Environmental and green issues related to Internet usage in E-environment

The future state of our planet is a widely held social concern that is closely related to economic issues. Although technology is generally seen as detrimental to the environment, think about long- and short-haul flights, and TVs and electronic gadgets burning fuel when left on standby; there are some arguments that e-commerce and digital

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Taxation in E-environment

How to change tax laws to reflect globalization through the Internet is a problem that many governments have grappled with. The fear is that the Internet may cause significant reduc­tions in tax revenues to national or local governments if existing laws do not cover changes in purchasing patterns. Basu (2007) notes that around a

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Economic and competitive factors in E-environment

The economic health and competitive environment in different countries will determine the e-commerce potential of each. Managers developing e-commerce strategies in multinational companies will initially target the countries that are most developed in the use of the tech­nology. A comprehensive framework for assessing an ‘e-economy’ has been developed by Booz Allen Hamilton (2002). The

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FOCUS on e-commerce and globalization

Globalization refers to the move towards international trading in a single global market­place and also to blurring of social and cultural differences between countries. Some perceive it as ‘Westernization’ or even ‘Americanization’. We saw in Chapter 1 that for both SMEs such as North West Supplies and larger organizations such as easyJet and Cisco,

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Political factors in E-environment

The political environment is shaped by the interplay of government agencies, public opinion, consumer pressure groups such as CAUCE (the Coalition against Unsolicited E-mail), www.cauce.org, and industry-backed organizations such as TRUSTe (www.truste.org) that pro­mote best practice amongst companies. The political environment is one of the drivers for establishing the laws to ensure privacy and

E-government

E-government is distinct from Internet governance. We introduced e-government in Chapter 1, where we noted that it is a major strategic priority for many countries in Europe and the remainder of the world. To achieve the potential cost savings, some governments have set tar­gets for both buy- and sell-side e-government. In the UK, the

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Technological innovation and technology assessment

One of the great challenges of managing e-commerce is the need to be able to assess which new technological innovations can be applied to give competitive advantage. I’m often asked what is ‘the next big thing’ or to predict changes in e-commerce over the next 5 years. The truth is no one can predict

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Approaches to identifying emerging technology

PMP (2008) describes four contrasting approaches to identifying new technologies which may give a company a competitive edge if they are involved in manufacturing or are looking to improve their supply chain effectiveness. These are the four alternative approaches which apply to e-business technologies (the author describe them for manufacturing and supply chain approaches)

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What is e-business strategy?

Strategy defines the future direction and actions of an organization or part of an organization. Johnson and Scholes (2006) define corporate strategy as: the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a changing environment to meet the needs of markets

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Strategic analysis of E-business

Strategic analysis or situation analysis involves review of: the internal resources and processes of the company to assess its e-business capabilities and results to date in the context of a review of its activity in the marketplace; the immediate competitive environment (micro-environment), including customer demand and behaviour, competitor activity, marketplace structure and relationships with

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Strategic objectives of E-business

Defining and communicating an organization’s strategic objectives is a key element of any strategy process model since (1) the strategy definition and implementation elements of strategy must be directed at how best to achieve the objectives, (2) the overall success of e-business strategy will be assessed by comparing actual results against objectives and taking

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Strategy formulation of E-business

In this section the key strategic decisions faced by a management team developing e-business strategy are reviewed. For each of the areas of strategy definition that we cover, managers will want to generate different options, review them and select them as shown in Figure 5.16. We start by considering the sell-side-related aspects of e-business

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Strategy implementation of E-business

Strategy implementation includes all tactics used to achieve strategic objectives. The main tactics and actions required are summarized in Figure 5.20. These actions are described in more detail in the remainder of Part 2 and in Part 3 as indicated in the figure. Chapter 10 focuses on approaches to managing the change associated with

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FOCUS on information systems strategy and e-business strategy

An essential part of any e-business strategy is consideration of how information systems strategy supports change. The importance to e-business success of utilizing information sys­tems to manage information is highlighted by Willcocks and Plant (2000) who found in a study of 58 major corporations in the USA, Europe and Australasia that the leading com­panies

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What is e-procurement?

In this chapter we consider the benefits and risks of e-procurement together with tech­niques that can be used to assess these benefits and risks. We also consider the selection of the different types of e-procurement including the hyped business-to-business marketplaces. The terms ‘purchasing’ and ‘procurement’ are sometimes used interchangeably, but as Kalakota and Robinson

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Drivers of e-procurement

Case Study 7.1 illustrates many of the reasons why many companies are now introducing e-procurement. The primary driver is cost reduction, in this case from an average of £60 per order to £10 per order. In many cases the cost of ordering exceeds the value of the product purchased. In another example, BT’s implementation

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Focus on estimating e-procurement cost

While cost savings are commonly cited as the key benefit of e-procurement, more than half the companies in the Tranmit (1999) survey (54 per cent) did not know the procurement costs of their organization! This suggests that calculating costs is not straightforward, but it is clearly an important part of the cost-justification of introducing

Risks and impacts of e-procurement

The Tranmit (1999) report above indicated that in the UK and throughout Europe, adop­tion of e-procurement is low, with less than a fifth of large companies adopting this technology. It may be possible to explain low adoption through a consideration of the risks and impacts involved with e-procurement. A PricewaterhouseCoopers survey of 400 senior

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Implementing e-procurement

Implementing e-procurement has the challenges of change management associated with any information system which are discussed in Chapter 10. If the implementation can mirror existing practices, then it will be most straightforward, but many of the benefits will not be gained and the use of new technology often forces new processes to be considered.

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Focus on electronic B2B marketplaces

As the new millennium dawned there was a proliferation of B2B marketplaces. However, as start-up businesses, many have had difficulty in achieving sustainable business models although we will see there are examples of successful marketplaces in vertical industries such as Elemica (www.elemica.com) within the chemicals industry which we referenced in Case Study 6.1. Perhaps

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