When you look at your company, what are the top management problems? What are your current priorities: long-term market share versus short-term profits, revenue growth vs. cost reduction? What notable projects have been initiated or have been recently proposed to achieve these priorities? In light of these priorities and the projects that you aim to achieve, how do you feel about the digital future? Analyze your company’s ability to compete with newcomers who do not have your company’s baggage: old apps, calcined processes, bureaucratic controls, and inflexible business models.
As you pursue your analysis, ask yourself questions about your company’s strategy. Does my senior management have a clear understanding of how our industry is shaped by new and unconventional competitors? Do top managers have false assumptions or blind spots in explaining industry-wide changes? Does senior management see these changes as a threat or an opportunity? Does senior management want to make changes to the business model before it’s too late? Does senior management determine the right priorities to be the rule makers rather than excluding competitors in the e-commerce era?
What is your top management mentality? Is he one of the runners or long distance runner in pursuing new techniques? Does senior management think that catching up with industry leaders today will be easy? If so, beware: Reality is the opposite. Companies that are leading the e-commerce revolution today are moving rapidly and controlling large market positions early on. For example, Cisco moved over a decade from a mysterious company to a market leader. Companies like Cisco make it very difficult – and expensive for traditional companies slow to catch up, let alone go beyond.
Be brutally honest about your company’s willingness to change. Does senior management understand the implementation aspect of the strategy? Do company leaders know that the entire business platform is being transformed by a new technology – a new generation of enterprise applications – that tightly integrates internal and external processes? Does senior management understand the risks, challenges, and difficulties of integrating and implementing the complex enterprise applications needed for e-business to work successfully? Does senior management understand what it takes to build operations in a field, or technology-backed processes, such as supply chain management, which is the backbone of e-business?
A precise answer to the above questions will help you shape the institutional shift that occurs with the implementation of enterprise-wide technology and business processes. In this chapter, our goal is to make the logic of e-business understandable and understandable so that everyone in the management team can participate in the creation of the new infrastructure required by e-business.
Many enlightened managers are better than one. Access to the understanding of technology and its role in the future of your organization should be accessible to all management, not reserved, as is sometimes the case with only a few scanners able to penetrate the dense fog and amplify technology. Let us help you start this learning process and start connecting today’s business with tomorrow’s technology.
Connect today’s business with tomorrow’s technology:
It happens right before our eyes: a wide and rapid restructuring of business on an unprecedented scale. Traditional wisdom says that e-commerce is an economic solvent. It dissolves old business models, changes the cost structure, rearranges buyers and sellers, and everyone. What has now become clear is that e-commerce is also a solvent relationship, breaking the traditional boundaries between corporate partners and customers, changing the nature of relationships. Simply put, e-commerce is an effective socio-economic chemical that interacts with everything it touches.
However, the impact of e-commerce occurs in stages. In the first phase (1994-1997), e-commerce was about presence: making sure that everyone with a website meets the demand of every company, big or small, to go out and have something online at least. People were not quite sure why they did this, but they knew they had to have a presence online.
The second phase (1997-2000) was electronic commerce on transactions – buying and selling via digital media. At this stage, the focus was on the flow of orders and gross revenues. Some of that was identical to buyers and sellers who had never found each other in the past. Some of them simply dealt with transactions that could have been made through paper orders and said that the work was done on the Internet, although the meaning of the change was very trivial. But at this stage, all ads were circulating about the flow of orders at any price: why sell them, when you put business models for you. As a result, many of the first drivers at this stage, such as America’s value, either gasp, breathe in their last breath or lure into a sea of red ink.
Today, e-commerce enters the third phase (2000-?), Focusing on how the Internet affects profitability. Profitability is not about increasing gross revenue but increasing gross margin. We are launching this e-commerce phase and include all the applications and processes that enable the company to deliver business services. In addition to incorporating e-commerce, e-business includes both front and back office applications, which are the main engine of modern business. Thus, e-commerce is not just about e-commerce transactions or about buying and selling across the web; it is the overall strategy to redefine old business models, with the help of technology, to maximize customer value and profits. To rework the working week.