By Jelassi Tawfik
"Strategies for e-business" is jam-packed with a treasury of well timed and insightful overseas case reviews, some of the best suggestions from teachers, and robust prescriptions for training managers who desire to navigate the realm of e-business, with no the hype. This very readable booklet is obviously the fruits of years the place Jelassi, particularly, has remained at the leading edge of creating e-business very suitable to the practicing supervisor, gleaning deep insights from case examine on how organisations use e-business to achieve aggressive virtue, and his personal best educational research." "Prof. Andrew Boynton, Director of the administrative MBA, IMD Lausanne do you need a e-book that hyperlinks e-business to total company technique? That has case reports that examine the dot.com phenomenon in addition to the 'dot.bomb' mess ups? this crucial new textbook deals a framework for finished e-business technique formula in response to rigorous and time-proven innovations from the sector of strategic administration, tailored to the explicit context of e-business.Ideal for MBA scholars, higher point undergraduates and practitioners, options for e-Business presents the reader with instruments for analysing twenty-eight unique case experiences, reading how businesses have built and applied digital and cellular trade suggestions. The instances are contributed and researched by means of stated specialists and feature been selected to symbolize quite a number industries together with banking, retailing, media, schooling, production and advertisements in Europe and past. Tawfik Jelassi is Professor of e-Business and data expertise on the college of foreign administration at Ecole Nationale des Ponts et Chaussees, Paris, France. Albrecht Enders is an go together with The Boston Consulting crew, Cologne, Germany
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Additional resources for Strategies for E-business: Creating Value through Electronic and Mobile Commerce
However, the value-creation potential of these technologies was limited due to the high costs involved and the limited benefits that were achieved. System implementation costs were high since most of these ICT infrastructures were more or less proprietary and had to be adapted extensively to the individual needs of each company. The benefits of these systems were limited due to two factors. First, the number of companies using these IT systems was relatively low compared with today’s ubiquitous Internet, thus limiting the number of potential partners.
The central goal of strategy is to achieve sustainable competitive advantage over rivals and thereby to ensure lasting profitability. Having defined the concept of strategy, we can now differentiate it from the concept of tactics, a term that is often used interchangeably with strategy. Tactics are schemes for individual and specific actions that are not necessarily related with one another. In general, specific actions can be planned intuitively because of their limited complexity. A firm can, for instance, have a certain tactic when it launches a marketing campaign.
Com to spend $30 million of venture capital money, even before launching its website (see the FT box ‘Burning money at Boo’). com, which allowed people to purchase airline tickets through the Internet. com went public on 30 March 1999, and the shares that were issued at $16 each soared immediately to $85 each. com had reached a valuation of almost $10 billion, which was more than those of United Airlines, Continental Airlines and Northwest Airlines combined. com owned only a few computer servers and an untested business model.