Strategies for e-business : creating value through electronic and mobile commerce : concepts and cases

List of exhibitsGuided tour  ForewordPrefaceAuthors\' acknowledgementsThe authors Publisher\'s acknowledgements  Part I    IntroductionChapter 1 Key terminology and evolution of e-business Chapter at a glanceLearning outcomesIntroduction1.1 Key terminology 1.1.1 e-Business 1.1.2 Electronic commerce  1.1.3 Mobile e-commerce  FT article It\'s too early for e-business to drop its \'e\' 1.1.4 The concept of strategy 1.1.5 The concept of value creation and capturing 1.2 The evolution of e-business 1.2.1 The grassroots of e-business FT article Edi update 1.2.2 The rise of the Internet FT article Boo.com founder fears net bubble   1.2.3 The crash FT article Webvan\'s billion-dollar mistake 1.2.4 The synergy phaseFT article From Netscape to the Next Big Thing: how a dotcom decade changed our lives Blog box Google acquires Internet (May 2017)SummaryReview questionsChapter 2 Overview of the e-business strategy framework    Chapter at a glance  Learning outcomes     Introduction  2.1 Key challenges in e-business strategy formulation     2.2 A systematic approach to e-business strategy formulation     Summary  Review questions     Recommended key reading   Notes and references   Chapter 3 External analysis: the impact of the Internet on the macro-environment and on the industry structure of e-business companies Chapter at a glanceRelated case studies Learning outcomesIntroduction3.1 Examining trends in the macro-environment 3.1.1 The political and legal environment FT article: Online gambling: The sector has been able to cash in on a regulatory regime set up in AlderneyFT article Publishers sued over e-book price \'collusion\'3.1.2 The economic environment FT article UK online economy valued at GBP82bn3.1.3 The social environment FT article: A social network links our personal and office lives3.1.4 The natural environment Blog box: How Facebook Got Its Green Back3.1.5 The technological environment FT article: Trying on the future3.2 Examining industry structure with the five forces framework FT article: Michael Porter, Management thinker - Academic who shares his values3.2.1 Industry rivalry 3.2.2 Barriers to entry FT article: Cloud computing cuts start-up costs3.2.3 Substitute productsFT article: Facebook shows it gets the message with Instagram deal3.2.4 Bargaining powers of buyers and suppliers FT article: Google buys UK price comparison website for GBP37.7m3.3 Complementing the five forces framework with the co-opetition framework FT article: Nokia and Microsoft talk up benefits of co-dependenceCritical perspective 3.1: Benefits and drawbacks of industry analysis tools 3.4 Defining industries, segmenting markets and targeting markets in e-business 3.4.1 Defining an industry 3.4.2 Segmenting markets in an industry e-Business Concept 3.1: The e-business market segmentation matrix FT article: Vodafone and Facebook team up on smartphone3.4.3 Targeting specific markets in an industry FT article: Google searches to become personalisedSummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and references Chapter 4 Internal analysis: e-business competencies as sources of strengths and weaknessesChapter at a glanceRelated case studies Learning outcomesIntroduction4.1 Understanding core competencies in e-business 4.1.1.  Competencies and core competencies: A brief overview  4.1.2.    Sources of value and core competencies in e-businessFT article: IT linked to financial performance4.2 Analysing the Internet-impacted value chain4.3 Leveraging the virtual value chainCritical perspective 4.1: Compatibility between the resource-based view and market-based view of strategy 4.4 Selecting activities for online interaction with customers - the ICDT framework 4.4.1 Information activities FT article: Advertisers rush to master fresh set of skills4.4.2 Communication activities Blog box: Moving back to personalised interaction - e-Diets.com 4.4.3 Transaction activities 4.4.4 Distribution activities 4.5 Moving beyond the value chain to value networks Blog box: TNT Post (UK) bags TescoFT article: Outsourcing supply chain operationsSummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and references Chapter 5 Strategy options in e-business markets Chapter at a glanceRelated case studies Learning outcomesIntroduction5.1 Understanding the fundamentals of competitive advantage in e-business 5.2 Examining the landscape of strategy options for e-business 5.2.1 Cost leadership strategies 5.2.2 Differentiation strategies 5.2.3 Outpacing strategies (and the risk of getting \'stuck in the middle\') 5.3 Developing strategy alternatives 5.3.1  The strategic gameboard framework5.3.2  e-Business models: a brief overviewBlog box: Facebook made $9.51 in ad revenue per user last year in the U.S. and Canada5.4 Creating a fit between the chosen strategy and the value chain5.4.1 Consistency between activities Blog box: EasyJet - setting up an organisation for a low-cost strategy FT article: Airlines ditch simple model for complexity5.4.2 Reinforcement of activities 5.4.3 Optimisation of efforts SummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and references Chapter 6 Sustaining a competitive advantage over time Chapter at a glanceRelated case studies Learning outcomesIntroduction6.1 Building up barriers to imitation 6.2 Dealing with the threats of disruptive innovations in e-business 6.2.1 Understanding the fundamental process of disruptive innovationsBlog box: Strategy for startups: the innovator\'s dilemma6.2.2 Discovering the underlying reasons for incumbents\' failure FT article: Why disruption can be good for business6.2.3 Raising the right questions to recognise the threats of disruptive innovations6.2.4 Finding ways to deal with disruptive innovationsFT article: Light reading6.2.5 Selecting the appropriate mental frame for efficient reactions FT article: Snapshot of a humbled giantSummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and references Chapter 7 Exploiting opportunities of new market spaces in e-business Chapter at a glanceRelated case studies Learning outcomesIntroduction7.1 Gaining insights into new market spaces through the value curve 7.2 Looking outside one\'s own boxFT article: The way we shop now   7.3 Pinpointing possibilities for new value creation 7.4 Finding the right time to enter a market FT article: The first-mover advantage myth7.4.1 Early-mover advantagesBlog box: Google just got a whole lot smarter, launches its knowledge graphFT article: Inside match.com7.4.2 Early-mover disadvantagesSummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and references  Chapter 8 Creating and capturing value through e-business strategies: the value-process framework Chapter at a glanceRelated case studies Learning outcomesIntroduction8.1 The value-process framework for e-business strategies8.1.1 Creating value8.1.2 Capturing value8.2 Integrating strategic management analyses through the VPF8.2.1 The value chain analysis and the VPF8.2.2 The five forces analysis and the VPF8.3 Sony BMG (Germany): an actual application of the VPF8.3.1 The business context 8.3.2 Value creation8.3.3 Value capturing 8.3.4 FindingsSummaryReview questionsDiscussion questionsRecommended key readingNotes and references Chapter 9 Choosing the appropriate strategy for the internal organisationof e-business activities Chapter at a glanceRelated case studies Learning outcomesIntroduction9.1 Reasons determining \'make-or-buy\' decisions in e-business 9.1.1 Reasons favouring \'make\' decisionsFT article: Everyone\'s a critic now - or are they? 9.1.2 Reasons favouring \'buy\' decisions9.2 Choosing the organisational structure for e-business activities 9.2.1 Separate e-business organisation9.2.2 Integrated e-business organisationFT article: Last bookstores standing may turn digital page9.3 Value chain deconstruction over the Internet Critical perspective 9.1: The limitations of deconstruction and unbundling 9.4 Unbundling the corporation over the Internet FT article: Model that works even in turbulent times9.5 Managing conflicts between online and offline distribution channels 9.5.1 Understanding conflicts in distribution channels9.5.2 The channel conflict matrixFT article: Expedia stops American Airlines ticket salesSummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and references Chapter 10 Choosing the appropriate strategy for interaction with suppliers Chapter at a glance    Related case studies Learning outcomesIntroduction10.1 Advantages and drawbacks of online purchasingFT article: Supply chain leaders identified10.2 Classification of B2B e-marketplaces based on the purchasing process and the purchased products FT article: Amazon noses into industrial supply chain10.3 Classification of B2B e-marketplaces based on their degree of openness   10.4 Integrating e-procurement systems FT article Supply chain is a strategic discipline  SummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and references Chapter 11 Choosing the appropriate e-business strategy for interacting with users Chapter at a glanceRelated case studies Learning outcomesIntroduction11.1 The Internet and social commerce 11.1.1 The advent of Web 2.011.1.2 Implications of the Web 2.0 for the Internet business models11.1.3 Understanding user behaviour on the social webFT article: Facebook shows off new marketing tools11.2 The trade-off between richness and reachCritical perspective 11.1: The limitations to blowing up the trade-off between richness and reach   11.3 Increasing the richness of interactions with customers 11.3.1 Customer relationship management (CRM) in a digital contextFT article: Social CRM mirrors rise in customer power11.3.2 The concept of mass customisation 11.4 Increasing the reach of interactions with customers 11.4.1 Viral growth FT article: Lights, camera, blender! How to create a hit11.4.2 The \'tipping point\' concept11.4.3 The \'long tail\' of Internet-based social networks FT article: Lulu aims to wag the Internet \'long tail\' Critical perspective: 11.2 Is there unlimited choice and does it create unlimited demand?SummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and referencesChapter 12 Moving from wired e-commerce to mobile e-commerce Chapter at a glanceRelated case studies Learning outcomesIntroduction   12.1 Mobility and unwired e-commerce 12.1.1 Understanding the value network of mobile e-commerce 12.1.2 Segmenting mobile e-commerce consumers and business servicesFT article: The retailers\' increasing use of smartphones to reach consumers - Codes open new front in retail wars12.1.3 Comparison of mobile e-commerce with wired e-commerce 12.2 Strategy and mobility 12.2.1 Leveraging wireless technologies to create a competitive advantage12.2.2 Impact of wireless technologies on a company\'s value chainFT article: Mobile: Nirvana is tantalisingly close12.2.3 Influence of wireless technologies on the industry\'s five forces12.2.4 Main ongoing challenges for the companies\' mobile e-commerceFT article: The online challenges facing retailers - stores tap into shoppers as mobiles ring the changes12.3  Ubiquity and u-commerce: Strategy for the ultimate evolution of commerce12.3.1   What is u-commerce?12.3.2  Main features of the u-commerce12.3.3  From wired e-commerce to u-commerce: the definite evolution12.3.4  Types of u-commerce and new forms of marketingFT article: Welcome to a new realitySummaryReview questionsDiscussion questionsRecommended key readingUseful third-party weblinks Notes and references Part III    A roadmap for e-business strategy implementationChapter 13 A roadmap for e-business strategy implementation Chapter at a glanceLearning outcomesIntroduction   13.1 What is the mission of our company?13.2 What are the objectives for our e-business strategy?13.3 What value do we want to offer through our e-business strategy?13.3.1 What type of competitive advantage do we aim for?13.3.2 How much breadth do we want to have in our product and service offerings?    13.4 What are the customer segments to target and what is our value proposition for each segment?   13.5 What kind of ethical issues, privacy concerns and security risks do we need to consider?  13.5.1 Dealing with ethical issues and privacy concerns 13.5.2 Addressing security risks FT article: LinkedIn vows to tighten security after password breach13.6 Should we implement our e-business strategy alone or with external partners? 13.7 What organisational structure should our e-business activities have?13.8 What is our cost and revenue model? 13.8.1 What is the cost structure of our e-business activities?13.8.2 What is the revenue structure of our e-business activities?13.9 How should we align our physical-world strategy with our e-strategy?SummaryReview questionsDiscussion questionsRecommended key readingNotes and references Part IV   Case studiesChapter 14 Building e-business competence through concepts and casesChapter at a glanceLearning outcomesIntroduction   14.1 Defining creativity and analytical ability 4.1.1 CreativityFT article: Breaking the barriers to creativity14.1.2 Analytical ability 14.2 Becoming a \'catalyst for change\'14.3 Learning about e-business through case studies 14.3.1 Case studies as a context for the analysis of e-business issues14.3.2 Case studies as a context for the application of e-business concepts14.3.3 Case studies as a stimulus for creative e-business strategies 14.4   Learning about e-business through concepts and frameworksStrategy in action 14.1 Business thinking: on finding the right balance between analysis and intuition14.4.1   Extending the breadth of the analysis14.4.2   Extending the depth of the analysisStrategy in action 14.2: \'Why?\' - the importance of questions in strategy formulation Summary  Review questions     Discussion questions  Recommended key reading  Useful third-party weblinks    Notes and references  A guide to the main focus of the case studies     Synopses of case studies    B2C e-commerce1 From A(pples) to Z(oom lenses): extending the boundaries of multichannel retailing at Tesco.com2 From e-banking to e-business at Nordea (Scandinavia): the world\'s biggest clicks-and-mortar bank3 Ducati (Italy) vs. Harley-Davidson (USA): innovating business processes and managing value networks  4 American Well - the doctor will e-see you nowB2B e-commerce5 IBX (Northern Europe): expanding B2B e-purchasing from indirect to direct goods and services  6 Satec (Spain): business transformation through IT value reinvention and organisational redesign   7 Otis Elevator: accelerating business transformation with IT8 TopCoder (A): developing software through crowdsourcing  9 Appirio: new venture on a cloud   10 ITC e-Choupal: corporate social responsibility in rural India  G2B2C e-government11 e-Government in Estonia: establishing the world\'s leading information society  12 ICT in Tunisia: a strategic lever for building a knowledge-based economy    13 Fostering innovation in the public sector: Vivek Kundra@USgovernment   B2E e-communities14 Knowledge management at Booz& Company: towards a culture of knowledge sharing and collaboration   C2C e-communities15 Spreadshirt: mass customisation on the Internet  16 When digital David meets physical Goliath: the case of Brockhaus vs. Wikipedia  17 Nettwerk: digital marketing in the music industry18 Licia Chery and My Major Company: crowd financing to stardomMobile commerce19 Sms for Life (A): a public-private collaboration to prevent stock-outs of life-saving malaria drugs in Africa  20 NTT DoCoMo (Japan): moving from a mobile phone operator to a lifestyle service provider21 M-PESA (Kenya): mobile financial services for the financially excluded in society22 Tunisiana: leading a mobile telecom operator in post-Arab Spring Tunisia23 12snap: reinventing mobile marketingCase studies1 From A(pples) to Z(oom lenses): extending the boundaries of multichannel retailing at Tesco.com    2 From e-banking to e-business at Nordea (Scandinavia): the world\'s biggest clicks-and-mortar bank  3 Ducati (Italy) vs. Harley-Davidson (USA): innovating business processes and managing value networks    4 American Well - the doctor will e-see you now5 IBX (Northern Europe): expanding B2B e-purchasing from indirect to direct goods and services  6 Satec (Spain): business transformation through IT value reinvention and organisational redesign   7 Otis Elevator: accelerating business transformation with IT8 TopCoder (A): developing software through crowdsourcing9 Appirio: new venture on a cloud   10 ITC e-Choupal: corporate social responsibility in rural India11 e-Government in Estonia: establishing the world\'s leading information society  12 ICT in Tunisia: a strategic lever for building a knowledge-based economy    13 Fostering innovation in the public sector: Vivek Kundra@USgovernment   14 Knowledge management at Booz& Company: towards a culture of knowledge sharing and collaboration   15 Spreadshirt: mass customisation on the Internet16 When digital David meets physical Goliath: the case of Brockhaus vs. Wikipedia  17 Nettwerk: digital marketing in the music industry18 Licia Chery and My Major Company: crowd financing to stardom19 Sms for Life (A): a public-private collaboration to prevent stock-outs of life-saving malaria drugs in Africa  20 NTT DoCoMo (Japan): moving from a mobile phone operator to a lifestyle service provider21 M-PESA (Kenya): mobile financial services for the financially excluded in society22 Tunisiana: leading a mobile telecom operator in post-Arab Spring Tunisia23 12snap: reinventing mobile marketingIndex