Get e-Strategy, Pure & Simple: Connecting Your Internet Strategy PDF

By Michel Robert

ISBN-10: 0071371788

ISBN-13: 9780071371780

ISBN-10: 0071420827

ISBN-13: 9780071420822

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.

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Extra info for e-Strategy, Pure & Simple: Connecting Your Internet Strategy to Your Business Strategy

Example text

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.

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e-Strategy, Pure & Simple: Connecting Your Internet Strategy to Your Business Strategy by Michel Robert

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