduction to how businesses can use internet technology. It discusses how the internet can help businesses overcome geographic, time, cost, and structural barriers. It defines the differences between e-business and e-commerce, with e-business representing a comprehensive organizational shift and e-commerce focusing on transactions. The document also outlines strategic considerations for an e-business/e-commerce plan and how companies can utilize the internet in areas like marketing, sales, customer support, and interactions with suppliers.
IBM provides an Exceptional Web Experience Suite to help companies create engaging customer experiences online. The suite includes capabilities for content management, analytics, personalization, social features, and multi-channel delivery. It aims to optimize the customer experience and maximize business results by reaching customers on any device, engaging them through social interactions, and tailoring content and recommendations.
IBM hosted a cloud forum on April 7, 2011 to discuss social business in the cloud. Sean Poulley, Vice President of IBM's Social Business Cloud, presented on how social business embraces networks of people to create business value by being engaged, transparent, and nimble while ensuring trust, security, and compliance. IBM defined social business, created the first social software platform in 2007, and brought it to the cloud in 2009. IBM sees social business as a $100 billion opportunity and delivers social business solutions globally across industries from large to small customers. Brendan Crotty then demonstrated LotusLive, IBM's social collaboration platform in the cloud, which provides security, reliability, integration capabilities, and is an ext
This document discusses how business social software from RollStream can provide ROI for multi-enterprise collaboration. It describes RollStream's focus on social media and horizontal collaboration. RollStream provides an enterprise community management platform for supplier and customer communities to help with challenges like information management, compliance, and onboarding new trading partners. Case studies show how RollStream helped companies accelerate supplier onboarding, reduce costs, and improve processes.
This document discusses IBM's social business solutions and frameworks. It summarizes that IBM provides modular capabilities to accelerate the development of advanced social business solutions, including social analytics, collaboration services, and connectors. It also describes IBM's social business toolkit which is built on open standards and includes components like profiles, communities, messaging, and mobile support.
Developing a Cutting Edge Social Enterprise Software Strategy that Leverages ...Enterprise 2.0 Conference
This document provides an overview of developing a social enterprise software strategy that leverages an existing SharePoint investment. It discusses sources of lessons learned from over 200 large firms practicing social business and enterprise 2.0. Key drivers for next-generation business include global connectivity, new interaction platforms, and information abundance. The elements of a social business are outlined, and examples of significant social software are provided. Strategies are presented for driving business value with social software, including defining problems first, understanding what makes social software work best, investing in community management, and treating social intranets as a platform rather than just an app.
Managing Information Technology Servicesmichaelmadsen
1. The document discusses the increasing pressure faced by IT organizations to justify costs and demonstrate value to the business. It describes various external factors like commoditization of technology as well as internal factors driving this pressure.
2. Adopting a services approach provides a framework for IT organizations to address challenges by focusing on customer needs and satisfaction. A services model defines what the IT organization delivers and gets in return through services.
3. The benefits of a services approach include helping the IT organization communicate value, align with business needs, and identify required capabilities. It also provides a basis for comparing internal and external service providers.
The document discusses Buzzient's open approach to integrating social capabilities into existing enterprise applications. It explains that Buzzient gives customers options for how to bring social visibility, actions, and engagement into apps like CRM, ERP, and loyalty programs from within the existing interfaces rather than using separate applications. Buzzient currently integrates with applications like Siebel, Oracle CRM, Salesforce, and Hubspot and can discuss a customer's specific needs.
This document provides an introduction to how businesses can use internet technology. It discusses how the internet can help businesses overcome geographic, time, cost, and structural barriers. It defines the differences between e-business and e-commerce, with e-business representing a comprehensive organizational shift and e-commerce focusing on transactions. The document also outlines strategic considerations for an e-business/e-commerce plan and how companies can utilize the internet in areas like marketing, sales, customer support, and interactions with suppliers.
IBM provides an Exceptional Web Experience Suite to help companies create engaging customer experiences online. The suite includes capabilities for content management, analytics, personalization, social features, and multi-channel delivery. It aims to optimize the customer experience and maximize business results by reaching customers on any device, engaging them through social interactions, and tailoring content and recommendations.
IBM hosted a cloud forum on April 7, 2011 to discuss social business in the cloud. Sean Poulley, Vice President of IBM's Social Business Cloud, presented on how social business embraces networks of people to create business value by being engaged, transparent, and nimble while ensuring trust, security, and compliance. IBM defined social business, created the first social software platform in 2007, and brought it to the cloud in 2009. IBM sees social business as a $100 billion opportunity and delivers social business solutions globally across industries from large to small customers. Brendan Crotty then demonstrated LotusLive, IBM's social collaboration platform in the cloud, which provides security, reliability, integration capabilities, and is an ext
This presentation contains trends and analysis of Officeof the CIO areas (PPM, Demand mng, IT Governance methodologies & tools), Outsourcing decisions, and Mobile strategies.
IBM Sametime 8.5.2 provides enhancements that support the evolution to social business. Social business leverages new forms of communication like social networking and builds trusted relationships to increase sales and brand advocacy. It also drives operational effectiveness by allowing faster responses to opportunities. Sametime is positioned as the real-time social platform to enable the asynchronous and real-time interactions required by social business. It provides simple unified access to presence, messaging, meetings and social connections. A case study shows how one organization drove innovation, cost control and growth through their social business collaboration platform.
Airline social media interactions vary significantly by region and airline. European airlines tend to have much higher response rates to customer tweets and messages than US-based airlines. Examples showed that airlines like Delta, KLM and Virgin provide quick and helpful responses, while others like Alitalia provide no response at all or cannot resolve customer issues. How airlines handle social interactions can strongly impact customer satisfaction.
Webinar On-Demand: The Power of Analytics to Drive LoyaltyTIBCO Loyalty Lab
Customer analytics is a key enabler for loyalty success. In this presentation, you will learn how marketers are trending on the analytics spectrum. To what extent are they measuring loyalty programs, and if so, what are they measuring, what would they like to measure, and how are they performing?
TIBCO Loyalty Lab presents intelligence based on our survey of marketing executives and the data elements needed to create cohesive, consistent messaging, as well as personalized campaigns and offers.
Listen to the webinar on-demand: http://forms.loyaltylab.com/webinar_pwr-analytics_replay
Mark Morley, GXS Director of Industry Marketing, delivered this presentation at the EDIFICE 109th plenary in Amsterdam in October 2009. Presentation is an overview of the B2B e-Commerce trends in China, India, Eastern Europe, Saudi Arabia, Africa and Southeast Asia.
Opportunities In Managed Services Image Source Magdramos1971
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
The document summarizes key findings from research into factors that influence the adoption of e-commerce by small and medium enterprises (SMEs). The research found that the main reasons SMEs adopt e-commerce are to easily disseminate product information and reduce costs. However, the largest barriers to adoption were high initial costs and lack of in-house expertise. During implementation, SMEs faced challenges from lack of managerial time, skills, and finances. While short-term sales benefits were moderate, SMEs saw potential for future business opportunities and access to new markets through e-commerce.
1) The document discusses how technology has accelerated and changed businesses through e-commerce, controlling costs, erasing borders, and simplifying research.
2) It describes how businesses use information technology for research and development, planning, marketing, sales, and communication.
3) Managers face challenges in ensuring security and privacy, protecting property rights, and guarding against information overload while helping employees develop new technical skills.
Strategic Management - Mphasis (IT Company)Ronak Shah
This document provides a strategic analysis of Mphasis including its strengths, weaknesses, opportunities, threats, and key success factors. It analyzes Mphasis using Porter's 5 Forces model and identifies its products in a BCG matrix. A business strength matrix evaluates different industries and a life cycle portfolio mix shows where Mphasis' products and services fall in their life cycles.
The document is a project report submitted by Kawlas Gayathri for her Bachelor of Computer Application degree. It provides an overview of Mphasis, an IT services company based in Bangalore, India. The report discusses Mphasis' history, services, business models, operations and concludes that Mphasis applies advances in cognitive computing and cloud technologies to transform traditional IT services and drive business value for customers.
Financial Technology Market Analysis - March 2012MMMTechLaw
Raymond James provides the following in their financial technology investment banking services:
- A market analysis of the financial technology sector including coverage of payments, banking technology, insurance technology, and more.
- Expertise in transaction processing, investment technology, outsourced solutions, and other business models.
- A range of investment banking services including M&A advisory, public offerings, private placements, debt origination, and valuation.
Cloud definitions and market opportunitiesVik Bhambri
This IDC document provides a road map for cloud services opportunities for partners. It defines key cloud concepts including deployment models and service types. Public cloud services are forecast to grow substantially over the next few years, representing significant opportunities for partners across industries and geographies. The capabilities of cloud solutions allow partners to serve more customer segments and industries while generating recurring revenue streams.
DMC is a South Korean digital media and technology group established in 2002. It provides services including media strategy, marketing research, and optimized digital advertising solutions. DMC has experienced rapid growth, with revenues increasing 81.8% annually between 2003 and 2007. It has over 90 employees and 600 business clients. DMC utilizes proprietary technology and has various patents and certifications to support its digital media offerings.
Novo Technologies offers managed business development services in India, including identifying products and technologies for the Indian market and helping international companies launch operations. Their SoLoMoIndia initiative focuses on social media, local content, and mobility. Novo provides infrastructure, management teams, and trade networks for clients with no upfront investment and revenue sharing models. They see opportunities in India across students, families, small/medium businesses, large corporations, and home offices. Novo proposes partnerships and alliances to provide infrastructure, marketing, sales, and support services to help clients enter the Indian market.
DMC Media is a leading digital media convergence company in South Korea that has been in business for 13 years. It provides integrated digital media representative services, advertising marketing platforms, advertising marketing solutions, and advertising marketing content. DMC Media has over 100 employees across various departments and divisions focused on these business areas. It prides itself on its growth, expertise in human resources, technical skills, marketing databases, partnerships, and media network.
The document discusses Adobe's vision for Customer Experience Management (CEM) by integrating Adobe and Day assets to optimize the customer experience across channels. It highlights challenges in current customer experiences and what customers want. It then outlines Adobe's CEM vision and how content and applications can be integrated on the platform.
This document discusses STS Digital, a provider of digital smartphone technology training and consulting services for businesses. It describes STS Digital's offerings, which include courses on using BlackBerry technology for business, smartphone consulting services, and social media marketing solutions using LinkedIn. It also introduces STS Digital's work with Research in Motion (Rim) on the new BlackBerry Enterprise Server Express, which allows businesses to connect employees wirelessly at low cost.
E Business Integration. Enabling the Real Time EnterpriseJohan Blomme
The document discusses the transition to the real-time enterprise and the importance of integration, collaboration, and personalization. It notes that businesses must replace industrial-age strategies with real-time processes based on information. To compete in the new economy, companies must focus on customer experiences and knowledge across the entire value chain. Real-time data integration and business intelligence are essential for enabling personalization, predictive analytics, and a proactive, customer-centric approach.
This document summarizes IBM's efforts to develop skills for the 21st century through academic partnerships. It discusses four pillars of IBM's global university programs: talent-research collaborations, talent-skills building, talent-recruiting, and infrastructure projects. It provides examples of specific programs and initiatives under each pillar, such as shared research awards, academic initiative courses, PhD fellowships, and internship programs. The document emphasizes IBM's goal of partnering with schools to educate students for the IT workforce through access to IBM technology, materials, and volunteer support from IBM employees.
E-commerce refers to business transactions conducted online over the internet. It allows companies to market directly to consumers anywhere in the world using technology. While selling was previously limited by social and geographical boundaries, e-commerce has challenged this by giving consumers more information on prices and quality globally. There are various types of e-commerce including business-to-business, business-to-consumer, consumer-to-consumer, and mobile commerce. The technology is expected to continue growing and propagating throughout more commercial activities in the future.
The document analyzes the challenges small and medium enterprises (SMEs) in Africa face in developing successful e-commerce businesses. It uses a supply chain diagram to examine issues at each stage, finding that SMEs often struggle with logistics, pricing, distribution partnerships, and customer feedback. To overcome these challenges, the document recommends SMEs adopt adaptive supply chain models and receive training in supply chain planning and execution. Addressing both external infrastructure challenges and internal business challenges is key for SMEs to benefit from e-commerce opportunities.
This presentation contains trends and analysis of Officeof the CIO areas (PPM, Demand mng, IT Governance methodologies & tools), Outsourcing decisions, and Mobile strategies.
IBM Sametime 8.5.2 provides enhancements that support the evolution to social business. Social business leverages new forms of communication like social networking and builds trusted relationships to increase sales and brand advocacy. It also drives operational effectiveness by allowing faster responses to opportunities. Sametime is positioned as the real-time social platform to enable the asynchronous and real-time interactions required by social business. It provides simple unified access to presence, messaging, meetings and social connections. A case study shows how one organization drove innovation, cost control and growth through their social business collaboration platform.
Airline social media interactions vary significantly by region and airline. European airlines tend to have much higher response rates to customer tweets and messages than US-based airlines. Examples showed that airlines like Delta, KLM and Virgin provide quick and helpful responses, while others like Alitalia provide no response at all or cannot resolve customer issues. How airlines handle social interactions can strongly impact customer satisfaction.
Webinar On-Demand: The Power of Analytics to Drive LoyaltyTIBCO Loyalty Lab
Customer analytics is a key enabler for loyalty success. In this presentation, you will learn how marketers are trending on the analytics spectrum. To what extent are they measuring loyalty programs, and if so, what are they measuring, what would they like to measure, and how are they performing?
TIBCO Loyalty Lab presents intelligence based on our survey of marketing executives and the data elements needed to create cohesive, consistent messaging, as well as personalized campaigns and offers.
Listen to the webinar on-demand: http://forms.loyaltylab.com/webinar_pwr-analytics_replay
Mark Morley, GXS Director of Industry Marketing, delivered this presentation at the EDIFICE 109th plenary in Amsterdam in October 2009. Presentation is an overview of the B2B e-Commerce trends in China, India, Eastern Europe, Saudi Arabia, Africa and Southeast Asia.
Opportunities In Managed Services Image Source Magdramos1971
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
The document summarizes key findings from research into factors that influence the adoption of e-commerce by small and medium enterprises (SMEs). The research found that the main reasons SMEs adopt e-commerce are to easily disseminate product information and reduce costs. However, the largest barriers to adoption were high initial costs and lack of in-house expertise. During implementation, SMEs faced challenges from lack of managerial time, skills, and finances. While short-term sales benefits were moderate, SMEs saw potential for future business opportunities and access to new markets through e-commerce.
1) The document discusses how technology has accelerated and changed businesses through e-commerce, controlling costs, erasing borders, and simplifying research.
2) It describes how businesses use information technology for research and development, planning, marketing, sales, and communication.
3) Managers face challenges in ensuring security and privacy, protecting property rights, and guarding against information overload while helping employees develop new technical skills.
Strategic Management - Mphasis (IT Company)Ronak Shah
This document provides a strategic analysis of Mphasis including its strengths, weaknesses, opportunities, threats, and key success factors. It analyzes Mphasis using Porter's 5 Forces model and identifies its products in a BCG matrix. A business strength matrix evaluates different industries and a life cycle portfolio mix shows where Mphasis' products and services fall in their life cycles.
The document is a project report submitted by Kawlas Gayathri for her Bachelor of Computer Application degree. It provides an overview of Mphasis, an IT services company based in Bangalore, India. The report discusses Mphasis' history, services, business models, operations and concludes that Mphasis applies advances in cognitive computing and cloud technologies to transform traditional IT services and drive business value for customers.
Financial Technology Market Analysis - March 2012MMMTechLaw
Raymond James provides the following in their financial technology investment banking services:
- A market analysis of the financial technology sector including coverage of payments, banking technology, insurance technology, and more.
- Expertise in transaction processing, investment technology, outsourced solutions, and other business models.
- A range of investment banking services including M&A advisory, public offerings, private placements, debt origination, and valuation.
Cloud definitions and market opportunitiesVik Bhambri
This IDC document provides a road map for cloud services opportunities for partners. It defines key cloud concepts including deployment models and service types. Public cloud services are forecast to grow substantially over the next few years, representing significant opportunities for partners across industries and geographies. The capabilities of cloud solutions allow partners to serve more customer segments and industries while generating recurring revenue streams.
DMC is a South Korean digital media and technology group established in 2002. It provides services including media strategy, marketing research, and optimized digital advertising solutions. DMC has experienced rapid growth, with revenues increasing 81.8% annually between 2003 and 2007. It has over 90 employees and 600 business clients. DMC utilizes proprietary technology and has various patents and certifications to support its digital media offerings.
Novo Technologies offers managed business development services in India, including identifying products and technologies for the Indian market and helping international companies launch operations. Their SoLoMoIndia initiative focuses on social media, local content, and mobility. Novo provides infrastructure, management teams, and trade networks for clients with no upfront investment and revenue sharing models. They see opportunities in India across students, families, small/medium businesses, large corporations, and home offices. Novo proposes partnerships and alliances to provide infrastructure, marketing, sales, and support services to help clients enter the Indian market.
DMC Media is a leading digital media convergence company in South Korea that has been in business for 13 years. It provides integrated digital media representative services, advertising marketing platforms, advertising marketing solutions, and advertising marketing content. DMC Media has over 100 employees across various departments and divisions focused on these business areas. It prides itself on its growth, expertise in human resources, technical skills, marketing databases, partnerships, and media network.
The document discusses Adobe's vision for Customer Experience Management (CEM) by integrating Adobe and Day assets to optimize the customer experience across channels. It highlights challenges in current customer experiences and what customers want. It then outlines Adobe's CEM vision and how content and applications can be integrated on the platform.
This document discusses STS Digital, a provider of digital smartphone technology training and consulting services for businesses. It describes STS Digital's offerings, which include courses on using BlackBerry technology for business, smartphone consulting services, and social media marketing solutions using LinkedIn. It also introduces STS Digital's work with Research in Motion (Rim) on the new BlackBerry Enterprise Server Express, which allows businesses to connect employees wirelessly at low cost.
E Business Integration. Enabling the Real Time EnterpriseJohan Blomme
The document discusses the transition to the real-time enterprise and the importance of integration, collaboration, and personalization. It notes that businesses must replace industrial-age strategies with real-time processes based on information. To compete in the new economy, companies must focus on customer experiences and knowledge across the entire value chain. Real-time data integration and business intelligence are essential for enabling personalization, predictive analytics, and a proactive, customer-centric approach.
This document summarizes IBM's efforts to develop skills for the 21st century through academic partnerships. It discusses four pillars of IBM's global university programs: talent-research collaborations, talent-skills building, talent-recruiting, and infrastructure projects. It provides examples of specific programs and initiatives under each pillar, such as shared research awards, academic initiative courses, PhD fellowships, and internship programs. The document emphasizes IBM's goal of partnering with schools to educate students for the IT workforce through access to IBM technology, materials, and volunteer support from IBM employees.
E-commerce refers to business transactions conducted online over the internet. It allows companies to market directly to consumers anywhere in the world using technology. While selling was previously limited by social and geographical boundaries, e-commerce has challenged this by giving consumers more information on prices and quality globally. There are various types of e-commerce including business-to-business, business-to-consumer, consumer-to-consumer, and mobile commerce. The technology is expected to continue growing and propagating throughout more commercial activities in the future.
The document analyzes the challenges small and medium enterprises (SMEs) in Africa face in developing successful e-commerce businesses. It uses a supply chain diagram to examine issues at each stage, finding that SMEs often struggle with logistics, pricing, distribution partnerships, and customer feedback. To overcome these challenges, the document recommends SMEs adopt adaptive supply chain models and receive training in supply chain planning and execution. Addressing both external infrastructure challenges and internal business challenges is key for SMEs to benefit from e-commerce opportunities.
Whistleblower Best Practices: What Do Compliance and Business Leaders Need to...Ethisphere
Greg Radinsky, Cynthia Jackson, and Joan Meyer spoke at a webcast on May 15, 2015 about whistleblower best practices. They discussed key themes such as the goal of promptly uncovering misconduct through whistleblower programs. U.S. expectations include encouraging internal reporting and protecting whistleblowers. An effective program provides reporting channels, screens reports by priority, trains employees, conducts awareness campaigns, and monitors performance. However, some countries have laws conflicting with U.S. standards regarding anonymity, data privacy, and labor issues that must be addressed for global rollouts.
The document discusses the role of the general manager in utilizing the internet to gain a competitive advantage, noting they must understand whether their company is an incumbent legacy firm or new internet entrant, formulate an internet strategy to determine where the company needs to go next and how to get there, and champion or sponsor the execution of this strategy through the organization.
1) The document discusses making the new, technology and innovation-driven economy work in Africa. It proposes a model where investment in training programs over 5-10 years can move people from an "old economy" of outdated skills into a "new economy" of information literacy, entrepreneurship and rising living standards.
2) Key action points include investing in IT training at all levels and supporting private sector initiatives, as well as ensuring an enabling environment through infrastructure, legislation and reducing red tape.
3) Past lessons for Africa include a lack of skills limiting participation in global trade and value creation from infrastructure, highlighting the importance of investing in an information-literate population to prosper in the new economy.
This document provides an overview of management information systems. It discusses how information systems have become crucial for organizations due to increased globalization and competition. It defines information systems as interrelated components that process and distribute information to support decision making. The document also outlines different types of information systems and how an information systems plan can map out the strategic direction of systems development.
The document discusses several topics related to business-to-business (B2B) models and technology infrastructure. It describes common B2B models including types of business webs, agora, aggregation, value chains, and alliances. It also covers computer networking protocols, internet infrastructure, domain name resolution, and application protocols like HTTP, SMTP, and how computers communicate over the internet.
Bringing clean and affordable lightning alternatives to the residents of Freetown.
Kerosene Free Freetown is a project initiated by Francis & Francis Solar to increase the adoption of solar charged LED lamps by the residence of Freetown
Our vision is to see a Kerosene Free Freetown
Our mission is to (a) increase awareness of the benefits of switching to cleaner lightning; (b) increase the adoption of solar charged LED and (c) make solar charged LED affordable
The project was conceive by Francis Stevens George, who was born in Freetown, Sierra Leone. Francis leaves in Oslo. Joining Francis is Dr. Francis Dove-Edwin
Sl oil palm investment opportunity 150210 [compatibility mode]Francis George
The document provides an overview of investment opportunities in the oil palm sector in Sierra Leone. It highlights Sierra Leone's suitable agro-climatic conditions for oil palm cultivation including high rainfall and temperatures. The global and local demand for palm oil is growing significantly while major producers are facing constraints to expand production. Sierra Leone has ample available land and incentives for investors to develop oil palm plantations. The government supports promoting palm oil and other agribusiness investments to drive economic development.
The document discusses Customer Relationship Management (CRM). It defines CRM as using technology to manage a firm's relationships with customers. CRM can also be called permission marketing, one-to-one marketing, or customer intimacy. The document outlines the basic relationship types in CRM, including communal and exchange relationships, and discusses understanding the value of CRM through increasing profitability and lowering costs of serving existing customers. It proposes a model for customer relations management with phases of awareness, exploration, commitment, and dissolution. The challenges of implementing CRM are noted as difficulties measuring human behavior online and getting accurate customer data. The document wraps up by stating CRM is about building trust between a company and customer over the long term.
Anti-corruption and Judiciary Excellence: The Role of Transformational Leader...Francis George
Anti-corruption and Judiciary Excellence: The Role of Transformational Leadership. How Transformational Leadership contributes to combating Corruption and enhancing Judicial Excellence.
This presentation on public and private initiatives in whistleblower protection was made by Leah Ambler of the OECD Anti-Bribery Division at the Conference of States Parties to the UN Convention against Corruption in St Petersburg on 2-6 November 2015. Find out more atwww.oecd.org/corruption/whistleblower-protection.htm
1. The document discusses iPlanet's e-business platform and solutions for powering businesses online.
2. It promotes iPlanet's unified services including user management, portals, applications, communications, and commerce for developing services rapidly at massive scale.
3. iPlanet is aimed at helping businesses decrease costs, increase revenue, and boost value by going online through a robust, open architecture platform.
This document provides an overview of e-business and e-commerce. It defines e-business as the digital enablement of transactions and processes within a firm using information systems under the firm's control. E-business applications primarily involve applying digital technologies to internal business processes. E-commerce refers specifically to commercial activities involving an exchange of value over the internet. The document outlines different types of e-business models including business-to-consumer, business-to-business, and consumer-to-consumer, as well as technology-based models like peer-to-peer and mobile commerce. It also discusses the benefits, limitations, and key aspects of e-business and e-commerce.
E business and the it revolution-how to benefitSKALI Group
The document discusses the history and development of the internet and e-business. It explains that the internet started as a research project funded by the US Department of Defense. It then outlines how the internet was adopted rapidly once opened to the public, surpassing other technologies. The document also discusses how e-business has changed how businesses operate and consumers live, through more online interactions, mobile access, and digital transactions. Finally, it provides some examples of e-business models and strategies for companies to utilize e-business.
Cliftons Masterclass: Future Shock! How Technology is changing the way we do ...Cliftons_Venues
This document provides an overview of a masterclass presentation on business productivity software and mobilizing businesses. The presentation covers the future of cloud-based productivity software and its benefits like speed, collaboration, ROI and standardization. It discusses infrastructure managed services in the cloud and people-centric approaches. The presentation provides lessons from SAP's experience in developing a mobile strategy and center of excellence to manage consumerization of IT and develop user-led applications.
The document summarizes the key topics presented in a lecture on e-commerce fundamentals and trends in the Philippines. It discusses definitions of e-commerce, types of e-commerce models, essential e-commerce processes, reasons for engaging in e-commerce, and components of developing an e-business plan including strategy, resources, and technology architecture. The presentation also covers converging technology and market trends driving changes in e-commerce and dimensions of managing organizational change.
- Companies are increasingly adopting eService/online customer service technologies like web self-help, email response, live chat and VoIP to improve customer satisfaction while reducing costs.
- Moving routine customer interactions online can significantly reduce a company's customer service costs while freeing up personnel for more valuable tasks. However, the primary goal of eService should be improving customer loyalty and satisfaction.
- While eService solutions are generally cheaper than phone or live agent interactions, companies must consider customers' preferred methods and balance cost savings with maintaining good customer relationships. The right eService strategy depends on a company's business objectives and customers' needs.
1. This consultancy helps businesses grow through the right use of digital technologies by providing digital business and marketing strategies.
2. They focus on 3 areas - developing digital business and marketing strategies, implementing strategies, and optimizing performance.
3. Their unique business model puts most of their fees at risk based on performance objectives to align incentives and provide unbiased recommendations.
The Value Of Business Information March 2010GarySmith2000
This document summarizes an agenda for a business solutions event. It includes an introduction to Nexus Overview, presentations on the value of business information and exit planning strategies, a demonstration of the MiCore Portal information management system, and lunch. The document also provides overviews of Nexus' network integration, software development, and customer case study services.
Analogue to Digital: Organisation wide adoption of DigitalColin Yeung
PowerPoint of the speech I gave last Wednesday 24th August at Australian Marketing Institute: Marketing Week, Coming Together 2011" Conference. It’s a case study of my background in marcomm & tech, and how I worked with some very smart people to help create the Melbourne Sports and Aquatic Centres Digital Strategy, Network of Websites and worked through the operational and change management issues associated with a large scale organisation wide digital program of works.9
Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people's behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people's behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. The hierarchical structure of these established companies assumes high coordination cost due to human activity. But when the coordination cost drops
The organisational structure that companies in the 20th century established was based on the fact that employees needed to do all the work. The coordination cost was high due to the effort and cost of employees, housing etc. Now we have software that can do this for use and the coordination cost drops to close-to-zero. Another thing is that things become free. Consider Flickr. Anybody can sign up and use the service for free. Only a fraction of the users get pro account and pay. How can Flickr make money on that? It turns out that services like this can.
Many businesses make money by giving things away. How can that possibly work? The music business has suffered severely with digital distribution of content. Should musicians put all their songs on YouTube? What is the future business model for music?
This document provides an overview of an e-business course. The course objectives are to introduce concepts, tools, and approaches related to conducting business electronically and to help students develop skills for managing digital businesses. The course will cover topics like introduction to e-business, making functional areas e-business enabled, technologies for e-business, and decision support in e-business. Each topic is divided into multiple weeks, with each week focusing on a specific sub-topic or concept within that overall topic area.
This document provides an overview of an e-business course. It discusses key topics that will be covered in the course, including:
- Introduction to e-business and making functional areas e-business enabled through topics like e-procurement, e-marketing, and e-supply chain management.
- Technologies that enable e-business like the internet, web systems, security, and supply chain integration technologies.
- Decision support in e-business through web analytics, customer behavior modeling, auctions, and recommender systems.
It also outlines the course contents by week, with specific focus on making functional areas e-business enabled, e-business technologies, and decision support in e-business. Examples are provided
Digital and Social Media in Aesthetics MarketingVincent Teo
This is a presentation I gave at a Regional Aesthetics Marketing Workshop on how clinics in Asia can leverage on digital and social media to engage consumers and acquire new prospects.
SoftControl - Short Company Introduction. Since 1993 we served 200+ companies and helping them to boost their capabilities and to grow their business. Get more information about our Services and Products, short and to the point.
Visit our website: http://www.softcontrol.net
The document discusses the concept of e-intelligence and how it enables organizations to leverage the power of e-business and business intelligence. E-intelligence systems integrate e-business operations into traditional business intelligence environments to provide users a complete view of business information. This allows users to make informed decisions and optimize e-business offerings based on accurate data. The document outlines requirements for e-intelligence systems and presents a framework that integrates e-business into existing business intelligence environments.
E-business refers to the conduct of business on the Internet and the transformation of key business processes through Internet technologies. It includes direct business activities like marketing, sales, and HR as well as indirect activities that impact business processes and efficiency. E-commerce is a major subset of e-business and refers specifically to buying and selling of products, services, and information online, typically through business-to-consumer and business-to-business transactions. There are several types of e-commerce models including B2C, B2B, C2C, and business-to-government. E-business has significant impacts on areas like marketing, production, management information systems, and human resources. Key drivers of e-business adoption
Arber Technologies is an IT consulting and software services company based in Jaipur, India that provides outsourced IT and business process services. It was founded by the prominent Shree Ram Group with over 25 years of experience in real estate development. Arber aims to provide optimized outsourcing value through a collaborative business model focusing on customer intelligence, technology, process management, and quality delivery. The company offers a range of IT, BPO, software development and testing services to global clients through a state-of-the-art facility and ISO-certified processes managed by an experienced team.
The document discusses customer churn in the contact center industry. It summarizes findings from an Accenture report that found 42% of global customers described service quality as poor or fair, leading many to switch providers. The document then outlines Acqueon's solutions for improving the customer experience across channels to reduce churn, including their flagship iQ product and partnerships. Acqueon experiences 50% annual growth with a global team serving customers across industries.
This slide includes:
1. Concept of E-business
2. Defining e-business
3. Essential features of an e-business
4. Nature of E-business
5. Scope of E-business
6. Goal of E-business
7. Impact of E-business
8. Benefits of E-business
9. Advantages of E-business
10. E-commerce
11. Difference between E-business and E-commerce
12. Relation between E-business and E-commerce
13. Advantages of E-commerce
14. Disadvantages of E-commerce
1. eCRM provides companies with interactive and personalized communication across electronic and traditional channels while respecting customer preferences.
2. Building an effective eCRM solution requires defining business objectives, assessing current capabilities, and defining process changes needed to meet goals.
3. Key eCRM features include a focus on refining business processes, being data-driven to provide customized customer profiles and interactions, and measuring performance.
E-commerce has the potential to alleviate poverty in developing countries in several ways:
1) It reduces transaction costs and barriers to entry by allowing sellers in poor countries to reach buyers globally without intermediaries, improving market efficiency.
2) It gives producers a global reach beyond local and national markets, bringing some economic gains through increased sales.
3) By improving access to information, e-commerce reduces information costs for actors in developing countries and allows them to better participate in the global economy.
4) It creates new business opportunities for entrepreneurs through virtual enterprises and digital products that can reach markets without a local presence.
However, the document notes that other supporting factors are also needed for e-commerce
The document discusses different business models for companies operating online, known as B-Web models. It defines five main types of B-Web models: Agora, Aggregation, Value Chain, Alliance, and Distributive Networks. Each model is described as facilitating different interactions between buyers and sellers or organizing production networks in specific ways. The document provides questions for companies to consider to identify which business model they currently use and how to develop new models that ensure success in their industry.
The document discusses traditional distribution channels and how the internet has affected distribution. It provides examples of how the internet allows companies to directly reach customers faster and cheaper. The internet has also made it possible to create online-specific products and extend a company's territorial reach. The document then discusses different e-channel strategies companies can take, such as transaction enhancement, e-channel compression, expansion, and innovation.
The document provides guidance on developing an e-business plan. It emphasizes that an e-business plan must recognize information technology as part of the overall business value chain. Developing such a plan requires understanding customer needs, industry trends and changes, and embracing a culture of adaptability. The planning process involves defining objectives and markets, assessing strengths/weaknesses, and determining distinctive competencies. Key elements that must be addressed are the technology enabling the vision, competitive environment, marketing and operational plans, critical success factors, funding needs, management team, and financial projections. An effective plan accounts for evolving technologies and changing business dynamics.
The document discusses innovation models for developing countries in the knowledge economy. It evaluates options based on their knowledge driven focus, availability, practical usefulness, documentation, and resource requirements. The social network theory of innovation and systems of innovation models best meet the criteria, as they focus on knowledge sharing, are openly available, aim to solve business problems, are well documented, and have relatively low resource needs. The conclusion states that developing countries need to build independent innovation capabilities through investing in organizational learning over time.
This document presents the final report of a study on strengthening pharmaceutical innovation in Africa. It provides an evidence base and direction for an initiative endorsed by Africa's ministers of science and technology to help countries develop strategies and build capacity for pharmaceutical innovation. The report analyzes the context, assesses the current landscape, identifies essential building blocks, and provides tools - including a Pharmaceutical Innovation Framework and Grid - to guide countries in developing pharmaceutical innovation systems.
The tourism sector in Sierra Leone has significant potential for growth. Key assets include 360km of beaches, wildlife reserves, historical sites, and world-class fishing. However, civil conflict in the 1990s disrupted the sector's development. Now, local entrepreneurs are serving the market through small hotels, lodges, and tours. The government has a four-point strategy to develop tourism, including improving infrastructure to access beaches. There is potential for high-end resorts and lodges similar to other parts of Africa. The sector could experience dramatic growth in tourist arrivals with investment and development of opportunities such as beachfront properties, hotels, and resorts.
The document discusses creating an attractive investment environment for tourism in Sierra Leone. It highlights Sierra Leone's natural attractions like beaches, rainforests, and wildlife. It also notes opportunities in adventure, cultural, and beach tourism. The document then presents two concepts for leisure hotels - a smaller 58-room hotel with lower costs and higher potential returns, and a larger 120-room hotel requiring more investment but still offering reasonable returns.
Sl sugar investment opportunity 150210 [compatibility mode]Francis George
Sierra Leone has suitable conditions for sugar production including humid tropical climate, abundant rainfall, and over 5 million hectares of available agricultural land. The country aims to develop sugar cultivation in central river valleys and plains without disrupting food crops or ecosystems. Investors can lease large tracts of land for long periods at low rates and benefit from low labor costs and a favorable tax regime. The government supports attracting investment to accelerate sugar sector growth.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
The document discusses the challenges small and medium enterprises (SMEs) in Africa face in developing successful e-business strategies. It analyzes the supply chain and identifies major challenges in distribution, logistics, pricing, and partnerships. These challenges especially impact the planning side of supply chains for SMEs. If not addressed, having a website does not solve issues behind the information flows in the supply chain.
The tourism sector in Sierra Leone has significant potential for growth. Key assets include 360km of beaches, wildlife reserves, historical sites, and world-class fishing. However, civil conflict in the 1990s disrupted the sector's development. Now, local entrepreneurs are serving the market through small hotels, lodges, and tours. The government has a four-point strategy to develop tourism, including improving infrastructure to access beaches. There is potential for high-end resorts and lodges similar to other parts of Africa. The sector could experience dramatic growth in tourist arrivals with investment and development of opportunities such as beachfront properties, hotels, and resorts.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Module1
1. Module 1
Introduction to E-Business
Tutor: FSG
Francis Stevens George Krooman-2004
2. Course Objectives
Gain a broad understanding of eBusiness
Understanding the major themes
Understanding the underlying technologies
Understand the applications of the
tecnologies to particular strategic
processes
Francis Stevens George Krooman-2004
3. Introduction to E-Business
Overview of E-Business and
its various Aspects
Francis Stevens George Krooman-2004
4. What is e-Business
E-business is not e-commerce
E-Business is about interaction. It 2000-
represents a more focused and E-business
comprehensive involvement of
the organisation. The platform is
attitude shift.
1997-2000
Transaction
Order Flow
Gross revenue
1994-97
Presence
Website,
Brochure ware
Francis Stevens George Krooman-2004
5. Aspects of E-Business
Business Strategy Technology Strategy Consideration
What is our value proposition? Is e-business an element?
Where are we going, and how long before we get Can the internet accelerate the effort?
there?
Where do we gain strategic advantage? Can the internet provide additional leverage?
Who are our customers? Are they computer literate? Can the internet
improve their buying experience?
Who are our suppliers? Do they have technology interface with our
system?
What are the demands of our stakeholders? Will web enabled commerce improve our
valuation?
Francis Stevens George Krooman-2004
6. Introduction to E-Business
What is a Business Model and
How it is used
Francis Stevens George Krooman-2004
7. Business Model
What is a Business Model?
A system which defines how a firm will build and use its
resources to offer its customers superior value
profitably.
Business Model-
Components, linkages
and Dynamics
Change
Performance
Environment
Francis Stevens George Krooman-2004
8. Business Model-Key Questions
Under what business model does
my company operate?
How do we develop a model to
ensure success?
Which business models are taking
hold in my industry and why?
Is my organisation capable of
adapting to the required business
model /business model changes?
Francis Stevens George Krooman-2004
9. What are the B-Web Models
Agora
Aggregation
Value Chain
Alliance
Distributive Networks
Francis Stevens George Krooman-2004
10. What B-Model
Component Questions for all models Questions specific to
Internet business models
Customer value Is the company offering What unique features of the
something distinctive? internet allows you to offer
something distinctive? Can we
solve a specific problem
Scope To which customers are we What is the sope of customers
offering our value? that the internet enables us to
reach? Does the net alter my
product/service mix.
Pricing How do we determine price? Does the internet make pricing
different?
Revenue Source Where do the mullah come Are revenue sources different?
from? What are the margins?
Connected Activities What set of activities do we How many new activities must
have to perform to deliver be perform? Can we perform
value? existing activities better?
Implementation Organizational structure, What does the internet do?
systems, people and
environment.
Capabilities Capabilities and capabilities What new capabilities?
gaps.
Sustainability
Francis Stevens George How difficult for others to copy
Krooman-2004 Sustainability- easier or more
us? How do we keep making difficult?
money?
11. Introduction to E-Business
What are the technologies behind
e-Business
Francis Stevens George Krooman-2004
12. Overview of E-Business Applications
E-Business
Applications
The Internet
Intranets
Extranets
Telecommunications
Other Networks
Networks
Enterprise Communication Electronic Commerce Internal Business
and Collaboration Systems
-Electronic Mail -POS -Transaction Processing
-Voice Mail -Web retailing -Intranent Ent. Info. Portal
-Discussion Forum -Online Auctions -CRM
-Data conferencing -Interactive Marketing -Workflow Systems
-Videoconferencing -SCM -Activity Monitoring
-Electronic Meeting -Electronic Fund Transfer -Process Control
-Online Banking -Management Support Systems
Francis Stevens George Krooman-2004
13. Strategic Business Value of Internet based
applications
Marketing & Product Sales & Support & customer
Internet
Research Distribution feedback
Capability
Data for Market Reach new Access to customer
Research customers Comments online
Benefits Consumer response Low cost distri Immediate response
To new products bution to customer
To company problems
Environmental Multiple contact
scanning points at no incre
mental costs
Opportunities
Lower cost margins Enhanced customer
For Increase Market Share
satisfaction
Advantage
.
Adapted from Mary Cronin-Doing MoreBusiness on the Internet
Francis Stevens George Krooman-2004
14. Introduction to E-Business
The Components of an e-business
based Marketing System
Francis Stevens George Krooman-2004
15. Traditional Based Marketing System
Place or Distribution
Supply Chain
Product Flow
Management
Product Strategic Strategic
Promotion Customer
Price Plan Goal
Payment Flow
Information Flow Environment:
Technological
Competitive
PoliticalLegaal
Social
Francis Stevens George Krooman-2004
16. E-Business Based Marketing System
Shorter Channels
Dominated by Facilitators
Supply Chain
Extranet Entrepreneurial
Management
Customised
Customised
Products Market of one
Non-linear Strategic
Lower Customer Behaviour
Promotions
Prices
Environment:
Electronic Payments Constant tech. change
Knowledge Management Increased competitive
pressure.
And Data Warehousing
Francis Stevens George Krooman-2004
17. Introduction to E-Business
Using e-business to develop Long
Term Marketing Relationships
Francis Stevens George Krooman-2004
18. The Big Picture
Inventory
Management
System
Suppliers
Extranet for EC, access
Inventory, replenish stock,
Head Office: Send documents, specs.
Marketing,Electornic THE INTERNET
Commerce,
Collaboration with
customers,Prospects .
Remote office-
Business Partners- Customers- Intranet links,virtual teams,
Order, shop, get service Interactive communications,
Email,document transfer, Collaboration, computing
/support.
Discussion, extranent
Francis Stevens George Krooman-2004
19. What matters in e-Business
Relationship Capital
Integration
Partnership
Flexibility
ROI
Francis Stevens George Krooman-2004
20. The Stakeholders
Strategic Partners:
Partners who are planning for the future of
your business.
Operational Partners:
Partners helping you run your business
today.
Governance:
The individual applying the rules and
regulations that are relevant to your
business stakeholders.
Customers:
The end purchasers.
Community:
The people who are interested in your
products and services, people who may or
may not include your business customers.
Shareholders:
Employees:
Francis Stevens George Krooman-2004
21. Why you cannot wait
Lower costs today to develop and implement.
Early investment for better pay back in the future.
Leadership role rather than follower.
Certain cost savings are immediate-so called ”hard
costs”.
Early starters create electronic structural barriers for
followers.
Companies implementing technology are more likely
to meet customer needs than those who do not.
Unprecedented market reach at home and abroad.
Possible elimination of costly intermediaries.
Francis Stevens George Krooman-2004
22. A Must for Managers
Have a conceptual understanding Can also be a Woman
of the technologies
Application, Integration
E-Business is a long term
proposition
E-Business is evolving
Francis Stevens George Krooman-2004
23. Key Advice
Its not the technology but its
applications that counts!
Technology in itself will not
create value.
Focus on the big picture.
Build a little, use it, build a
little more.
Your people MATTER
Francis Stevens George Krooman-2004
24. Conclusion
E-Business Models:
E-Business Patterns The Strategic E-Business Designs:
The Foundation, Framework Specific Strategy
The Rules, Challenges that allows you to for what you need
compete to do in the marketplace
in the game
•What models are
better suited to
take advantage of
new business
•What is the new opportunity Who are your target
opportunities?
Based on specific customers?
•What business
market and customer What is your value
processes need to
trends? Proposition?
change?
•What are the macro economic How do you make Money?
•How do we move
drivers of the business change? How to retain customers?
from existing model
•Which digital technologies How to get talented
to an e-model
will dominate your industry? people?
reflecting our company
organizational readiness?
•What are the Management
Francis Stevens George challenges?
Krooman-2004