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Electronic Commerce Initiatives and Activities Research Paper


Introduction

E-commerce is a modern phenomenon, which highly gaining popularity in the era of technology while changing the perception of marketing and retailing (Schneider, 2015). Nonetheless, it could be said that its functioning mechanism is still unclear due to the novelty of this singularity and complexity of its principles. In this case, it has to be stated that planning is a critical element to assure the functioning of this instrument and enhance the achievement of the goals (Schneider, 2015).

In this case, the primary aim of this paper is to assess and evaluate the planning of electronic commerce activities while addressing this topic by using practitioner and scientific viewpoints discussed in various publications and articles. In the end, the conclusions are drawn to summarize the findings of the paper.

Analysis

In this case, the overall planning process implies the establishment of the objectives with the linkage to the business strategies and selection of the particular stages, which will support the overall development (Schneider, 2015). Meanwhile, the absence of planning is the primary driver for the company’s failure in e-commerce (Kao & Decou, 2003). In this case, “the strategy e-commerce planning model” should be prioritized, as it implies paying vehement attention to the organizational tactics and approach (Kao & Decou, 2003, p. 238).

Consequently, in the context of the presented paper, it is critical to analyze issues associated with the planning of e-commerce activities and various external factors, which have a tendency to affect the flow of the related processes.

Additionally, the lack of planning can increase the barriers related to intensifying competition and the vulnerability of SMEs (Stockdale & Standing, 2004). Meanwhile, the e-market is full of controversies, which might be a potential cause of unpredictable fluctuations resulting in the loss of market share and the decrease in revenues. In this instance, compliance with the initial strategy of the company and constant risk assessment will contribute to the clear identifications of the planning stages and avoid the threats (Schneider, 2015).

Furthermore, it remains apparent that a well-established framework is the principle element of e-commerce scheduling, as it outlines the structure and timeframe of the required stages and processes (Alghambi, Drew, & Alkhalaf, 2011). Nonetheless, despite the necessity to emphasize a profoundly designed network, various externalities affect the planning and growth in the e-commerce sector such as governmental support since “e-commerce activities are not progressing at the same speed” (Alghambi, Drew, & Alkhalaf, 2011, p. 772).

It could be said that the interest of the authorities in the development of this process might be a key driver for the enlargement of the segment due to the easiness of planning and extended availability of the financing to increase the speed of the forecasting process.

Conclusion

In conclusion, it was revealed that e-commerce is an essential part of the modern marketing due to continuous technological development. It was depicted that profound planning is a critical attribute of this business activity due to an extended variety of barriers in e-commerce. The overall stages have to comply with the initial strategy, as, otherwise, the firm will not be able to reach the required goals. In this case, planning will help minimize the risks while decreasing the influence of barriers on SMEs related to increased vulnerability and intensified competition. Meanwhile, the role of the government cannot be underestimated, as its involvement can contribute to the development in this segment.

References

Alghambi, R., Drew, S., & Alkhalaf, S. (2011). Government initiatives: The missing key for e-commerce growth in KSA. World Academy of Science, Engineering, and Technology 77, 772-775.

Kao, D., & Decou, J. (2003). A strategy-based model for e-commerce planning. Industrial Management & Data Systems, 103(4), 238-252.

Schneider, G. (2015). Electronic commerce. Stamford, CT: South-Western Cengage Learning.

Stockdale, R., & Standing, C. (2004). Benefits and barriers of electronic marketplace participation: A SME perspective. Journal of Enterprise Information Management, 17(4), 301-311.

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IvyPanda. (2020, August 31). Electronic Commerce Initiatives and Activities. Retrieved from https://ivypanda.com/essays/electronic-commerce-initiatives-and-activities/

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"Electronic Commerce Initiatives and Activities." IvyPanda, 31 Aug. 2020, ivypanda.com/essays/electronic-commerce-initiatives-and-activities/.

1. IvyPanda. "Electronic Commerce Initiatives and Activities." August 31, 2020. https://ivypanda.com/essays/electronic-commerce-initiatives-and-activities/.


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IvyPanda. "Electronic Commerce Initiatives and Activities." August 31, 2020. https://ivypanda.com/essays/electronic-commerce-initiatives-and-activities/.

References

IvyPanda. 2020. "Electronic Commerce Initiatives and Activities." August 31, 2020. https://ivypanda.com/essays/electronic-commerce-initiatives-and-activities/.

References

IvyPanda. (2020) 'Electronic Commerce Initiatives and Activities'. 31 August.

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