E Business Planning, Strategy & Management part 2
Summary
TLDRThis video lecture introduces strategic management in e-business, focusing on the strategic process, internal analysis, and tools like SWOT and value chain analysis. It outlines various strategic process models, emphasizing the importance of understanding a company's strengths, weaknesses, opportunities, and threats. The lecture also discusses e-business capabilities, development stages, and strategic importance through models, providing a foundation for strategic decision-making in the digital era.
Takeaways
- đ Strategic process involves a series of decisions and actions aimed at achieving long-term goals through internal and external analysis.
- đ SWOT analysis is introduced as a tool to identify an organization's strengths, weaknesses, opportunities, and threats.
- đ The importance of analyzing both internal and external factors is highlighted, with tools like the value chain for internal analysis and PEST analysis for external factors.
- đ Various strategic process models are presented, including business strategic framework, corporate strategy model, and sequential marketing strategy model.
- đ Internal analysis is crucial for understanding an organization's strengths and weaknesses, and for identifying resources and core competencies.
- đĄ E-business capabilities are discussed in terms of technological infrastructure, applications, and the necessary financial and human resources.
- đ Stage models are used to assess the maturity of a company's use of ICT in its processes, with examples given for e-commerce and buy-side e-commerce.
- đ Propensity analysis helps assess the current information system's capabilities and informs future strategy, with quadrants based on current and future strategic importance.
- đ The value chain analysis is explained, focusing on how organizations can add value to their products or services through different activities.
- đ Value Network and Value Shop models are introduced as alternatives to the value chain, suitable for different types of business operations.
- đ The lecture concludes with questions for the viewer to consider, such as describing SWOT analysis and the stages of business development.
Q & A
What are the key elements of the strategic process?
-The strategic process key elements include internal and external analysis. The internal analysis helps to understand the organization's strengths and weaknesses, while the external analysis looks at opportunities and threats.
What does SWOT analysis stand for?
-SWOT analysis stands for Strengths, Weaknesses, Opportunities, and Threats. It is a tool used to help organizations analyze their internal resources and match them against the external environment.
What are the four strategies derived from a SWOT analysis?
-The four strategies derived from a SWOT analysis are Strength-Opportunity Strategy, Weakness-Opportunity Strategy, Strength-Threat Strategy, and Weakness-Threat Strategy.
What is the purpose of the Value Chain analysis?
-The purpose of the Value Chain analysis is to focus on configuring and coordinating resources on those activities that produce the product most efficiently.
What are the two main ways of adding value according to the Value Chain analysis?
-The two main ways of adding value according to the Value Chain analysis are differentiating the product or service so that customers perceive added value, and reducing the cost of producing the product below that of competitors.
What are the primary activities in the Value Chain model?
-The primary activities in the Value Chain model include Inbound Logistics, Operations, Outbound Logistics, Marketing and Sales, and Service.
What are the support activities in the Value Chain model?
-The support activities in the Value Chain model include Procurement, Technology Development, Infrastructure, and Human Resource Management.
What is the significance of the stage model in observing eBusiness development?
-The stage model is significant in observing eBusiness development as it helps review how advanced a company is in its use of information and communication technology resources to support its processes.
What are the stages of the e-commerce model described in the script?
-The stages of the e-commerce model are Email Marketing, Brochure Websites, Interactive Sites, Online Ordering, Relationship Building, and Site Optimization.
What are the stages of the buy-side e-commerce model described in the script?
-The stages of the buy-side e-commerce model are RW Suppliers, Stock Availability, Online Catalogs, Online Ordering, Integrated Databases, and Supply Chain Optimization.
What is the difference between Value Chain and Value Network models?
-The Value Chain model is suitable for manufacturing businesses where value is added through a series of activities. The Value Network model is for firms that create value by creating networks to their customers or linking different types of customers.
Outlines
đ Strategic Process and Analysis Models
This paragraph introduces the strategic process in e-business planning, which involves a series of decisions and actions aimed at achieving long-term goals. It emphasizes the importance of both internal and external analysis, forming the basis for SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). The paragraph also mentions other analytical tools such as the value chain for internal analysis and PEST analysis for external factors. Various strategic process models are briefly outlined, including a business strategic framework, corporate strategy model, and sequential marketing strategy model. The focus is on understanding an organization's competitive advantage through internal analysis and identifying resources and core competencies. The discussion also covers e-business capabilities, which involve the integration of technology, applications, infrastructure, and human resources to support business processes efficiently.
đ Stages of E-Business Development
The second paragraph delves into the stages of e-business development, starting with web presence and moving through e-commerce, integrated e-commerce, to full e-business pool integration. It discusses the transformation of organizational scope and strategy over these stages. The paragraph introduces the Proprietary Network application and its analysis, which assesses the current information system's capabilities and informs future strategy. It uses a quadrant analysis to categorize俥æŻçł»ç» based on current and future strategic importance. The SWAT analysis is also explained in detail, highlighting how it helps organizations align their internal strengths and weaknesses with external opportunities and threats. The paragraph concludes with a discussion on value chain analysis, focusing on how organizations can add value to their products or services through differentiation or cost leadership strategies.
đ Value Chain and Network Models
The final paragraph explores the value chain model in detail, explaining the primary and support activities that contribute to a firm's competitive advantage. It describes the functions of inbound logistics, operations, outbound logistics, marketing and sales, and service activities. The paragraph also introduces alternative value models for non-manufacturing businesses, such as the value network model, which focuses on creating networks to connect different types of customers, and the value shop model, aimed at firms offering expertise to solve problems. The support activities for these models are also discussed, including network promotion, contact management, service provisioning, and network infrastructure. The lecture concludes with a set of questions to reinforce the key concepts covered in the video.
Mindmap
Keywords
đĄStrategic Process
đĄSWOT Analysis
đĄInternal Analysis
đĄExternal Analysis
đĄValue Chain Analysis
đĄE-Business Capabilities
đĄStage Models
đĄStrategic Formulation
đĄResource Allocation
đĄCompetitive Advantage
đĄValue Network Model
Highlights
Introduction to strategic process, internal analysis, process analysis, SWOT analysis, and other analysis tools in business planning.
Explanation of the strategic process as a series of decisions and actions to achieve long-term aims.
Emphasis on the importance of both internal and external analysis in the strategic process.
SWOT analysis is introduced as a framework for identifying Strengths, Weaknesses, Opportunities, and Threats.
Value chain analysis for internal factors and PEST analysis for external factors are mentioned.
Overview of alternative strategic process models, including business strategic framework, corporate strategy model, and sequential marketing strategy model.
Discussion on internal analysis helping managers understand organizational strengths and weaknesses.
Importance of identifying resources, competencies, and core competencies for competitive advantage.
Evaluation of organizational effectiveness and performance of products or services.
Resource analysis in e-business, focusing on technological and application infrastructures.
Capabilities as the ability to use resources effectively to support value creation.
Stage models for observing e-Business development, with examples of salite e-commerce and buy-side e-commerce.
Explanation of the two-dimensional stage model for business development, including web presence, e-commerce, integrated e-commerce, and e-business pool integration.
SORP analysis used to assess current information system capabilities and inform future strategy.
SWOT analysis in e-business context, combining corporate, marketing, supply chain, and information system aspects.
Four strategies derived from SWOT analysis: SO (Strength-Opportunity), WO (Weakness-Opportunity), ST (Strength-Threat), and WT (Weakness-Threat) strategies.
Value chain analysis focuses on activities that add value to products or services.
Differentiation and cost leadership strategies as ways of adding value.
Primary and support activities in the value chain model.
Value Network model for firms creating value by creating networks or linking different types of customers.
Value Shop model for firms offering expertise to solve problems.
Final questions for the audience to consider regarding SWOT analysis, stage models, and value chain activities.
Transcripts
thank you very much for watching the
second parts of video lectures on E
business planning strategy and
management in this video we will discuss
strategic process internal analysis
process analysis stage model swats
analysis and other analysis in this
lectures I don't discuss the detail this
analysis just introduction to each you
can learn them in detail in the
textbooks or Strategic Management
textbooks if you are
interested the Strategic process
strategy is a series of decisions and
actions designed to achieve stated
long-term aims decision of course are
made after carefully analysis of the
Strategic process key elements includes
internal and external analysis the
spectors internal externals form the is
for swort analysis strengths weaknesses
opportunities and threats there are some
other details analysis to look at
internal or external factors such as
value chain for internal analysis and P
poses analysis for external
[Music]
analysis this table shows some
alternative of strategic process models
let us look at briefly one by one a
business strategic framework composed of
s analy es missions and objective
develop strategic formulation and
strategic implementation parallel
corporate strategy Model start with
strategic analysis and then strategic
choice and strategic implementation
sequential marketing strategy Model
start with situation review can use SW
analysis to do this and then goal
setting strategic formulation and
resource allocation and sour Tech an
alternative sequential marketing
strategy Model start with situation
analysis objective setting strategy
tactics actions and
control an internal analysis helps
manager understand the strengths and
weaknesses of the organizations and from
that gives an indication of
organization's ability to achieve a
competitive Advantage internal analysis
also helps to identify resources
competencies and core competencies to be
exploited evaluate the effectiveness of
the organization of value adding
activities evaluate the performance of
products or Services evaluate the
performance of functional area of the
business resource analysis for E
business is primarily concerned with its
e business capabilities that is the
degree to which a company place the
appropriate technological and
applications infrastructures and
financial and human resources to sport
it these resources must be harnessed
together to give efficient business
process resources are the tangibles and
intangible assets which can be used in
value creation tangible resources
including it infrastructures bricks and
mortars and financial Capital intangible
resource include a company's brand and
credibility employee knowledge licenses
and patents capabilities represent the
ability of a firm to use resource
effectively to support value creation
they are dependent on the structures and
processes used to manage e business for
example the process to plan review and
enhance E channel performance through
web
analytics using stages model to observe
e Business Development stages models are
helpful in reviewing how advanced a
company is in its use of information and
communication technology resources to
support its processes stage models have
traditionally been popular in the
analysis of the current application of
business information system within
organization this figure is an examples
of stage model apply for salite
e-commerce and buy side e-commerce
salite e-commerce stage one is using
email marketing stage two brocher webs
sites using the web stage three three
interactive sites stage four order
online ordering stage five relationship
building and Stage six site optimization
while buy side e-commerce stage one is
RW suppliers stage two stock
availability stage three online
cataloges stage four online ordering
stage five integrated databases and
stage five supply chain
optimizations this is a stage mod model
to observe a business development it has
two Dimensions the column is a stage of
development first stage is web presence
second stage is e-commerce third stage
is integrated e-commerce and the fourth
stage is e business pool integration the
rule is dation of surface organization
scope transformation and strategy for
examples the surface availability for
first stage is only brw or inter
interaction with product cataloges and
customer service for the second stage is
transactional e-commerce on buy site or
sell site for the third stage is a buy
and sell site integrated with enterprise
resource planning Erp or Legacy system
for the final stage is stage four is a
full integration between all internal
organizational process and elements of
value
[Music]
Network application and prop analysis is
used to assess the current information
system some capability and to inform
future strategy it has a four quadrants
the column is the current strategic
importance of is the rule is future
strategic importance of information
system or is both has low and high value
the first quadrant low current strategic
import of is and low future strategic
import of is is is only the support
function such as the availability of
human resource systems and finance
system this is called support or in sh
situation second quadrant is high
current strategic important of is but
low fure strategic importance of is this
called key operational or explore the
third quadrants low current strategic
importance of r s but High fure
strategic importance of s this is high
potential or beware be ready for
cordance is the high current strategic
import of I and high future strategic
importance of the quadrant is called a
strategy or attack a business can assess
in which quadrant their positions
cly SWAT analysis SWAT analysis is a
relatively simple yet powerful tools
that can help organization analyze their
internal resources in term of strengths
and weaknesses and match them against
the external environment in term of
opportunity and threats in an e business
context a SWAT analysis of a business
specific issue can combine SWAT related
to corporate marketing supply chain and
information system or a separate SWAT
can be performed for
AG this is examples of SWAT analysis
strength weaknesses opportunity and
threat watch carefully the orange one so
you can have strength opportunity
strategy weak opportunity strategy
strength uh threat strategy weaknesses
strategy so we have four strategies to
handle the
situations the luch change analyses
focuses on how much value an
organization's activities add to its
products or Services compare to the cost
incur in utilizing resources in the
productive process value chain analysis
helps Focus intentions on configuring
and coordinating resources on those
activities that produce the product most
efficiently value change analysis
typically include breakdown of all
activities that undertaken
identification of core activities and
their relationship with current
organization strategy evaluations of the
effectiveness and efficiencies of
individual activities identifications of
linkage between activities for added
values identification of blockage that
make competitive Advantage
elusiv the main question managers have
to address for conducting a billu chain
analysis are what activities should the
firm perform and how what is the
configurations of the firm's activities
that best enables adding value to the
products and allows the firm to compete
in the industries two main ways of
adding value are differentiating the
product or service so that customer
perceive added value in the product
compared to the similar offering from
the competitors and are willing to pay a
higher price to acquire it this is
called differentiation strategy reducing
the cost of producing the product orace
below that of
competitors and this is called cost
leadership
strategy this is delen diagram of
Michael po there are two activities
primary activities and support
activities inil change in a primary
activity you have inbound Logistics
operation
outborn Logistics sales and marketing
and servicing in the software activities
you have administrative Finance
infrastructures Human Resource
Management product and Technology
development and procurement all these
activities is actually is direct to have
value added for competitive
Advantage byan model the primary
activities in B logistic are activities
associated with acquiring storing and
disseminating inputs operations are
activities that help transform input
into outputs outburn Logistics are
activities associated with collecting
storing Distributing the product to
Wholesales retailers or direct to the
customers marketing and sales are
activities associated with promoting and
selling the product or Services surface
are activities associated with providing
pre or after sales service to increase
or maintain the values of the
product support activities of value
chain model procurement relates to
purchasing of resources required to turn
input into output technological
development is the technological support
mechanism for developing new products
improving processes and monitoring
performance infrastructures refer to the
planning Finance technology and
information system and general
management of all the other value adding
activity in the organiz ation and human
resource management is attracting and
recruiting people with the correct
combination of skills capabilities and
attitud that add value to the
organization value Network model value
change is not appropriate to be
implemented if the firm is not
manufacturing type of business there are
two other value models that can be
considered value Network and value
shops value networks is a value
configuration for firms that main
activity ities are aimed to create value
by creating Network to their customers
or linking one type of customer such as
sellers to the other type of customer
such as buyers the structures of support
activities of value network is the same
as the structures of value change it has
three main activities Network promotion
and contact management service
provisioning and network
infrastructure please observe value
Network for retail bank in this figure
yeah B shops is value configuration for
firms that offer expertise to solve
problem such as consultants the
structure of value shop support
activities is basically the same as the
structures of support activities for V
chain its main activities is a cycle of
problems finding problem sing Choice
execution control or evolution and Link
back to the
problem please observe the B shops for a
general practitioner in this
[Music]
V we are reaching toward the end of this
video lectures here are some questions
for you describe briefly SWAT analysis
and the strategy derived from this
analysis describe briefly the for stage
model of a Business
Development what are the activities both
mean and support of value change
describe each of them thank you very
much for watching this video lectures
see you in the next part
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