The 4s web-marketing mix model

This paper reviews the criticism on the 4Ps Marketing Mix framework, the most popular tool of traditional marketing management, and categorizes the main objections of using the model as the foundation of physical marketing. It argues that applying the traditional approach, based on the 4Ps paradigm, is also a poor choice in the case of virtual marketing and identifies two main limitations of the framework in online environments: the drastically diminished role of the Ps and the lack of any strategic elements in the model. Next to identifying the critical factors of the Web marketing, the paper argues that the basis for successful E-Commerce is the full integration of the virtual activities into the company’s physical strategy, marketing plan and organisational processes. The four S elements of the Web-Marketing Mix framework present a sound and functional conceptual basis for designing, developing and commercialising Business-to-Consumer online projects. The model was originally developed for educational purposes and has been tested and refined by means of field projects; two of them are presented as case studies in the paper.\ud \u

Information integration – an essential pillar in e-government development

The purpose of this paper is to explain and promote the need for ERP implementation in the public sector, to support the growing request for effective information systems, from the e-government viewpoint and under its influence. The paper also debates the major challenges in ERP implementation issued from research of published case studies. The challenges analysis turns out four major issues to address in order to overcome the integration obstacles and create a solid infrastructure for e-government.integration, Enterprise Resource Planning (ERP), e-government, public sector, business process reengineering (BPR)

An Agent-based Approach for Improving the Performance of Distributed Business Processes in Maritime Port Community

In the recent years, the concept of “port community” has been adopted by the maritime transport industry in order to achieve a higher degree of coordination and cooperation amongst organizations involved in the transfer of goods through the port area. The business processes of the port community supply chain form a complicated process which involves several process steps, multiple actors, and numerous information exchanges. One of the widely used applications of ICT in ports is the Port Community System (PCS) which is implemented in ports in order to reduce paperwork and to facilitate the information flow related to port operations and cargo clearance. However, existing PCSs are limited in functionalities that facilitate the management and coordination of material, financial, and information flows within the port community supply chain. This research programme addresses the use of agent technology to introduce business process management functionalities, which are vital for port communities, aiming to the enhancement of the performance of the port community supply chain. The investigation begins with an examination of the current state in view of the business perspective and the technical perspective. The business perspective focuses on understanding the nature of the port community, its main characteristics, and its problems. Accordingly, a number of requirements are identified as essential amendments to information systems in seaports. On the other hand, the technical perspective focuses on technologies that are convenient for solving problems in business process management within port communities. The research focuses on three technologies; the workflow technology, agent technology, and service orientation. An analysis of information systems across port communities enables an examination of the current PCSs with regard to their coordination and workflow management capabilities. The most important finding of this analysis is that the performance of the business processes, and in particular the performance of the port community supply chain, is not in the scope of the examined PCSs. Accordingly, the Agent-Based Middleware for Port Community Management (ABMPCM) is proposed as an approach for providing essential functionalities that would facilitate collaborative planning and business process management. As a core component of the ABMPCM, the Collaborative Planning Facility (CPF) is described in further details. A CPF prototype has been developed as an agent-based system for the domain of inland transport of containers to demonstrate its practical effectiveness. To evaluate the practical application of the CPF, a simulation environment is introduced in order to facilitate the evaluation process. The research started with the definition of a multi-agent simulation framework for port community supply chain. Then, a prototype has been implemented and employed for the evaluation of the CPF. The results of the simulation experiments demonstrate that our agent-based approach effectively enhances the performance of business process in the port community

Marketing innovative service solutions with inter-organizational service networks: opportunities and threats

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`ICT Policy` for ICT service management - role of business organizations in national reforms agenda for services sector

Several governments around the world have made significant endeavours and allegiances to deliver new National Reforms Agenda (NRA) in order to drive sustained prosperity for their citizens e.g. the cases of Australian, Georgia, Kingdom of Saudi Arabia (KSA) governments etc. In general, the rationale for transformation in NRA has been manifold such as: (a) healthier and more active the population, the stronger the economy; (b) the more skilled the population, the higher the productivity; (c) the greater the degree of social inclusion, the greater the workforce/stakeholder participation and (b) improving individual government’s investment climate and strengthening democratic and political institutions. Notwithstanding, in the present and coming decades nationals of different countries around the world are (to a greater extent due to the credit crunch) and further will be facing immense challenges, due to mounting competitiveness in the global economy. Some governments are highly aware of the magnitude and complexity of these challenges. Nevertheless, resolving these challenges is not merely within the jurisdiction of the national government – success will essentially hinge on a collaborative working relationship within all levels of governments (e.g. local, national, central) and business/trading stakeholders. As a result of this collaboration, formulating and consigning prosperity to citizens. The research carried out in this paper strives to exemplify the objectives of the national reforms in general. In addition, structural change of the reformation policy is presented to the business organisations for the purpose of enabling them by focusing on Information and Communication Technologies (ICT) based participation and productivity in service management

Global Human Resource Metrics

[Excerpt] What is the logic underlying global human resources (HR) measurement in your organization? In your organization, do you measure the contribution of global HR programs to organizational performance? Do you know what is the most competitive employee mix, e.g., proportion of expatriates vs. local employees, for your business units? (How) do you measure the cost and value of the different types of international work performed by your employees? In the globalized economy, organizations increasingly derive value from human resources, or “talent” as we shall also use the term here (Boudreau, Ramstad & Dowling, in press). The strategic importance of the workforce makes decisions about talent critical to organizational success. Informed decisions about talent require a strategic approach to measurement. However, measures alone are not sufficient, for measures without logic can create information overload, and decision quality rests in substantial part on the quality of measurements. An important element of enhanced global competitiveness is a measurement model for talent that articulates the connections between people and success, as well as the context and boundary conditions that affect those connections. This chapter will propose a framework within which existing and potential global HR measures can be organized and understood. The framework reflects the premise that measures exist to support and enhance decisions, and that strategic decisions require a logical connection between decisions about resources, such as talent, and the key organizational outcomes affected by those decisions. Such a framework may provide a useful mental model for both designers and users of HR measures

Managing Supply Chain Risk – Role of IT/IS

Measures aimed at making supply chains more efficient and responsive have also made them more vulnerable and exposed to disruptions. These measures include increased off-shoring and outsourcing of manufacturing and product development activities, contract manufacturing, global sourcing, lean operations with reduced inventories, centralised distribution and warehousing, reduction of supplier base and tightly integrated supply chains. In addition to this increased sensitivity of supply chains, a significant increase in the frequency and number of events leading to major disruptions, and their magnitude is forcing organizations to take supply chain risk more seriously. This paper discusses the concept of supply chain risk, supply chain risk management, its dimensions and the role of information technologies in general, and enterprise systems in particular. It will discuss the challenges faced by business organizations in leveraging existing and future information technologies and systems and their double-edged role. While industry reference models have the potential to internalise supply chain risk management processes, their ability in identification and mitigation of the supply chain risk is limited and depends upon other IT-dependent factors, such as information visibility, trust, security of intellectual property information, ability to collect snapshots of demand, inventory and capacity at key nodes in the supply chain, and the sense and respond capability of the organization to deal with material flow disruptions