By Michael J. Cunningham

Quickly tune path to knowing and learning e-business instruments and opportunities

Covers the major components of e-business, from constructing e-business thoughts and studying tips to supplement present company application to utilizing e-business as a transformation administration device in addition to a aggressive weapon

Examples and classes from a number of the world's so much winning companies, together with Staples, Travelocity, eBay and COVISINT, and ideas from the neatest thinkers, together with Patricia Seybold, Thomas Koulopoulos, John Hagel III, Marc Singer, Thomas H. Davenport and John C. Beck

Includes a word list of key options and a finished assets consultant

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Extra resources for E-Business: Enterprise 02.03

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There are very few products that cannot be researched, compared, or bought on the Web. EBay had an auction recently for a mansion in Europe on-line, car shopping is made easier, and as a research vehicle the Web is a great boon to B2C commerce in general. Many organizations will focus on the Web purely to extend their offerings and see it not as a transaction engine but as a way to create new and incremental revenue. We continue to develop a more sophisticated understanding of where and how to use the Web.

Just as individuals have to adapt to the relevant protocols of each nation to become an effective communicator and businessperson, so e-business needs the same adaptability. Creating the right environment in the e-business system is critical to allowing for the cultural characteristics of the marketplace. As many e-business systems require considerable automation of existing manual or physical processes (sales and service for example), ensuring that these are acceptable to the target users and communities is essential.

On one side it has allowed organizations to become comfortable with their ‘‘less than state-of-theart’’ status, and on the other it has scared then away. The reality is that now organizations are looking for pragmatic ways of using the technology without incurring massive risk. In the early days of e-business, organizations were being almost forced into doing something, even if it was wrong – as in many cases it was. They changed the way they were operating back to the ‘‘old ways’’ rapidly, or they viewed the results with considerable disdain.

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