Customer center

We are a boutique essay service, not a mass production custom writing factory. Let us create a perfect paper for you today!

Example research essay topic: From Brick And Mortar To Click - 5,105 words

NOTE: Free essay sample provided on this page should be used for references or sample purposes only. The sample essay is available to anyone, so any direct quoting without mentioning the source will be considered plagiarism by schools, colleges and universities that use plagiarism detection software. To get a completely brand-new, plagiarism-free essay, please use our essay writing service.
One click instant price quote

FROM BRICK AND MORTAR TO CLICK AND MORTAR: MAKING THE TRANSITION FROM CONVENTIONAL BUSINESS FROM BRICK AND MORTAR TO CLICK AND MORTAR: MAKING THE TRANSITION FROM CONVENTIONAL BUSINESS TO E-COMMERCE Making the Transition from Conventional Business to E-Commerce 4 The Question is Not Whether or When to Enter E-commerce; Its How to Enter E-Commerce. 7 A Proposed Model for Developing an E-Commerce Strategy 14 Steps for building an E-commerce strategy. 18 Typical stages of E-commerce development. 25 Steps for establishing a small business website. 26 Selling Power Enters E-Commerce 28 A Javier Romero Design Group Web Implementation Plan 33 Appendix... A- 1 The scenario created for this project called for the research team to simulate membership on the staff of a small, brick and mortar firm. A Chief Executive Officer (CEO) heads the firm, and she is the primary decision maker for the firm. The CEO is inclined to pursue a venture into E-commerce, but neither she nor her staff members have experience or knowledge in this area. To help her make some decisions, the CEO asks three staff members to form a team to research E-commerce and make a recommendation on whether she should pursue E-commerce opportunities.

The objective of this research is to provide the CEO with a reasonable recommendation to either pursue some form of E-commerce or to remain with her current brick and mortar model. Because there are constraints with respect to cost / benefit analyses, there are two research questions to be answered: (a) Should the CEO venture into E-commerce, and (b) if she should, what should she do to initiate her E-commerce venture? The research revealed that E-commerce is expanding quickly, and the potential benefits from participating are enormous. It also indicated that businesses that are reluctant to participate in E-commerce risk falling behind their competitors or becoming non-competitive in their existing market.

For those that do wish to enter into E-commerce, the task should not be taken lightly. An organization requires a visionary leader, perseverance, a significant investment, the ability to establish partnerships with successful firms, and full participation from the entire organization. They must also recognize that E-commerce focuses on serving the customer, not pushing their products. Successful E-commerce entrepreneurs become successful by developing strategic plans. At a minimum, a strategic plan should address methods for accomplishing the following five steps: (a) make it easy for your customers to conduct business, (b) focus on your true end-customer, (c) design customer-facing business processes, (d) use technology to enable your company to be profitable, and (e) promote customer loyalty. If a website is to be incorporated into the organizations E-commerce plan, it must take five basic steps in order to complete the mechanics of establishing a viable website: (a) find an Internet service provider (ISP), (b) register a domain name, (c) develop the website, (d) manage the website, and (e) measure the websites effectiveness.

Additionally, many businesses progress through several evolutionary stages before reaching their full potential: (a) supplying company and product information, (b) providing customer support and enabling interaction with the customer, (c) supporting electronic transactions, (d) personalizing interaction with customers, and finally (e) fostering community among customers. The research team reviewed a small, regional companys experience with E-Commerce and a sample E-commerce proposal from a professional website development firm. The team found that the regional company initially failed when it attempted to enter into E-commerce without a strategic plan or professional expertise. However, the companys fortunes changed after seeking help from a reputable professional and developing a strategic plan.

In comparing the elements of the professional web development firm proposal with the textbook recommended model, the researchers found that they were substantially similar. After reviewing all the collected data, the researchers made the following conclusions: (a) The CEO should pursue an E-commerce initiative, (b) the CEOs first step should be to initiate a pre-investment study to estimate and assess the expected costs, benefits, etc. associated with establishing and maintaining an E-commerce presence, (c) the CEO should contract with a reputable E-commerce developer to build a strategic plan and establish the E-commerce vehicle, and (d) the CEO should develop a strategic plan before venturing into E-commerce. From Brick and Mortar to Click and Mortar: Making the Transition from Conventional Business to E-Commerce This research project was prompted by the requirement for the researchers to complete a research project as part of the Applications of Business Research course, BSA 515. Per the guidance provided by the course instructor, the researchers chose to research an area of interest. The area of interest chosen for research was electronic commerce (E-commerce).

However, none of research team members had any previous knowledge or experience with E-commerce. Accordingly, the team decided to build a research scenario to allow them to conduct their research from scratch. For the purpose of this project, the team assumed the role of staff members in a hypothetical firm. This firm is a small regional company headed by a CEO who is also the companys founder and owner. The company has a staff of approximately 150 people, and it produces and markets several consumer products. Currently, the firm conducts business in a conventional brick and mortar model.

That is, the firm uses a tradition store, housed in building, where customers drive to the stores premises to purchase goods. The firm employs traditional marketing methods (newspaper, television, and radio), and its only electronic transaction capability is a limited telephone ordering capability. The CEO, who is the primary decision maker for the firm, is forward thinking, and she would like to expand her market. She perceives that E-commerce would be a good way to accomplish this goal, but she knows next to nothing about E-commerce.

The firms staff members do not have any experience or working knowledge of E-commerce, so the CEO has no internal resources to provide immediate advice or recommendations on how she should proceed. She is inclined to believe that she should migrate to a click and mortar model (a traditional business model expanded to take advantage of electronic business technologies; click refers to the click of a computer mouse) to expand her business, but she is unsure. The CEO decides that she wants to investigate E-commerce, and she wants to determine whether E-commerce is a wise choice for her firm. Accordingly, she assigns three members of her staff to research E-commerce and provide recommendations. The research team used the following steps to define the problem: (a) ascertain the decision makers objectives, (b) understand the problems background, (c) identify and isolate the problem (s), (d) identify relevant variables, if any, and (e) state the research questions. The decision maker has three objectives: (a) to expand her knowledge of E-commerce, (b) to find out how to implement an E-commerce model for her firm, and (c) to decide whether to migrate to a click and mortar model.

The following background factors are pertinent to the problem: (a) There is a perceived need to enter into E-commerce, (b) the CEO has minimal E-commerce knowledge or understanding, and (c) no experience or knowledge base on E-commerce exists within the firm. The actual problem to be solved is two-fold. The CEO doesnt know whether E-commerce is a good vehicle for her organization, and she does not know how to commence an E-commerce initiative. With respect to the relevant variables, the following variables would have an impact on the problem: (a) the estimated cost of establishing the E-commerce vehicle, (b) the estimated cost of maintaining the vehicle, and (c) the estimated return on investment (ROI). Unfortunately, the hypothetical nature of the firm in question prohibited the research team from performing a realistic cost / benefit analysis to use in making recommendations. This will impact on the research questions.

The objective of this research is to provide the CEO with a reasonable recommendation to either pursue some form of E-commerce or to remain with her current brick and mortar model. Considering the constraints with respect to cost / benefit analyses, there are two research questions to be answered: (a) Should the CEO venture into E-commerce, and (b) if she should, what should she do to initiate her E-commerce venture? The hypothesis for this research project supports the following proposition: E-commerce is not a fad, E-commerce is not only the wave of the future, but it is here to stay, and businesses will have to invest in E-commerce to remain competitive. Accordingly, barring pre-investment study results contrary to global trends, the hypothetical business owner in this project should pursue an E-commerce initiative because its benefits will far outweigh its costs. Due to the constraining factors affecting this project, particularly time constraints, the research design is very basic. The researchers decided to conduct the research by following these steps: (a) collect secondary data on E-commerce to develop a knowledge of its evolution, trends, expected benefits, and textbook recommended designs, (b) collect data from at least one company that has ventured into E-commerce and document its experience, (c) obtain and study a typical E-commerce development recommendation from a professional E-commerce developer, (d) compare the companys experience and the developers proposal to the textbook solution to determine whether they are significantly different or substantially the same, and (e) make a recommendation based on the research findings.

The research project depended primarily on secondary data sources. The researchers studied textbooks, on-line journal articles, traditional journal articles, case studies, and abstracts. The researchers also studied a web implementation plan acquired from a professional website developer who specializes in E-commerce development. The only primary data obtained by the researchers consisted of interviews conducted with a web development specialist and with a local company that has recently ventured into the world of E-commerce.

The Question is Not Whether or When to Enter E-commerce; Its How to Enter E-Commerce. Business people who are pondering whether to venture into E-commerce should focus on the more important question, How can I start a effective E-commerce business? The phenomenal growth in business conducted over the Internet and by other electronic means indicates E-commerce's great potential. Analyses conducted by numerous researchers verify the growth already experienced, and they also point to a continued explosion of E-business that is not likely to subside.

Although they do not provide identical estimates, the following examples all indicate continued E-commerce expansion: 1. Between 1995 and 1997, according to a Price Waterhouse study, annual venture capital funding for on-line business went from $ 134 million to $ 1. 88 billion. (Siebel and House, 1999, p. 4) 2. A recent (pre- 1998) U. S. Department of Commerce study entitled The Emerging Digital Economy estimated 100 million Web users worldwide, and it projects 1 billion web users worldwide for the year 2005. (Siebel and House, 1999, p. 3) 3. A 1999 estimate of web site growth stated, New commercial sites are being added to the World Wide Web at the rate of 5, 000 a month.

Thats one new place of business every nine minutes. (Siebel and House, 1999, p. 4) 4. Find/SVP, Inc. estimates that the number of regular Web users in the United States jumped from 8. 4 million in 1996 to 28 million in 1998. Their projection for Web users in the year 2000 exceeded 200 million. (Siebel and House, 1999, p. 3) 5. The market opportunity for business to business (B 2 B) e-commerce is immense and already exceeds the business to consumer (B 2 C) e-market by a considerable margin.

Figure 1 illustrates this point. As Figure 2 displays, the Gartner Group, Inc. projects the worldwide market for B 2 B e-commerce to grow from $ 403 Billion in 2000 to more than $ 7 trillion by 2004. (see Appendix). 6. The E-commerce implementation plan (Appendix) made available by The Javier Romero Design Group (JRDG) provided the estimated E-commerce growth projection information JRDG supplied to one of its clients. Figure 3 below shows estimates for the portion of the worldwide business to business (B 2 B) E-commerce that will be conducted via e-marketplaces. E Offering, a subsidiary of E Trade, estimates that e-markets generated about $ 22 billion in year 2000 revenue on a worldwide basis.

According to Forrester Research, the United States B 2 B E-commerce market should reach $ 2. 7 trillion by 2004, or almost one-quarter of the United States projected Gross Domestic product (GDP) for 2004. For businesses that enter into E-commerce wisely, this signals potential wealth that should be tapped into. (see Appendix). If the examples above are true indicators, one must conclude that E-commerce is here to stay, and it will continue to grow as more and more consumers and businesses take advantage of E-commerce opportunities. With the increasing number of people who have access to the web, it will become almost a necessity to present your company on the web, and in other E-commerce vehicles, to stay competitive. (Wilson, 1997) We should assume an increasing percentage of our customers and clients would expect us to employ E-commerce as a routine method of doing business. This expectation is fueled by the advances in computer, network and Internet technology combining to enable virtuality, or the ability to conduct business transactions on a global level, in a real time format, without being constrained by physical location. As these advances continue, physical distance becomes irrelevant and completing a transaction is so compressed that, for practical purposes, waiting time is eliminated. (Siebel and House, 1999, p. 8) Despite imperatives, there are distinct benefits associated with E-commerce.

The following points and examples provide insight into some of the benefits: 1. At a minimum, a website can provide the public with basic business information about our company, such as the hours of operation, contact information and other important details that the consumer needs to know. (net 101. com) 2. The Internet provides a way of advertising our products and services, as well as a way of receiving information about what other people can offer our company. (Wilson, 1997) 3. The web provides a vehicle that allows the business to communicate with the customer. Furthermore, it is a way for the customer to provide opinions on possible new products, and for the company to view these opinions without the large expense of surveying through traditional methods.

Businesses can also determine the types of products that will be successful by analyzing the type of people who use their website and the products they order. 4. Many companies find that their e-commerce sites actually drive traffic to their stores. At Sears. com, customers can make side-by-side product comparisons before clicking to buy tools or appliances.

Many visitors use the site to gather information before heading to the Sears, Roebuck & Co. at their local mall. Because customers walk into the stores knowing what they want, salespeople can sell the drills, refrigerators and washing machines faster. (Stuart, 2000) 5. In other cases, stores drive traffic to websites. That is the idea behind nearly 200 Gateway Country brick-and-mortar stores, which let customers test-drive Gateway computers in the store before ordering them on-line from the San Diego-based company. (Stuart, 2000) 6.

Reduced Asset Intensity. Asset intensity refers to the amount of assets you hold, including inventory. Consequently, it directly relates to how many dollars you have to have in place to run a business. If you can reduce both on-hand inventory and plant property by using a website as your storefront, you can reduce the amount of money required to run your business. (Siebel and House, 1999, p. 128) 7.

In general, if a company is successfully selling products before venturing into E-commerce, the Internet will only increase sales. The site would merely be an additional channel for selling products. (Stuart, 2000) The indicators are clear. Those who do not venture into E-commerce will risk being left behind, and they may loose their ability to compete in their established markets. Therefore, its not a question of whether or when to enter into E-commerce. Participating in E-commerce appears to be an imperative. The most important question facing those who are not yet participating is how to get started in E-commerce.

The Internet has been in existence for a number of years, but significant levels of civilian use have been limited to less than a full decade. Still, these first few years have yielded some valuable lessons for E-commerce newcomers benefit. Siebel and House (1999) identified 9 lessons worth listing: 1. Zapping, the warp speed version of just browsing, the electronic counterpart of every retailers pet peeve, is a Web norm. (Siebel and House, 1999, p. 67) Your Internet site will probably be just like your brick and mortar store. Some customers will come to see what you have to offer, and some will compare your products against your competitors. Many will not purchase your products or services. 2.

Choose the most effective method of advertising for your business. Your on-line choices are Search Engines (big directories), Hub Sites (small, focused directories), and Gateway Ads (advertising on other organizations sites). Limiting yourself to on-line advertising might not yield the best results, so do not rule out conventional advertising. (Siebel and House, 1999, p. 67 - 83) 3. Be seen at the front door or entry portal for popular sites. This is best accomplished by partnering with winners (e. g. , AOL). (Siebel and House, 1999, p. 74) 4.

Give more than Brochureware. Brochureware is a term describing sites that only provide information about your organization, similar to the paper brochures one might pick up at a lobby display. Visitors must get something for visiting your site. (e. g. , free information, interactive entertainment or ads, recipes, etc. ). If your site does little more than provide brochure information, people will not repeat their visit. 5. Your website must be convenient and easy for customers to use.

If it is not, they will become frustrated, and they will not return. 6. Close the loop. The most attractive web site in the world cannot manage its own traffic. Therefore, you must have the process and resources in place to ensure the site is truly interactive. (Siebel and House, 1999, p. 84) Otherwise, visitors will not return. 7. Dont go it alone. Form strategic alliances with successful E-commerce players. (Siebel and House, 1999, chap. 3) Its difficult for a new start-up site to draw attention.

One of the best ways to draw attention is to ally with an already successful and popular E-business. 8. Improve as you go. You must make continual improvements to your website. (Siebel and House, 1999, p. 88) If you do not, your customers will grow bored of it. 9. Before you spend the resources for even an elementary website, define exactly what you expect that presence to accomplish for your company. (Siebel and House, 1999, p. 90) This is probably the most valuable lesson of all.

Those who fail at E-commerce generally do so because they entered into it without a well-developed plan. As with conventional business, poor planning often results in failure. The lessons listed above are valuable, indeed, and they are definitely applicable to any strategy for establishing an E-commerce presence. A Proposed Model for Developing an E-Commerce Strategy Before discussing the steps necessary to implement an E-commerce strategy, some description of E-commerce is required.

Generally speaking, E-commerce or electronic commerce encompasses all electronic means of conducting business transactions, and numerous technologies are available. Current E-business technologies include the World Wide Web (WWW), integrated voice response (IVR) systems, kiosks, e-mail, hand held digital appliances, cell phones, smart call centers, smart cards, and others. (Seybold & Marshak, 1998, p. 33 - 38) The technologies are numerous, and a fully integrated E-commerce strategy would employ a combination of the available technologies. However, this research report most often makes reference to Internet/WWW capabilities because most new initiates to E-commerce envision websites as their primary technology for electronic business. (Downes & Mui, 1998) Electronic commerce over the Internet may be either complementary to traditional business or represent a whole new line of business. Electronic commerce can be defined loosely as doing business electronically.

Electronic commerce includes electronic trading of physical goods and intangibles such as information. This encompasses all the trading steps such as on-line marketing, ordering, payment, and support for delivery. Electronic commerce includes the electronic provision of services, such as after-sales support or on-line legal advice. Finally, it also includes electronic support for collaboration between companies, such as collaborative design. (Timmers, 1998) Several business models have evolved in the e-commerce world. A business model is the method of doing business by which a company can sustain itself that is, generate revenue, and each model has several sub-designs with which they are more narrowly defined.

There are a couple of models our prospective decision-maker may choose. One possible model for consideration is the Brokerage Model. Brokers are market makers who bring buyers and sellers together and facilitate transactions. The transactions can be in business to business (B 2 B), business to consumer (B 2 C) or consumer to consumer (C 2 C) markets. A broker makes its money by charging a fee for each transaction it enables. One sub-design of the Brokerage model is the Virtual Mall.

This is a site that hosts many on-line merchants. The mall typically charges setup, monthly listing, and / or per transaction fees. A more logical model, because it resembles a conventional business model, for our company is the Merchant Model. Merchant model users are classic wholesalers and retailers of goods and services (increasingly referred to as e-tailers). Sales may be made based on list prices or through auction. In some cases, the goods and services may be unique to the web and not have a traditional brick-and-mortar storefront.

The best Merchant Model sub-design for our use is the Surf-and-Turf design. This is a traditional brick-and-mortar establishment with a web storefront. Under this concept, a business stakes out a place on the web through a website, or establishes its turf. Then, the business registers this site with various search engines such as Yahoo, AltaVista, or HotBot. When potential customers surf the web, they are guided to the registered website, or turf, where they can conduct transactions directly with the business. It is not necessary to select an E-commerce business model before developing a business strategy.

More to the point, business people who are about to enter into E-commerce should not begin developing their business strategies with a preconceived notion of the model they will use. Rather, the appropriate model should be dictated by the research and analysis conducted while developing a strategy. Several sources (Downes & Mui, 1998; Geist, 1999; Gibbons-Paul, 1999; Rappa, 2000; Siebel & House, 1999; Seybold & Marshak, 1998; Stuart, 2000; Tapscott, Toll & Lowry, 2000; Timmers, 1998) provided blueprints for developing strategic plans for E-commerce. Although they varied slightly, they were very similar in their recommendations for plan development. Seybold and Marshak (1998) provided the most comprehensive treatment, and their recommendations were the easiest to understand. Therefore, the model recommended herein was derived significantly from the Seybold and Marshak model and supplemented by some of the variations identified in the other sources.

Entering into E-commerce should not be taken lightly. As it is with any other business venture, there is risk involved. Seybold and Marshak (1998, p. XVI) identified several prerequisites to optimize the likelihood for success. An organization about to embark on a voyage into E-commerce should meet the following prerequisites: 1.

Visionary leader. The organization must have a leader who can envision the opportunities available through E-commerce and be willing to act on them. 2. Perseverance. The organization must have the perseverance to follow its E-commerce transition through to fruition. 3. Significant investment. The organization must be willing to invest the time, effort, finances, and other resources to ensure the ventures success.

If the organization does not have sufficient capital to support the venture, it must find sufficient capital backing from outside sources. (Siebel and House, 1999, p. 122) 4. Partnership. The organization must establish a solid partnership between business pragmatists and the information technology (IT) professionals who will enable the E-commerce effort. The organization should also be prepared to form strategic alliances with other, already successful E-commerce businesses. (Siebel and House, 1999, p. 122) 5.

Team effort. The organizational leadership must acquire consensus on the need and wisdom of entering E-commerce among the organizations members, and the leadership must ensure participation by the entire organizational membership in the E-commerce effort. Without both, the E-commerce effort will be viewed as an individuals or a small groups program, not the organizations program. If the organization can meet all of these prerequisites, it is ready to embark on its E-commerce adventure. No matter how high tech you get, its still about the customers. Technology drives E-business, but its not about technology.

Its about using technology to empower yourselves and your customers. (Siebel and House, 1999, p. 126) The key word in this quote is customers. Customers should be the focus of every E-commerce venture, not products, services, or technology. We must give the customers what they want or need. Otherwise, customers will find someplace else to shop. We are moving from a world in which Henry Ford could offer his Model T customers any color, so long as its black, to one in which customers everywhere are demanding it their way. (Siebel and House, 1999, p. 188) Those who fail to grasp this fact routinely fail because they put their emphasis on their products and services or on bells and whistles rather than placing it on their clients or customers. Steps for building an E-commerce strategy.

Seybold and Marshak (1998) studied more than forty companies that were successful in implementing E-commerce strategies, and they identified five key strategy-building steps that were common to all forty companies. Although they are not cited in the exact language or in the same sequence, these steps are also common to the other research sources. The following five steps should form the core of any strategic plan for E-commerce: (a) make it easy for your customers to conduct business, (b) focus on your true end-customer, (c) design customer-facing business processes, (d) use technology to enable your company to be profitable, and (e) promote customer loyalty. (Seybold & Marshak, 1998, p. 6) As noted above, customers should be the focus of E-commerce efforts. Their experiences with making transactions with your business should be free of frustration; better yet, they should be enjoyable.

If their experience is hassle free, they will be inclined to conduct more business with you. If it is not, the customer will become frustrated, and he will either give up or seek an easier alternative. Anyone who has attempted to purchase an item over the Internet from a website where you cant get there from here can verify what this is all about. Accordingly, making it easy for customers to conduct business with you is an imperative.

There are several things you should do to enable frustration free interaction with your customers: 1. First of all, do not skimp on your IT investment! Cutting corners in IT development may save some money up front, but this savings is often short lived because it comes at the expense of easy use. Ensure that you IT budget is sufficient and invest at least 50 percent of your IT dollars in making it easier for your customers to do business with you. (Seybold & Marshak, 1998, p. 10) 2. Whatever system you employ, it should not waste the customers time. Customers will expect your system to save them time.

If it is slow, unresponsive, or time consuming to maneuver through multiple layers or links, they will lose patience and go elsewhere. (Seybold & Marshak, 1998, p. 11) 3. Remember who your customers are as individuals. If your company compiles data on your customers, you should cross-reference your databases to ensure you know who your customers are. Many people have experienced the situation where they receive a membership solicitation from a credit card company when they already are a member. This immediately signals a lack of knowledge on the companys part, and many people find this oversight either insulting or annoying. (Seybold & Marshak, 1998, p. 12 - 14) 4. Make it easy for customers to order and procure services.

Make all the information the customer needs to place an order available in whatever venue or device they are using (phone, computer, Kiosk, etc. ), and be sure to provide the means for customers to complete transactions without having to change venue. For example, if a customer starts a transaction through your website, they should be able to complete the entire transaction through the website. Having to conduct product or service research on-line and then having to place the order by phone is both inconvenient and irritating. You should force customers to interact with secondary information or ordering sources as a last resort only. Its wiser to let them complete transactions themselves, and provide help or personal interaction only when its asked for. (Seybold & Marshak, 1998, p. 15) 5.

Provide service that exceeds customers expectations. This can be accomplished by providing personal attention to each customer, by providing proactive services (order status tracking, etc. ), and by customizing products and services to meet individual customers needs or expectations. (Seybold & Marshak, 1998, p. 16 - 17; Siebel & House, 1999, p. 183) In focusing on your end-customer, the objective is to identify exactly who your customers are, then adapt your products and services to meet their needs. We are interested in the people who actually use our products or services, not in middlemen, such as retailers or brokers, who appear to be the customer. In E-commerce, we can identify our end-customers in several ways. You can identify them by setting up vehicles for direct feedback from your customers. You can use the latest technologies to collect customer data (smart cards, customer ID cards, product ID codes, etc. ), develop a data warehouse to build individual customer profiles, and provide incentives for customers to identify themselves to you.

Alternatively, you can make arrangements with your middlemen (retailers, brokers) to provide you with their data files of individual customer information. (Seybold & Marshak, 1998, p. 19 - 31) Once you have identified your customers, you can begin cataloguing their preferences, likes and dislikes, and you can begin tailoring your products and services to meet their individual needs. The customer-facing term refers to the processes and technologies with which your customers interact. Some of the customer-facing technologies a business may use are the Internet, integrated voice response (IVR) systems, kiosks, e-mail, hand-held digital appliances, cell phones, smart...


Free research essays on topics related to: strategic alliances, electronic commerce, e commerce, decision maker, visionary leader

Research essay sample on From Brick And Mortar To Click

Writing service prices per page

  • $18.85 - in 14 days
  • $19.95 - in 3 days
  • $23.95 - within 48 hours
  • $26.95 - within 24 hours
  • $29.95 - within 12 hours
  • $34.95 - within 6 hours
  • $39.95 - within 3 hours
  • Calculate total price

Our guarantee

  • 100% money back guarantee
  • plagiarism-free authentic works
  • completely confidential service
  • timely revisions until completely satisfied
  • 24/7 customer support
  • payments protected by PayPal

Secure payment

With EssayChief you get

  • Strict plagiarism detection regulations
  • 300+ words per page
  • Times New Roman font 12 pts, double-spaced
  • FREE abstract, outline, bibliography
  • Money back guarantee for missed deadline
  • Round-the-clock customer support
  • Complete anonymity of all our clients
  • Custom essays
  • Writing service

EssayChief can handle your

  • essays, term papers
  • book and movie reports
  • Power Point presentations
  • annotated bibliographies
  • theses, dissertations
  • exam preparations
  • editing and proofreading of your texts
  • academic ghostwriting of any kind

Free essay samples

Browse essays by topic:

Stay with EssayChief! We offer 10% discount to all our return customers. Once you place your order you will receive an email with the password. You can use this password for unlimited period and you can share it with your friends!

Academic ghostwriting

About us

© 2002-2024 EssayChief.com