By Peter S. Cohan
This instruction manual goals to lead managers via the entire cultural and technical demanding situations of e-commerce, with how you can conquer organizational demanding situations, outline the function of senior administration, layout e-commerce structure and computer screen contracts and implementation.
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Extra resources for E-profit: high payoff strategies for capturing the e-commerce edge
The chapter continues by presenting the case of Hewlett-Packard (HP) and the InkJet printer market to illustrate how a large, successful company like HP can adaptgoing from being a change inhibitor to a change sustainer. Page 21 Chapter 8 concludes by presenting the implications for managers seeking to sustain the change induced by e-commerce. The book concludes with Part III, "Building the Infrastructure," which includes Chapters 9 through 12. Chapter 9 defines what is meant by e-commerce architecture.
Performance improvements from IBM's Vendor Payments E-Engineering. 55 Figure 4-1. com, Barnes & Noble, and Borders. 71 Figure 4-2. com, Barnes & Noble, and Borders (1998). 72 Figure 5-1. Percentage of revenues from e-commerce anticipated by corporate CEOs (1999 and 2004). 98 Figure 5-2. Online-only and traditional companies' perceived benefits of e-commerce. 99 Figure 5-3. Framework for assessing CEO's attitude toward e-commerce 101 Figure 7-1. Nature of change management process by source of e-commerce strategy and extent of business model change.
Page 10 Supply Purchasing Volume Many multidivisional companies purchase large volumes of supplies at the division level. Since these companies do not centralize purchasing, each division forges unique contractual arrangements with suppliers. In many cases, each division buys the same item from different suppliers. As a consequence, these companies leave money on the table by not purchasing these items from a single corporate location, and not negotiating volume discounts with a preferred supplier.
E-profit: high payoff strategies for capturing the e-commerce edge by Peter S. Cohan