Three major models of e-business plan

Other large technology companies such as Hewlett-Packard HPTexas Instruments TIand Data General had entered it, and some large IBM customers were buying Apples, [5] [6] [7] so the company saw introducing its own personal computer as both an experiment in a new market and a defense against rivals, large and small. Rumors abound about personal computers to come from giants such as Digital Equipment Corporation and the General Electric Company. But there is no contest.

Three major models of e-business plan

Janet Featherstone At the point of creation, a new business has a strategy. There will come a time when that model is not as attractive as it originally was. Competitors may have entered the space, or upped their game, customers might be more demanding, margins may start coming under pressure, and you as the business owner might be working 12 hour days.

If your business is to succeed in this volatile, uncertain, complex and ambiguous VUCA world, then it must understand exactly where it plays in the market that you have chosen, and most importantly, how it intends to succeed in this space.

The challenge that most business owners face is that there is so much pressure to put out fires that very little attention is granted to the spark of industry-defining ideas.

If you want to stay in business long-term, making the time to reflect and think deeply about the direction and competitiveness of your business is nothing short of essential. We are affected — positively and negatively — through external events over which we have little or no control.

Currency fluctuations, Brexit, trade agreements, economics, the political environment, tax rates, legislation and a host of other influences that impact our business environment.

In a strategic planning workshop, at least a morning needs to be invested in understanding how these external factors impact the business. Each detailed factor is ranked in terms of probability and impact. Low probability but high impact events are allocated to accountable individuals for observation, and might be scenario planned depending on their severity.

By the end of this process, each person in the room must have a sound idea as to the context in which the business is operating, and what external factors the business is likely to experience within the next year.

Customers The only person who can tell you what your customers want and need is your customer. It is a fatal mistake to believe that anyone in your organisation is qualified to speak on behalf of your most valuable assets.

Remember that your customers can and will generally only tell you what they want and need given the same operating conditions for both yourselves and themselves. Customers can tell you how your service ranks in comparison to competitors, how competitive your pricing structures are, their satisfaction with your sales process, how well your product performs, their experience of your service, and any gaps that might be sitting in your blind spot.

Go Above And Beyond With Your Customer Service Competitors It is important not to become so fixated on your competitors that you lose sight of your own direction, but you certainly want to know what your competitors are up to, lest you get blindsided by their actions. Ideally, you would arrive at the strategy session understanding the market shares of your various competitors.

In addition, you would know the share of wallet that they attract, and compare this to the share of market. Variances between the two indicate a pricing strategy that may deserve closer inspection. Then, a subjective analysis can be completed, but this can be done during the workshop. Here, the focus is on the offering and the softer skills that your competitors bring to the table.

How strong are their customer relationships? How well do they sell against your products? How are they achieving their growth? What do they do particularly well where your performance is sub-par? What do you do particularly well, that outshines them? The more heads that think through these issues, the more objective the information becomes.

Competencies This is the time to review what your organisation does particularly well, that when combined in the larger context and when compared with that of your competitors, can create a meaningful and valuable differential for your organisation.

What you are seeking here is something that your business does that your competitors cannot match. Often, these are the things that become ingrained in your culture. They are not a process, they are not a pricing point, but rather are embedded into the way you do business. Think Apple, think design and functionality.

Think Ferrari, think performance and exclusivity. When I think of your company, what should the association be? If your competitors are able to replicate your uniqueness quickly, then your competitive advantage can be eroded before its paid for itself.

Where little differentiation exists in a market, the common point upon which to compete becomes price. Margins erode in the effort to win business. Either differentiate, or be prepared to become a low-cost producer.

Creating a Unique Space This is where strategy becomes as much art as it is skill. The real end-game of strategy is to create a space that completely disrupts your industry, and where your organisation sets the rules of the game. Playing by rules set by others means that you are always watching and waiting, instead of setting the pace and direction.

Thinking of a realistic opportunity takes incredible focus, deep thought, creativity and imagination.This strategy involves the firm winning market share by appealing to cost-conscious or price-sensitive customers.

This is achieved by having the lowest prices in the target market segment, or at least the lowest price to value ratio (price compared to what customers receive). The LIGHT Forum: Leaders In Global Healthcare and Technology is a conference designed for leaders from a broad cross-section of executives and top policy makers in the health-care field to discuss the latest developments, challenges and opportunities shaping the industry.

three major models of e-business plan

Working hand in hand with leading thinkers from Silicon Valley, the event provides attendees with an ideal forum for. E-commerce business models can generally be categorized into the following categories.

Business - to - Business (B2B) Business - to - Consumer (B2C). 1. E-Business Models Presented by: Madhur Choudhary 2. Contents • Concept Of E-Business Models. • Components of E-Business models. • B2B Business Model.

• B2C Business Model. • Bibliography 3. Concept Of E-Business Models The E-Business model, like any business model, describes how a company make a plan to generate revenue . The IBM Personal Computer, commonly known as the IBM PC, is the original version and progenitor of the IBM PC compatible hardware schwenkreis.com is IBM model number , and was introduced on August 12, It was created by a team of engineers and designers under the direction of Don Estridge of the IBM Entry Systems Division in Boca Raton, Florida.

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The e-Business Model