THE IMPACT OF NON-TECHNICAL FACTORS ON INFORMATION TECHNOLOGY STRATEGY AND E-BUSINESS

IT strategy and E-business has come to stay as important issues in many organisations. They are developed and implemented for the main purpose of improving, supporting and enabling their business goals and objectives. These requirements for support and enablement of the IT strategy and E-business are increasingly present in many organisations. IT strategy and E-business are breaking old barriers and building new interconnections in what is referred to by many specialists as the emerging Global Village. IT is bringing business communities and the world at large, closer, and making the global village smaller. This paper is focused on influencing factors, whether on the development or on the implementation of IT strategy and E-business within the computing environment of an organisation. One important outcome is the new role of knowledgeable workers (people factor) and involvement in the implementation of IT strategy and E-business in organisation

Apple – 40 years Product and Service Innovation, Lessons Learned from their Success

Innovation is the key factor for building a sustainable competitive advantage and becoming an industry leader. #is paper seeks to define and distinguish between the terms e-business and e-commerce. Using Apple as an example, it analyzes how e-business is integrated into the organization and how this integration provides new opportunities for Apple. In my analysis I focus on Apple’s innovation strategy and how the company has managed first to dominate the music industry with the iPod and subsequently the mobile phone industry with the iPhone

Constraints on developing organic poultry production OF0128T

This study aimed to provide MAFF with an assessment of the potential for organic poultry production in England and Wales and, in particular, to identify likely constraints on the development of organic poultry production enterprises, including physical, financial and market factors. The study will e composed of 3 specific objectives outlines as follows, together with ways in which they might be achieved: 1. Definition of the physical production parameters for alternative poultry production to organic standards, with particular emphasis on free range and perchery systems and their respective input requirements and output potential. A detailed literature review will be conducted and consultations will be made with existing organic poultry producers. Direct experience with conventional free range and perchery production systems at the National Institute of Poultry Husbandry and other published information will be utilised to identify potential areas for improvement and/or future research; 2. Investigation of market opportunities for organic poulry meat and egg production in England and Wales, through an examination of the existing market structure and an appraisal of existing and potential marketing strategies. The market for organic poultry meat and eggs will be analysed for shape, size and future potential. Alternative marketing approaches for this sector will be considered and a desk study will be conducted involving a review of trade journals and poultry sector business reports, together with consultation with key players in the sector; and 3.Formulation of an appropriate farm business plan to illustrate the relative profitability of alternative systems of organic poultry production, including the projection of cash flows under given assumptions and the application of sensitivity analyses to key variables influencing profitability. The business plan will cover a wide range of areas, including: industry and market size; producer strategy; capital requirements,; marketing strategy; projected funds; and building, labour and statutory requirements

Strategic Focusing of PT. XYZ Business to Strengthen Its Competitiveness

Rapidly growing information technology industry in Indonesia has caused the business competition to be competitive. PT. XYZ as one of information technology companies faced a new problem related with their competitiveness that have seen from business process, organization structure, and product variation they produced.To optimize PT. XYZ’s competitiveness, this research adopt Michael E. Porter Competitive Advantages framework which is to win the competition by using competitive advantages and competitive strategies. In addition, also use Business Model Canvas to strengthen its competitiveness. Focusing business as the competitive advantages analyzed by using forecasting method and formulate  competitive strategies by using generic strategy based on business focus that have been determinate earlier. This research would give a business solution for PT. XYZ to focusing business to run and the right competitive strategies that been elaborate at determining customer segment to strengthen its competitiveness in information technology industry. In the end, this research would generate ideal business model as a business solution and its implementation strategy. An action plan to strengthen its business model is formulated in three steps, which are: improve its customer segments and its building block constructed, improve its value proposition and its building block constructed, and improve overall business model. In the end, the improvements include shifting the company’s focus to Software Production company, and applying focus differentiation strategy that focus on general products and non-system corporate segments. All the changes are outlined in a business model canvas that is expected to strengthen PT. XYZ competitiveness in the future. Keywords: Competition, competitive advantages, competitive strategies, business model, information technolog

Providing e-Business Capability on a Legacy Systems Platform: A Case Study from the Knowledge Transfer Partnership Scheme

This paper focuses on the how the Knowledge Transfer Partnership scheme has been used to develop and implement a technical strategy to support e-business trading by an SME dealing with the NHS and other public authorities. In this instance, the company (TPG DisableAids) decided against the introduction of new core systems but preferred instead to pursue a strategy of building e-business capabilities on legacy systems that were deficient both technologically and in terms of functional capacity. This resulted in a number of technical and business challenges that were addressed via the KTP project

An Account and Analysis of the Implementation of Various E‐Book Business Models at Queensland University of Technology, Australia

Queensland University of Technology (QUT) is a leading university based in the city of Brisbane, Queensland, Australia and is a selectively research intensive university with 2,500 higher degree research students and an overall student population of 45,000 students. The transition from print to online resources is largely completed and the library now provides access to 450,000 print books, 1,000 print journals, 600,000 e‐books, 120,000 e‐journals and 100,000 online videos. The e‐book collection is now used three times as much as the print book collection. This paper focuses on QUT Library’s e‐book strategy and the challenges of building and managing a rapidly growing collection of e‐books using a range of publishers, platforms, and business and financial models. The paper provides an account of QUT Library’s experiences in using patron‐driven acquisition (PDA) using e‐Book Library (EBL); the strategic procurement of publisher and subject collections by lease and outright purchase models, the more recent transition to evidence‐based selection (EBS) options provided by some publishers, and its piloting of e‐textbook models. The paper provides an in‐depth analysis of each of these business models at QUT, focusing on access verses collection development, usage, cost per use, and value for money

E-CRM IN THE PROCESS OF IMPROVING WEB-BASED SALES SYSTEM AT ZAHREEN'S SHOP

A Competition in various industries in Indonesia is getting tougher. Various companies are vying to be at the forefront of consumers' minds. One of the strategies implemented is the Customer Relationship Management (CRM) strategy. Electronic Customer Relationship Management (E-CRM) is part of a business strategy aimed at maintaining customer loyalty and satisfaction. Technological advances encourage companies to make breakthroughs, one of which is combining CRM business strategies with information technology. The purpose of this study is to overcome these problems, namely by building E-CRM combined with information technology, so that it is hoped that it can help monitor the product improvement process that customers complain about and find out what customers need. The problems that occur at Zahreen Store are, the sales process at Zahreen Store is still doing conventional sales, there are no facilities that help customers to get information, convey an assessment of the product and also experience difficulties in processing and storing customer data that has made transactions buy and sell. This study utilizes CRM features that aim to help the service system at Zahreen Store to attract new customers and retain old customers and expand the sales system. The research method used is a qualitative research method by conducting interviews and observations. This application is made using PHP as programming material and MySQL as database server

Learning from Trump and Xi? Globalization and innovation as drivers of a new industrial policy. Bertelsmann GED Focus 2020

Technological innovations are essential drivers of longterm and sustainable growth. Accordingly, there currently is a debate in Germany and the EU as to whether a new, strategic industrial policy can be an answer to the complex dynamics of digitization. Products of this discussion are, for example, the Industrial Strategy 2030 published by the Federal Ministry for Economic Affairs and Energy in November 2019 and the Franco-German Manifesto for a European Industrial Policy for the 21st Century. The focus here is on the question of how the EU and its member states can maintain their innovative and thus competitive ability in the face of diverse challenges. However, there is no standard recipe for building and expanding the innovative capacity of an economy. Different countries rely on different strategies that can be equally successful. An important distinguishing feature is the role of the state. A clear example of divergent innovation models are China and the USA. Although both countries have completely different approaches to an innovation-promoting industrial policy, both models are characterized by major technological successes. With an analysis of the Chinese and American innovation system, this study highlights the main features and success factors of both innovation models and discusses whether and to what extent these factors are transferable to the European and German case. Five fields of action for an innovation-promoting industrial policy in the EU and Germany emerge from this analysis • Implementation of a long-term innovation strategy • Expansion of venture capital • Expansion of cluster approaches at EU level • Thinking and strengthening of cybersecurity at EU level • Creation of uniform and fair conditions for competition In addition to these fields of action, which are relevant both for the EU and for individual member states, industrial policy measures in the following three areas could be useful for Germany. In particular: • Improvement of framework conditions for research and development • Gearing the education and research system more strongly towards entrepreneurship and innovation • State as a pioneer and trailblazer in new technologies In their implementation, however, strategic European and German industrial policies face a trade-off between the protection and promotion of legitimate self-interests on the one hand and the defense against economically damaging protectionism and ill-considered state interventionism on the other. The so-called “mission orientation” can make a significant contribution here: Accordingly, industrial policy should serve to address specific societal challenges (e. g. globalization, digitization, demographic change, climate change) and be coherently targeted towards these objectives. Furthermore, industrial policy is to be driven in parallel by different actors. Above all, it is a joint task of business and politics to enable a competitive business location where the state ensures good competition- promoting framework conditions and the private actors implement concrete actions