E-COMMERCE STRATEGY IMPLEMENTATIONT

E-COMMERCE STRATEGY IMPLEMENTATION
The execution of the strategic plan takes place during the strategy implementation phase, where EC systems are deployed. Decision makers eval-uate options, establish specific milestones, allo-cate resources, and manage the projects.
In this section, we examine some of the topics related to this implementation process.
E-Commerce Strategy Implementation Process
Typically, the first step in e-strategy implementa-tion is to find a champion and establish an EC team, which then initiates and manages the execution of the plan. As EC implementation continues, the team is likely to introduce changes in the organization. Thus, during the implementa-tion phase, it also becomes necessary to develop an effective change management program, including the possibility of utilizing the business process management approach. For a compre-hensive case study on implementing social media at IIBM, see Chess Media Group (2012).
Find a Champion
Every Web project and every Web team requires a project champion. The Project champion is the person who ensure that the team is ready to move forward and understands its reponsibili-ties. The project champion is responsible for activitves such as identifying the project’s objectives, prioritizing phases, and allocating resources to ensure completion of the project, and so forth. The project champion may be the Web team leader or a senior executive. In his study of e-strategy in 43 companies, Plant (2000) found that a strong project champion was pres-ent in every e-commerce project that was either a cessful, and that the champion was either a senior executive or someone who was able to demonstrate the benefits the project would bring to the organization. Similarly, “top management championship” was idetified as a critical suc-cess factor for organizatioanal assimilation of Web technologies.
Start with a Pilot Project
A clever way to implement EC is to begin with one or a small number of EC pilot projects. Problems can be determined during the pilot stage, allowing plans to be modified before it is too late.
Allocate Resources
The resources required for EC projects depend on the information requirements, the capabilities of the performers, and the requirements of each proj-ect. Some resources-software, computers, ware-house capacity, staff-could be new and unique to the EC project. A project’s success depends upon an effective allocation and utilization of shared resources to the project such as databases, the intranet, and possibly an extranet. A variety of tools can assist in resource allocation.
Manage the project
Project management tools, such as Microsoft Project, assist in determining specific project tasks, milestones, and resource requirements. Standard system design tool (e.g., data flow dia-grams) can help in executing the resource-requirement plan.
E-Commerce Strategy Implementation Issues
There are several e-strategy implementation issues, depending on the circumstances. Here we describe some representative ones.

Build, Buy, or Rent EC Elements
Implementation of an EC applicatiey requires access to the construction of the company's we site and integration of the site with the existing corporate information systems(e.g.. front end Example for order taking, back end for order fulfillment An At this point, a number of decisions of whether to build, buy, or outsource various components or an entire project needs to be made. Some of the more specific decisions include the following:

Should site development be done inter nally, externally, or by a combination of the two?
• Is it necessary to build the software application or will the commercially available software be satisfactory?
• If a commercial software package will fit, should it be purchased or rented from w an application service provider(ASP) w Should it be modified?
• Will the company or an extemal ISP dnter- al net service provider) host the website?
• If hosted externally, who will be respon- S sible for monitoring and maintaining the In information and system?
Each option has its strengths and weaknesses, and the correct decisions will depend on factors such as the strategic priority of the application, the existing skills of the company's technology group, and when the EC application is needed


Outsource: What? When? To Whom?
Outsourcing can deliver strategic advantages for firms in that it provides access to highly skilled or low-cost labor, and provides potential market opportunities. Outsourcing is the process of con- n tracting(farming out the company's products, e services, or work to another organization that is willing and able to do the job. Alternatively, the company's own employees could carry out these projects in-house. In the context of EC, outsourc- es ing means the use of external vendors to acquire b- EC applications

Example
An interesting tool to help the'go or no go' out- sourcing decisions is Gartner's Magic Quadrant. It analyzes companies(providers) along two scales: the ability to execute and the completeness of vision. Vendors are then placed in one of four resulting quadrants(e.g. high ability to execute and full vision make leaders, while low ability to execute and high vision make visionaries). Companies can use the quadrant to find the right outsourcers. For details, see(gartner.com/ technology/research/methodologies/magic- Quadrants.jsp#m).
Successful implementation of EC projects often requires careful consideration of outsourc- ing strategies, which involves: (1) evaluating when outsourcing should take place; (2) deciding which part(s) of the EC projects to outsource and which to keep in-house; and(3) choosing an appropriate vendor(s)
Software-as-a-Service
In considering outsourcing, a company should look at both software-as-a-service and cloud computing(see Online Tutorial T2) as outsourcing options.

Table 13.4 In-house development versus outsourcing
Criteria In-house development outsourcing
Accessibility to the project Greater Limited
Knowledge of the system and its development More Less
Retention of staff's knowledge and skills Higher Lower
Ownership cost Higher Lower
Self-reliance for maintenance, update, and expansion Greater Lower
Development times Longer Shorter
Experienced staff with technical know-how and specialized areas Less More

Outsourcing decisions are often made during EC project implementation. Companies may choose outsourcing when they want to experi- ment with new EC technologies without spend- ing too much money.
A comparison of the in-house and outsourcing approaches is provided in Table 13.4. Sometimes, after an evaluation of both approaches, a hybrid approach is taken to leverage the benefit of both.
ISPs, ASPs, and consultants are external ven- dors(business partners) that are commonly involved in EC application developments.
It is important not to overestimate the advan- tages of outsourcing, since it also can involve a number of risks such as the vendor going out of business. When the vendor is a foreign company, there may be additional risks such as shifts in the political stability and the legal environment. In addition, an organization's lack of experience with outsourcing and contract negotiations in a different culture may create problems.
Chapter 16 discusses several of these options in more detail build or buy, in-house or out source, host externally or internally. In such decisions, one needs to consider partners' strategy and business alli ies as described in Online File w 13.2.
Redesigning Business Processes: BPR and BPM
During the implementation stage, many firms n face the need to change business processes to accommodate the changes an EC strategy brings. Sometimes these changes are incremental and can be managed as part of the project implemen tation(e.g., Harvard Business School Press 2010). In other cases, the changes are so dramatic that they affect the manner in which the organization operates. In this instance, business process reengineering or business process man agement is needed.
Business Process Reengineering(BPR)
Business process reengineering(BPR) is a methodology for conducting a one-time compre- hensive redesign of an enterprise's processes. BPR may be needed for the following reasons
• To fix poorly designed processes(e.g., processes that are not flexible or scalable)
• To change processes so that they fit com mercially available software(e.g., ERP, e-procurement)
• To produce a fit between systems and processes of different companies that are partnering in e-commerce(e.g., e-mar ketplaces, ASPs)
• To align procedures and processes with e-services such as logistics, payments. or security
For an overview, see Johnston(2012). For a a case study about Mary Kay using e-commerce strategies to revamp its business model, see s Online File W13.3 Business Process Management
The term business process management(BPM) refers to activities performed by businesses to improve their processes. While such activities usually are not new, software tools called busi ness process management systems have made the execution of such activities faster and cheaper. BPM systems monitor the execution of the busi- ns ness processes so that managers can analyze and to change processes whenever needed. BPM differs from BPR in that it deals not just with a one-time change to the organization, but also with long-term-consequences and repetivitie action. Business process management activities can be grouped into three categories: monitoring, execution, and design. For details on value-driven BPM, see Franz and Kirchmer (2012).
Change Management
Implementing large scale EC or social commerce projects may require change management approaches, especially if the processes of the busi-ness have changed. A business can use a generic change management approach. For how IBM is conducting change managem

Kết quả (Việt) 1:

THỰC HIỆN CHIẾN LƯỢC THƯƠNG MẠI ĐIỆN TỬThực hiện kế hoạch chiến lược diễn ra trong giai đoạn thực hiện chiến lược, nơi EC hệ thống được triển khai. Tùy chọn eval uate các nhà sản xuất quyết định, thiết lập cụ thể các cột mốc, allo-cate tài nguyên, và quản lý các dự án.Trong phần này, chúng tôi xem xét một số các chủ đề liên quan đến quá trình thực hiện này.Thương mại điện tử chiến lược thực hiện quá trìnhThông thường, bước đầu tiên trong e-chiến lược implementa-tion là để tìm một nhà vô địch và thành lập một đội ngũ EC, mà sau đó sẽ khởi tạo và quản lý thực hiện kế hoạch. Như EC thực hiện tiếp tục, đội có khả năng để giới thiệu những thay đổi trong tổ chức. Vì vậy, trong giai đoạn implementa-tion, nó cũng trở nên cần thiết để phát triển một chương trình quản lý thay đổi có hiệu quả, bao gồm khả năng sử dụng phương pháp quản lý quá trình kinh doanh. Một nghiên cứu trường hợp compre-hensive về việc thực hiện phương tiện truyền thông xã hội tại IIBM, xem cờ vua Media Group (2012).Tìm một nhà vô địchMỗi dự án Web và các đội bóng Web đòi hỏi một nhà vô địch dự án. Nhà vô địch dự án là người đảm bảo rằng đội đã sẵn sàng để di chuyển về phía trước và hiểu được mối quan hệ reponsibili của nó. Nhà vô địch dự án là chịu trách nhiệm về activitves chẳng hạn như xác định mục tiêu của dự án, ưu tiên các giai đoạn và phân bổ các nguồn lực để đảm bảo hoàn thành dự án, và vv. Nhà vô địch dự án có thể là Web đội trưởng hoặc một nhà quản lý cấp cao. Trong nghiên cứu của ông của e-chiến lược trong công ty 43, thực vật (2000) tìm thấy một nhà vô địch mạnh mẽ dự án là pres-ent trong mỗi dự án thương mại điện tử là một trong hai cessful một, và rằng nhà vô địch là hoặc một nhà quản lý cấp cao hoặc một người đã có thể chứng minh những lợi ích, dự án sẽ mang lại cho tổ chức. Tương tự, "quản lý hàng đầu giải vô địch" là idetified như là một yếu tố quan trọng suc-cess cho organizatioanal đồng hóa của công nghệ Web.Bắt đầu với một dự án thí điểmMột cách thông minh để thực hiện EC là để bắt đầu với một hoặc một số nhỏ của EC dự án thí điểm. Vấn đề có thể được xác định trong giai đoạn thí điểm, cho phép các kế hoạch được thay đổi trước khi quá muộn.Phân bổ tài nguyênThe resources required for EC projects depend on the information requirements, the capabilities of the performers, and the requirements of each proj-ect. Some resources-software, computers, ware-house capacity, staff-could be new and unique to the EC project. A project’s success depends upon an effective allocation and utilization of shared resources to the project such as databases, the intranet, and possibly an extranet. A variety of tools can assist in resource allocation.Manage the projectProject management tools, such as Microsoft Project, assist in determining specific project tasks, milestones, and resource requirements. Standard system design tool (e.g., data flow dia-grams) can help in executing the resource-requirement plan.E-Commerce Strategy Implementation Issues There are several e-strategy implementation issues, depending on the circumstances. Here we describe some representative ones.Build, Buy, or Rent EC Elements Implementation of an EC applicatiey requires access to the construction of the company's we site and integration of the site with the existing corporate information systems(e.g.. front end Example for order taking, back end for order fulfillment An At this point, a number of decisions of whether to build, buy, or outsource various components or an entire project needs to be made. Some of the more specific decisions include the following:Should site development be done inter nally, externally, or by a combination of the two? • Is it necessary to build the software application or will the commercially available software be satisfactory? • If a commercial software package will fit, should it be purchased or rented from w an application service provider(ASP) w Should it be modified? • Will the company or an extemal ISP dnter- al net service provider) host the website?• If hosted externally, who will be respon- S sible for monitoring and maintaining the In information and system?Each option has its strengths and weaknesses, and the correct decisions will depend on factors such as the strategic priority of the application, the existing skills of the company's technology group, and when the EC application is neededOutsource: What? When? To Whom? Outsourcing can deliver strategic advantages for firms in that it provides access to highly skilled or low-cost labor, and provides potential market opportunities. Outsourcing is the process of con- n tracting(farming out the company's products, e services, or work to another organization that is willing and able to do the job. Alternatively, the company's own employees could carry out these projects in-house. In the context of EC, outsourc- es ing means the use of external vendors to acquire b- EC applicationsExample An interesting tool to help the'go or no go' out- sourcing decisions is Gartner's Magic Quadrant. It analyzes companies(providers) along two scales: the ability to execute and the completeness of vision. Vendors are then placed in one of four resulting quadrants(e.g. high ability to execute and full vision make leaders, while low ability to execute and high vision make visionaries). Companies can use the quadrant to find the right outsourcers. For details, see(gartner.com/ technology/research/methodologies/magic- Quadrants.jsp#m).Successful implementation of EC projects often requires careful consideration of outsourc- ing strategies, which involves: (1) evaluating when outsourcing should take place; (2) deciding which part(s) of the EC projects to outsource and which to keep in-house; and(3) choosing an appropriate vendor(s) Software-as-a-Service In considering outsourcing, a company should look at both software-as-a-service and cloud computing(see Online Tutorial T2) as outsourcing options.Table 13.4 In-house development versus outsourcingCriteria In-house development outsourcingAccessibility to the project Greater LimitedKnowledge of the system and its development More LessRetention of staff's knowledge and skills Higher LowerOwnership cost Higher LowerSelf-reliance for maintenance, update, and expansion Greater LowerDevelopment times Longer ShorterExperienced staff with technical know-how and specialized areas Less More
Outsourcing decisions are often made during EC project implementation. Companies may choose outsourcing when they want to experi- ment with new EC technologies without spend- ing too much money.
A comparison of the in-house and outsourcing approaches is provided in Table 13.4. Sometimes, after an evaluation of both approaches, a hybrid approach is taken to leverage the benefit of both.
ISPs, ASPs, and consultants are external ven- dors(business partners) that are commonly involved in EC application developments.
It is important not to overestimate the advan- tages of outsourcing, since it also can involve a number of risks such as the vendor going out of business. When the vendor is a foreign company, there may be additional risks such as shifts in the political stability and the legal environment. In addition, an organization's lack of experience with outsourcing and contract negotiations in a different culture may create problems.
Chapter 16 discusses several of these options in more detail build or buy, in-house or out source, host externally or internally. In such decisions, one needs to consider partners' strategy and business alli ies as described in Online File w 13.2.
Redesigning Business Processes: BPR and BPM
During the implementation stage, many firms n face the need to change business processes to accommodate the changes an EC strategy brings. Sometimes these changes are incremental and can be managed as part of the project implemen tation(e.g., Harvard Business School Press 2010). In other cases, the changes are so dramatic that they affect the manner in which the organization operates. In this instance, business process reengineering or business process man agement is needed.
Business Process Reengineering(BPR)
Business process reengineering(BPR) is a methodology for conducting a one-time compre- hensive redesign of an enterprise's processes. BPR may be needed for the following reasons
• To fix poorly designed processes(e.g., processes that are not flexible or scalable)
• To change processes so that they fit com mercially available software(e.g., ERP, e-procurement)
• To produce a fit between systems and processes of different companies that are partnering in e-commerce(e.g., e-mar ketplaces, ASPs)
• To align procedures and processes with e-services such as logistics, payments. or security
For an overview, see Johnston(2012). For a a case study about Mary Kay using e-commerce strategies to revamp its business model, see s Online File W13.3 Business Process Management
The term business process management(BPM) refers to activities performed by businesses to improve their processes. While such activities usually are not new, software tools called busi ness process management systems have made the execution of such activities faster and cheaper. BPM systems monitor the execution of the busi- ns ness processes so that managers can analyze and to change processes whenever needed. BPM differs from BPR in that it deals not just with a one-time change to the organization, but also with long-term-consequences and repetivitie action. Business process management activities can be grouped into three categories: monitoring, execution, and design. For details on value-driven BPM, see Franz and Kirchmer (2012).
Change Management
Implementing large scale EC or social commerce projects may require change management approaches, especially if the processes of the busi-ness have changed. A business can use a generic change management approach. For how IBM is conducting change managem