Introduction. Your E-Business Implementation Roadmap. Action 1: Understand Your Business. Action 2: Select the Activities for E-Business. Action 3: Assess E-Business Trends and Competition. Action 4: Set Your Technology Direction for E-Business. Action 5: Collect Information for E-Business. Action 6: Analyze Information for E-Business. Define Your New E-Business Transactions and Workflow. Action 8: Define and Measure E-Business Success. Action 9: Develop Your E-Business Implementation Strategy. Action 10: Perform Your E-Business Marketing Activities. Action 11: Plan Your E-Business Implementation. Action 12: Execute Your E-Business Implementation. Action 13: Followup After Your E-Business Implementation. E-Business Implementation and Operations Outsourcing. Address Specific E-Business Implementation Issues.
E-business occurs when a company has established critical business procedures and activities to support e-commerce transactions. Using this definition, e-commerce is part of e-business--a company needs e-commerce to implement e-business. Utilizing e-commerce, however, does not mean that a company has transformed into an e-business. E-business is implemented only when a company changes its internal procedures to take advantage of the e-commerce technologies. Interest in the evolution ("e-volution") of e-commerce into e-business is a growth field. With the early November announcement that GM and Ford were forming online marketplaces for their suppliers, they placed themselves at the center of new e-business ecosystems that will transform their entire way of doing business. Many firms are increasingly discovering opportunities to move away from simply selling products on the Internet to being able to reinvent their conventional supply chains (as in the auto makers' case) and to being able to offer custom-built products (as Dell Computers does now).
@introbul:Key Features @bul:* Implement e-business in 13 specific proven actions
- Implement e-business with reduced risk to your business
- Coordinate e-business implementation with current business
- Use e-business as a means to renew and improve your current business
- Motivate employees to participate in e-business
- Achieve more flexible business processes
- Deal with technical, vendor, process, and other e-business issues @introbul:Answers Questions Such as: @bul:* How do you implement e-business without tearing up your company?
- How do you define your new e-business processes and synchronize them with your current business?
- How and with what do you manage outsourcing in e-business?
- How do you measure your e-business implementation and results?
- How do you change your organization to be a spearhead for e-business?
- What is the best way to develop your e-business implementation strategy?
- How do you quickly gather data on the competition and your current business?
- How do you design new business activities that modify your current processes and define e-business?
Managers and staff who head up e-business implementation efforts; managers considering e-business implementation and want to know the best methods to employ; employees involved in e-business implementation; entrepreneurs interested in starting an e-business; consultants who want to pursue e-business implementation as a line of business; IT professionals who want to establish themselves and their groups firmly in e-business
- No. of pages:
- © Academic Press 2001
- 11th September 2000
- Academic Press
- Paperback ISBN:
Bennet Lientz has taught and consulted on project management for the past 28 years to more than 5000 people. He developed the concept of the management critical path, acted as project manager of the Internet, and turned around 10 failing projects. This Second Edition is Lientz’ seventh book; he has also written more than 25 articles in various areas of project management.
The John E. Anderson School of Management, University of California, Los Angeles, U.S.A.
Kathryn P. Rea is president and founder of The Consulting Edge, Inc., which was established in 1984. The firm specializes in E-Business, process improvement, project management, and financial consulting. Rea has managed more than 65 major technology-related projects internationally. She has advised on and carried out projects in government, engergy, banking and finance, distribution, trading, retailing, transportation, mining, manufacturing, and utilities. She is the author of eight books and more than 20 articles in various areas of information systems and analysis.
The Consulting Edge, Beverly Hills, California, U.S.A.