Additional Information
Book Details
Abstract
Strategies for E-Business provides realistic and compact coverage of the key concepts linking strategy and e-business, illustrated by original case studies. Ideal for MBA students and upper level undergraduates, this book utilises extensive research, strategic frameworks, a methodological toolset and original real-world case studies to link e-business to overall corporate strategy. It builds awareness and sharpens students' analytical understanding of how companies have developed and implemented electronic and mobile commerce strategies in the real world and the issues and challenges that e-commerce strategies and applications present.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Brief contents | v | ||
| Contents | vii | ||
| Exhibits | xx | ||
| Foreword | xxiii | ||
| Preface | xxvii | ||
| Authors' acknowledgements\r | xxxiii | ||
| The authors | xxxv | ||
| Publisher's acknowledgements\r | xxxvii | ||
| Part 1: Introduction\r | 1 | ||
| Chapter 1: Key terminology and evolution of e-business\r | 3 | ||
| Chapter at a glance | 3 | ||
| Learning outcomes | 3 | ||
| Introduction | 4 | ||
| 1.1 Key terminology\r | 4 | ||
| 1.1.1 e-Business\r | 4 | ||
| 1.1.2 E lectronic commerce\r | 4 | ||
| 1.1.3 Mobile e-commerce\r | 4 | ||
| It's too early for e-business to drop its 'e'\r | 5 | ||
| 1.1.4 The concept of strategy\r | 6 | ||
| 1.1.5 The concept of value creation and capturing\r | 9 | ||
| 1.2 The evolution of e-business\r | 9 | ||
| 1.2.1 The grassroots of e-business\r | 14 | ||
| EDI update\r | 14 | ||
| 1.2.2 The rise of the Internet\r | 16 | ||
| Boo.com founder fears net bubble\r | 17 | ||
| 1.2.3 The crash\r | 18 | ||
| Webvan's billion-dollar mistake\r | 21 | ||
| 1.2.4 The synergy phase\r | 22 | ||
| From Netscape to the Next Big Thing: how a dotcom decade changed our lives\r | 22 | ||
| Blog box: Google acquires Internet (May 2017)\r | 27 | ||
| Summary\r | 28 | ||
| Review questions\r | 28 | ||
| Discussion questions\r | 28 | ||
| Recommended key reading\r | 29 | ||
| Useful third-party weblinks\r | 29 | ||
| Notes and references\r | 30 | ||
| Part 2: The e-business strategy framework\r | 31 | ||
| Chapter 2: Overview of the e-business strategy framework\r | 33 | ||
| Chapter at a glance | 33 | ||
| Learning outcomes | 33 | ||
| Introduction | 33 | ||
| 2.1 Key challenges in e-business strategy formulation\r | 34 | ||
| 2.2 A systematic approach to e-business strategy formulation\r | 35 | ||
| Summary\r | 38 | ||
| Review Questions\r | 38 | ||
| Recommended key reading\r | 39 | ||
| Note and reference\r | 39 | ||
| Chapter 3: External analysis: the impact of the Internet on the macroenvironment and on the industry structure of e-business companies\r | 40 | ||
| Chapter at a glance | 40 | ||
| Related case studies | 41 | ||
| Learning outcomes | 41 | ||
| Introduction | 41 | ||
| 3.1 Examining trends in the macro-environment\r | 42 | ||
| 3.1.1 The political and legal environment\r | 42 | ||
| Online gambling: the sector has been able to cash in on a regulatory regime set up in Alderney\r | 43 | ||
| Publishers sued over e-book price 'collusion'\r | 45 | ||
| 3.1.2 The economic environment\r | 46 | ||
| 3.1.3 The social environment\r | 46 | ||
| UK online economy valued at £82bn\r | 47 | ||
| 3.1.4 The natural environment\r | 47 | ||
| A social network links our personal and office lives\r | 48 | ||
| Blog box: How Facebook got its green back\r | 49 | ||
| 3.1.5 The technological environment\r | 50 | ||
| Trying on the future\r | 51 | ||
| 3.2 Examining industry structure with the five forces framework\r | 51 | ||
| Michael Porter, management thinker – academic who shares his values\r | 53 | ||
| 3.2.1 Industry rivalry\r | 54 | ||
| 3.2.2 Barriers to entry\r | 55 | ||
| Cloud computing cuts start-up costs\r | 57 | ||
| 3.2.3 Substitute products\r | 59 | ||
| 3.2.4 Bargaining powers of buyers and suppliers\r | 59 | ||
| Facebook shows it gets the message with Instagram deal\r | 60 | ||
| Google buys UK price comparison website for £37.7m\r | 61 | ||
| 3.3 Complementing the five forces framework with the co-opetition framework\r | 62 | ||
| Nokia and Microsoft talk up benefits of co-dependence\r | 64 | ||
| Critical perspective 3.1: Benefits and drawbacks of industry analysis tools\r | 66 | ||
| 3.4 Defining industries, segmenting markets and targeting markets in e-business\r | 67 | ||
| 3.4.1 Defining an industry\r | 67 | ||
| 3.4.2 Segmenting markets in an industry\r | 67 | ||
| e-business Concept 3.1: The e-business market segmentation matrix\r | 68 | ||
| Vodafone and Facebook team up on smartphone\r | 72 | ||
| 3.4.3 Targeting specific markets in an industry\r | 73 | ||
| Google searches to become personalised\r | 75 | ||
| Summary\r | 76 | ||
| Review Questions\r | 76 | ||
| Discussion Questions\r | 76 | ||
| Recommended key reading\r | 76 | ||
| Useful third-party weblinks\r | 77 | ||
| Notes and references\r | 77 | ||
| Chapter 4: Internal analysis: e-business competencies as sources of strengths and weaknesses\r | 79 | ||
| Chapter at a glance | 79 | ||
| Related case studies | 79 | ||
| Learning outcomes | 80 | ||
| Introduction | 80 | ||
| 4.1 Understanding core competencies in e-business\r | 80 | ||
| 4.1.1 Competencies and core competencies: a brief overview\r | 80 | ||
| 4.1.2 Sources of value and core competencies in e-business\r | 82 | ||
| IT linked to financial performance\r | 84 | ||
| 4.2 Analysing the Internet-impacted value chain\r | 86 | ||
| 4.3 Leveraging the virtual value chain\r | 89 | ||
| Critical perspective 4.1: Compatibility between the resource-based view and the market-based view of strategy\r | 91 | ||
| 4.4 Selecting activities for online interaction with customers – the ICDT framework\r | 92 | ||
| 4.4.1 Information activities\r | 92 | ||
| Advertisers rush to master fresh set of skills\r | 93 | ||
| 4.4.2 Communication activities\r | 95 | ||
| Blog Box: \re-Diets.com | 95 | ||
| 4.4.3 Transaction activities\r | 96 | ||
| 4.4.4 Distribution activities\r | 96 | ||
| 4.5 Moving beyond the value chain to value networks\r | 96 | ||
| Outsourcing supply chain operations\r | 97 | ||
| Summary\r | 100 | ||
| Review Questions\r | 100 | ||
| Discussion Questions\r | 101 | ||
| Recommended key reading\r | 101 | ||
| Useful third-party weblinks\r | 102 | ||
| Notes and references\r | 102 | ||
| Chapter 5: Strategy options in e-business markets\r | 104 | ||
| Chapter at a glance | 104 | ||
| Related case studies | 104 | ||
| Learning outcomes | 105 | ||
| Introduction | 105 | ||
| 5.1 Understanding the fundamentals of competitive advantage in e-business\r | 105 | ||
| 5.2 Examining the landscape of strategy options for e-business\r | 107 | ||
| 5.2.1 Cost leadership strategies\r | 108 | ||
| 5.2.2 Differentiation strategies\r | 111 | ||
| 5.2.3 Outpacing strategies (and the risk of getting 'stuck in the middle')\r | 113 | ||
| 5.3 Developing strategy alternatives\r | 115 | ||
| 5.3.1 The strategic gameboard framework\r | 115 | ||
| 5.3.2 e-Business models: a brief overview\r | 117 | ||
| Blog Box: Facebook made $9.51 in ad revenue per user last year in the US and Canada\r | 119 | ||
| 5.4 Creating a fit between the chosen strategy and the value chain\r | 120 | ||
| 5.4.1 Consistency between activities\r | 120 | ||
| Blog box: easyJet – setting up an organisation for a low-cost strategy\r | 121 | ||
| Airlines ditch simple model for complexity\r | 122 | ||
| 5.4.2 Reinforcement of activities\r | 123 | ||
| 5.4.3 Optimisation of efforts\r | 123 | ||
| Summary\r | 124 | ||
| Review Questions\r | 125 | ||
| Discussion Questions\r | 125 | ||
| Recommended key reading\r | 125 | ||
| Useful third-party weblinks\r | 125 | ||
| Notes and references\r | 126 | ||
| Chapter 6: Sustaining a competitive advantage over time\r | 127 | ||
| Chapter at a glance | 127 | ||
| Related case studies | 127 | ||
| Learning outcomes | 128 | ||
| Introduction | 128 | ||
| 6.1 Building up barriers to imitation\r | 128 | ||
| 6.2 Dealing with the threats of disruptive innovations in e-business\r | 130 | ||
| 6.2.1 Understanding the fundamental process of disruptive innovations\r | 130 | ||
| Blog Box: Strategy for startups: the innovator's dilemma\r | 132 | ||
| 6.2.2 Discovering the underlying reasons for incumbents' failure\r | 135 | ||
| Why disruption can be good for business\r | 136 | ||
| 6.2.3 Raising the right questions to recognise the threats of disruptive innovations\r | 138 | ||
| 6.2.4 Finding ways to deal with disruptive innovations\r | 139 | ||
| Light reading\r | 140 | ||
| 6.2.5 Selecting the appropriate mental frame for efficient reactions\r | 143 | ||
| Snapshot of a humbled giant\r | 144 | ||
| Summary\r | 149 | ||
| Review Questions\r | 149 | ||
| Discussion Questions\r | 149 | ||
| Recommended key reading\r | 150 | ||
| Useful third-party weblinks\r | 150 | ||
| Notes and references\r | 150 | ||
| Chapter 7: Exploiting opportunities of new market spaces in e-business\r | 152 | ||
| Chapter at a glance | 152 | ||
| Related case studies | 152 | ||
| Learning outcomes | 153 | ||
| Introduction | 153 | ||
| 7.1 Gaining insights into new market spaces through the value curve\r | 153 | ||
| 7.2 Looking outside one's own box\r | 154 | ||
| The way we shop now\r | 156 | ||
| 7.3 Pinpointing possibilities for new value creation\r | 158 | ||
| 7.4 Finding the right time to enter a market\r | 159 | ||
| 7.4.1 Early-mover advantages\r | 160 | ||
| The first-mover advantage myth\r | 161 | ||
| Blog Box: Google just got a whole lot smarter, launches its knowledge graph\r | 163 | ||
| Inside Match.com\r | 165 | ||
| 7.4.2 Early-mover disadvantages\r | 170 | ||
| Summary\r | 171 | ||
| Review Questions\r | 171 | ||
| Discussion Questions\r | 171 | ||
| Recommended key reading\r | 172 | ||
| Useful third-party weblinks\r | 172 | ||
| Notes and references\r | 172 | ||
| Chapter 8: Creating and capturing value through e-business strategies: the value-process framework\r | 174 | ||
| Chapter at a glance | 174 | ||
| Related case studies\r | 174 | ||
| Learning outcomes\r | 175 | ||
| Introduction\r | 175 | ||
| 8.1 The value-process framework for e-business strategies\r | 175 | ||
| 8.1.1 Creating value\r | 176 | ||
| 8.1.2 Capturing value\r | 177 | ||
| 8.2 Integrating strategic management analyses through the VPF\r | 181 | ||
| 8.2.1 The value chain analysis and the VPF\r | 181 | ||
| 8.2.2 The five forces analysis and the VPF\r | 182 | ||
| 8.3 Sony BMG (Germany): an actual application of the VPF\r | 183 | ||
| 8.3.1 The business context\r | 184 | ||
| 8.3.2 Value creation\r | 184 | ||
| 8.3.3 Value capturing\r | 188 | ||
| 8.3.4 Findings\r | 190 | ||
| Summary\r | 192 | ||
| Review Questions\r | 192 | ||
| Discussion Questions\r | 192 | ||
| Recommended key reading\r | 193 | ||
| Notes and references\r | 193 | ||
| Chapter 9: Choosing the appropriate strategy for the internal organisation of e-business activities\r | 195 | ||
| Chapter at a glance | 195 | ||
| Related case studies | 195 | ||
| Learning outcomes | 196 | ||
| Introduction | 196 | ||
| 9.1 Reasons determining 'make-or-buy' decisions in e-business\r | 196 | ||
| 9.1.1 Reasons favouring 'make' decisions\r | 198 | ||
| Everyone's a critic now – or are they?\r | 201 | ||
| 9.1.2 Reasons favouring 'buy' decisions\r | 201 | ||
| 9.2 Choosing the organisational structure for e-business activities\r | 202 | ||
| 9.2.1 Separate e-business organisation\r | 203 | ||
| 9.2.2 Integrated e-business organisation\r | 204 | ||
| Last bookstores standing may turn digital page\r | 205 | ||
| 9.3 Value chain deconstruction over the Internet\r | 206 | ||
| Critical perspective 9.1: The limitations of deconstruction and unbundling\r | 207 | ||
| 9.4 Unbundling the corporation over the Internet\r | 208 | ||
| Model that works even in turbulent times\r | 208 | ||
| 9.5 Managing conflicts between online and offline distribution channels\r | 211 | ||
| 9.5.1 Understanding conflicts in distribution channels\r | 212 | ||
| 9.5.2 The channel conflict matrix\r | 213 | ||
| Expedia stops American Airlines ticket sales\r | 214 | ||
| Summary\r | 215 | ||
| Review Questions\r | 216 | ||
| Discussion Questions\r | 216 | ||
| Recommended key reading\r | 216 | ||
| Notes and references\r | 217 | ||
| Chapter 10: Choosing the appropriate strategy for interaction with suppliers\r | 218 | ||
| Chapter at a glance\r | 218 | ||
| Related case studies\r | 218 | ||
| Learning outcomes\r | 218 | ||
| Introduction\r | 219 | ||
| 10.1 Advantages and drawbacks of online purchasing\r | 219 | ||
| Supply chain leaders identified\r | 221 | ||
| 10.2 Classification of B2B e-marketplaces based on the purchasing process and the purchased products\r | 222 | ||
| Amazon noses into industrial supply chain\r | 224 | ||
| 10.3 Classification of B2B e-marketplaces based on their degree of openness\r | 225 | ||
| 10.4 Integrating e-procurement systems\r | 226 | ||
| Supply chain is a strategic discipline\r | 228 | ||
| Summary\r | 229 | ||
| Review Questions\r | 230 | ||
| Discussion Questions\r | 230 | ||
| Recommended key reading\r | 230 | ||
| Useful third-party weblinks\r | 231 | ||
| Notes and references\r | 231 | ||
| Chapter 11: Choosing the appropriate e-business strategy for interacting with users\r | 232 | ||
| Chapter at a glance\r | 232 | ||
| Related case studies\r | 232 | ||
| Learning outcomes\r | 233 | ||
| Introduction\r | 233 | ||
| 11.1 The Internet and social commerce\r | 233 | ||
| 11.1.1 The advent of Web 2.0\r | 233 | ||
| 11.1.2 Implications of Web 2.0 for Internet business models\r | 235 | ||
| 11.1.3 Understanding user behaviour on the social web\r | 240 | ||
| Facebook shows off new marketing tools\r | 241 | ||
| 11.2 The trade-off between richness and reach\r | 243 | ||
| Critical perspective 11.1: The limitations to blowing up the trade-off between richness and reach\r | 245 | ||
| 11.3 Increasing the richness of interactions with customers\r | 245 | ||
| 11.3.1 Customer relationship management (CRM) in a digital context\r | 246 | ||
| Social CRM mirrors rise in customer power\r | 249 | ||
| 11.3.2 The concept of mass-customisation\r | 251 | ||
| 11.4 Increasing the reach of interactions with customers\r | 252 | ||
| Lights, camera, blender! How to create a hit\r | 253 | ||
| 11.4.1 Viral growth\r | 254 | ||
| 11.4.2 The 'tipping point' concept\r | 255 | ||
| 11.4.3 The 'long tail' of Internet-based social networks\r | 256 | ||
| Lulu aims to wag the Internet 'long tail'\r | 259 | ||
| Critical perspective 11.2: Is there unlimited choice and does it create unlimited demand?\r | 261 | ||
| Summary\r | 261 | ||
| Review Questions\r | 262 | ||
| Discussion Questions\r | 262 | ||
| Recommended key reading\r | 262 | ||
| Useful third-party weblinks\r | 263 | ||
| Notes and references\r | 263 | ||
| Chapter 12: Moving from wired e-commerce to mobile e-commerce and u-commerce\r | 265 | ||
| Chapter at a glance\r | 265 | ||
| Related case studies\r | 265 | ||
| Learning outcomes\r | 266 | ||
| Introduction\r | 266 | ||
| 12.1 Mobility and unwired e-commerce\r | 266 | ||
| 12.1.1 Understanding the value network of mobile e-commerce\r | 267 | ||
| 12.1.2 Segmenting mobile e-commerce consumers and business services\r | 270 | ||
| The retailers' increasing use of smartphones to reach consumers – codes open new front in retail wars\r | 273 | ||
| 12.1.3 Comparison of mobile e-commerce with wired e-commerce\r | 274 | ||
| 12.2 Strategy and mobility\r | 277 | ||
| 12.2.1 Leveraging wireless technologies to create a competitive advantage\r | 277 | ||
| 12.2.2 Impact of wireless technologies on a company's value chain\r | 278 | ||
| Mobile: Nirvana is tantalisingly close\r | 280 | ||
| 12.2.3 Influence of wireless technologies on the industry's five forces\r | 281 | ||
| 12.2.4 Main challenges for mobile e-commerce companies\r | 283 | ||
| The online challenges facing retailers – stores tap into shoppers as mobiles ring the changes\r | 285 | ||
| 12.3 Ubiquity and u-commerce: strategy for the ultimate evolution of commerce\r | 286 | ||
| 12.3.1 What is u-commerce?\r | 287 | ||
| 12.3.2 Main features of u-commerce\r | 287 | ||
| 12.3.3 From wired e-commerce to u-commerce: the definite evolution\r | 288 | ||
| 12.3.4 Types of u-commerce and new forms of marketing\r | 289 | ||
| Welcome to a new reality\r | 291 | ||
| Summary\r | 293 | ||
| Review Questions\r | 293 | ||
| Discussion Questions\r | 293 | ||
| Recommended key reading\r | 294 | ||
| Useful third-party weblinks\r | 294 | ||
| Notes and references\r | 294 | ||
| Part 3: A roadmap for e-business strategy implementation\r | 297 | ||
| Chapter 13: A roadmap for e-business strategy implementation\r | 299 | ||
| Chapter at a glance\r | 299 | ||
| Related case studies\r | 299 | ||
| Learning outcomes\r | 300 | ||
| Introduction\r | 300 | ||
| 13.1 What is the mission of our company?\r | 300 | ||
| 13.2 What are the objectives for our e-business strategy?\r | 303 | ||
| 13.3 What value do we want to offer through our e-business strategy?\r | 303 | ||
| 13.3.1 What type of competitive advantage do we aim for?\r | 303 | ||
| 13.3.2 How much breadth do we want to have in our product and service offerings?\r | 304 | ||
| 13.4 What are the customer segments to target and what is our value proposition for each segment?\r | 305 | ||
| 13.5 What kind of ethical issues, privacy concerns and security risks do we need to consider?\r | 305 | ||
| 13.5.1 Dealing with ethical issues and privacy concerns\r | 305 | ||
| 13.5.2 Addressing security risks\r | 306 | ||
| LinkedIn vows to tighten security after password breach\r | 307 | ||
| 13.6 Should we implement our e-business strategy alone or with external partners?\r | 309 | ||
| 13.7 What organisational structure should our e-business activities have?\r | 309 | ||
| 13.8 What is our cost and revenue model?\r | 309 | ||
| 13.8.1 What is the cost structure of our e-business activities?\r | 310 | ||
| 13.8.2 What is the revenue structure of our e-business activities?\r | 310 | ||
| 13.9 How should we align our physical-world strategy with our e-strategy?\r | 311 | ||
| Summary\r | 312 | ||
| Review Questions\r | 313 | ||
| Discussion Questions\r | 313 | ||
| Recommended key reading\r | 313 | ||
| Notes and references\r | 314 | ||
| Part 4: Case Studies\r | 315 | ||
| Chapter 14: Building e-business competence through concepts and cases\r | 317 | ||
| Chapter at a glance\r | 317 | ||
| Learning outcomes\r | 317 | ||
| Introduction\r | 318 | ||
| 14.1 Defining creativity and analytical ability\r | 318 | ||
| 14.1.1 Creativity\r | 318 | ||
| Breaking the barriers to creativity\r | 320 | ||
| 14.1.2 Analytical ability\r | 322 | ||
| 14.2 Becoming a 'catalyst for change'\r | 322 | ||
| 14.3 Learning about e-business through case studies\r | 324 | ||
| 14.3.1 Case studies as a context for the analysis of e-business issues\r | 324 | ||
| 14.3.2 Case studies as a context for the application of e-business concepts\r | 324 | ||
| 14.3.3 Case studies as a stimulus for creative e-business strategies\r | 325 | ||
| 14.4 Learning about e-business through concepts and frameworks\r | 326 | ||
| Strategy in action 14.1: Business thinking: on finding the right balance between analysis and intuition\r | 327 | ||
| 14.4.1 Extending the breadth of the analysis\r | 330 | ||
| 14.4.2 Extending the depth of the analysis\r | 331 | ||
| Strategy in action 14.2 'Why?' – the importance of Questions in strategy formulation\r | 332 | ||
| Summary\r | 334 | ||
| Review Questions\r | 334 | ||
| Discussion Questions\r | 335 | ||
| Recommended key reading\r | 335 | ||
| Useful third-party weblinks\r | 335 | ||
| Notes and references\r | 336 | ||
| A guide to the main focus of the case studies\r | 337 | ||
| Synopses of case studies\r | 338 | ||
| B2C e-commerce\r | 338 | ||
| 1 From A(pples) to Z(oom lenses): extending the boundaries of multichannel retailing at Tesco.com\r | 338 | ||
| 2 From e-banking to e-business at Nordea (Scandinavia): the world's biggest clicks-and-mortar bank\r | 339 | ||
| 3 Ducati (Italy) vs. Harley-Davidson (USA ): innovating business processes and managing value networks\r | 340 | ||
| 4 American Well: the doctor will e-see you now\r | 340 | ||
| B2B e-commerce\r | 341 | ||
| 5 IBX (Northern Europe): expanding B2B e-purchasing from indirect to direct goods and services\r | 341 | ||
| 6 Satec (Spain): business transformation through IT value reinvention and organisational redesign\r | 342 | ||
| 7 Otis Elevator: accelerating business transformation with IT\r | 343 | ||
| 8 TopCoder (A): developing software through crowdsourcing\r | 344 | ||
| 9 A ppirio: new venture on a cloud\r | 344 | ||
| 10 ITC e-Choupal: corporate social responsibility in rural India\r | 345 | ||
| G2B2C e-government\r | 346 | ||
| 11 e-Government in Estonia: establishing the world's leading information society\r | 346 | ||
| 12 ICT in Tunisia: a strategic lever for building a knowledge-based economy\r | 347 | ||
| 13 Fostering innovation in the public sector: VivekKundra@USgovernment B2E e-communities\r | 348 | ||
| B2E e-communities\r | 348 | ||
| 14 Knowledge management at Booz & Company: towards a culture of knowledge sharing and collaboration\r | 348 | ||
| C2C e-communities\r | 349 | ||
| 15 Spreadshirt: mass-customization on the Internet\r | 349 | ||
| 16 When digital David meets physical Goliath: the case of Brockhaus vs. Wikipedia\r | 350 | ||
| 17 Nettwerk: digital marketing in the music industry\r | 351 | ||
| 18 Licia Chery and MyMajorCompany: crowd funding to stardom\r | 352 | ||
| Mobile commerce\r | 353 | ||
| 19 SMS for Life (A): a public–private collaboration to prevent stock-outs of life-saving malaria drugs in Africa\r | 353 | ||
| 20 NTT DoCoMo (Japan): moving from a mobile phone operator to a lifestyle service provider\r | 353 | ||
| 21 M-PESA (Kenya): mobile financial services for the financially excluded in society\r | 354 | ||
| 22 Tunisiana: leading a mobile telecom operator in post-Arab Spring Tunisia\r | 355 | ||
| 23 12snap: reinventing mobile marketing\r | 356 | ||
| Case Study 1: From A(pples) to Z(oom lenses): extending the boundaries of multichannel retailing at Tesco.com\r | 357 | ||
| Case Study 2: From e-banking to e-business at Nordea (Scandinavia): the world's biggest clicks-and-mortar bank\r | 373 | ||
| Case Study 3: Ducati (Italy) vs. Harley-Davidson (USA): innovating business processes and managing value networks\r | 389 | ||
| Case Study 4: American Well – the doctor will e-see you now\r | 403 | ||
| Case Study 5: IBX (Northern Europe): expanding B2B e-purchasing from indirect to direct goods and services\r | 424 | ||
| Case Study 6: Satec (Spain): business transformation through IT value reinvention and organisational redesign\r | 441 | ||
| Case Study 7: Otis Elevator: accelerating business transformation with IT\r | 454 | ||
| Case Study 8: TopCoder (A): developing software through crowdsourcing\r | 469 | ||
| Case Study 9: Appirio: new venture on a cloud\r | 486 | ||
| Case Study 10: ITC e-Choupal: corporate social responsibility in rural India\r | 495 | ||
| Case Study 11: e-Government in Estonia: establishing the world's leading information society\r | 513 | ||
| Case Study 12: ICT in Tunisia: a strategic lever for building a knowledge-based economy\r | 530 | ||
| Case Study 13: Fostering innovation in the public sector: VivekKundra@USgovernment\r | 543 | ||
| Case Study 14: Knowledge management at Booz & Company: towards a culture of knowledge sharing and collaboration\r | 561 | ||
| Case Study 15: Spreadshirt: mass-customization on the Internet\r | 577 | ||
| Case Study 16: When digital David meets physical Goliath: the case of Brockhaus vs. Wikipedia\r | 597 | ||
| Case Study 17: Nettwerk: digital marketing in the music industry\r | 608 | ||
| Case Study 18: Licia Chery and MyMajorCompany: crowd funding to stardom\r | 621 | ||
| Case Study 19: Novartis SMS for Life (A): a public–private collaboration to prevent stock-outs of lifesaving malaria drugs in Africa\r | 639 | ||
| Case Study 20: NTT DoCoMo (Japan): moving from a mobile phone operator to a lifestyle service provider\r | 653 | ||
| Case Study 21: M-PESA (Kenya): mobile financial services for the financially excluded in society\r | 670 | ||
| Case Study 22: Tunisiana: a leading mobile telecom operator in post-Arab Spring Tunisia\r | 690 | ||
| Case Study 23: 12snap: reinventing mobile marketing\r | 706 | ||
| Index\r | 717 |