An Overview
In the present context, corporate e-managers are challenged with the fundamental question of how to “capture, analyze and project” the changeover of the impact of e-commerce on the important or significant aspects of core processes of “application of information technology.”
This is achieved when “It allows an organization to execute electronic transactions with any individual entity along the value chain—suppliers, logistics providers, wholesalers, distributors, service providers, and end customers.” (Fahey et al (2001). Linking e-business and operating Processes: The role of knowledge management.
In the context of e-commerce, it needs to be seen that e-knowledge does not concern itself just with the acquisition and assimilation of factual data but needs to involve itself also with its logical sequentialising and patterning of the thinking process, which also forms a significant part of the e-commerce activities. How e-commerce could possibly contribute to useful and positive technological changes is also a matter of conjecture and thought process. It needs to be contextualized for improving the quality and scope of e-commerce from the perspectives of modern technology and commerce and challenges that confront the industry in the 21st Century and “fundamental shifts in business operations.”( Dornbusch, Daniel (2004): AllBusiness: from leaders to leadership: managing change: Journal of leadership & Organizational studies.
Relevance of e-commerce in the contemporaneous business world
It is seen that, in simple terms, e-commerce deals with connectivity or establishing relationships and communicative abilities along the supply chain. This electronic connectivity may be used for different purposes to suit the requirements of the organization. The main points of connectivity over e-commerce could be seen in terms of the following aspects:
Finding a solution to customers’ wants and desires and making honest attempts to achieve them. What are the kinds of customers and the problems that beset them and how e-commerce could possible take care of future customer solutions? The next aspect is in terms of rivals: how is it that in the case of business rivals, only certain customers are responsive to their marketing overtures while the rest are not? What are the criteria that determine the movements of the marketplace and whether the induction of e-commerce could bring about innovative models for strategic planning and execution that could vastly improve the future business prospects of the company?
The use of e-commerce strategic models is also necessary to overcome the threats posed by competitive rivals and there is also a need for progressive firms to be able to integrate their business to suit the new e-commerce models, in order to reap long-term benefits. In this case, it has been seen that certain firms are more successful in adapting to e-commerce when compared to others, and the strategic reasons for this also need to be known, understood, and utilized in the right perspective. This is because they are favorably inclined to bring about new strategic models for the use of e-commerce in the firm, or institution.
Literature Review
In the current context of competitive markets, relevant literature seeks to address the effects supply chain shifting could possibly have on e-commerce. This is with respect to overcoming the activities and scope of rival firms. It is seen that a rival firm that could successfully integrate e-commerce into its working corporate environment would definitely stand to gain a more advantageous position than one which is less successful in doing so.
Since most of the competitive and viable manufacturers, distributors, or dealers are now enjoying the benefits of e-commerce through intranet and internet access, the firms that do not use e-commerce would be significantly disadvantaged in terms of supply chain management servicing and also meeting the challenges posed by competitive and rival firms. “Moreover, in today’s markets, where demand for a product can suddenly shift, a manufacturer needs to be able to configure and reconfigure a supply-chain network quickly, to meet changing demand.” (Shaw 2000, p.17). SHAW, Michael (2000). Chapter 1: Electronic Commerce. Handbook on Electronic Commerce. P.17: Electronic Commerce: state of the art:
In addition, “only in such an environment can participants in e-commerce transactions have the confidence of satisfactory performance–or adequate legal recourse should the transaction break down.” (Joanne E Oxley and Bernard Yeung: Journal of International Business Studies: Vol. 32: 2001: Questia: E-commerce readiness: institutional environment and international competitiveness.
Current literature has also stressed the need for performing cost: benefit analysis to know whether the deployment of e-commerce has resulted in overall gains for the organization. It is necessary to know which assets have gone up and which assets have fallen in value, or in other words, the appreciation and depreciation in asset value need to be taken into account. It is necessary to evaluate the performance of real assets in the e-commerce business and whether it has yielded desired results. “The business environment is rapidly changing, and intellectual capital has become a key asset of the enterprise. By managing its knowledge assets, an enterprise can improve its competitiveness and adaptability and increase its chances of success.” (Birman & John 2001). BIRMAN, Alex Ritsko & JOHN, J (2001). Preface. [online]. Entrepreneur.com.
“Ecommerce marketing is one of the keys to success.” (Addto) :Ecommerce: Solutions and internet marketing Directory.
Nowadays, it is seen that a large number of transactions are being handled through the e-commerce gateway which has resulted in faster, efficient, and prompt servicing of clients. It has been possible to link up different locations of a firm or company in diversely spread locations through the use of WAN networks and brings about better business servicing and better customer servicing. “The characteristics of the transmission facilities lead to an emphasis on efficiency of communications techniques in the design of WANs. Controlling the volume of traffic and avoiding excessive delays is important.” (Fairhurst 2001). FAIRHURST, Gorry (2001). Wide Area Networks (WANs).
It has also been possible for the outsourcing of materials or supply chain management to be aligned with e-commerce for excellent corporate results. Such alignment of vital business information helps corporate to function in a more streamlined and efficacious manner and bring about all-around benefits in their operations. The challenges offered by internet and intranet transactions have redefined the scope and operational abilities of e-commerce and have also redefined the contours of this business facility for a long time to come. In the years to come the success of any organization would depend heavily on how best it could provide long-term utility value to clients and utilize e-commerce infra-structural facilities for corporate growth and development.
Works Cited
(CGS: An ISO 9001:2000 Certified Co: Cyberweb Global Services: e-commerce. Web.
Fahey (2001). Linking e-business and operating Processes: The role of knowledge management. Web.
Shaw Michael (2000). Chapter 1: Electronic Commerce. Handbook on Electronic Commerce. P.17. Web.
Fairhurst (2001). Wide Are Networks (WANS). Web.
Dornbusch,Daniel (2004): AllBusiness :from leaders to leadership :managing change : Journal of leadership & Organizational studies. Web.
(Addto) :Ecommerce:Solutions and internet marketing Directory. Web.
Joanne E Oxley and Bernard Yeung: Journal of International Business Studies: Vol. 32: 2001: Questia : E-commerce readiness:Institutional environment and international competitiveness. Web.