An E-Logistics Model for Effective Collaborative Commerce

Collaborative Commerce (C-Commerce) is the name given to commercial relationships carried out over a collaborative framework to integrate enterprises’ business processes, share customer relationships and manage knowledge across enterprise boundaries. This is a business strategy that leverages the extensive reach of the Internet. C-Commerce places emphasis on supply chain involvement where members of the supply chain work together to design, build, market and deploy products and services. Collaborative commerce is the next generation of E-commerce framework. E-logistics is the mechanism of automating the logistics processes and providing an integrated, end-to-end fulfillment and supply chain management service to the players of logistics processes. This paper attempts to design an integrated framework for an E-logistics model that it can be effectively employed for C-Commerce

A configuration perspective on value proposition-driven business model design

This research investigates how configuration theory and design-science approaches inform business model design. It was believed that these approaches might offer new insights into what are the mechanisms through which dimensions of a business model interact with and influence each other – a gap in the literature – providing a novel solution artefact (i.e. framework) for their design. The vaccine industry and the B2B e-commerce context were selected as the business model design test-bed, because they provide the necessary conditions in terms of uncertainty and volatility in supply and demand, as well as supply network, technological and infrastructural complexity. The design-science research methodology involved conceptualising a business model artefact based on literature, and then developing and evaluating it using an in-depth case study of a vaccines manufacturer that went through a B2B e-commerce business model redesign process. The literature-derived conceptual artefact defined four business model dimensions (value creation, value delivery, value capture, customer), and it was hypothesised that these dimensions may be linked via a value proposition that could be expressed in terms of tangible, intangible, and monetary flow components. Building on the conceptual artefact, in-depth interviews with multiple respondents from the selected case study were used to test the dimensions and help define five configurational properties for each of the value proposition’s flow components (volume, velocity, veracity, variety, value). Semi-structured in-depth interviews with an additional set of respondents were then used to evaluate the business model artefact, focusing on the interrogation of the refined dimensions and the developed configurational properties, as well as their ability to express the vaccine manufacturer’s overall business model. In that process, each dimension of the case study’s business model was examined from a configuration perspective to identify alternative configurations of its business model, thereby demonstrating the utility of the proposed artefact. Integration and validation of the artefact’s dimensions using the case study confirmed that a vaccines manufacturer’s business model can be expressed in terms of the four proposed dimensions and that these dimensions can be linked via a dynamic value proposition that changes as it moves from one business model dimensions to the next. It was also found that each business model dimension possesses capabilities that affect the configuration of the value proposition’s components (in terms of the five identified properties). These findings contribute to theory by suggesting that the value proposition is not just an output of a business model, as is currently considered in the literature, but an integral mechanism of a business model through which its dimensions interact with and influence each other. These insights also address the knowledge gap related to classification of value exchanges and their interdependencies within pharmaceutical businesses through a business model perspective, and contribute to e-commerce business model literature by highlighting its reconfigurable elements. For practitioners, the findings provide a set of properties for the (re-)configuration of the value proposition at each dimension of a business model, and as such, enable the identification of opportunities that may support improved value generation as part of the overall business model design approach. This understanding offers several avenues for future research, including exploring the relationship of the developed artefact’s elements with external factors (e.g. market, regulatory), and developing business model archetypes based on the patterns of the configurations of the value proposition’s properties

What’s “Next”? On the Future of Digital Entrepreneurship

Digitalization is gaining speed, latest since the global pandemics, even for those industries which only observed it as a supplementary phenomenon to their physical business activities. Despite this ongoing phenomenon and the use of catchwords such as e-business or e-commerce in both academia and practice, there is still confusion when the discussion shifts to the sphere of digital entrepreneurship—especially when it comes to the “who” and “how” of the digital entrepreneurship. The aim of this chapter is to focus on digital entrepreneurship as an ongoing phenomenon in the digital economy. In this chapter, the authors first introduce background and rationale with respect to digitalization and digital entrepreneurship by using a thematic literature review of recent contributions coming from economics and management disciplines. Next, the authors present next-generation models of digital entrepreneurship, with which they specify three important components of digital entrepreneurship as a business model, customer base, and social networks. By doing so, the authors not only aim to answer the questions of who the digital entrepreneur is, and how he/she acts in an entrepreneurial way, but they also aim to provide a knowledge base of digital entrepreneurship for future endeavors, let them be practical or theoretical ones

IMPLEMENTASI E-COMMERCE PADA BISNIS JAMU BERBASIS PENGETAHUAN TRADISIONAL

Indonesia, which is the second largest producer of medicinal herbs after Brazil. Proficiency concocting medicinal plants commonly known as herbal medicine of our ancestors passed down by generations from one generation to the next until our day. The tendency of market competition is getting tighter, demands high creativity and appropriate technologies, so as not excluded in business competition. E-commerce is a way of shopping or a trade online or direct selling that utilize Internet facilities where there are websites that can provide the service "get and deliver". Implementation of E-commerce will change all marketing activities and also at the same time cutting operating costs to trading activities (trading). System development method used is webengineering method which is a development method which is devoted in the development of web-based software

Knowledge exchange partnership leads to digital transformation at Hydro-X Water Treatment, Ltd

To attract a generation of workers and consumers who have never known a world without Wi-Fi, smartphones, or social media, organizations increasingly have no choice but to incorporate digital technology into every aspect of their operations and processes. The leaders of Hydro-X, a privately owned British enterprise, met the challenge of digital transformation by forming a knowledge exchange partnership with a local university and applying two business models to assess the current state of digital maturity at the firm and map out a strategy to improve it. Their experiences reflect the HINGE project planning methodology: Horizon scanning to evaluate the competition, Internal auditing, New model creation, Gap analysis, and Evaluation of options to determine next steps. As a result of their efforts, Hydro-X fostered an intrapreneurial spirit among its staff and refined its e-commerce platform to digitally target key audiences in order to tap into a new source of revenue

Adoption of identity theft countermeasures and its impact on market value of global firms

Session - Grand Canyon 6: E‐Business StrategiesTheme of the Workshop: Exploring the grand challenges for next generation e-businessIdentity thefts have long plagued the e‐commerce industry. Many companies have considered adopting relevant countermeasures. Using the event study methodology, this research analyzes the returns of investment of such adoption. The research results show that announcements associated with US companies and the financial services industry are rewarded more generously by investors. This research may contribute to the understanding of market return of adoption of anti‐identity theft measures and thus facilitate industrial practitioners to make better investment decisions about such measures. Apart from traditional CAPM model, which has been widely adopted in the IS literature, we also use the Fama‐French 3‐factor model and another model that considers global market movements to support the findings. This research aims to enrich the growing event study literature in the IS area and provide useful guidelines regarding adoption of anti‐identity theft measures for companies.postprintThe 8th Workshop on eBusiness (WEB 2009), Phoenix, AZ., 15 December 2009. In Proceedings of Workshop on e-Business, 200

The future of online fashion retail: a case study of Zalando SE

The pedagogical case study at hand pivots on Zalando SE, a German online retailer for fashion and accessories, that put innovation and user experience at the core of its business values. In pursuit of European market leadership, Zalando looks at improving the customers’ digital experience through implementing technological features of the next generation. Qualitative and quantitative analyses, which included the online fashion retail market and Zalando’s business performance, were applied in order to gain a holistic understanding of the European e-commerce industry. In a second step, industry trends and critical success factors were analysed and ranked. To answer the guiding question of this case study (How can Zalando SE leverage on its strong market position and technological progress in order to become Europe’s number one online fashion retailer?), future trends and critical success factors are paired with Zalando’s strengths, core values and business model. The case resolution shows that the online retail market is undergoing a shift from a sector where offerings are decided by its merchants to one with offerings dictated by consumers. The tech-savvy e-commerce consumers demand to play an active role in building the consumer-brand-relationship. For consumers, Zalando should become the go-to stylist offering sophisticated fashion products and services through its digital as well as physical channels. For partners and suppliers, Zalando should develop into the go-to advisor for online retail by providing a holistic spectrum of services, such as marketing, logistics and, business development. With this two-track approach, long-term sustainable competitive advantage can be achieved.Este caso pedagógico trata a Zalando SE, um retalhista online de moda, alemão. Esta empresa tem uma visão muito aplicada na inovação e na conveniência para o utilizador, os seus principais valores de negócio. Com vista à liderança, a empresa procura melhorar a experiência digital dos seus clientes. Análises qualitativas e quantitativas foram adotadas de forma a obter uma compreensão holística da indústria Europeia de comércio de moda online, bem como do histórico de negócio e desempenho da Zalando. Numa segunda etapa, tendências do setor e fatores chave de sucesso foram analisados e classificados, sendo alinhados com os pontos fortes da empresa e respetivo modelo de negócio de modo a responder à questão principal deste caso (Como pode a Zalando SE alavancar o seu posicionamento de mercado e progresso tecnológico de forma a tornar-se o retalhista de moda online número um da Europa?). O caso demonstra que o mercado de moda online passa por uma profunda alteração, evoluindo de um setor cuja oferta é determinada pelos retalhistas, para um novo paradigma onde a oferta é ditada pelos consumidores. A Zalando precisa compreender que o futuro e-consumidor deseja desempenhar um papel ativo na relação com as marcas que segue. Para os consumidores, a Zalando deverá tornar-se um ávido consultor no que toca ao retalho online, que oferece um conjunto holístico de serviços, entre os quais o marketing, logística, desenvolvimento do negócio. Assim, e com esta abordagem de duas vias, a vantagem competitiva, sustentável, e a longo prazo poderá, efetivamente, ser alcançada

A Case Study for Business Integration as a Service

This paper presents Business Integration as a Service (BIaaS) to allow two services to work together in the Cloud to achieve a streamline process. We illustrate this integration using two services; Return on Investment (ROI) Measurement as a Service (RMaaS) and Risk Analysis as a Service (RAaaS) in the case study at the University of Southampton. The case study demonstrates the cost-savings and the risk analysis achieved, so two services can work as a single service. Advanced techniques are used to demonstrate statistical services and 3D Visualisation services under the remit of RMaaS and Monte Carlo Simulation as a Service behind the design of RAaaS. Computational results are presented with their implications discussed. Different types of risks associated with Cloud adoption can be calculated easily, rapidly and accurately with the use of BIaaS. This case study confirms the benefits of BIaaS adoption, including cost reduction and improvements in efficiency and risk analysis. Implementation of BIaaS in other organisations is also discussed. Important data arising from the integration of RMaaS and RAaaS are useful for management and stakeholders of University of Southampton

Broadband : towards a national plan for Scotland

The development of national broadband plans has been used by many countries to join up different areas of governmental and regulatory activities and to set ambitious targets for ubiquitous access to and use of the latest fixed and wireless networks and services. For Scotland this requires working within EU and UK legislative frameworks, which have also provided the bulk of the finance for interventions. It also requires an understanding of the significant weaknesses of urban broadband adoption compared to other UK and EU nations and of its e-commerce supply and demand. While resources are being targeted at rural and remote areas, more are needed to close the social digital divide, which is unavoidable if the stated ambition of being world class is to be achieved