“E-Business Strategy: How to Benefit From a Hype” and review its alignment between such models as SWOT and Five Forces and the e-business that it uses as a model. In your posting, address the following questions: – custom papers

“E-Business Strategy: How to Benefit From a Hype” and review its alignment between such models as SWOT and Five Forces and the e-business that it uses as a model. In your posting, address the following questions:Logistics Information ManagementPaper details:Refer to the reading, “E-Business Strategy: How to Benefit From a Hype” and review its alignment between such models as SWOT and Five Forces and the e-business that it uses as a model. In your posting, address the following questions:• What insights do traditional business strategy analyses offer to an Information Technology or Information Systems professional?• How might these analyses promote or empower effective SISP?• Are there shortcomings to these strategies? For example, what intrinsic Information Technology realities might transcend the limitations of these analyses?• How might you apply the model developed in the article to your organization or an organization with which you are familiar?Logistics Information ManagementE-business strategy: how to benefit from a hypeFloris P.C. van HooftRobert A. StegweeArticle information:To cite this document:Floris P.C. van HooftRobert A. Stegwee, (2001),”E-business strategy: how to benefit from a hype”, Logistics InformationManagement, Vol. 14 Iss 1/2 pp. 44 – 54Permanent link to this document:http://dx.doi.org/10.1108/09576050110360223Downloaded on: 14 January 2016, At: 16:01 (PT)References: this document contains references to 17 other documents.To copy this document: permissions@emeraldinsight.comThe fulltext of this document has been downloaded 4217 times since 2006*Users who downloaded this article also downloaded:Faramarz Damanpour, Jamshid Ali Damanpour, (2001),”E-business e-commerce evolution: perspective and strategy”,Managerial Finance, Vol. 27 Iss 7 pp. 16-33 http://dx.doi.org/10.1108/03074350110767268Raffaella Cagliano, Federico Caniato, Gianluca Spina, (2003),”E-business strategy: How companies are shaping their supplychain through the Internet”, International Journal of Operations & Production Management, Vol. 23 Iss 10 pp. 1142-1162http://dx.doi.org/10.1108/01443570310496607G.D. Karagiannopoulos, N. Georgopoulos, K. Nikolopoulos, (2005),”Fathoming Porter’s five forces model in the internet era”,info, Vol. 7 Iss 6 pp. 66-76 http://dx.doi.org/10.1108/14636690510628328Access to this document was granted through an Emerald subscription provided by emerald-srm:552352 []For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors serviceinformation about how to choose which publication to write for and submission guidelines are available for all. Pleasevisit www.emeraldinsight.com/authors for more information.About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio ofmore than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of onlineproducts and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on PublicationEthics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download.Downloaded by Walden University At 16:01 14 January 2016 (PT)E-business strategy:how to benefit from ahypeFloris P.C. van Hooft andRobert A. StegweeIntroductionForecasts that predict the size of onlinetrading revenues in the near future varywidely from a few hundred billion to a fewtrillion dollars. Who might be right is a guess,but one thing is sure, it will be big! When youhave to believe the articles that are written byseveral Internet gurus, your business will notexist any more in a few years’ time. Withinorganisations the feeling prevails that onecannot afford to sit back and wait. However,it is often not possible to turn the organisationaround 180 degrees, as the gurus want you to.This can be caused by lack of managementsupport, insufficient budgets, anorganisational culture that will not supportthe changes needed to make it work, or manyother reasons. This paper presents a set oftools to enable managers to identify where inthe organisation and how an organisation canbenefit from the e-business hype withouttaking the revolutionary and radical path.King and Clift (2000) argue that the “e” ±will soon be dropped and that e-business willbe business as it comes to be generallyunderstood. In this paper, various alreadyexisting models and theories will be used. Weargue that these models and theories stillapply when looking from a new e-businessperspective. Examples will be given ofpossible applications to demonstrate the useof these models. However, we do not aim atgiving an exhaustive and completedescription; organisations are too differentfrom each other and new developments ariseevery day. Every model and every examplewill have to be adapted to fit within a specificsituation. We aim at providing a frameworkthat describes a process, which in the end willgive directions on where e-businessopportunities can be found.Based on a definition used by IBM, wedefine e-business as “a secure, flexible andintegrated approach to deliveringdifferentiated business value by combiningthe systems and processes that run corebusiness operations with the simplicity andreach made possible by Internet technology”.This implies that e-business is more than justa Web shop on the Internet and can reachinto every aspect of the organisation.As e-business will be introduced into anexisting organisation, there will be variousareas that have to be taken into account whendeveloping an e-business strategy. ToThe authorsFloris P.C. van Hooftis a student of IndustrialEngineering and Management andRobert A. StegweeisProfessor and Chair of the Department of BusinessInformation Systems, University of Twente, Enschede,The Netherlands.KeywordsBusiness strategy, Strategic information systems,Information management, Electronic commerce,Information technology, InternetAbstractA fundamental approach to setting up an e-businessinitiative is needed to fully utilise the capabilities ofInternet technology in a specific business setting. Such aninitiative has to build on the strengths of the organisationand take full advantage of the opportunities in themarket, meanwhile identifying costly unsuccessfulprojects and preventing unwanted market disturbancesintroduced by carelessly designed e-commerce solutions.In this paper, a method is presented for the developmentof an e-business, based on research in the area ofstrategic information systems planning. The proposedmethod is designed to help clarify a strategic e-businessvision and to solicit management commitment to changeand take action on new business opportunities. Inaddition, it takes into account the unique possibilities ofan organisation’s IT architecture, thus further advancingthe value of past investments in IT.Electronic accessThe research register for this journal is available athttp://www.mcbup.com/research_registersThe current issue and full text archive of this journal isavailable athttp://www.emerald-library.com/ft44Logistics Information ManagementVolume 14.Number 1/2.2001.pp. 44±53
 
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