1. “E-business Strategy”
Academic Year 2015

2. Learning objectives
Follow an appropriate strategy process model for e-business;
Apply tools to generate and select e-business strategies;
Outline alternative strategic approaches to achieve e-business.

3. Issues for managers
How does e-business strategy differ from traditional business strategy?
How should we integrate e-business strategy with existing business and IS strategy?
How should we evaluate our investment priorities and returns from e-business?

4. How does e-business strategy differ from traditional business strategy?
In the one-to-many hierarchical information flow that characterized the Industrial Age, information flowed one way, from the producer to the consumers. The Internet has changed this in three important ways.
the Internet allows consumers to talk to consumers
consumers can find and access information much easier than before
enables the information flow to be reversed so customer- centric companies can pull information from consumers to improve and customize products

5. Michael Porter on the Internet
‘The key question is not whether to deploy Internet technology – companies have no choice if they want to stay competitive – but how to deploy it.’

6. What is e-business strategy ?
“The direction and scope of an organization over long-term which achieves advantage for the organization through its configuration of resources within a changing environment to meet the needs of markets and to fulfil stakeholder expectations”

7. Different levels of organizational strategy

8. Different levels of organizational strategy
Corporate strategy: Strategy concerned with the overall purpose and scope of the organization. What business should you be in? Looks at the whole range of business opportunities
Business unit strategy: Strategy defining how to compete successfully in a particular market
Operational strategy: Strategy concerned with achieving corporate and business unit strategies
Functional (Process) strategy: Strategy that describe how the corporate and business unit strategies will be operationalized in different functional areas or business processes

9. Imperative for e-business strategy
Missed opportunities for additional sales on the sell-side and more efficient purchasing on the buy-side
Fall behind competitors in delivering online services – may become difficult to catch up
Poor customer experience from poorly integrated channels

10. E-channel strategies
Define how a company should set specific objectives and develop specific differential strategies for communicating with its customers and partners through electronic media such as internet s and wireless media
An important aspect of e-business strategies is that they create new e-channel strategies for organization

11. E-channel strategies (contd.)
E-channels do not exist in isolation so channel integration still has to be managed as e-channel itself may not be appropriate for all products/services – Right channeling
Right-Channeling:
Reaching the right customer
Using the right channel
With the right message or Offering
At the right time

12. E-channel strategies (contd.)
British Airways asks “Have you clicked it yet”
2004 Campaign – educate and change the way in which BA customers behave before, while and after they travel
New online services –check in, e-boarding pass
Early adopters targeted - T3.co.uk, Newscientist.com and DigitalHomeMag.com
Occasional users – JazzFM.com, Vogue.com and Menshealth.com

13. Relationship between e-business strategy and other strategies

14. Strategy process models
A framework for approaching strategy development
Gives a logical sequence to follow to ensure inclusion of all key activities of e-business strategy development

15. A generic strategy process model

16. Alternative strategy process models
Jelassi and Enders (2008) E-business strategy framework – SWOT summarizing external analysis (e.g. marketplace, customers, competitors) internal analysis(e.g. human resource, financial and operation)
Smith (1999) SOSTAC Sequential marketing strategy model – Situation Analysis

17. Stage 1: Strategic Analysis
Also known as situation analysis
Collection and review of information about an organization’s internal and external environment to understand the organization’s capabilities
Involves review of:
Micro Environment
Macro Environment

18. Micro vs Macro Environment
Micro in terms of business indicates the items a company can control, often internal processes.
Micro issues can be the amount of skilled labor within the company, production processes used to manufacture goods, facilities owned by the company and other related issues. All these issues fall under the direct control of the firm.
Macro —In business, the macro represents items outside of the company’s control.
Availability of raw materials, government laws and regulations, number of eligible employees available to hire and the threat of competition

19. Elements of strategic situation analysis for the e-business

20. SLEPT Social Relates to pattern of change in consumer behavior
An understanding of social change gives business a better feel for the future market situation
Legal
Relates to the laws regarding businesses e.g. consumer protection law, health and safety law
Economic
Relates to the series of fluctuations associated with general booms and slumps
Economic changes may include inflation rate, wage rate and interest rate
Political
Relates to the changes in government influences
Technology
Relates to the change in technological world

21. SLEPT Example for Tourism
Social: increased popularity of foreign travel leading to a boom in demand for air travel. However, this has been adversely affected by international terrorism.
Legal: there are increasingly tight rules about the materials that need to go into aircraft construction in order to make them safer and more resistant to fire hazards. This has had the impact of raising costs.
Economic: lower interest rates have meant that people have more disposable income to spend on luxuries like long distance air travel.
Political: the development of freedom of movement and trade in the European Union has led to greater levels of competition on European routes coupled with increased movement of people.
Technological: modern aircraft are safer and more economic to run than in the past making possible cheap air travel.

22. Resource Analysis
Review of technological, financial and human resources of an organization and how they are utilized in business processes

23. Application Portfolio Analysis
Application portfolio: enterprise IT software applications and software-based services
Usually used to select the most appropriate future Internet projects

24. SWOT Analysis
Alternatively SWOT matrix: structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture.
E.g. Bay Area Rapid Transit

25. Demand Analysis
Research into the desire of consumers for a particular product or service.
Used to identify:
who wants to buy a given product
how much they are likely to pay for it
how many units they might purchase
other factors that can be used to determine product design, selling cost, and advertising strategy for a product.

26. Competitor Analysis
An assessment of the strengths and weaknesses of current and potential competitors.
Competitor analysis has two primary activities,
obtaining information about important competitors
using that information to predict competitor behavior.
Provides both an offensive and defensive strategic context to identify opportunities and threats.
The goal of competitor analysis is to understand:
with which competitors to compete,
competitors' strategies and planned actions,
how competitors might react to a firm's actions,
how to influence competitor behavior to the firm's own advantage.

27. Competitor Analysis Framework
Framework proposed by Michael Porter

28. Competitor’s Strategy
The two main sources of information about a competitor's strategy is what the competitor says and what it does.
What a competitor is saying about its strategy is revealed in: annual shareholder reports, interviews with analysts, statements by managers and press releases
This stated strategy often differs from what the competitor actually is doing. What the competitor is doing is evident in where its cash flow is directed, such as in the following tangible actions: hiring activity, R & D projects, capital investments, promotional campaigns, strategic partnerships, mergers and acquisitions

29. Competitor’s Objective
Knowledge of a competitor's objectives facilitates a better prediction of the competitor's reaction to different competitive moves.
For example, a competitor that is focused on reaching short term financial goals might not be willing to spend much money responding to a competitive attack. Rather, such a competitor might favor focusing on the products that hold positions that better can be defended.
On the other hand, a company that has no short term profitability objectives might be willing to participate in destructive price competition in which neither firm earns a profit.

30. Competitor’s Assumptions
The assumptions that a competitor's managers hold about their firm and their industry help to define the moves that they will consider.
For example, if in the past the industry introduced a new type of product that failed, the industry executives may assume that there is no market for the product.
Honda was able to enter the U.S. motorcycle market with a small motorbike because U.S. manufacturers had assumed that there was no market for small bikes based on their past experience
A competitor's assumptions may be based on a number of factors, including any of the following:
beliefs about its competitive position
past experience with a product
regional factors

31. Competitor’s Resources and Capabilities
Knowledge of the competitor's assumptions, objectives, and current strategy is useful in understanding how the competitor might want to respond to a competitive attack. However, its resources and capabilities determine its ability to respond effectively