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Example research essay topic: Addison Wesley Longman Strongly Disagree - 4,421 words

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... s is supported by the well-publicised crashes of prominent e-commerce sites, and persistent concerns about bandwidth, security, and privacy. In an intensely competitive marketplace, stringent quality standards are associated with businesses that survive. With the competition only a click away, quality must be an active strategy instead of merely a slogan. If, during peak buying seasons a sizeable fraction of attempted Web purchases fail, or if users complain of dropped connections, then the economic and public relations consequences can be severe.

The same is also true when inaccurate records are generated about transactions or customers cannot determine at the time of ordering if the desired items are in stock or when delivery can be expected, or if the purchased goods never arrive. Fundamental questions about whether it is safe to shop online and, if safe, then if really cheaper, faster and more convenient than on Main Street, are asked and answered in each potential customer's site visitation experience. If the visitor experience is negative due to slow response times, outright crashes, or violations of privacy, consumer confidence can be undermined. Werbach (1999) opens in an article from the Harvard Business Review entitled Syndication: The Emerging Model for Business in the Internet Era that Theres no question that the Internet is overturning the old rules about competition and strategy.

But what are the new rules? Many of them can be found in the concept of syndication, a way of doing business that has its origins in the entertainment world but is now expanding to define the structure of e-business. As companies enter syndication networks, they will need to rethink their products, relationships, and even their core capabilities. The shape of content and business relationships on the Web is tied to an old concept, and that concept is syndication. Traditionally based on the closed world of the media, it may be the model that allows the Web to remain open as it grows.

As with most new mediums, the Internet incorporates elements of media that existed in the past. Syndication deals are the lifeblood of today's broadcasting, cable and newspaper industries, an example of this is the cartoon epic The Simpsons, which at any given time on NTLs network in operation in Ireland they may appear on three different channels simultaneously. In such arrangements, entities that create content (Gracie Films) license it out to distributors (NTL), who integrate it with their own and other offerings (Network 2, BBC 2 and Sky One). Several major Web-based companies adopted the syndication approach early on, though the market has remained fairly limited.

Werbach (1999) suggests. Online syndication is now poised to explode, but even as it changes the Internet, the Internet will change syndication. On the Web, the concept applies to commerce as well as content, and soon it will extend to dynamic applications. Syndication will evolve into the core model for the Internet economy, allowing businesses and individuals to retain control over their online personae while enjoying the benefits of massive scale and scope. The Internet is a communications medium, a platform for commerce and a distributed computing environment, all at once. Syndication uniquely cuts across the language of content, commerce and computing.

Though usually seen as an artefact of traditional passive media, syndication fits perfectly with the Web's fluidity and interactivity. The foundations for pervasive Web-based syndication are now being laid, but everyone is still trying to figure out just what the structures on top will look like. Software vendors, service bureaus, content creators, interactive agencies and merchants are jockeying to define the models for syndication networks. Competitive battles are being fought in both standards bodies and discrete marketplaces. Whether they realise it or not, all the players are competing around a deep but under-appreciated Internet challenge: distributed information management. Werbach (1999) explains Up to now Web syndication technologies and practices haven't generated much attention outside narrow communities of interest.

But soon, syndication will be absolutely central to the development of most Net businesses. At the same time, it's the future model for the millions of independent and personal Web-sites that give the Internet its vitality. The Internet is getting so big that no one can be everywhere. Syndication allows sites to extend their presence out to their customers, and gives those customers tools to aggregate the information and functions they wish to see. Syndication works so well online because everything takes the form of information.

In the physical world, syndication involves a lot of printing, assembling and driving video reels around. On the Web, as the transfer of content becomes simpler, the relationships can become more complex. Add to that the ability to assemble information dynamically or even to execute applications with rights and privileges assigned among various parties, and things start to get interesting. Syndication has been traditionally rare in the business environment for three reasons. First syndication works only with information goods; this is because information is not a consumable Product, it remains available and infinite amount of people can use the same information. Secondly, syndication requires modularity.

Syndicated goods are not usually products in themselves, despite having considerable value. Shane Rss business section in The Sunday Independent is very popular, however, would it be purchased as a single entity? Finally, to ensure the success of syndication many distributors are required. There would be little point of creating many different combinations and configurations of content if there is only one distributor or the content creator controls distribution. This would place a stranglehold or monopolise the situation, as was the case in the early days of cinema in the US, with Warner Bros.

refusing to show MGM films in their theatres and visa versa. Werbach (1999) highlights that within syndication networks business can play one or more of three roles. a) Originator Originators create as their name suggests original content. The Internet increases the scope of originators in two ways. It expands the scope of the original content and makes it easier for companies to disseminate their content globally. It is possible to syndicate any product, service or process once they can exist as information.

b) Syndicator Syndicators bring together content from a number of sources and then make it available through digital information. This relieves the distributor from having to find and negotiate with vast numbers of originators to gather the content they require. Syndicators are rare in the physical business world except in the entertainment field, but it is becoming increasingly popular as business model on the Internet. c) Distributor Distributors are the customers facing aspect of the business. Distributors using syndication to lower the cost for acquiring customer content. This allows them to increase value to customers.

Syndication allows originators to expand their reach and speed their time-to-market, both critical elements for success in a Web business. It also makes it possible for smaller, less commercially oriented sites to share the benefits of the Internet economy. As Werbach has discussed, The true hallmark of the Internet is choice. With syndication, any information can be anywhere, because the link between creation and distribution is broken. There will be many possible paths between companies and their audiences. Many of these paths will exist simultaneously.

The great opportunity for technology and service providers lies in navigating the tangle, taking advantage of the best distribution chain for a given customer at a given moment. 4. 2 E-Hubs: The New B 2 B Marketplaces As business to business commerce shifts to the Internet, companies that have control over the on-line markets can exert tremendous influences on the way players carry out transactions, form relationships and capture profits. In an article E-Hubs: The New B 2 B Marketplaces. Kaplan and Sawhney (2000) examine the theme of efficient and profitable customisation from a B 2 B lens by examining four types of E-Hubs in the B 2 B marketplace, these E-Hubs let companies buy exactly what they want and exactly how they want to buy it. Kaplan and Sawhney identify four types of E-Hubs: MRO (Maintenance, Repair, and Operating) hubs are horizontal markets that enable a systematic sourcing of operating inputs. Systematic sourcing of inputs involves negotiated contracts with qualified suppliers, because the contacts tend to be long term, the buyers and sellers build up a close relationship. Generally used with low value goods with relatively high transaction costs providing largely increasing efficiencies in the procurement process.

Yield managers are also horizontal markets that enable spot sourcing of operating inputs. Spot sourcing is when the buyers goal is to fulfil an immediate need at the lowest possible cost. Commodities trading for oil or steel are a good example of spot sourcing. There is now relationship between buyer and seller in fact it is possible for the buyer not to know whom they are dealing with. Yield managers create spot markets for common operating resources like advertising or labour. This allows companies to expand or contract their operations on short notice.

This type of E-Hub adds the most value in situations with a high degree of price and demand volatility, such as electricity or with high fixed cost assets that cannot be liquidated quickly such as manpower. Exchanges are vertical markets that enable spot sourcing of manufacturing inputs. They enable procurement specialists to smooth out the peaks and the valleys in demand and supply by rapidly exchanging the commodities or near commodities required for production. The exchange hub maintains relationships with buyers and sellers, this makes it easy for them to conduct business without the having to flesh out the bones of a relationship with all the connected paperwork. Catalog hubs are vertical markets that enable systematic sourcing of manufacturing inputs. They automate the sourcing of non-commodity manufacturing inputs, creating value by reducing transaction costs.

Catalog hubs bring together many suppliers to the easy to use Web site. They are industry specific and can be buyer or seller focused. Spot Sourcing Operating Inputs Manufacturing Inputs There are obvious differences between systematic and spot sourcing this in turn makes the market mechanisms for MRO and Catalog hubs quite distinct from that of Yield mangers and Exchange Hubs. E-Hubs creates value by two fundamentally different mechanisms, aggregation and matching. E-Hubs under aggregation brings together a large number of buyers and sellers under one virtual roof.

They can reduce transaction cost by providing one stop shop. The aggregation mechanism is static in nature, as prices are pre negotiated. An important aspect of aggregation is that the addition of another buyer benefits only the seller and the addition of another seller benefits only the buyer. The reason behind this is that in aggregation both the buyers and sellers positions are fixed.

Unlike in the aggregation mechanism the matching mechanism is non-static and brings buyer and sellers together in a dynamic real time environment. Matching used spot sourcing where prices are determined at the moment of purchase; it is possible for the purchase to take place in the form of an auction. The roles of the players in matching is fluid, buyers can be sellers and vice versa. Therefore the introduction of any new dealers in to the mechanism can be beneficial to both parties. 4. 3 Choiceboard's: The age of the Choiceboards Slywotzky (2000) suggests that, Thanks to the Internet an alternative to the unhappy model of supplier-customer interaction is finally becoming possible. In most markets customers will be able to design or describe the exact product or service that they want and supplier will be able to deliver it with out compromise or delay, this is made possible through Choiceboard's. Choiceboard's are interactive on line systems the allow individuals to design their own products by choosing from a menu of attributes, components and prices.

The customer can now go from being the product taker to product maker. In The age of the Choiceboards, Slywotzky (2000), a management consultant, looks at this interactive on-line system that allows consumers to customise the products or services they order. He anticipates that Choiceboard's will dominate commercial activity this decade, as the U. S. economy shifts from a supply-driven to a demand-driven system. Slywotzky theorise's that because the companies that control Choiceboard's will also control customer relationships, these companies will be the industry powerhouses that reap the lion's share of the profits.

The same opportunities exist for SMEs in the B 2 B sector. Dell are already operating a successful on line configuration where customers are designing their own personnel computers. 4. 4 Hypermediation: Commerce as Clickstream Carr, a senior editor at Harvard Business Review, argues in an article entitled Hypermediation: Commerce as clickstream 2000, that electronic commerce has greatly enlarged, not eliminated the middleman's role in on-line business a phenomenon he calls Hypermediation. Those who stand to benefit most from electronic commerce, he says, will be the plethora of Internet intermediaries such as wholesalers and retailers; content providers; developers of affiliate sites, search engines, and portals; Internet service providers; and software makers. The emerging economic structure of e-commerce, he says, indicates that profits lie in intermediate transactions, not in the final sale of a good. Carr refers to this as profit for clicks. Moreover, he foresees the most profit flowing to the owners of specialised content sites and the engineers who are advancing e-commerce technologies.

Primary Research Objectives and Methodology This chapter shall describe the purposes of the research that was undertaken and detail the methods that were employed in the pursuance of these objectives. The literature review has highlighted the impacts that B 2 B ecommerce is having on the Irish SME and the way they in which they conduct business. The future challenges and changes for the SME have also been reviewed. The reported work B 2 B in SMEs: Perspectives and Future Challenges seeks to examine such changes in an Irish context and evaluate the implications of the Internet and related technologies on the SME sector in Ireland.

Specifically, the reported work will examine managerial attitudes and opinions towards B 2 B ecommerce and the challenges faced by such companies in the evolving Internet economy. In order to complete such an examination primary research will be conducted, analysed, reviewed and presented to illustrate the ways in which SMEs managers view B 2 B ecommerce. The objectives of the research may be outlined as follows: - 1. To investigate the levels of understanding of B 2 B ecommerce issues in Irish SMEs 2. To detail the extent to which managers are familiar with the opportunities for participating in B 2 B ecommerce 3. To examine the cost of involvement for SMEs in B 2 B ecommerce 4.

To investigate the challenges for mangers of SMEs in participating in further ecommerce initiatives The secondary research that was examined in the literature review was undertaken using business journals, books, newspaper articles, the Internet, desk research and libraries. Ecommerce was introduced with a simple history and background. Followed by the opportunities and challenges faced by the SME manager in the B 2 B ecommerce environment. Disruptive technologies and repeating patterns in retailing, the challenges, hurdles and benefits of e-commerce from the SMEs managers viewpoint were reviewed. Finally the new developing strategies and business models available using the Internet were discussed and the benefits they bring the B 2 B ecommerce environment. The primary research is to be conducted across a random selection of SMEs in the south east of Ireland.

These SMEs were selected across a broad spectrum of industries and service providers ranging from manufacturing companies to electricians, from transport / logistic companies to retail shops. The list was derived partially from the Industrial Development Authority (IDA) and partially from the Business and Shopping Guide. This was done in order to get a broad cross section of SMEs. The data to be collected is quantitative, based on a questionnaire. This questionnaire contains 28 questions, which will be forwarded to 100 SMEs via e-mail, post and from business relationships.

Upon receipt of the questionnaire the recipient will be asked to return their completed questionnaire to the author within a period of two weeks. Once the completed questionnaires have been completed, analysis of the data will take place and the results will be presented, analysed and discussed. Due to speed of response e-mail will be utilised to forward and return the questionnaire. However the author appreciates that this may bias the findings of the research, so a minimum of 25 percent of questionnaires will not be sent via e-mail or any other electronic medium. 5. 4. 1 Quantitative versus Qualitative Research Quantitative research designs strive to identify and isolate specific variables within the context of the study. It is a hard science with a narrow focus and is concise, its reasoning is deductive and logistic.

Quantitative research involves objective measurements where the reduction to numbers allows for the testing of the hypothesis and the deriving of statistical data. In quantitative research there is validity because of the opportunity to generalise. Quantitative data is collected under controlled conditions in order to rule out the possibility that variables other than the one under study can account for the relationships identified Qualitative design focuses on a holistic view of what is being studied via documents, case histories, observations and interviews. Qualitative data are collected within the context of their natural occurrence.

Qualitative research involves the collection, analysis and interpretation of data that are not easily reduced to numbers. Quantitative research has been selected as the methodology for primary research in the reported work because it should give a broad overview of the attitudes and opinions of SME managers and B 2 B ecommerce. Quantitative research is undertaken knowing that it does have disadvantages, such as, low response rates, response times, and potential misinformation due to lack of understanding of the questions posed. 1. How many Employees are there in the Company? 2. What is the specific industry / service provider sector that your business is involved in? E.

g. Electronics, contract cleaning, retail outlet. 3. Is there an Information Technology (IT) department within the Company? 4. How many Personal Computers (PCs) are there in the Company? 5. Does your company have access to the Internet? 6.

Does your company have access to e-mailing facilities? 7. Does you company have its own Web site? 8. Is there an understanding of Business to Business (B 2 B) ecommerce within the company? If so give a brief explanation of what you understand this to be. 9. Does your company utilise the Internet to make purchases? 10. Does your company utilise the Internet to make sales? 11.

Is your company committed to B 2 B ecommerce? 12. Does your company believe that B 2 B ecommerce it is just another passing fad? Please rate your answer, strongly agree, unsure or strongly disagree 13. If the company is already involved in B 2 B ecommerce is this part of the companys strategic plan? 14. If so are there specific targets for the B 2 B ecommerce set? 15. If so are these targets monitored? 16.

Is your company aware of the implications of not being involved in B 2 B ecommerce? 17. What costs did your company experience in becoming involved in B 2 B ecommerce? 18. Did your company have to use external consultants when setting up your B 2 B ecommerce? 19. If yes, are these consultants still necessary for the correct maintenance of your IT and B 2 B ecommerce related systems? 20.

Was training and development necessary among your existing staff to gain entry into B 2 B ecommerce? 21. Has any additional training / retraining taken place since commencing in B 2 B ecommerce? 22. Did your company hire personnel specific to the B 2 B ecommerce function? 23. Did your company experience barriers in gaining entry to B 2 B ecommerce? Please detail e. g.

Security issues, speed of response, delivery time, methods of payment. 24. Did your company experience any difficulties with existing business relationships whilst adopting B 2 B ecommerce? 25. Has your company experienced any difficulties since commencing B 2 B ecommerce? 26. Does your company use its involvement in ecommerce as a marketing tool? 27. If yes how would you rate the following statement The use of B 2 B ecommerce promotes the company as a progressive forward thinking business Please rate your answer, strongly agree, unsure or strongly disagree 28. Does your company believe that there is no future for companies who are not involved in B 2 B ecommerce?

Please rate your answer, strongly agree, unsure or strongly disagree. Kafta S J. 2000: e Marketplaces Boost B 2 B Trade The Forrester Report February 2000 Christensen CM. and Bower JL. 1995: Disruptive Technologies: Catching the Wave Harvard Business Review January February 1995 Evans P. and Wurster TS. 2000: Getting Real About Virtual Commerce Harvard Business Review November December 1999 Product No. 4525 Christensen CM.

and Tedlow RS. 2000: Patterns of Disruption in Retailing Harvard Business Review January February 2000. Product No. 4681 Trees GW and Stewart LC 1998: Designing Systems for Internet Commerce Addison Wesley Longman Inc. 1998. Kalakota R and AB. Whinston 1997: Electronic Commerce-A Manager's Guide. Addison Wesley Longman, Inc. 1997. Boudreau MC and Loch KD, Robey D et al. 1998: Going global: Using information technology to advance the competitiveness of the virtual transnational organisation.

Associated Press, 1998 Eloranta E. 1999: A Literature Survey About Current Issues in B 2 B E-commerce Department of Industrial Engineering and Management, Helsinki University of Technology 1999. Huttunen M. 2000: The Role of Business-to-Business e-Business in Demand-Supply Chain Management. A Seminar Work, March 6, 2000, Helsinki University of Technology. www. Shelron. com E-commerce: A Brief History. 2000 Kearney AT 1999: Digital Pioneers - A White Paper on the Practical Applications of Electronic Commerce: Separating Hype from Reality.

Henriott LL 1999: Transforming Supply Chains into e Chains, Supply Chain Management Review Global Supplement, Spring 1999. Engardio P 1998: Souping up the Supply Chain: Today's super contractors are turning manufacturers into models of efficiency. Business Week, New York, Aug 31 Slywotzky AJ 2000: The Age of the Choiceboards, Harvard Business Review January - February 2000 Prahalad R 2000: Co-opting customer competency. Harvard Business Review January February 2000 Lancioni RA, Smith MF and Oliva TA 2000: The Role of the Internet in Supply Chain Management. Industrial Marketing Management, vol. 29, Jan 2000, New York, January 2000 McGuinness J 1999: The Impact of Ecommerce on Small and Medium Sized Enterprises Report prepared by Deputy John McGuinness on behalf of the Joint Committee on Enterprise and Small Business May 1999 Anon 2000: Business to Business Electronic Commerce. Market Landscapes and Solutions 3 Com Technical paper 2000 Lee HL and Whang S 1999: Sharing Information to Boost the Bottom Line.

web lee. html Prahalad R and Ramasvamy N 2000: Co-opting customer competency. Harvard Business Review January - February 2000 Wilson T 1999: Transportation/Logistics: Shippers Deliver the Logistics Goods - transportation service providers revamp traditional business models to streamline customers supply chain. Internetweek, Manhasset, October 1999 Anon 2000: Business to Business Electronic Commerce. Market Landscapes and Solutions 3 Com Technical paper 2000 JB Speer Jr. 2000: Requirements in E-Commerce Testing Microsoft Enterprise Services White Paper E-Commerce Technical Readiness 2000 Werbach K.

Syndication: The Emerging Model for Business in the Internet Era. Harvard Business Review May June 2000. Product No. 4703 Kaplan S and Sawhney M. E-Hubs: The New B 2 B Marketplaces Harvard Business Review May June 2000. Product No. 469 X Carr N. G.

Hypermediation: Commerce as Clickstream Harvard Business Review January February 2000. Product No. 4681 Bibliography: References Kafta S J. 2000: e Marketplaces Boost B 2 B Trade The Forrester Report February 2000 Christensen CM. and Bower JL. 1995: Disruptive Technologies: Catching the Wave Harvard Business Review January February 1995 Evans P. and Wurster TS. 2000: Getting Real About Virtual Commerce Harvard Business Review November December 1999 Product No. 4525 Christensen CM. and Tedlow RS. 2000: Patterns of Disruption in Retailing Harvard Business Review January February 2000. Product No. 4681 Trees GW and Stewart LC 1998: Designing Systems for Internet Commerce Addison Wesley Longman Inc. 1998.

Kalakota R and AB. Whinston 1997: Electronic Commerce-A Manager's Guide. Addison Wesley Longman, Inc. 1997. Boudreau MC and Loch KD, Robey D et al. 1998: Going global: Using information technology to advance the competitiveness of the virtual transnational organisation. Associated Press, 1998 Eloranta E. 1999: A Literature Survey About Current Issues in B 2 B E-commerce Department of Industrial Engineering and Management, Helsinki University of Technology 1999.

Huttunen M. 2000: The Role of Business-to-Business e-Business in Demand-Supply Chain Management. A Seminar Work, March 6, 2000, Helsinki University of Technology. www. Shelron. com E-commerce: A Brief History. 2000 Kearney AT 1999: Digital Pioneers - A White Paper on the Practical Applications of Electronic Commerce: Separating Hype from Reality. Henriott LL 1999: Transforming Supply Chains into e Chains, Supply Chain Management Review Global Supplement, Spring 1999.

Engardio P 1998: Souping up the Supply Chain: Today's super contractors are turning manufacturers into models of efficiency. Business Week, New York, Aug 31 Slywotzky AJ 2000: The Age of the Choiceboards, Harvard Business Review January - February 2000 Prahalad R 2000: Co-opting customer competency. Harvard Business Review January February 2000 Lancioni RA, Smith MF and Oliva TA 2000: The Role of the Internet in Supply Chain Management. Industrial Marketing Management, vol. 29, Jan 2000, New York, January 2000 McGuinness J 1999: The Impact of Ecommerce on Small and Medium Sized Enterprises Report prepared by Deputy John McGuinness on behalf of the Joint Committee on Enterprise and Small Business May 1999 Anon 2000: Business to Business Electronic Commerce. Market Landscapes and Solutions 3 Com Technical paper 2000 Lee HL and Whang S 1999: Sharing Information to Boost the Bottom Line. web lee.

html Prahalad R and Ramasvamy N 2000: Co-opting customer competency. Harvard Business Review January - February 2000 Wilson T 1999: Transportation/Logistics: Shippers Deliver the Logistics Goods - transportation service providers revamp traditional business models to streamline customers supply chain. Internetweek, Manhasset, October 1999 Anon 2000: Business to Business Electronic Commerce. Market Landscapes and Solutions 3 Com Technical paper 2000 JB Speer Jr. 2000: Requirements in E-Commerce Testing Microsoft Enterprise Services White Paper E-Commerce Technical Readiness 2000 Werbach K. Syndication: The Emerging Model for Business in the Internet Era. Harvard Business Review May June 2000.

Product No. 4703 Kaplan S and Sawhney M. E-Hubs: The New B 2 B Marketplaces Harvard Business Review May June 2000. Product No. 469 X Carr N. G.

Hypermediation: Commerce as Clickstream Harvard Business Review January February 2000. Product No. 4681


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