26 March 2016

CHAPTER 13 E-BUSINESS

New chapter & New day. Starts everything with Bismillah &  Ends with Alhamdulillah c;

 LEARNING OUTCOMES
14.1 Compare E-Commerce and E-Business
14.2 Compare the four types of E-Business models.
14.3 Describe the benefits and challenges associated with E-Business.
14.4 Explain the differences among E-Shops, E-Malls & Online Auctions.

1. E-BUSINESS 
> The Internet is a powerful channel that presents new opportunities for an organization to;
  • Touch Customers.
  • Enrich products and services with information.
  • Reduce Costs.

2. E- COMMERCE & E- BUSINESS.
> How do e-commerce and e-business differ?
  • E- Commerce – The buying and selling of goods and services over the Internet (online transactions).
  • E- Business – The conducting of business on the Internet including, not only buying and selling, but also serving customers and collaborating with business partners (online transactions, serving customers and collaborating with business partner).
Industries Using E-Business.
3. E- BUSINESS MODELS.
E- Business Model – An approach to conducting electronic business on the Internet.



4. BUSINESS TO BUSINESS (B2B)
Electronic Marketplace (E- Marketplace) – Interactive business communities providing a central market where multiple buyers and sellers can engage in e- business activities. 

5. ELECTRONIC MARKETPLACE (E- MARKET PLACE)
> Electronic marketplaces, or e-marketplaces, present structures for conducting commercial exchange, consolidating supply chains, and creating new sales channels.
> Their primary goal is to increase market efficiency by tightening and automating the relationship between buyers and sellers.
> Existing e-marketplaces allow access to various mechanisms in which to buy and sell almost anything, from services to direct materials.


6. BUSINESS TO CONSUMER (B2C)
> Common B2C E- Business models include:
  • E- Shop – A version of a retail store where customers can shop at any hour of the day without leaving their home or office.
  • E- Mall – Consists of a number of e-shops; it serves as a gateway through which a visitor can access other e-shops.
E- Shop
E- Mall
> Business types:
  • Brick-and-Mortar Business - Operates in a physical store without an Internet presence. Eg: Bata.
  • Pure-play Business - A business that operates on the Internet only without a physical store. Eg include fashionvalet.com. 
  • Click-and-Mortar Business – A business that operates in a physical store and on the Internet .Eg: Hijabs by Hanami.


7. CONSUMER TO BUSINESS (C2B)
> Priceline.com is an example of a C2B E- Business Model.

The demand for C2B E- Business will increase over the next few years due to customer’s desire for greater convenience and lower prices.


8. CONSUMER TO CONSUMER (C2C)
> Online Auctions.
  • Electronic Auction (E- Auction) - Sellers and buyers solicit consecutive bids from each other and prices are determined dynamically.
  • Forward Auction - Sellers use as a selling channel to many buyers and the highest bid wins.
  • Reverse Auction - Buyers use to purchase a product or service, selecting the seller with the lowest bid.
> C2C Communities include;
  • Communities of Interest - People interact with each other on specific topics, such as golfing and stamp collecting.
  • Communities of Relations - People come together to share certain life experiences, such as cancer patients, senior citizens, and car enthusiasts.
  • Communities of Fantasy - People participate in imaginary environments, such as fantasy football teams and playing one-on-one with Michael Jordan.
E- Bay
9. E- BUSINESS BENEFITS.
> E-Business benefits include;
  • Highly Accessible.
- Businesses can operate 24 hours a day, 7 days a week, 365 days a year.
  • Increased customer loyalty.
- Additional channels to contact, respond to, and access customers helps contribute to customer loyalty.
  • Improved Information Content.
- In the past, customers had to order catalogs or travel to a physical facility before they could compare price and product attributes. Electronic catalogs and Web pages present customers with updated information in real-time about goods, services, and prices
  • Increased Convenience.
- E-business automates and improves many of the activities that make up a buying experience.
  • Increased Global Reach.
- Businesses, both small and large, can reach new markets.
  • Decreased Cost.
- The cost of conducting business on the Internet is substantially smaller than traditional forms of business communication.

10. E- BUSINESS CHALLENGES.
> E-business challenges include:
  • Identifying Limited Market Segments.
- The main challenge of e-business is the lack of growth in some sectors due to product or service limitation.
  • Managing Consumer Trust.
- Internet marketers must develop a trustworthy relationship to make that initial sale and generate customer loyalty.
  • Ensuring Consumer Protection.
- Implement Internet Security, protect from misuse of customer information.
  • Managing Consumer Trust.
- Companies that operate online must obey a patchwork of rules about which customers are subject to sales tax on their purchase and which are not.

11. E- BUSINESS BENEFITS AND CHALLENGES.
> There are numerous advantages and limitations in e-business revenue models including: 
  • Transaction Fees.
  • License Fees.
  • Subscription Fees.
  • Value-added Fees.
  • Advertising Fees.

12. MASHUPS
> Web Mashup - A Web site or Web application that uses content from more than one source to create a completely new service.
  • Application Programming Interface (API) - a set of routines, protocols, and tools for building software applications.
  • Mashup Editor - WSYIWYGs (What You See Is What You Get) for mashups.
Web Mashup

25 March 2016

CHAPTER 12 INTEGRATING THE ORGANISATION FROM END TO END - ENTERPRISE RESOURCE PLANNING.

LEARNING OUTCOMES OF CHAPTER 12
12.1 Describe the role informations play in ERP.
12.2 We need to identify the primary forces driving the explosive growth  of ERP.
12.3 Explain more about the business value of integrating supply chain management, & ERP systems.

1. ENTERPRISE RESOURCES PLANNING (ERP).
ü At the heart of all ERP systems is a database, when a user enters or updates information in one module, it is immediately and automatically updated throughout the entire system.

 ERP systems automate business processes. 

2. BRINGING THE ORGANISATION TOGETHER.
 ERP – The organization before ERP.

 ERP – Bringing the organization together.

3. THE EVOLUTION OF ERP.

ü SCM, CRM, and ERP are the backbone of E-business.
ü Integration of these applications is the key to success for many companies.
ü Integration allows the unlocking of information to make it available to any user, anywhere, anytime.

SCM and CRM market overviews.


General audience and purpose of SCM, CRM and ERP.

4. INTEGRATING TOOLS.
ü Many companies purchase modules from an ERP vendor, an SCM vendor, and a CRM vendor and must integrate the different modules together.
  • Middleware – Several different types of software which sit in the middle of and provide connectivity between two or more software applications.
  • Enterprise Application Integration (EAI) Middleware – Packages together commonly used functionality which reduced the time necessary to develop solutions that integrate applications from multiple vendors.

Data points where SCM, CRM, and ERP integrate.


5. ENTERPRISE RESOURCES PLANNING (ERP).
ü ERP systems must integrate various organisation processes and be;
  • Flexible.
  • Modular and Open.
  • Comprehensive.
  • Beyond the company.
ü Flexible – Must be able to quickly respond to the changing needs of the organisation.
ü Modular and Open – Must have an open system architecture, meaning that any module can be interface, with or detached whenever required without affecting the other modules. 
ü Comprehensive – Must be able to support a variety of organizational functions for a wide range of businesses.
ü Beyond the company – Must support external partnerships and collaboration efforts.

6. ENTERPRISE RESOURCES PLANNING'S EXPLOSIVE GROWTH.
ü SAP boasts 20,000 installations and 10 million users worldwide.
ü ERP solutions are growing because;
  • ERP is a logical solution to the mess of incompatible applications that had sprung  up in most businesses.
  • ERP addresses the need for global information sharing and reporting.
  • ERP is used to avoid the pain and expense of fixing legacy systems.


 
It's time to say good bye and
move on to the next chapter. So bye! Niaathirah xx

CHAPTER 11 BUILDING A CUSTOMER -CENTRIC ORGANIZATION (CRM)

LEARNING OUTCOMES
11.1 Compare operational & analytical CRM.
11.2 Identify the primary forces driving the explosive growth of CRM.
11.3 Define the relationship between decision making and analytical CRM.

1. CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

> CRM enables an organization to:
  • Provide better customer service.
  • Make call centers more efficient.
  • Cross sell products more effectively.
  • Help sales staff close deals faster.
  • Simplify marketing and sales processes.
  • Discover new customers.
  • Increase customer revenues.

2. RECENCY, FREQUENCY AND MONETARY VALUE.

> Organizations can find their most valuable customers through RFMRecency, Frequency, and Monetary Value.
  • How recently a customer purchased items (Recency)
  • How frequently a customer purchased items (Frequency)
  • How much a customer spends on each purchase (Monetary Value)

3. THE EVOLUTION OF CRM.

> CRM Reporting Technology – help organizations identify their customers across other applications.
> CRM Analysis Technologies – help organization segment their customers into categories such as best and worst customers.
> CRM Predicting Technologies – help organizations make predictions regarding customer behavior such as which customers are at risk of leaving.
> Three phases in the evolution of CRM include reporting, analyzing, and predicting.



4. THE UGLY SIDE OF CRM.


5. CUSTOMER RELATIONSHIP MANAGEMENT'S EXPLOSIVE GROWTH.


Forecasts for CRM spending (in billions)

6. USING ANALYTICAL CRM TO ENCHANCE DECISIONS.
> Operational CRM – Supports traditional transactional processing for day-to-day front-office operations or systems that deal directly with the customers.

> Analytical CRM – Supports back-office operations and strategic analysis and includes all systems that do not deal directly with the customers.


7. CRM SUCCESS FACTORS.

CRM success factors include;
  1. Clearly communicate the CRM strategy.
  2. Define information needs and flows.
  3. Build an integrated view of the customer.
  4. Implement in iterations.
  5. Scalability for organisational growth.








End of Chapter 11,  Niaathirah xx

CHAPTER 10 EXTENDING THE ORGANISATION - SUPPLY CHAIN MANAGEMENT.

LEARNING OUTCOMES
10.1  List and describe the components of a typical supply chain
10.2  Define the relationship between decision making and supply chain management
10.3  Describe the four changes resulting from advances IT that are driving supply chains
10.4  Summarize the best practices for implementing a successful supply chain management system

1. SUPPLY CHAIN MANAGEMENT

> The average company spends nearly half of every dollar that it earns on production.
> In the past, companies focused primarily on manufacturing and quality improvements to influence their supply chains.



2. BASICS OF SUPPLY CHAIN

> The supply chain has three main links;

1.Materials flow from suppliers and their “upstream” suppliers at all levels.
2.Transformation of materials into semifinished and finished products through the organization’s own production process.
3.Distribution of products to customers and their “downstream” customers at all levels.



Organisations must embrace technologies that can effectively manage supply chains.



 PLAN 
  • A company must have a plan for managing all the resources that go toward meeting customer demand for products or services.
 SOURCE 
  • Companies must carefully choose reliable suppliers that will deliver goods and services required for making products. 
 MAKE 
  • This is the step where companies manufacture their products or services. This can include scheduling the activities necessary for production, testing, packaging, and preparing for delivery.
DELIVER (LOGISTICS) 
  • Companies must be able to receive orders from customers, fulfill the orders via a network of warehouses, pick transportation companies to deliver the products, and implement a billing and invoicing system to facilitate payments.
 RETURN 
  • This is typically the most problematic step in the supply chain. Companies must create a network for receiving defective and excess products and support customers who have problems with delivered products.

3. INFORMATION TECHNOLOGY'S ROLE IN THE SUPPLY CHAIN.

Factors Driving SCM.

 VISIBILITY 
  •  Visibility – More visible models of different ways to do things in the supply chain have emerged.  High visibility in the supply chain is changing industries, as Wal-Mart demonstrated.
  •  Supply Chain Visibility – The ability to view all areas up and down the supply chain.
  •  Bullwhip Effect – Occurs when distorted product demand information passes from one entity to the next throughout the supply chain.

> Supply chain visibility allows organizations to eliminate the bullwhip effect;
  • To explain the bullwhip effect to your students discuss a product that demand does not change, such as diapers.  The need for diapers is constant, it does not increase at Christmas or in the summer, diapers are in demand all year long.  The number of newborn babies determines diaper demand, and that number is constant.
  • Retailers order diapers from distributors when their inventory level falls below a certain level, they might order a few extra just to be safe.
  • Distributors order diapers from manufacturers when their inventory level falls below a certain level, they might order a few extra just to be safe.
  • Manufacturers order diapers from suppliers when their inventory level falls below a certain level, they might order a few extra just to be safe.
  • Eventually the one or two extra boxes ordered from a few retailers becomes several thousand boxes for the manufacturer.  This is the bullwhip effect, a small ripple at one end makes a large wave at the other end of the whip.

 CONSUMER BEHAVIOUR 
> Companies can respond faster and more effectively to consumer demands through supply chain enhances.
> Once an organization understands customer demand and its effect on the supply chain it can begin to estimate the impact that its supply chain will have on its customers and ultimately the organizations performance.
> Demand Planning Software – Generates demand forecasts using statistical tools and forecasting techniques.

 COMPETITION 
> Supply Chain Planning (SCP) Software - uses advanced mathematical algorithms to improve the flow and efficiency of the supply chain.
> Supply Chain Execution (SCE) Software – automates the different steps and stages of the supply chain.
> SCP and SCE both increase a company’s ability to compete.
> SCP depends entirely on information for its accuracy.
> SCE can be as simple as electronically routing orders from a manufacturer to a supplier.

SCP & SCE in the supply chain.

  SPEED 
Three factors fostering speed.

4. SUPPLY CHAIN MANAGEMENT SUCCESS FACTORS.




> SCM industry best practices include;
1. Make the sale to suppliers.
2. Wean employees off traditional business practices.
3. Ensure the SCM system supports the organizational goals.
4. Deploy in incremental phases and measure and communicate success.
5. Be future oriented.


5. SCM SUCCESS STORIES.
Top reasons why more and more executives are turning to SCM to manage their extended enterprises.

> Numerous decision support systems (DSSs) are being built to assist decision makers in the design and operation of integrated supply chains.
DSSs allow managers to examine performance and relationships over the supply chain and among;
  • Suppliers.
  • Manufacturers.
  • Distributors.
  • Other factors that optimize supply chain performance.

 

 챕터를 읽어 주셔서 감사! 안녕 (Thanks for reading this chapter! Goodbye c:) 
Niaathirah xx