Lesson 6 E-STRATEGIES AND PLANS

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SESSION OBJECTIVES MATCHING COMPETENCE TO OPPORTUNITY RESOURCE BASED PLANNING MATRIX COMPETENCE SELECTION E-COMMERCE PLAN CONSTRUCTION

DAY PROPOSED USING CAPABILITY AS SOURCE OF COMPETITIVE ADVANTAGE MORGAN AND HUNT TABLED RESOURCE-ADVANTAGE THEORY OF COMPETITION VARIATION IN COMPETENCE RESULTS IN DIFFERENT ROUTES TO COMPETING DISTINCTIVENESS BASED ON HOW COMPETENCIES USED TO SUPPORT DIFFERENT POSITIONINGS

FIGURE 6:1 A RESOURCE-BASED APPROACH TO E-COMMERCE PLANNING

ASSESS FACTORS INFLUENCING CUSTOMER VALUE; EXAMPLES: DIMENSIONS OF: RELATIVE RESOURCE COSTS (COSTS LOWER OR HIGHER THAN COMPETITION) PERCEIVED VALUE TO CUSTOMER ASSESS FACTORS INFLUENCING CUSTOMER VALUE; EXAMPLES: PRODUCT PERFORMANCE RANGE OF BENEFITS LEVEL OF SERVICE PRICE INFORMATION AVAILABILITY

ASSESS FACTORS IMPACTING RELATIVE COSTS; EXAMPLES: COST OF PRODUCTION RAW MATERIALS EMPLOYEE PRODUCTIVITY DISTRIBUTION FIXED ASSETS RATE ON SIMPLE SCALE OF 1-10 USE SCORES TO ENTER ON RESOURCE-ADVANTAGE PLANNING MATRIX (RAM) GENERATES NINE ALTERNATIVE OPTIONS

FIGURE 6:2 A RESOURCE-ADVANTAGE PLANNING MATRIX

FIGURE 6:3 THE BRYMOR RAM ANALYSIS

PORTER VALUE CHAIN SUGGESTS SOURCE OF 5 CORE PROCESSES: INBOUND LOGISTICS PROCESS OPERATIONS OUTBOUND LOGISTICS MARKETING CUSTOMER SERVICE AND / OR 4 SUPPORT COMPETENCIES OF: MANAGEMENT CAPABILITY HRM PRACTICES TECHNOLOGY PROCUREMENT

FIGURE 6:4 A VALUE CHAIN MODEL

E-PLAN STRUCTURE SITUATION REVIEW SWOT KEY ISSUES FUTURE OBJECTIVES STRATEGY MARKETING MIX ACTION PLAN FINANCIAL FORECAST CONTROL SYSTEM CONTINGENCY PLAN

INTERNATIONAL IMPLICATIONS WEB-SITE OFFERS GLOBAL REACH ISSUE OF WHETHER FIRM CAN SERVICE OVERSEAS MARKETS U.S. SITES OFTEN OFFER LOW PRICE GOODS SAVINGS OFTEN DISAPPEAR UPON ADDING LOGISTIC COSTS AND DUTIES

WEB-SITE USUALLY NEEDS OVERSEAS DISTRIBUTION OPERATIONS FORRESTER RESEARCH ESTIMATE ONLY 10% OF COMPANIES ABLE TO SUPPORT INTERNATIONAL OPERATIONS LESS OF PROBLEM IN B2B MARKETS BECAUSE HIGH VALUE OF INDIVIDUAL ORDERS

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