COMERCIO ELECTRONICO
Are You Ready?
As you look around your company, what problems preoccupy senior management? What are your
firm's current priorities: long-term market share versus short-term profits, revenue growth versus
cost reduction? What high-profile projects have either been initiated or recently proposed to accomplish
these priorities? In light of these priorities, and the projects intended to achieve them, how
do you feel about the digital future? Analyze your company's ability to compete with new entrants
that don't have your company's baggage: legacy applications, calcified processes, bureaucratic
controls, and inflexible business models.
As you continue your analysis, ask yourself questions about your corporate strategy. Does my senior
management have a clear understanding of how our industry is being shaped by new and unconventional
rivals? Do senior managers suffer from flawed assumptions or blind spots in interpreting
industry-level changes? Does senior management see these changes as a threat or as an opportunity?
Is senior management willing to make changes to the company business model before it's
too late? Is senior management setting the right priorities to be the rule makers rather than rule
takers in the e-commerce era?
What is your top management's mindset? Is it one of a sprinter or of a long-distance runner in
pursuing new technologies? Does senior management think that catching up to today's industry
leaders will be easy? If so, beware: The reality is often the reverse. The companies leading today's
e-commerce revolution move quickly and stake out significant market positions early. Cisco, for
instance, moved in a decade from an obscure company into a market leader. Companies like Cisco
make it very difficult—and expensive—for slow-moving, traditional firms to catch up, much less
overtake them.
Be brutally honest about your company's readiness to change. Does senior management understand
the implementation side of strategy? Do the company leaders know that the entire business
platform is being transformed by new technology—a new generation of enterprise applications—
that tightly integrates internal and external processes? Does senior management understand the
risks, challenges, and difficulties in integrating and implementing these complex enterprise applications
necessary for an e-business enterprise to operate successfully? Does top management
understand what it takes to build interenterprise, technology-supported processes, such as supply
chain management, that form the backbone of e-business?
Thoughtfully answering the preceding questions will help you shape the corporate transformation
that occurs with the enterprise-wide implementation of new technology and business processes. In
this chapter, our goal is to make the logic of e-business explicit and comprehensible so everyone
on your management team can participate in creating the new infrastructure required by e-business.
Moving from e-Commerce to e-Business 2
Chapter 1. Moving from e-Commerce to e-Business. e-Business 2.0: Roadmap for Success, ISBN: 0-201-72165-1
Prepared for somadeo84@gmail.com, Soraya Marchand
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Licensed by
Soraya Marchand
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Many enlightened managers are better than one. An understanding of technology and its role in
your firm's future must be made accessible to all management, not reserved, as is sometimes the
case, for only an anointed few who have managed to penetrate technology's thick fog and hype.
Let us help you to begin this educational process and to get started in linking today's business with
tomorrow's technology.
REGLAS
Regla 1 La tecnología ya no es una idea de último momento en la formación de la estrategia de negocio, sino más bien la causa y el conductor.
Regla 2 La capacidad de racionalizar la estructura de la información y de influir y controlar su flujo es dramáticamente más potente y servicio rentable que es el de movimiento y la fabricación de productos físicos.
Regla 3 Incapacidad para derrocar al diseño empresarial dominante, anticuado a menudo conduce a la quiebra de empresas.
Regla 4 El uso del comercio electrónico, las empresas pueden escuchar a sus clientes y convertirse en "el más barato", "el más familiar", o "lo mejor".
Regla 5 No utilice la tecnología sólo para crear el producto. Utilizar la tecnología para innovar, entretener y mejorar toda la experiencia que rodea el producto: desde seleccionar y ordenar a la recepción y el servicio.
REGLA 6 El diseño de negocio del futuro utiliza cada vez más modelos de negocios electrónicos reconfigurables para satisfacer mejor las necesidades de los clientes.
REGLA 7 El objetivo de los nuevos diseños de negocio es para las empresas a crear alianzas de outsourcing flexibles que no sólo los costos de carga sino también hacer que los clientes extáticos.
REGLA 8 Para los proyectos de e-business de urgencia, es fácil para reducir al mínimo las necesidades de infraestructura de aplicaciones y centrarse en el front-end deslumbrante aplicaciones. El descuido puede ser costoso en más de un sentido.
Regla 9 La capacidad de planificar un curso de la infraestructura e-business con rapidez y para ponerlo en práctica sin piedad son la clave para el éxito. despiadado ejecución es la norma.
REGLA 10 La dura tarea de la gestión es alinear las estrategias de negocio, procesos y aplicaciones de forma rápida, correcta, y todo ello a una vez. Un fuerte liderazgo es imprescindible.
EJEMPLOS
