E business development pdf

Log in with Facebook Log in with Google. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link. Need an account? Click here to sign up. Download Free PDF. Dien Phan. A short summary of this paper. E-business development for competitive advantages: a case study.

Cloud State University, St. As the e-marketplace becomes more lucrative, it attracts new entrants and created turmoil in the market. There have been many spectacular successes and many failures. This paper presents a study of e-business competitive advantage strategies using the success at Intel. Intel became the fifth most profitable company in the US in the year , up from the rank of eighth in Despite the rapid decline in stock values of many Internet related companies and the recession, Intel is still successful.

By the end of , Intel was the seventh largest market capitalization company in the US. All rights reserved. Introduction Gates, frequently expressed his fear that Microsoft is about 2 years away from failure, that somewhere out E-business has received much attention from entre- there is a formidable competitor, unborn and preneurs, executives, investors, and industry observers unknown, who will use better business models to recently.

As information technologies IT develop, put companies like Microsoft into obsolescence. Organiza- probably those that can integrate Internet technology tions today frequently integrate Internet technology to to all activities of the enterprise-wide value chain. Success breeds imitation and invites more entries. E-business concepts, strategies, and The rapid expansion of e-commerce values in the frameworks past few years convinced many people that a new economy has emerged.

Without the use of face have different implications for business organizations. The three principal categories cost savings and market penetration that often results of e-business applications are: in better profits and market share.

From the IS perspective, the value chain model [9] 1. Electronic markets or e-marketplaces: buying and highlights interdependence activities in businesses selling goods and services.

Inter-organizational systems: facilitating inter- and where IS are most likely to have strategic impact and intra-organization flow of goods, services, Fig. As information technologies developed, novel ways 3. Customer service: providing customer service, of business process redesign emerged. Most organiza- help, handling complaints, tracking orders, etc. Through the infrastructure of existing 2. Information systems strategies for competitive B2B exchanges in the e-marketplaces, many organi- advantage zations will eventually be able to integrate activities of their value chain encompassing suppliers, customers, Studying the evolution of business organizations and distribution channels within an industry or across has received much of attention in organization theory industries.

The potential of e-business is so great that and MIS research [2,8]. Because organizations are not many believe that e-business is the new economy that internally self-sufficient, they require resources from decides the success of future business organizations. Despite [6,7] argued that organizations develop internal and the fact this prediction was greatly exaggerated, this external strategies which seek to minimize the uncer- statement showed a strong belief in the potential of tainty arising from dependence on the environment for e-business.

However, Porter [10] has argued that the key ques- As the technology advances and the e-business tion is not whether to deploy e-business now to take market develops and grows, market niches open and advantage of Internet technology, but how to deploy it. The value chain model. Because the use of e- the proven principles of effective strategy.

Business commerce technology tends to reduce the switching enterprise can gain competitive advantage by opera- cost, it is important for e-business companies to build tional effectiveness, doing the same as your compe- its strategic position by focusing on e-loyalty which titors do but doing it better, and by strategic encompasses good relationships and trust with value positioning, doing things differently from competitors chain partners.

B2B procurement of direct goods in a way that delivers a unique type of value to requires a relationship, usually long-term, with a customers. Environmental factors can have a profound impact on strategic planning and an organization's success or failure. Countries like Nigeria with multiple levels of governments national, state and local should conduct an environmental analysis for each level of operation.

Analysis of internal and external environmental factors is the second step of the strategic planning process. Analyzing the environment is also known as situation analysis. After managers have evaluated the organization or department and the competition by completing the situation analysis, they should go back and review the mission to see if it needs to be changed.

Remember that the situation analysis is an ongoing process, referred to as scanning the environment. It tells what is going on in the external environment that may require change in order to continually improve organization or government operations as well as the delivery of goods and services to the citizens or clients. Furthermore, an explanation of context allows strategic mangers to develop a shared interpretation of the organization, ministry or department's history.

For example, the rapid turnover of employees and the environmental turbulence experienced by public sector in Nigeria make it essential that they periodically appraise events, trends, direction, and issues in order to appreciate the demands being posed by the environment in which they must operate. This appraisal makes it easier to spot the political factors that can render any strategy ineffective.

Although, government is a public sector, an appreciation of market parameters flows from these constraints, which can help ministries and agencies to target services in new ways, change a service profile; identify services not valued by users, and call for surrendering some services to private sector initiative.

The analysis of environment of an organization could be divided into external and internal factors. The external analysis provides vital information with regards to present and future political, technological, economic and social factors that might affect the organization. In assessing the influence of external factors, managers may also be defining the opportunities for improvement and threats to continued effectiveness that may face the organization, government ministry or department in the future.

Thus, internal and external factors could be restated as the Strengths and Weaknesses of the organization, ministry, department or agency. In most cases the external analysis involves political and economic circumstances, and assumptions about the influence of technological change on the organization and or company.

The bone of contention however, is that coordination and cooperation among levels of government are necessary for a strategic management programme to be successful in the country. A good SWOT analysis requires the time and attention of people who are willing to think about the current state of the organization, government ministry or department.

Figure 9. Table 1. Opportunity: Threats: Any situation, condition, or Any situation, condition, or event that is favorable to events that can negatively impact the organization. Setting the Objectives Setting objectives is the third stage of strategic planning. After developing a mission and completing an environmental analysis, managers should be ready for setting objectives that flows from the mission to address strategic issues and problems identified through the situation analysis.

Objectives are end results; they do not state how the objective will be accomplished. Goals state general targets to be accomplished. Objectives state what is to be accomplished in singular, specific, and measurable terms with a target date. MBO is the process in which managers and their employees jointly set objectives for the employees, periodically evaluate performance and give reward according to the results. The manager sets objectives with each individual employee. Communication is the key factor in determining MBO's success or failure.

Thus, the manager and employee must meet frequently to review progress. Employees' performance should be measured against their objectives. Employees who meet their objectives should be rewarded through recognition, praise, pay raises, promotions. The objective of the strategic plan should be set with two points in mind.

First, the objective should be derivative of the mission statement. Furthermore, strategic management objective setting entails that the objectives should define the benefits to be game from the introduction of change in addition to a simple statement of desired outcomes.

In defining the benefits of change, it permits a focus on the important objectives for the organization, government ministry or agency. Developing Strategies After the mission has developed, the situation analysis completed, and objectives set, managers move on to the fourth step of strategic planning process: developing strategies at the corporate, business, and functional levels. After establishing a set of objectives to be achieved, it is of necessary to arrange and order the activities and tasks that will be important to carry the objectives.

The planning process should cover-full range of activities from defining and acquiring the necessary resource for establishing the timetable for the completion of tasks. Some scholars have suggested a five-point approach for developing strategic plan. This approach involves providing answers to these questions: 1. What are the practical alternatives we might pursue to achieve - objective? What are the barriers to the realization of these alternatives?

What major proposals might we pursue to achieve these alternatives or to overcome the barriers to their realization? What major actions with existing staff, must be taken within the next one year to implement the major proposal?

What specific steps must be taken within the next six months to implement the major proposal? Like in the private sector, strategic management in public organizations should take the lack of responsiveness to incentives into account and use more creativity in developing incentives that match the organization's culture and touch the needs of the employees.

In general, incentives play more of an indirect role in settings with public entities. Other means are needed to encourage productive behaviour, which calls for creativity during strategy formulation to devise effective mechanism that recognizes the unique features of the setting. Implementation, Monitoring and Evaluation The first four steps in the strategic planning process are directly concerned with planning.

The fifth and final step involves implementing, monitoring and evaluating strategies to ensure that the mission and objectives at all three levels are achieved.

It is interesting to note that implementation can be thought of as an issue that goes beyond operational management. Successful implementation of strategies requires effective and efficient support systems throughout the organization. Although strategic planning usually goes well, implementation is often a problem. One reason is that strategic plans often end up buried in bottom drawers; no action is taken to implement the strategy.

As the strategies are being implemented, they should also be controlled. Monitoring is the process of establishing and implementing mechanisms to ensure that objectives are achieved. An important part of monitoring is measuring progress toward the achievement of the objective and taking corrective action when needed.

Another important part of monitoring is staying within the budget when appropriate or flexible and changing it when necessary to meet changes in the environment. Evaluation The evaluation of a strategic plan is a continued process.

The evaluation stage is the time to measure, analyze, document, report, publicize, recognize, and reward results. Evaluations on the programme generally take several forms. Actual results can be compared with planned results. New productivity figures can be compared to previous ones. The productivity of departments engaged in the programme can be compared with the productivity of groups not so engaged.

During the evaluation process, aspect of the programme that are not working as well as planned can be fine tuned. Three products are likely to emerge from such an evaluation: 1.

How much of the stated objectives were accomplished? What other effects that was not otherwise anticipated resulted from the program evaluation. Is the data based to start the strategic management process again available? A central issue in the debate between outcome and process evaluation is in the defining of the objectives. On one hand, outcome evaluators believe that defined and measurable goals are a prerequisite to evaluation.

On the other hand, process evaluators argued that objectives cannot be firm because organizations are constantly evolving in response to changing conditions in the environment. The bone of contention however is, that those programmes should do what is expected. Most programmes are well established and ongoing. Thus, programme objectives were established in the near or distance past.

In the same token, strategies for implementing the objectives will have been adapted, new mission will have been tacked on within existing organizational structures, and the staff will have long since ceased to occupy itself with questions of mission and mandate.

Phase 1: Problem Identification a. The process consultant or organizational development OD expert meets with programme officials and engages in a series of problem identification activities; b. The consultant presents identified problems to programme staff.

Phase II: Solution Development a. Programme officials and the consultant select a course of action to resolve the organization or agency problems. Phase III: Implementation a. The proprietors of these schools were not sponsored by the government, but developed to create jobs and contribute to child education and development, which in the real sense are the responsibility of the state, but now taken over by private entrepreneurship. Business development management looks to both our political and educational institutions.

Our universities need to be restructured to generating and managing ideas for the creation of utility. There are no jobs for serial attendants who came out from the universities with second and first class honors in business administration; the nation is backward in entrepreneurial developments because we are yet to separate business administrators from business developers. In the Agric sector, the nation is expert in fertilizer, rice, and wheat importation. Why is it that we cannot encourage and sponsor those farmers willing to improve their agric techniques and technologies?

It may not be enough to ban the importation of this and that without a corresponding local production that substitutes those being imported.

Let us consider some of the functions of business development management: Identifying Trendsetting Idea The identification of trendsetting idea is the same as generating new ideas on what to do that has not been done before or modifying existing ideas to satisfy new needs. Business development management, through idea generation, investigates industries and related events, publications, and announcements; tracks individual contributor and their accomplishments.

A trendsetter develops attractive and charismatic personality that people will like listening to him. This could be effectively done when he discovers his own way of enhancing his best qualities. These make him so confidential that he can always stand up for himself, voice his opinions to make them matter to and in his public. The trendsetter has to be smart and originally creative that his markets can define him in their minds.

He must be adjustable, curious, absolutely above average, colorful and possesses such look that can be called his and develop such appearance that makes him feel better about himself. Locating and proposing potential business principles Business development management arranges to contact potential partners, discovers and explores opportunities.

It screens potential business deals by analyzing market strategies, deal requirements, potential, and financials; evaluates options; resolves internal priorities and recommends equity investments.

It requires you develop the ability of locating potential business ideas, before going into a business of your own. You have greater chances of success when you apply a well defined method of operation instead of pulling an idea out and running with it without a definite aim in mind.

Concludes new business deals Business development management coordinates what is being required, develops and negotiates contracts; it integrates contract requirements with business operations.

You draw your conclusions from your study of market data or intelligence. By these assertions, it is clear that business development management is not business administration. If we do not separate these two family members, we shall continue to function on the blackboards and will not be able to create one job for the benefit of our dear country.

Thanks you!. He is well knowledgeable in the management and social sciences with several PhDs.