Shaw E-Business Management

Integration of Web Technologies with Business Models
2002
ISBN: 978-0-306-47548-1
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 1, 480 Seiten

Reihe: Integrated Series in Information Systems

E-Business Management: Integration of Web Technologies with Business Models contains a collection of articles by leading information systems researchers on important topics related to the development of e-business. The goal is to enhance the understanding of the state of the art in e-business, including the most current and forward-looking research. The book emphasizes both business practices and academic research made possible by the recent rapid advances in the applications of e-business technology. The book should help graduate students, researchers, and practitioners understand major e-business developments, how they will transform businesses, and the strategic implications to be drawn.

By illustrating in detail the major e-business developments and research, E-Business Management focuses on addressing e-business management from the perspective of information systems research. In order to cover the subject matter in sufficient breadth and depth, the book is organized into the following five main sections: -e-Business Fundamentals,
-e-Business Best Practices,
-Marketing, Customer Relations, e-Services, and Personalization,
-Formation of New Intermediaries and e-Markets, and
-B2B and Supply-Chain Management: New Business Models and Valuation.

Written for: Graduate students, researchers, practitioners

Autoren/Hrsg.

Shaw, Michael J.

Inhaltsverzeichnis

1;Contents;5
2;Contributors;9
3;Preface;13
4;1 E- Business Management: A Primer;15
4.1;INTRODUCTION;15
4.2;2. THE WEB AS THE ENABLER FOR ENTERPRISE INTEGRATION;16
4.3;3. ORGANIZATION DESIGNS, INFORMATION SHARING, AND COORDINATION;17
4.4;4. MULTI- CHANNEL MANAGEMENT;19
4.5;5. E- BUSINESS FULFILLMENT: FROM SUPPLY CHAINS TO SUPPLY WEBS;21
4.6;6. BUSINESS-TO-BUSINESS E-COMMERCE;23
4.7;7. E- BUSINESS VALUATION;25
4.8;8. UBIQUITOUS COMMERCE;28
4.9;9. OPEN ENTERPRISES, INTEROPERABLE INFRASTRUCTURE, AND SHARABLE EPROCESSES;29
4.10;10. CONCLUSIONS;32
5;2 E-Business and Beyond;33
5.1;1. FROM E-COMMERCE TO E-BUSINESS;33
5.2;2. E-BUSINESS LITERACY AND EDUCATION;36
5.3;3. THE FUTURE: BEYOND E-BUSINESS;38
6;3 The Neo-Intermediation;41
6.1;BROKERAGE AT THE CROSSROADS;42
6.2;2. THE EMERGENCE OF NEO- INTERMEDIATION;45
6.3;3. FORCES OF CHANGE IN THE BROKERAGE INDUSTRY;46
6.4;4. NEO-INTERMEDIATION FRAMEWORK;49
6.5;5. THE UNBUNDLING OF THE VALUE PROPOSITION;49
6.6;6. NEO- INTERMEDIATION: STRATEGY, STRUCTURE, AND PROCESS;53
6.7;7. SUMMARY;62
7;4 Driving Forces for M-Commerce Success;65
7.1;1. INTRODUCTION;65
7.2;2. KEY DIFFERENCES BETWEEN M-COMMERCE AND E- COMMERCE;67
7.3;3. KEY FACTORS IN DESIGNING M-COMMERCE APPLICATIONS;72
7.4;3.2 Personal identity and built in payment mechanisms;73
7.5;4. SYNERGY OF THREE DRIVING FORCES;77
7.6;5. CONCLUSIONS;87
8;5 e-Business Management Models: Services Perspective from the Revere Group;91
8.1;INTRODUCTION;91
8.2;2. THE REVERE GROUP;92
8.3;3. KEY BUSINESS DRIVERS;93
8.4;4. TECHNOLOGY SOLUTION LIFECYCLE;99
8.5;5. CASE STUDIES;109
9;6 Focus on Consumers: P& G’s e-Commerce Strategy;123
9.1;1. INTRODUCTION;123
9.2;2. CPG INDUSTRY;124
9.3;3. P&G E- BUSINESS INITIATIVES;126
9.4;4. ANALYSIS OF P& G’S E- BUSINESS INITIATIVES;136
9.5;5. CONCLUSION;143
10;7 Global Non-Production Procurement at Motorola: Managing the Evolving Enterprise Infrastructure;147
10.1;1. INTRODUCTION;148
10.2;2. SHORTCOMINGS OF THE INITIAL NONPRODUCTION PROCUREMENT FUNCTION;148
10.3;3. VISION: A THREE-PRONGED, INTEGRATED APPROACH;150
10.4;4. DEVELOPMENT AND IMPLEMENTATION ISSUES;151
10.5;5. CURRENT STATUS AND LESSONS LEARNED;161
10.6;6. MOVING AHEAD: THE DEVELOPMENT AND ADOPTION OF MOBILE COMMERCE TECHNOLOGY;163
11;8 Supply-Chain Partnership between P&G and Wal- Mart;169
11.1;1. INTRODUCTION;169
11.2;2. BUSINESS BACKGROUND;171
11.3;3. CHANNEL COLLABORATION AND INFORMATION PARTNERSHIP;174
11.4;4. INFORMATION SHARING AND CONTINUOUS REPLENISHMENT;177
11.5;5. ADDITIONAL BENEFITS OF INFORMATION SHARING;179
11.6;6. CATEGORY MANAGEMENT;181
11.7;7. SUMMARY;184
12;9 From the User Interface to the Consumer Interface;187
12.1;1. INTRODUCTION;187
12.2;2. CONSUMER BEHAVIOUR;188
12.3;2.2 Consumer Background Characteristics;189
12.4;3. HCI IN THE CONTEXT OF THE WORLD WIDE WEB;196
12.5;4. THE CONSUMER INTERFACE IN ELECTRONIC COMMERCE;199
12.6;5. TOWARDS A CONSUMER INTERFACE;203
12.7;6. CONCLUSIONS;203
13;10 Information Foraging in Internet-Based Selling: A System Design Value Assessment Framework;209
13.1;1. INTRODUCTION;210
13.2;2. LITERATURE;212
13.3;3. FRAMEWORK CONSTRUCTION;216
13.4;4. FRAMEWORK APPLICATION;219
13.5;5. CONCLUSIONS AND MANAGERIAL RECOMMENDATIONS;237
14;11 Initiatives for Building e- Loyalty: A Proposed Framework and Research Issues;245
14.1;1. INTRODUCTION;245
14.2;2. E-LOYALTY;247
14.3;3. WEB TECHNOLOGY INVESTMENTS;248
14.4;4. A FRAMEWORK FOR E-LOYALTY;253
14.5;5. CONCLUSIONS;258
15;12 Web-based Recommendation Systems for Personalized e- Commerce Shopping;263
15.1;INTRODUCTION;263
15.2;2. RECOMMENDATION SYSTEMS FOR PERSONALIZATION;266
15.3;3. DEMOGRAPHICS-BASED RECOMMENDATION APPROACH;268
15.4;4. COLLABORATIVE FILTERING RECOMMENDATION APPROACH;271
15.5;5. ASSOCIATION- BASED RECOMMENDATION APPROACH;278
15.6;6.;281
15.7;7. CONCLUSIONS;286
16;13 A Survey on the Industry Sponsored e-Marketplaces;291
16.1;1. INTRODUCTION;291
16.2;2. OVERVIEW OF E-MARKETPLACES;292
16.3;Case #1: Covisint;298
16.4;CASES – EXAMPLES OF INDUSTRYSPONSORED E- MARKETPLACES 3.;298
16.5;4. CRITICAL SUCCESS FACTORS FOR IMPLEMENTING ISMS;304
16.6;THE ECONOMIC VALUE OF ISM 5.;309
16.7;6. IS-RELATED RESEARCH ISSUES;318
16.8;7. CONCLUSION;321
17;14 Trading Financial Derivatives on the Web - An Approach Towards Automating Negotiations on OTC Markets;325
17.1;1. INTRODUCTION;325
17.2;2. TRADING OF FINANCIAL DERIVATIVES;327
17.3;3. NSS AND DAI;329
17.4;4. AUCTIONS – AN OVERVIEW;330
17.5;5. MULTI-ATTRIBUTE AUCTIONS;332
17.6;6. A WEB-BASED TRADING SYSTEM;338
18;15 The Dynamics of the Electronic Market: An Evolutionary Game Approach;349
18.1;1. INTRODUCTION;349
18.2;2. TRUSTED THIRD PARTIES FOR THE ELECTRONIC MARKET;352
18.3;3. THE BASIC MODEL;354
18.4;4. ELECTRONIC MARKET TRANSACTIONS: TTP VS. NON- TTP;358
18.5;5. THE MARKET EVOLUTION AND CONCLUDING REMARKS;364
19;16 A Strategic Analysis of Exchange Based B2B Networks;369
19.1;1. VALUE PROPOSITION OF ELECTRONIC MARKETPLACES;371
19.2;2. A MODEL OF B2B RELATIONSHIPS;374
19.3;3. DISCUSSION AND CONCLUSION;380
20;17 Product Hardware Complexity and Its Impact on Inventory and Customer On- Time Delivery;387
20.1;1. INTRODUCTION;387
20.2;2. RELATED LITERATURE;389
20.3;3. MANAGING PRODUCT COMPLEXITY;391
20.4;4. INVENTORY OPTIMIZATION IN MULTI- STAGE SUPPLY NETWORKS;393
20.5;5. MODELING ASSUMPTIONS AND DATA COLLECTION;396
20.6;6. MANUFACTURING ENVIRONMENTS;398
20.7;7. EFFECT OF QUICK RESPONSE;401
20.8;8. EFFECT OF FEATURE ELIMINATION;403
20.9;9. EFFECT OF FEATURE SUBSTITUTION AND POSTPONEMENT;405
20.10;10. SUMMARY;408
21;18 Reengineering Using “Merge-in-Transit” for Electronic Commerce;413
21.1;INTRODUCTION 1.;413
21.2;2. VIRTUAL ORGANIZATION STRUCTURE IN MERGE- IN- TRANSIT;415
21.3;3. MERGE-IN-TRANSIT;417
21.4;4. PRE-MERGE-IN-TRANSIT PROCESSES;420
21.5;5. MERGE-IN-TRANSIT: THE REENGINEERED PROCESS;420
21.6;6. MERGE-IN-TRANSIT: ADVANTAGES AND DISADVANTAGES;422
21.7;7. MERGE-IN-TRANSIT SOFTWARE;424
21.8;8. MEASURING OF SUCCESS AND VISIBILITY;426
21.9;9. IMPACT ON OTHERS OF MERGE-IN-TRANSIT;427
21.10;10. SUMMARY;428
22;19 Modularized Interoperability in Supply-Chains: A Co- adoption study of RosettaNet's XML- based Interorganizational Systems;431
22.1;INTRODUCTION;432
22.2;2. TECHNOLOGY INNOVATION REVIEW;433
22.3;A CO- ADOPTION MODEL OF XML- BASED IOS;435
22.4;4. CO-ADOPTION OF ROSETTANET STANDARDS;440
22.5;5. COMPARISON OF CASE STUDY VERSUS THE THEORETICAL MODEL;443
22.6;6. MANAGERIAL IMPLICATIONS;446
22.7;7. CONCLUSIONS;448
23;20 A Study on the Value of B2B E- Commerce: The Case of Web- based Procurement;453
23.1;1. INTRODUCTION;453
23.2;2. B2B E- PROCUREMENT SYSTEM;455
23.3;3. A REVIEW OF RELATED RESEARCH;458
23.4;4. VALUE OF WEB- BASED PROCUREMENT;460
23.5;4.1 Impact on B2B tasks;461
23.6;4.2 Impact on performance measures;462
23.7;5. FACTORS THAT AFFECT THE VALUE OF WEBBASED PROCUREMENT;464
23.8;6. IMPLICATIONS OF THE ANALYSIS FOR THE DEVELOPMENT OF ADOPTION STRATEGIES;471
23.9;7. CONCLUSION;472
24;Keyword Index;476

Leseproben

Chapter 4
Driving Forces for M-Commerce Success (p. 51-52)

Jason J. Zhang, Yufei Yuan, and Norm Archer
Michael G. DeGroote School of Business, McMaster University, Hamilton, Ontario, Canada

Abstract: Is m-commerce just an extension or a subset of e-commerce? Wi l l it turn out to be just more hype? In this paper we discuss the realities of m-commerce and the major differences between mobile commerce and Internet-based ecommerce. Based on this understanding, we identify key factors that must be taken into consideration in order to design valuable m-commerce applications. We emphasize that the success of m-commerce relies on the synergy of three driving forces: technology innovation, evolution of a new value chain, and active customer demand.

Key words: M-commerce, E-Commerce, Wireless Communication Networks

1. INTRODUCTION

What is mobile commerce? Is it just hype? Almost every company in telecommunications is trying to figure out what m-commerce really is, and how to exploit it. From the marketers’ vision, in the new world presented by m-commerce, consumers can use their cell phones and other wireless devices to purchase goods and services just as they would over the Internet using their personal computers (PCs).

Specifically, m-commerce is about content delivery (notification and reporting) and transactions (purchasing and data entry) on mobile devices (Leung and Antypas, 2001). Unfortunately, in reality, m-commerce is often a highly frustrating experience. Industry observers attribute this drawback to the immaturity of mobile technology, but they believe 3G (third generation wireless digital cellular telephone technology) networks could change the situation (Colin, 2001). While m commerce is still in its infancy, enhanced devices and networks are irrelevant unless m-commerce applications are compelling and user friendly. Most often m-commerce is understood as mobile e-commerce (Donegan, 2000, Schwartz, 2000, Liebmann, 2000). M-commerce is supposed to enable us to buy everything from anywhere over the Internet without the use of a PC.

Internet access and Web browsing is assumed to be the key to extending m-commerce to customers (Harter, 2000). In many ways, m-commerce is the continuation of e-commerce with the palm handheld, wireless laptops and a new generation of Web-enabled digital phones already on the market (Keen, 2001). Thus it was once believed that if you brought together mobile communications and the Internet, two of the biggest things in telecommunications, there would be an almighty explosion of growth.

However, it has not happened yet. In many ways, m-commerce and the wireless Internet have been the victims of over-excited speculation (Darling, 2001). Among 1,700 people surveyed in Spring 2000 by Jupiter Communications, the majority said that they would not use nor pay for the wireless Web (Lindsay, 2000). WAP (Wireless Application Protocol) services were disappointing, particularly in Northern Europe countries, where mobile communications are most advanced and consumers know well the limitations of the wireless Web (Monica, 2000). Consequently, the enthusiasm that originally greeted the concept of the mobile Internet has waned.