電子商務(wù)英文課件：ch13 E-Commerce Strategy and Global EC

1、Chapter 13E-Commerce Strategy and Global ECCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallLearning Objectives Describe the strategic planning process.Describe the purpose and content of a business plan and a business case.Understand how e-commerce impacts the strategic planning pr

2、ocess.Understand how to formulate, justify, and prioritize EC applications.13-1Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallLearning Objectives Describe strategy implementation and assessment, including the use of metrics.Evaluate the issues involved in global EC.Analyze the imp

3、act of EC on small and medium-sized businesses.13-2Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallOrganizational Strategy: Concepts and OverviewstrategyA broad-based formula for how a business is going to accomplish its mission, what its goals should be, and what plans and policie

4、s will be needed to carry out those goals13-3Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallOrganizational Strategy: Concepts and OverviewSTRATEGY AND THE WEB ENVIRONMENTPorters Competitive Forces Model and StrategiesThe five major forces in an industry that affect the degree of c

5、ompetition and, ultimately, the degree of profitability are:1. Threat of entry of new competitors2. Bargaining power of suppliers3. Bargaining power of customers or buyers4. Threat of substitute products or services5. Rivalry among existing firms in the industry13-4Copyright 2010 Pearson Education,

6、Inc. Publishing as Prentice Hall13-5Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallOrganizational Strategy: Concepts and OverviewThe Impact of the Internete-commerce strategy (e-strategy)The formulation and execution of a vision of how a new or existing company intends to do busin

7、ess electronicallyStrategic Planning for IT and ECstrategic information systems planning (SISP)A process for developing a strategy and plans for aligning information systems (including e-commerce applications) with the organizations business strategies13-6Copyright 2010 Pearson Education, Inc. Publi

8、shing as Prentice Hall13-7Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallOrganizational Strategy: Concepts and OverviewTHE STRATEGIC PLANNING PROCESSstrategy initiationThe initial phase of strategic planning in which the organization examines itself and its environmentSpecific out

9、comes from this phase include:Company analysis and value propositionvalue propositionThe benefit that a companys products or services provide to a company and its customersCore competenciesForecastsCompetitor (industry) analysis13-8Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallOr

10、ganizational Strategy: Concepts and Overviewstrategy formulationThe development of strategies to exploit opportunities and manage threats in the business environment in light of corporate strengths and weaknessesSpecific activities and outcomes from this phase include:Business opportunitiesCostbenef

11、it analysisRisk analysis, assessment, and managementBusiness plan13-9Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallOrganizational Strategy: Concepts and Overviewstrategy implementationThe development of detailed, short-term plans for carrying out the projects agreed on in strateg

12、y formulationSpecific activities and outcomes from this phase include:Project planningResource allocationProject management13-10Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallOrganizational Strategy: Concepts and Overviewstrategy assessmentThe continuous evaluation of progress tow

13、ard the organizations strategic goals, resulting in corrective action and, if necessary, strategy reformulation13-11Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall13-12Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallOrganizational Strategy: Concepts and OverviewS

14、TRATEGIC PLANNING TOOLSSWOT analysisA methodology that surveys external opportunities and threats and relates them to internal strengths and weaknessescompetitor analysis gridA strategic planning tool that highlights points of differentiation between competitors and the target firm13-13Copyright 201

15、0 Pearson Education, Inc. Publishing as Prentice HallOrganizational Strategy: Concepts and Overviewscenario planningA strategic planning methodology that generates plausible alternative futures to help decision makers identify actions that can be taken today to ensure success in the futurebalanced s

16、corecard (BSC)A management tool that assesses organizational progress toward strategic goals by measuring performance in a number of different areas13-14Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallBusiness Planning in E-Commercebusiness planA written document that identifies a

17、companys goals and outlines how the company intends to achieve the goals and at what cost business caseA business plan for a new initiative or large, new project inside an existing organization13-15Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall13-16Copyright 2010 Pearson Educatio

18、n, Inc. Publishing as Prentice Hall13-17Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall13-18Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy InitiationREPRESENTATIVE ISSUES IN E-STRATEGY INITIATIONBe a First Mover or a Follower?Born-on-the-Net or Move-t

19、o-the-Net?Determining ScopeHave a Separate Online Company?Have a Separate Online Brand?STRATEGY IN THE WEB 2.0 ENVIRONMENT AND IN SOCIAL NETWORKING13-19Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy FormulationSELECTING EC OPPORTUNITIESDETERMINING AN APPROPRIATE EC APPL

20、ICATION PORTFOLIO MIXThe BCG Model and an Internet Portfolio Map13-20Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall13-21Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy Initiatione-commerce (EC) riskThe likelihood that a negative outcome will occur in

21、the course of developing and operating an electronic commerce strategySecurity Issues13-22Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy InitiationISSUES IN STRATEGY FORMULATIONHow to Handle Channel ConflictHow to Handle Conflict Between the Offline and Online Businesse

22、s13-23Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy InitiationPricing StrategyPrice comparison is easierBuyers sometimes set the priceOnline and offline goods are priced differentlyDifferentiated pricing can be a pricing strategyversioningSelling the same good, but wit

23、h different selection and delivery characteristics13-24Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy ImplementationE-STRATEGY IMPLEMENTATION PROCESSCreate a Web Teamproject championThe person who ensures the EC project gets the time, attention, and resources required a

24、nd defends the project from detractors at all timeStart with a Pilot ProjectAllocate ResourcesManage the Project13-25Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy ImplementationSTRATEGY IMPLEMENTATION ISSUESApplication DevelopmentOutsource: What? When? To Whom?outsourc

25、ingThe use of an external vendor to provide all or part of the products and services that could be provided internallyPartners Strategy13-26Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy ImplementationBusiness Alliances and Virtual Corporationsvirtual corporation (VC)An

26、 organization composed of several business partners sharing costs and resources for the production or utilization of a product or serviceco-opetitionTwo or more companies cooperate together on some activities for their mutual benefit, even while competing against each other in the marketplace13-27Co

27、pyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy ImplementationRedesigning Business Processes and BPRbusiness process reengineering (BPR)A methodology for conducting a comprehensive redesign of an enterprises processesbusiness process management (BPM)Method for business res

28、tructuring that combines workflow systems and redesign methods; covers three process categoriespeople-to-people, systems-to-systems, and systems-to-people interactions13-28Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy and Project AssessmentTHE OBJECTIVES OF ASSESSMENTM

29、easure the extent to which the EC strategy and ensuing projects are delivering what they were supposed to deliverDetermine if the EC strategy and projects are still viable in the current environmentReassess the initial strategy in order to learn from mistakes and improve future planningIdentify fail

30、ing projects as soon as possible and determine why they failed to avoid the same problems on subsequent projects13-29Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy and Project AssessmentMEASURING RESULTS AND USING METRICSEC MetricsmetricA specific, measurable standard a

31、gainst which actual performance is comparedcorporate (business) performance management (CPM, BPM)Advanced performance measuring and analysis approach that embraces planning and strategy13-30Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy and Project AssessmentStrategic p

32、lanning in CPM includes the following eight steps:Conduct a current situation analysisDetermine the planning horizonConduct an environment scanIdentify critical success factorsComplete a gap analysis (performance vs. goals)Create a strategic visionDevelop a business strategyIdentify strategic object

33、ives and goals13-31Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallE-Strategy and Project Assessmentstrategy mapA tool that delineates the relationships among the key organizational objectives for all four balanced scorecard (BSC) perspectivesWeb analyticsThe analysis of clickstream data to understand visitor behavior on a Web site13-32Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGlobal E-CommerceBENEFITS AND EXTENT OF OPERATIONSThe ability to do bu