By Michel Robert
Senior managers comprehend that the web calls for new enterprise ideas. yet for plenty of of those executives, a lot concerning the web and e-commerce continues to be enigmatic. this significant new ebook via procedure guru Michel Robert demystifies the web for executives and offers a complete framework for constructing net innovations that dovetail with an organization's total enterprise method. in line with Robert's 20 years of analysis and foreign consulting adventure at greater than four hundred businesses, the e-strategy version defined contains 10 e-drivers, resembling 10 key enterprise suggestions. those comprise: call for aggregation for acquiring greater costs; build-to-order companies that let buyers to configure items to their necessities; purchaser self-service; direct consumer entry for brands; dynamic pricing; and others. utilizing many real-life examples, Robert describes how each one e-driver works and the way to mix them in a coherent technique for making optimum use of modern strongest strategic instrument, the web.
Read or Download e-Strategy, Pure & Simple: Connecting Your Internet Strategy to Your Business Strategy PDF
Best strategy & competition books
Easy methods to remain heading in the right direction and accomplish remarkable functionality in a sea of swap In present day change-or-die company atmosphere, businesses that in achieving the top degrees of functionality are "robust organizations"--those that adapt speedy and with out wasting their strategic course. Distilling many years of study carried out via Rand, one of many nation's most precious enterprise imagine tanks, The 4 Pillars of excessive functionality explores the innovations to actually deal with swap.
Attracts jointly contributions from prime figures within the box of surveillance to interact within the dialogue of the emergence of responsibility as a way to regulate threats to privateness. the 1st of its type to complement the controversy approximately responsibility and privateness via drawing jointly views from skilled privateness researchers and coverage makers.
Introduces you to a worthy set of instruments permitting you to construct impact, advertise your pursuits and get buy-in on your plans and suggestions. The booklet will show you how to establish your individual office values and people of your key colleagues and know how to maintain the impact you've already received and stand through your values stressed.
- Hidden Champions of the Twenty-First Century: Success Strategies of Unknown World Market Leaders
- Management Science: Decision-Making Through Systems Thinking
- Objectives and Key Results: Driving Focus, Alignment, and Engagement with OKRs
- Early Project Appraisal: Making the Initial Choices
Extra info for e-Strategy, Pure & Simple: Connecting Your Internet Strategy to Your Business Strategy
The reason is simple: Management makes two types of decisions that over time shape the look of the business in these four areas. The ﬁrst is how it allocates resources, and the second is how it chooses opportunities. Using the strategic proﬁle as a ﬁlter will cause management to allocate resources and choose opportunities that are on the “more emphasis” side in the accompanying graphic as opposed to those on the “less emphasis” side. The next question that surfaces is: What determines the line of demarcation between items that should receive more emphasis 51 The First Imperative: Clarifying the Business Strategy STRATEGIC PROFILE More Emphasis Less Emphasis Products / Services x Users / Customers x Market/ Industry Segments x Geographic Markets x ᭧ Copyright 2000 Decision Processes International.
Each of these “parcels” in the sandbox needs to be described with or without your company’s participation. It is a description of the future business arena that you want to draw a picture of, not a description of your company. The following questions will achieve this result: • What will the economic environment in our business arena look like in three to ﬁve years? • What will the governmental, political, and regulatory environment in our business arena look like in three to ﬁve years? • What will the social and demographic environment in our business arena look like in three to ﬁve years?
In our work with the CEOs and executives of our client organizations, we are told repeatedly that changes are happening faster and faster. As a result, they claim, no one can keep up— much less predict anything—especially with the avalanche of changes facing a business today. Although this claim is partly true, the idea that change happens too quickly to be anticipated is somewhat of a myth. Our work leads us to a different hypothesis. In our view there are two ways to deal with changes: proactively and reactively.
e-Strategy, Pure & Simple: Connecting Your Internet Strategy to Your Business Strategy by Michel Robert