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Ebook Digital business and ecommerce management: Strategy, implementation and practice strategy, implementation and practice (Sixth edition) – Part 2 to developing digital business strategy and applications are reviewed for the organisation as a whole (Chapter 5), with an emphasis on buy side ecommerce (Chapters 6 and 7) and sellside ecommerce (Chapters 8 and 9). Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.
Part 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Strategy and applications In Part of the book approaches to developing digital business strategy and applications are reviewed for the organisation as a whole (Chapter 5), with an emphasis on b uy-side e‑commerce (Chapters 6 and 7) and sell-side e‑commerce (Chapters 8 and 9) Digital business strategy p. 179 ● ● ● ● ● Focus on . ● Aligning and impacting digital business strategies Supply chain management p. 247 ● ● ● What is digital business strategy? Strategic analysis Strategic objectives Strategy definition Strategy implementation What is supply chain management? Options for restructuring the supply chain Using digital business to restructure the supply chain Supply chain management implementation Focus on . . . ● The value chain ● E‑procurement p. 297 ● ● ● ● ● What is e‑procurement? Drivers of e‑procurement Barriers and risks of e‑procurement adoption Implementing e‑procurement The future of e‑procurement Focus on . . . ● Estimating e‑procurement costs ● B2B marketplaces 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Digital marketing p. 323 ● ● ● ● ● ● What is digital marketing? Digital marketing planning Situation analysis Objective setting Strategy Tactics Actions Control Focus on . . . ● Characteristics of digital media communications ● Online branding ● ● Customer relationship management p. 387 ● ● ● ● ● ● ● What is e‑CRM? Conversion marketing The online buying process Customer acquisition management Customer retention management Customer extension Technology solutions for CRM Focus on . . . ● Marketing communications for customer acquisition ● Social media and social CRM strategy ● Excelling in e‑commerce service quality 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Digital business strategy Learning outcomes Chapter at a glance Main topics After completing this chapter the reader should be able to: ➔ What is digital business strategy? 184 ➔ Strategic analysis 192 ➔ Strategic objectives 203 ● ➔ Strategy definition 217 ● ➔ Strategy implementation 232 ● Focus on . ➔ Aligning and impacting digital business strategies 237 Follow an appropriate strategy process model for digital business Apply tools to generate and select digital business strategies Outline alternative strategic approaches to achieve digital business Management issues Case studies 5.1 Debenhams creates value through mobile commerce 208 Consideration of digital business strategy raises these issues for management: 5.2 Setting the Internet revenue contribution at Sandvik Steel 213 ● 5.3 Boo hoo – learning from the largest European dot-com failure 234 ● ● How does digital business strategy differ from traditional business strategy? How should we integrate digital business strategy with existing business and information systems strategy? How should we evaluate our investment priorities and returns from digital business? Web support The following additional case study is available at www.pearsoned.co.uk/chaffey ➔ Evolving business models in the Internet car sales market The site also contains a range of study material designed to help improve your results Links to other chapters The main related chapters are: ● ● Scan code to find the latest updates for topics in this chapter ● Chapters 6 and review the specific enactment of digital business strategy to supply chain and procurement management processes Chapters 8 and explain how digital marketing and customer relationship management relate to the concept of digital business, and e‑commerce and digital marketing planning are approached Chapters 10, 11 and 12 look at practical aspects of the implementation of digital business strategy 180 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Part Strategy and applications Introduction Developing a digital business strategy requires a fusion of existing approaches to business, marketing, supply chain management and information systems strategy development In addition to traditional strategy approaches, commentators have exhorted companies to apply innovative techniques to achieve competitive advantage Around 2000, many articles, fuelled by the dot-com hype of the time, urged CEOs to ‘innovate or die’ For many existing companies rapid transformation was neither desirable nor necessary and they have made a more gradual approach to digital business practice Those companies that have successfully managed the transformation to digital business have done so by applying traditional strategy approaches At the same time there have been many start-ups featured as cases in previous chapters, such as eBay, Lastminute.com and Zopa.com, that have succeeded through innovative business models But these companies also have succeeded through applying established principles of business strategy, planning and risk management In this chapter we seek to show how a digital business strategy can be created through following these established principles, but also through careful consideration of how to best identify and exploit the differences introduced by new electronic channels In a nutshell, digital business isn’t just about defining ‘how to business online’; it defines ‘how to business differently by applying digital technology to improve profitability and processes for both customer-facing, partner-facing and internal communications The digital business strategy defines how We look at some examples of business models which need to be developed in the light of the opportunities enabled by digital technology and media in the introductory interview in this chapter We start the chapter by introducing digital business strategy and then discuss appropriate strategy process models to follow as a framework for developing digital business strategy The chapter is structured around this classic four-stage strategy process model: Strategic evaluation Strategic objectives Strategy definition Strategy implementation For each of these components of strategy, we cover management actions to review and refine digital business strategy A recurring theme through this chapter is the need to align digital business strategy with business strategy while also identifying opportunities for digital business strategy to impact business strategy ‘Focus on Aligning and impacting digital business strategies’ at the end of this chapter covers these in more depth Development of the social business With the growing consumer and business adoption of social media (which we discussed in Chapter 4), there has been more focus on creating a social business focussed around customer needs (Since this requires transformation in the structure of the business we cover this topic in Chapter 10.) Real-world Digital Business The Smart Insights interview Roberto Hortal explains why the marketing mix remains relevant today Roberto Hortal has worked as head of digital business with many years of experience in different types of businesses operating in different countries Examples of the UK and global enterprises he has worked for include EDF Energy, RSA insurance group, Chapter Digital business strategy 181 MORE TH>N, easyJet and Nokia. Here he shares his experience of how the marketing mix concept is still applicable when taking real-world decisions in companies to shape their online proposition and increase their commercial value Q We often hear that the concept of the marketing mix isn’t that useful any longer in this era of ‘customer first’ What’s your view on its relevance today? Are there any particular aspects of the mix which lend themselves to refining online? Roberto Hortal: The marketing mix is a conceptual framework, and as such it is use‑ ful since it enables a common language to be used in the planning, execution and measurement of a number of coordinated activities that deliver the desired Marketing outcomes Customer-centricity demands that organisations become a lot better at col‑ lecting and reacting to customer insight and adapt their offering to best suit an e ver- growing number of narrowing customer segments – ever approaching the ideal of the completely personalised product As complexity increases exponentially, it is crucial to be able to rely on tried and tested concepts like the marketing mix I use the basic components of the marketing mix (such as the Four Ps) at work daily, and as such for me the marketing mix remains a practical tool In a digital envi‑ ronment routinely identifying and profiling individual consumers over time and adapt‑ ing to their needs and wants, the Ps become elastic Is my website a Place, or is it an integral part of the Product? When more efficient digital channels directly influence my ability to Price, Place and Price become synonymous? This elasticity needs to be managed effectively to avoid the pitfalls of too rigidly applying the model One must always challenge the validity of every tool in the digital marketing armoury; adding, changing and discarding as business and customers evolve Proposed evolutions of the marketing mix concept (such as the Four Cs) may ensure it remains relevant today My personal view is we’re still some distance from seeing the end of its useful life Q Could you give some examples of where you applied new ways of applying the mix online? Roberto Hortal: In my view, the key insight is that digital media can contribute to every element of the mix Therefore we must avoid a narrow categorisation of digital as con‑ tributing solely (or even primarily) to a single component of the mix While I haven’t come across an organisation that fundamentally disagrees with that view, some organisations find it easier than others to put it into practice I have worked in organisations where the mix is embedded in the corporate structure with separate Pricing, Product, Distribution (Place) and Marketing (Promotion) departments Embedding a digital mindset across those silos can be a daunting task I’ve experimented with channel pricing, as pricing is a critical driver of conversion and business value in a services organisation: ● ● Straight online discounts have proven difficult to justify Online discounts aren’t valued by customers (in the age of price comparison, they focus on the total price, rather than its components) and often not reflect a real lower cost to the busi‑ ness (lower costs to sell and serve are offset by lower transaction value and lower retention rates) Using channel data as a pricing factor has proven a lot more successful: as his‑ torical data is accumulated, it is possible to really offer competitive prices to those customers identified as high value at the point of application An accurate value/ propensity model can use the wealth of information available from digital visitors (geography, visit trigger/campaign, past visits, customer history, etc.) to drive truly personalised pricing In this example, price follows place and both price and pro‑ motion reflect the individual customer 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 182 Part Strategy and applications I’ve successfully extended the data-driven approach to other elements of the mix: dynamic packaging (the creation of a personalised offering from the basis of a modu‑ lar product) has proven successful many times: at easyJet we built a product that included car hire recommendations based on a predictive model that took destination, seasonality and party size as inputs – increasing car hire uptake very significantly More recently I’ve applied the same insight-driven dynamic packaging approach to RSA’s Central and Eastern European businesses, increasing sales of optional covers and add-ons very significantly Further opportunities exist around selecting which default base products to pre‑ sent: are you more likely to want a cheap energy tariff that tracks price rises or a fixed- price deal that ensures protection against future rises? What we know about you from your digital ‘shadow’ may provide the clues we need Q Online channels bring great opportunities to test propositions online Can you advise on approaches to testing propositions? Roberto Hortal: I have used online channels to test propositions in a couple of ways: ● ● Assign propositions randomly to visitors on first arrival to test interest/sales I would typically run this against a large control group (being offered the current main prop‑ osition) to both protect commercial results and detect the effect of any external influences that maybe otherwise wrongly influence the experiment This approach can be extended beyond the site, via randomised allocation of marketing messages on Display, Search etc to measure a proposition’s attractiveness It’s important to test all aspects of the proposition: a very successful proposition at attracting interest may convert badly if it can’t be priced at a level that matches customer expectations Provide a modular proposition platform and allow customers to combine proposi‑ tion elements We can easily analyse popular combinations as well as secondary correlations such as the propensity to add a certain ancillary product to a particular proposition configuration, and understand the compound impact on profitability, retention and advocacy from what we know about each of the modular components in isolation I’ve found that proposition testing rarely fits neatly an A/B scenario, with tests quickly developing into complex multivariate experiments with a significant number of vari‑ ables It is important to ensure the tests are solidly planned, rigorously executed and statistically significant Free tools like Google Website Optimiser provide information to test and get the best out of website contact However, such tools will not prevent badly designed experiments from yielding wrong data In my experience, the only way to ensure valid tests and improved business results is to bring in the best analyti‑ cal brain you can find Analytics is the first role I fill when I build a digital team from scratch, it’s that important Q Many organisations are now developing social media strategies How you see the intersection between social media and the marketing mix since it clearly impacts on product decision-making and service? Roberto Hortal: If I only had the answer . . . I take a radically different view of social media than many of my peers While most people see social media as a branding and customer service channel, I see social media’s largest potential in the areas of aware‑ ness, consideration and acquisition This is not to say the best way to use social media sites is to advertise in them Far from it The social nature of the Internet demands that brands engage in conversation, and identify and incentivise brand ambassadors to help amplify our messages 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Chapter Digital business strategy 183 There is general acceptance of this, but also a general shyness about steering conversations and seeking to extract immediate commercial value in the form of direct sales Risk-aversion takes over and anecdotes [are] used to prove the point that there is a risk that poor execution may lead to a social backlash The risk is clearly real but there is also an opportunity to execute well and gen‑ erate significant amounts of business and positive buzz I recently ran a campaign with Poland’s largest social network (Nasza Klassa) A fairly simple personality quiz mechanism was executed beautifully by my Polish team, resulting in what our part‑ ners characterised as the country’s most successful campaign in terms of reach and engagement, one that generated levels of sales comparable to those contributed by mainstream e‑marketing channels Social media spaces require nurture and respect, but we must not forget that so physical locations In the same way that people like to go to the village’s Post Office for a chat but also their banking, branded social media environments have the poten‑ tial to merge conversation and commerce in a seamless, altogether better proposition for both consumers and brands Q Many organisations now are looking at providing new mobile propositions A key decision is whether to implement them as a mobile app or mobile site How you approach this platform decision? Roberto Hortal: I start from the point of view of the user: ● ● ● ● Why would they use this proposition? Where would they use the proposition? How would they find it first time, and subsequently? Would they accept/appreciate the added engagement possibilities of an app (alerts, updates, a permanent place on the home screen)? Some scenarios where I have used this approach in the past include: ● ● ● Insurance/energy sales Website – neither mobile app nor mobile site In this par‑ ticular case I think the best option is to provide a solidly usable, accessible web sales capability that works well across devices Rather than building separate sites/ capabilities for separate devices I prefer to ensure the basis of the experience is optimised – this principle ensures that device-specificity doesn’t catch me off- guard: sales websites I have managed worked well on iPhone the day it came out as they were built of solid principles and standards that apply across devices I use extensively the principles of progressive enhancement to provide a great expe‑ rience to segments of people on particular channels/devices such as modern PC browsers and mobile browsers However, the underlying principle of a solid, acces‑ sible, easy to use site has never let me down Regular/emergency transaction Apps – I look at regular events such as submit‑ ting an electricity meter reading or unpredictable ones such as registering a motor insurance claim as ideal candidates for a mobile app Regularity breeds familiar‑ ity, and regular events can benefit from app characteristics such as local storage, transparent login, notifications and a permanent place on the user’s screen These same characteristics, together with the reassurance of being completely contained on the device and not requiring uninterrupted Internet access, support the use of apps for functionality perceived as critical HTML5 may make these distinctions technically irrelevant, but I expect customer behaviour will lag significantly so they will effectively apply for a long while yet Seamless access vs perceived value An app’s installation is quite a disruptive process: you need to open the shop interface, confirm credentials, find the app, 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 184 Part Strategy and applications ● start a possibly long download (which may impact on your monthly limits), find the app on the phone screens, start it, watch it initialise (including possibly entering username and password for initial configuration) and finally access it – and from now on it will take space permanently on your device, competing with your music and movies Quite an expensive process, from a usability point of view Therefore an app must have quite a high perceived value in order to get installed On the other hand, if casual use (particularly in conjunction with web searching/browsing) is what is sought, then a mobile site is the best solution Fragmentation is finally the last of my current worries We used to have to con‑ tend with the iPhone and the iPad Two screen sizes in a universal app Manageable Suddenly we have myriad versions of iOS, Android, Windows Phone on a continuum of screen sizes and very variable device capabilities (processor speed, camera/s, GPS, NFC, etc.) This is turning into a big argument for HTML5 and mobile sites Major platform/device combos will continue to be relevant for apps, but I also expect the relative size of this group of devices to shrink in relation to the universe of mobile devices – serving most of which will only be practical through mobile web (Options for reviewing the marketing mix are discussed further at the end of Chapter 8 on Digital marketing.) What is digital business strategy? Strategy Definition of the future direction and actions of a company defined as approaches to achieve specific objectives Strategy defines the future direction and actions of an organisation or part of an organisa- tion Johnson and Scholes (2006) define corporate strategy as: the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a changing environment to meet the needs of markets and to fulfil stakeholder expectations Lynch (2000) describes strategy as an organisation’s sense of purpose However, he notes that purpose alone is not strategy; plans or actions are also needed Digital business strategies share much in common with corporate, business and marketing strategies These quotes summarising the essence of strategy could equally apply to each strategy: ● ● ● ● ● ● ‘Is based on current performance in the marketplace.’ ‘Defines how we will meet our objectives.’ ‘Sets allocation of resources to meet goals.’ ‘Selects preferred strategic options to compete within a market.’ ‘Provides a long-term plan for the development of the organisation.’ ‘Identifies competitive advantage through developing an appropriate positioning relative to competitors defining a value proposition delivered to customer segments.’ Johnson and Scholes (2006) note that organisations have different levels of strategy, particularly for larger or global organisations These are summarised within Figure 5.1 They identify corporate strategy which is concerned with the overall purpose and scope of the organisation, business unit strategy which defines how to compete successfully in a particular market and operational strategies which are concerned with achieving corporate and business unit s trategies Additionally, functional strategies describe how the corporate and business unit strategies will be operationalised in different functional areas or business processes Functional or process strategies refer to marketing, supply chain management, human resources, finance and information systems strategies 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Chapter Digital business strategy 185 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Corporate strategy Business unit strategies Figure 5.1 Digital business strategy Definition of the approach by which applications of internal and external electronic communications can support and influence business strategy Regional strategies Functional strategies Typical digital business planning Different forms of organisational strategy Where does digital business strategy fit? Figure 5.1 does not show at which level digital business strategy should be defined, since for different organisations this must be discussed and agreed We can observe that there is a tendency for digital business strategy to be incorporated within the functional strategies, for example within a marketing plan or logistics plan, or as part of information systems (IS) strategy A danger with this approach is that digital business strategy may not be recognised at a higher level within organisational planning A distinguishing feature of organisations that are leaders in digital business, such as Cisco, Dell, HSBC, easyJet and General Electric, is that digital business is an element of corporate strategy development and that transformation to apply digital platforms and media is prioritised and resourced There is limited research on how businesses have integrated digital business strategy into existing strategy, although authors such as Doherty and McAulay (2002) and Hughes (2001) have suggested it is important that e‑commerce investments be driven by corporate strategies We return to approaches of alignment later in the chapter The imperative for digital business strategy Think about the implications if digital business strategy is not clearly defined The following may result: ● ● ● ● Missed opportunities from lack of evaluation of opportunities or insufficient resourcing of digital business initiatives These will result in more savvy competitors gaining a competitive advantage Inappropriate direction of digital business strategy (poorly defined objectives, for example, with the wrong emphasis on buy-side, sell-side or internal process support) Limited integration of digital business at a technical level, resulting in silos of information in different systems Resource wastage through duplication of digital business development in different functions and limited sharing of best practice To help avoid these problems, organisations will want digital business strategy to be based on corporate objectives As Rowley (2002) pointed out, it is logical that digital business strategy should support corporate strategy objectives and it should also support functional marketing and supply chain management strategies However, these corporate objectives should be based on new opportunities and threats related to electronic network adoption, which are identified from environment analysis and objectives defined in a digital business strategy So it can be said that digital business strategy 186 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Part Strategy and applications should not only support corporate strategy, but should also influence it Figure 5.2 explains how digital business strategy should relate to corporate and functional strategies It also shows where these topics are covered in this book Digital channel strategies Digital channel strategies Define how a company should set specific objectives and develop specific differential strategies for communicating with its customers and partners through electronic media An important aspect of digital business strategies is that they create new ‘e‑channel strategies’ for organisations E‑channel strategies define specific goals and approaches for using electronic channels This is to prevent simply replicating existing processes through e‑channels, which will create efficiencies but will not exploit the full potential for making an organisation more effective through digital business We have used the generic ‘digital channels’ terms since as new digital platforms and technologies become available, companies should implement strategic initiatives to implement them where relevant These strategies may be buy-side, sell-side or internal infrastructure related Examples of digital channel strategies include: ● ● ● ● ● ● Overarching digital channel or multichannel strategy with specific channel strategies Mobile commerce strategy Social media strategy Social CRM strategy Supply chain or enterprise resource planning strategy E‑procurement strategy Corporate strategy Constraints and opportunities Objectives Digital business strategy Chapters and Buy-side e-commerce SCM strategy Chapter Marketing / CRM strategy Chapters and Sell-side e-commerce Information systems strategy All chapters SCM = supply chain management CRM = customer relationship management Figure 5.2 Relationship between digital business strategy and other strategies 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Index Note: Terms which feature in the Glossary have emboldened page numbers Aaker, D 224, 379, 380 AB testing 635–6, 650 ABC electronic 631 Abraham, M 429 acceptable-use policy 580, 650 accessibility in website design 567–70, 650 accessibility legislation 151–2, 568, 650 accessibility support 604 acquisition method 602, 650 actions in digital marketing planning 381–2 activities in e-commerce 60 activity-based process definition methods 522, 650 ad serving 429, 650 Adams, C 622, 624 adaptive mobile website design 567, 650 affiliate 50, 650 affiliate marketing 426, 650 affiliate revenue 63 agents 115, 650 agents of change 496 aggregated buying 374, 650 aggregators 50, 650 balance with brands 201–2 agile development 490, 650 of software 598 Agrawal, V 357, 399, 441 Ahmed, N.U 155 AJ Bombers 84–5 Akamai 103, 105 Alibaba (case study) 314–15 Allen, E 364, 374 allowable cost-per-acquisition 407, 650 ALT tags 569, 650 Altimeter 421–2, 628 AMA 583 Amazon 281 metrics (case study) 642–6 Amazon Web Services (case study) 100–1 AMR 248 analysis and design of digital businesses 518–21 customer experience management 538–9 customer orientation 555–8 in local markets 570–2 usability guidelines 540–1 web accessibility 567–70 data modelling 531–6 attributes, identify 531 entities, identify 531 entities, relationships between 531–3 of digital technology projects 521–2 architectural design 536–8 poor design, consequences of 518 process modelling 522–31 process dependencies 524 task analysis and decomposition 523–4 validating new model 531 workflow management 524–31 security design for 572–91 common threats and solutions 573 current approaches to 590–1 customer, reassuring 591 developing, approaches to 589–90 electronic communications, monitoring 579–82 email management 583–6 employee monitoring legislation 582–3 hacking 586–8 information service use, controlling 579 secure e-commerce transactions 588–9 viruses, managing 577–9 user-centred site design 538–72 elements of design 558–62 evaluation of 544 information architechure 550–5 mobile design 562–7 usability 543–4 usability guidelines 540–1 use-case analysis 544–50 web accessibility 567–70 Anderson, C 365 Ansoff, H 222, 351 anticipatory change 478, 650 anti-spam legislation 145 anti-virus software 578, 650 ao.com (interview) 519–21 application portfolio analysis in digital business strategy 195–6 application programming interfaces APIs 97 application service provider 98, 650 Arena Flowers (case studies) key performance indicators in 210–11 online communications 416 Argos (case study) 278–9 Armstrong, A 422 Arnold, D 289 Arnott, D 161–2 Association of Teachers and Lecturers (ATL, case study) 101–2 asymmetric encryption 589, 650 Atos Consulting 198 attitudinal segmentation 354 attribute 531, 650 attrition rate 626, 651 augmented reality (AR) 87, 651 authenticating contracts 153 Azumah, G 376 B2B see business-to-business B2C (business-to-consumer) 28 Baber, C 523, 538, 548 backbones 90, 651 Baily, P 300 Bain, L 248 Baker, W 371 balanced scorecard approach 216–17, 651 bandwidth 105, 651 Barclays (case study) 447–8 Barnett, E 506 Baron, R 431 Barrett, M 206 Barrett, T 613 Index barriers to adoption of e-commerce 131, 138 to e-procurement 310 Bart, Y 136, 402 Basu, D 155 Baye, M 374 Bayne, K 641 BBC 587, 588 Bedford, S 435 behavioural ad targeting 131, 140–1, 430, 651 behavioural segmentation 355 benchmark comparison of corporate websites 342 Benjamin, R 54, 272 Berners-Lee, Tim 115 BERR 573–4, 580 Berryman, K 55 Berthon, P 212 Berton, B 406 bespoke development of digital business systems 602, 651 Best Buy (case study) 419–20 best-of-breed systems 94, 169 Betfair (case study) 26–8 Bevan, N 538, 539, 544, 548 Bezos, J 642–6 Bhojani, S 326–8 big data 533–6, 651 Binney, D 505 Bitner, M 364 Blackcircles.com 43–5 blacklist 584, 651 Blanc, X 398 Blanks, K 470 blog 7, 417, 651 blueprints 552, 651 BlueScope Steel 253–5 Boardman, T 72 Bocij, P 500, 522, 531, 610 Boddy, D 500 Boehringer Ingelheim (case study) 298–9 Boo.com (case study) 234–7 Booms, B 364 boot-sector virus 577, 651 Booz Allen Hamilton 34, 158, 163 Bosomworth, D 70 Bosworth, Andrew 10 botnet 583, 651 bounce rate 408, 651 Bounds, D 69 Bourne, M 623 Boyd, D 19, 418 Braithwaite, A 256–7 brand and trademark protection laws 130 brand equity 379, 651 brand identity 379–80, 651 branding 378, 651 BrandNewWorld 402 brands 378, 651 balance with aggregators 201–2 online importance of 380–1 Brewer, J 206–7 bricks and mortar or multichannel business 66, 651 Bridgewater, S 161–2 British Airways (case study) 187–8 British Computer Society 585 broadband connection 103, 651 Brogan, C 510 BrownCraggs &Co 342 browser-based measurement 633 Bryner, S 263 Brynjolfsson, E 78, 240, 241, 365 Buchler, A 488 budgeting in digital business 639–46 bundling 366, 651 business continuity management (or disaster recovery) 577, 651 business intelligence 501, 651 business models 225, 651 for e-commerce 58–66 online intermediary revenue models 62–6 online publisher models 62–6 revenue models 62 calculation of 64–5 business models in digital business definition 225–8 business process automation (BPA) 480, 651 business process improvement (BPI) 480, 651 business process management (BPM) 479, 651 business-alignment strategy 237 business-impacting IS strategy 237 business-to-business (B2B) 28, 652 change management at 473 electronic marketplaces, exchangex and hubs 316 ER modelling 533 invoice processing, transforming 527 marketplaces 314–19 failures 316 limited adoption of 316 from neutral to private exchanges 316–17 objectives and performance indicators 345–6 types 318–19 trading in e-environment 161–2 web services, using 101 business-to-consumer (B2C) 28, 652 Butler Group 455 buyer-controlled sites 56 667 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 buyer-oriented sites 56 buy-side e-commerce 14, 652 buy-side threats in digital business strategy 202 intermediaries’ power 202 suppliers’ power 202 C2B (consumer-to-business) 28 Cai, S 447 Cairns, S 155 Cambridge Consultants (case study) 306–7 Campbell Soups 281 CAN-SPAM Act (USA 2004) 145 capability maturity model 198, 230–2 card sorting (web classification) 552, 652 Carr, N 241 cars, demand analysis for 339–40 Cartellieri, C 429 cascading style sheets (CSS) 555, 604, 652 casual users of internet 134 certificate 590 certificate authorities 590, 591 Chaffey, D 20, 70, 131 on analysis and design 554, 561, 569, 585 on change management 501, 505 on CRM 393, 398, 409, 426, 435, 445–6 on digital marketing 328, 342, 358, 366, 377, 378 on implementation and optimisation 602, 616, 624, 625, 635, 637 Champy, J 480 Chan, C 253 change agents 496, 652 change management 469–72, 652 human resource requirements 490–4 outsourcing 492–4 staff retention 492 knowledge management 501–9 collaborative approaches 507 implementation of 504–5 knowledge, defined 502–3 objectives 503–4 technologies for 505–6 managing change 496–501 models 498–500 organisational culture 500–1 senior management 497–8 organisational structures, revising 494–6 planning 483–90 plan and schedule 487–8 project governance 483–6 prototyping 489–90 and risk management 511–12 668 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Index change management (continued) social business 510–11 transformation challenges 472–8 growth hacking 477–8 sell-side e-commerce implementation 473–8 7S strategic framework 474 types of change 478–83 business process management 479 discontinuous process change 479–81 changeover in implementation of digital business 609–11, 652 database creation and migration 610–11 deployment planning 611 channel buyer behaviour 625, 652 channel outcomes 626, 652 channel priorities in digital business definition 218–20 channel profitability 627, 652 channel promotion 624–5, 652 channel satisfaction 625, 652 channel structures in marketplace 53–5 conflicts 375 importance of 55 new in digital marketing 375 channels in e-commerce 60 Chartered Institute of Purchasing and Supply (CIPS) 300, 310 Chaston, I 224 Chen, A 477 Choi, H 50 Christodoulides, G 379 churn rate 67, 652 CIO 97 citizens in E-government 28 Clarety 485 click ecosystem 47, 652 clicks-only or internet pureplay 66, 652 clickstream analysis 637–9 client-server 89, 652 client-server model 536, 652 cloud computing 98–102, 652 cold list 145, 652 collaborative approaches to knowledge management 507 collaborative filtering 438, 652 Colwyn, S 519–21 commoditisation 373, 652 Common Sense Advisory 159 Communications Decency Act (USA 1996) 157 community 422, 652 competitive environment analysis 198–9 demand analysis 199 competitive threats to digital business strategy 199–202 new business models 201 new entrants 199–200 new products 200–1 competitiveness drivers of digital adoption 30–1 competitor analysis, 652 in digital business strategy 203 resource-advantage mapping 203 in digital marketing 341–3 computer systems, protecting 587–8 computer virus 577, 652 Computer World 316 concept in valuation of online start-up companies 67 Conlon, S 92 Conspectus 284 consumer technology adoption drivers of 32–4 enablers and barriers to 131 consumer-to-business (C2B) 28, 652 content 114, 652 content management systems (CMS) 109, 606–7, 652 criteria for selecting 607 and maintenance 611–20 fault taxonomy 616 initiatives to keep content fresh 618–20 major changes 618 process and responsibilities 615–20 routine changes 615–18 strategy, managing 611–14 updating content and scope 614–15 content marketing 6, 331–2, 652 content marketing matrix 333 content marketing mix 332–3 content marketing strategy 611–14, 652 content strategy in digital marketing 357–8, 652 contextual display network 414, 652 contract law 130 control in digital marketing planning 383 control page 635, 653 conversion marketing 397–400, 653 in digital business strategy 211–13 conversion rate 626, 653 Conversion Rate Expert (interview) 470–2 conversion rate optimisation (CRO) 559, 653 cookies 147–9, 653 co-opetition 203, 653 Cope, O 481, 497 core competencies in digital business 203, 653 core product 366, 653 cost drivers of digital adoption 30 cost structure in e-commerce 60 countermediation 54, 363, 653 country of origin principle 152 covert monitoring 583, 653 Covisint (case study) 317–18 CPA (cost-per-acquisition) 63, 407 CPC (cost-per-click) 63 CPM (cost-per-thousand) 63, 414 Credit Industry Fraud Association (CIFAS) 139 Cronin, J 445 cross-browser support 603 cross-media optimisation studies (XMOS) 430, 653 crowdsourcing 168, 329, 653 Crush, P 492 cScape 395 Csikszentmihalyi, M 560 culture of organisations 500–1, 653 Curtis, B 523 customer acquisition management 404–18, 653 communication effectiveness, assessing 407–9 in digital marketing 324 interactive communications 405–7 integration 407 intermediaries 406–7 media, changes in 406 monologue to dialogue 405 from one-to-many 405–6 push to pull 405 online marketing communications 409–18 search engine marketing 409–18 customer conversion in digital marketing 325 customer demand analysis in digital marketing 338–41 qualitative research 340–1 customer engagement 395, 653 customer experience management 538–9, 653 customer orientation 555–8 in local markets 570–2 usability guidelines 540–1 web accessibility 567–70 customer extension in CRM 448–53, 653 segmentation and targeting 448–53 product propensity modelling 453 relevant e-communications 450–1 RFM analysis 451–3 customer insight 24, 653 customer insight in customer demand analysis 341 customer journey 24, 653 customer life cycle 388, 653 Index customer orientation in website design 555–8, 653 customer profile 397, 653 customer relationship management (CRM) 388–92, 653 conversion marketing 397–400 customer acquisition management see customer acquisition management above customer extension 448–53 segmentation and targeting 448–53 product propensity modelling 453 relevant e-communications 450–1 RFM analysis 451–3 customer retention management see customer retention management below excelling in service quality 443–8 online 445–8 failure in digital business (case study) 469–70 marketing applications 389–92 online buying process 400–4 B2C and B2B behaviour 401–2 on purchases 401–2 net promoter score 402–4 social media and social CRM 418–36 developing strategy 419–21 email marketing 431–5 interactive advertising 428–31 online partnerships 426–8 social CRM strategy 421–2 social media categories 422–4 social media marketing 435–6 social networks 424–5 technology solutions for 454–9 applications 455–6 and back-office systems 456 data quality 457 single-vendor or fragmented choice 456 what it is 393–7 e-CRM, benefits 394–5 e-CRM to social CRM 393–4 permission marketing 395–6 customer relationships 59 customer retention management 436–43 in digital marketing 325 managing activity and value 440–3 mass customisation 438–40 personalisation 438–40 customer scenario in customer demand analysis 340 customer scenarios (user journeys) 545 customer segments of online marketplaces 49, 59 customer self-service 455, 653 customer value in digital business 203, 653 customer-centric marketing 24, 393 Cutts, M 91 dabs.com (case study) 427–8 Daniel, E 218 Daniel, L 137 data controller 142, 653 data migration 610–11, 653 data modelling in digital business 531–6 attributes, identify 531 entities identify 531 relationships between 531–3 Data Protection Act (1984) 141–5 data protection and privacy laws 130 data subject 142, 653 database creation and data migration 610–11 database table 531, 654 Davenport, T.H 480, 522 Davidow, W.H 271 Dayal, S 378 de Chernatony, L 378–9, 542 de Jong, B 217 de Kare-Silver, M 207, 219, 351–2 Debenhams (case study) 208–9 dedicated server 104, 654 Dee, A 418 Def-Shop.com (case study) 488 Deighton, J 358, 405 Deise, M 203, 216, 267, 268, 270–1 Dell, M 271 Dell Computer (case studies) innovation 227–8 marketing mix 368–71 Dell Premier (case study) 110 demand analysis, 654 in digital business strategy 199 for e-business 338 demographic segmentation 354 Department of Commerce (USA) 251 Department of Trade and Industry (DTI) 580, 591 deployment planning 611, 654 der Zee, J 217 design for analysis (DFA) 622, 654 desktop applications 83 desktop browsers 83 Desmet, D 67 destination sites 42, 429, 654 in online marketplace 51 development environments for digital business systems 609, 654 669 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 dial-up connection 103, 654 Dibb, S 353 differential advantage in digital marketing 356, 654 differentiation strategies 224–5 digital business 15, 654 analysis and design of see analysis and design of digital businesses capabilities, evaluation of 32 defined 14–15 and e-commerce, differences 13–28 audience reach, options for 19–24 transaction models 24–8 implementation of 598–601 acquiring systems, alternatives 602–8 content management systems 606–7 e-commerce servers, selecting 607–8 search engine requirements 605 web content, managing 603–8 web frameworks and servers 605–6 web standards, choice of 604 changeover 609–11 database creation and migration 610–11 deployment planning 611 content management and maintenance 611–20 maintenance process and responsibilities 615–20 strategy, managing 611–14 updating content and scope 614–15 testing 608–9 environments for 609 infrastructure see digital business infrastructure below marketing see digital marketing below metrics for collecting, tools and techniques 629–39 in performance measurement 623–7 opportunities in 28–31 optimisation of services 599 performance of, measuring and improving 621–7 principles 621–7 budgeting 639–46 creating system 622–3 defining metrics 623–7 real-world experiences 599–601 strategy see digital business strategy below 670 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Index digital business (continued) supply chain management in 275–84 adoption rates 277–8 applications 277 definition 228–9 downstream management 281 information infrastructure for 283–4 outbound logistics management 281–3 restructuring 275–84 and RFID 280–1 technology options 275–6 upstream management 280 technological drivers of adoption 30–1 barriers 34 consumer technology adoption 32–4 risks 32–4 digital business infrastructure 78, 654 applications, managing 93–5 augmented reality (AR) 87 components 88–9 five-level infrastructure 89 creating new service 90–5 domain name registration 92 domain name selection 90–1 hardware infrastructure 92–3 systems software infrastructure 92–3 uniform resource locators 91–2 internet governance 116–22 net neutrality principle 117 internet technology 89–90 platforms, supporting 82–5 web presentation and data exchange standards 114–16 web services 96–106 APIs 97 benefits 96–7 challenges 97–8 cloud computing 98–102 hosting providers, selecting 102–3 internal communications extranet applications 109–14 internet TV 113 intranet applications 107–9 voice over IP 113 widgets 113–14 ISP connection 103–6 service quality, managing 103 service-oriented architecture 102 virtualisation 101–2 digital business strategy 180–4, 185, 654 alignment 237–42 investment appraisal 238–42 productivity paradox 240–2 definitions 184–92 e-channel strategies 186–8 imperative for 185–6 strategy process models 189–92 impacting 237–42 information systems (IS) strategy 237–8 marketing mix 180–4 social business, development of 180 strategic analysis 192–203 buy-side threats 202 capability maturity model 198 competitive environment analysis 198–9 competitive threats, assessment 199–202 competitor analysis 203 co-opetition 203 resource and process analysis 193–8 sell-side threats 201–2 strategic objectives 203–17 business value, creating 207–8 objective setting 209–17 balanced scorecard approach 216–17 conversion modelling for sell-side commerce 211–13 online revenue contribution 211 SMART objectives 210 vision and mission, defining 203–7 strategy definition 217–32 (1) channel priorities 218–20 diversification of platforms 220 (2) market and product development strategies 220–4 diversification 223 market development 222–3 market penetration 222 product development 223 right channelling applications 221 (3) positioning and differentiation strategies 224–5 (4) business, service and revenue models 225–8 (5) marketplace restructuring 228 (6) supply chain management 228–9 (7) internal knowledge management 230 (8) organisational resourcing and capabilities 230–2 options, selection of 217–18 strategy implementation 232–7 failed strategies 232–4 success factors 234 digital business transformation 6, 469, 654 digital certificates (keys) 589, 654 digital marketing 18–19, 324–8, 654 actions 381–2 control 383 digital media communications characteristics 358–63 individualisation 360–1 industry restructuring 363 integration 361–3, 407 intelligence 359–60 interactivity 358–9 feedback tools for 330 laws controlling 130 objective setting 344–9 online branding 378–81 importance of 380–1 planning 334–6 in context of other plans 325 separate plan, required 335–6 situation analysis 336–44 competitor analysis 341–3 customer demand analysis 338–41 influencer analysis 343–4 intermediary analysis 343–4 internal marketing audit 344 strategy 350–8 market positioning 351–2 product positioning 351–2 target market strategies 352–8 content strategy 357–8 segmentation 353–4 tactics 363–78 people 377–8 physical evidence 377–8 place 374–6 price 371–4 process 377–8 product 366–8 promotion 376–7 tipping point in 367–8 what it is 328–33 defined 328–33 digital marketing plan 334, 654 digital media 19–21, 23 communications characteristics 358–63 individualisation 360–1 industry restructuring 363 integration 361–3, 407 intelligence 359–60 interactivity 358–9 Web 2.0 23–4 digital media channels 20, 405, 654 digital rights management (DRM) 63, 654 digital signatures 590, 654 digital systems, analysis for 521–2 digital technology projects 521–2 Digitas 134 Index Direct Line insurance 201–2 Disability and Discrimination Act (UK 1995) 151 disability and discrimination laws 130 disaster recovery 577 discontinuous change 478, 654 discontinuous process change 479–81 disintermediation 53–5, 363, 654 Disraeli, B 469 disruptive digital technologies 4, 29, 654 distance-selling law 152–3 diversification in digital business market and product development strategies in 223 of platforms 220 Dodds, S 425 Doherty, N 30, 185 domain name 150–1, 654 domain name registration 92, 150, 654 domain name selection 90–1 dot-coms 66, 654 failure of 70–3 downstream supply chain 253, 258, 655 in digital business 281 Dulux (case study) 546–7 Dunelm Mill (interview) 326–8 Durex 159 dynamic digital business application 598, 655 dynamic pricing 374, 655 Dyson, E 116, 164 E2open (case study) 276 early adopter 166, 655 early (first) mover 227, 655 earned media 19 easy-jet (case study) 347–9 Eaton, C 534 eBay (case study) 34–7 e-business competitor analysis for 341–3 demand analysis for 338 environment for 45 E-business applications infrastructure 93 EC Information Society Initiative 163 e-channel service contribution 211 e-channel strategies 186–8 e-commerce attrition rate 626 best organisation structure for 495 business environment for 45 business models for 58–66 online intermediary revenue models 62–6 online publisher models 62–6 revenue models 62, 64–5 defined 13–14 and digital business, differences 13–28 audience reach, options for 19–24 transaction models 24–8 legislation 150–4 advertising 154 authenticating contracts 153 electronic contracts 152–3 email risks 153 intellectual property protection 153 marketing 150–2 payments 153 marketplace analysis for 42–52 online process 47–52 overview 43–6 strategic agility 46–7 privacy and trust in 137–50 anti-spam legislation 145 ethical standards 137 legislation 139 personal data 139–45 regulations on 145 worldwide regulations on 145–50 psychographic segmentation of users 134–5 sell-side 14 types 17–19 servers, selecting 607–8 service adoption, factors 131–7 cost of access 131 ease of use 132 e-business services, demand for 136–7 enablers and barriers to 131, 138 fear of unknown 132 online channel influence 133 online services motivation for 133–6 purchased online 136 security 132 users’ access requirements 132–3 value proposition 132 structure and responsibilities of team 491 tangible and intangible benefits 31 Ecomum (case study) 71–2 E-consultancy 165 on analysis and design 540–1, 544 on change management 473–5, 483–4, 490, 492, 496–7 on digital business strategy 191–2, 195, 210, 218, 230–2 on digital marketing 324, 350, 370 Edgar, M 445–6 e-economy 158 framework for 158 e-environment 128–30 671 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 economic and competitive factors 158–62 B2B trading 161–2 globalisation 160–1 E-government 164–5 factors in 128 internet usage issues 154–5 political factors 162–4 internet governance 164 social and legal factors 131–54 B2B profiles 137 definition business adoption 137 e-commerce legislation 150–4 e-commerce service adoption 131–7 e-business services, demand for 136–7 online channel influence 133 online services motivation for 133–6 purchased online 136 users’ access requirements 132–3 privacy and trust in e-commerce 137–50 anti-spam legislation 145 ethical standards 137 legislation 139 personal data 139–45 regulations on 145 worldwide regulations on 145–50 taxation 155–7 freedom-restrictive legislation 157 jurisdiction 156–7 technology innovation and assessment 166–70 emerging technology 168–70 effectiveness 209, 622, 655 efficiency 209, 622, 655 efficiency drivers of digital adoption 30 efficient consumer response (ECR) 253, 254, 305, 655 effort duration analysis 526–8 E-government 28, 164–5 Eisenberg, B 556 electronic commerce (e-commerce) 13, 655 electronic communications impact on traditional businesses 6–13 inbound marketing 6–7 mobile commerce 7–13 social media marketing monitoring of 157 electronic communications, monitoring 579–82 electronic customer relationship management (e-CRM) 393, 655 672 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Index electronic marketplace 53, 655 electronic retailers (case study) 427–8 Electronic Shopping (ES) test 352 Ellis-Chadwick, F 194, 328 Ellison, N 19, 418 email, unsolicited, minimising 583–5 email attachment viruses 577 email filter 584 email management, security for 583–6 minimising internal email 585–6 minimising spam 583–5 email marketing 431–5 email platforms 83 email risks 153 Emailcenter 434 emergent strategy 191–2, 655 emerging users of internet 134 Emiliani, V 372 employee communications monitoring 579, 655 employee monitoring legislation 582–3 Enders, A 189–90, 191, 193, 203, 204 enterprise application integration (EAI) 112, 655 enterprise resource planning (ERP) applications 93, 655 Enterprise social media software 15, 655 entity 531, 655 environmental scanning and analysis 43, 129, 655 e-procurement 298–9, 300 alternative models 312–13 B2B marketplaces 314–19 barriers and risks 310 costs, estimating 308–9 savings, impact of 308 defined 299–304 participants in 303–4 process of 301–2 types 302–3 dtrivers 304–7 benefits of 305–6 future of 319 implementation of 310–14 integration with suppliers 312–14 process flow analysis 301 e-procurement systems 300 e-purchasing 300 Erdem, T 378 established users of internet 135 e-supply chain management (e-SCM) benefits of 277, 279–80 global distribution, managing 289–90 goal-setting and performance standards 287–91 partnerships, managing 287–9 framework for 288 ethical hacker 588, 655 ethical standards in e-commerce 137, 655 Euroffice 450 Euroffice (case study) 450 European Commission 138, 277 SCM and 277 European privacy law 146–7 European Union e-commerce regulation 163–4 taxation in 156 Eurostat 132, 137, 138 Evans, P 29, 55 event-driven process chain (EPC) model 529–31 execution in valuation of online startup companies 67–8 expert review 543, 655 explicit knowledge 502, 655 extended product 366, 655 external value chain 266, 270, 656 extranet 15, 656 extranet applications 109–12, 656 benefits 110–11 encouraging use of 112 extranets 15–17 Facebook business model (case study) 8–12 failure in digital business (case study) 469–70 in digital business strategy implementation 232–4 of online start-up companies 68, 70–3 fault taxonomy in CMS 616 Fawcett, S 623, 624 feed-based data exchange platforms 83 Feinberg, R 443 field 531, 656 filtering software 581, 656 financial resources in digital business strategy 197–8 The Financial Times 241 financing in valuation of online start-up companies 68 Firebox.com (case study) 72–3 firewall 575, 588 first-party cookies 147, 656 Fisher, A 213–14 Fisher, M 280–1 five competitive forces, internet’s impact on 200 Fjermestad, J 364, 374 Fletcher, K 141 flow process charts 525–6 Flurry 12 Fogg, B 557, 559 form validation 605 Forrester, Research 420, 539, 545, 627 forward path analysis 639, 656 Frazier, G 375 Fredriksson, A 213–14 Freedom House 157 freedom-restrictive legislation 157 Friedman, L 623, 624 FT.com (case study) 565–6 Furey, T 623, 624 Gabbot, M 378, 443 gaming platforms 85 Garino, J 219 Gartner Group 167, 226, 455, 479 Gatarski, R 319 Georgakoupoulos, D 523 Ghosh, S 351–2 Gibson, W 165 Gladwell, M 367 Global Data Synchronisation Network (GDSN) 285 globalisation 159, 160–1, 656 Godin, S 146, 395, 448 Google innovation at (case study) 121–2 keyword usage 339 on multiscreen usage 170 on ROPO 213 Smart Insights interview 599–601 Googlealert 150, 168 Googlescape 150 Gregory, K 161–2, 264 Griffiths, P 195, 238 Grimshaw, R 566 Grossnickle, J 132 Grove, A 32 growth hacking 477–8, 656 Grube, Dr R 317 The Guardian 201, 406, 566, 588 Gulati, R 219 Gwyther, M 67 hacking 586–8, 656 Hackman, J 492 Hagel, J 265, 422 Haji-Ioannou, S 347–9 Halligan, B 6, Hallowell, R 493 halo effect (media multiplier) 428 Hamill, J 161–2, 264, 510 Hammer, M 480 Hannon, N 110 Hansen, M 504, 506 Hanson, W 639 hardware infrastructure, creating 92–3 Hasselbring, W 94 Haven, B 395 Hayes, J 496, 499 Hayes, R 273 Index Hedelin, P 234–7 Hedin, M 504 Hedstrom, C.A 213 Henley Centre 161, 585 Herbert Smith (case study) 306 Heskett, J 437 Hewson, Consulting Group 454 Hinchcliffe, D 510 hip hop clothing (case study) 488 hit 629, 656 Hitt, L 241 Hitwise 202 Hofacker, C 562–3 Hoffman, D.L 25, 359, 406, 560 Holdsworth, L 568 Hortal, R 180–4 Horton, S 560 hosted solution of digital business systems 602, 656 hosting providers, selecting 102–3, 656 house list 435, 656 HSBC 155 case study 439 Hsieh, T 71, 443–5 Hughes, J 285–6 Hughes, S 185 human resources in digital business strategy 197–8 requirements in change management 490–4 outsourcing 492–4 staff retention 492 Human-centred Design Processes for Interactive Systems 543 hype cycle 166–7, 656 IBF 266, 306 IBM 533 IDC Research 277, 504 identity theft 139, 656 IFO-Basware 31`1, 301 impact assessment of monitoring activities 582, 656 implementation phase 598, 656 inbound email marketing 431, 656 inbound logistics 263 inbound marketing 6–7, 331, 656 incremental change 478, 656 independence of location 363 individualisation in digital marketing 360–1 indoor kiosk apps 85 industry restructuring in digital marketing 363 influencers analysis in digital marketing 343–4 in marketplace 50–1 types 57–8 information architechure in website design 550–5, 656 blueprints 552, 553 card sorting 552 cascading style sheets (CSS) 555 plate template 555 storyboarding 554 wireframes 552, 554–5 information asset register (IAR) 576, 656 information asymmetry 275, 656 information security, 656 management of 576 policy 576 information service use, controlling 579 information supply chain 275, 656 infrastructure as a service (IaaS) 96, 656 initiation of digital business system 487, 656 innovation at Dell Computer 227–8 at Google 121–2 in valuation of online start-up companies 67 innovative business models 57 Institute of Logistics and Trandportation 263 integration in digital marketing 361–3 of interactive communications in CRM 407 intellectual property rights 130, 153, 656 protection of 153 intelligence in digital marketing 359–60 interactive advertising 21, 428–31 interactive communications in CRM 405–7 integration 407 intermediaries 406–7 media, changes in 406 monologue to dialogue 405 from one-to-many 405–6 push to pull 405 interactive signage 85 interactivity 405, 656 in digital marketing 358–9 intermediaries, 657 analysis in digital marketing 343–4 in interactive communications in CRM 406–7 in online marketplace 50–1, 59 types 57–8 search engines 49–50 internal communications in E-government 28 internal email, minimising 585–6 internal knowledge management 230 internal marketing audit 344 673 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 internal value chain in SCM 266 restructuring 267–8 internet 4, 657 advertising on 154 five competitive forces, impact on 200 usage issues 154–5 Internet Corporation for Assigned Names and Numbers (ICANN) 118 Internet Engineering Task Force 119 internet governance 116–22, 164, 657 companies influencing 119–20 net neutrality principle 117 open-source software 120–1 organisations 118–19 internet marketing metrics 622, 657 Internet Media in Retail Group 154 Internet of Things 280 internet protocol television (IPTV) 113 internet pureplay 66 Internet Retailer 642–6 Internet Retailing 248 internet revenue contribution 211 internet service providers (ISPs) 89–90, 657 connection methods 103–6 availability 105–6 security 106 speed of access 103–5 Internet Society 119 internet technology 89–90 internet TV (IPTV) 113 internet-based market research 633 interruption marketing 395, 657 interstitial ads 430, 657 intranet 15, 657 intranet applications 107–9 cost cutting 107–9 encouraging use of 112 Intranet Benchmarking Forum (IBF) 107–9 intranets 15–17 inventory turnover 251, 657 i-to-i TEFL (case study) 570–2 Jackson, S 398 Jacobsen, I 544 Janda, S 542 Janssen-Cilag Australia (case study) 507–9 Jaworski, B 34 Jay, K.E 499 Jeffcoate, J 234 Jelassi, T 189–90, 191, 193, 203, 204 Jenkins, D 254 Jesson, B 470 Jevons, C 161–2, 378, 443 Joachimsthaler, E 224, 379, 380 674 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Index Johnson, E 371 Johnson, G 184, 189–90 Johnson, M 316 Jones, D 268–9 Jones, L 319 Jones, T 437 Jonsson, P 270 Jorgensen, P.C 615–16 Jun, M 447 just-in-time (JIT) 264 Kalakota, R 13, 192, 268, 299 Kambil, A 57 Kampas, P 89 Kaplan, R.S 216 Kaplan, S 318–19 Karibian, G 450 Katz, M 160 Kaushik, A 599–601 Keiningham, T 404 Kesh, S 589 key partners in e-commerce 60 key performance indicators 210–11 keyphrase (keyword phrase) 411, 657 Kickstarter (case study) 250–1 Kim, P 510 Kirby, J 435 Kirby, K 404 Kjellsdotter, L 270 Klein, L 159, 194, 264, 367, 371 Kluge, J 308 KM Column 112 Knight, K 565 knowledge 502, 657 defined 502–3 management of 501–9, 657 collaborative approaches 507 implementation of 504–5 knowledge, defined 502–3 objectives 503–4 technologies for 505–6 Knudsen, D 304 Koch, O 317 Kotler, P 401, 623 Kraut, R 272 Kumar, N 207, 211 Kumar, V 388, 404 Lancaster, A 542 Lautenborn, R 364 Law of Common Name 380 Law of the Proper Name 380 Lawson, M 519–21 Leander, K 234–7 Lecinski, J Legner, C, 254, 275 Leonard, S 621 Levine, R 418 Levy, M 194 Lewin, K 498 Lewis, H 400 Lewis, M 51 Lewis, R 400 life cycle stage segmentation 355 lifetime value (LTV) 442, 448, 657 Line56 317 link anchor text 411, 657 link-building 417, 657 live environments for digital business systems 609 local markets (case study) 570–2 localisation 159, 657 location, independence of 363 location-based marketing 83, 84–5, 657 log-file analyser 629, 633–4, 657 logistics management (materials requirement planning (MRP) and just-in-time (JIT)) 264, 657 Logitech 612–13 long-tail concept 364, 365–6, 657 Loveman, G 437 Lundkvist, A 319 Lynch, P 560 Lynch, R 184, 203, 206 Ma, Jack 314–15 Mcafee, A 78, 241 McAulay, L 185 McCarthy, J 363 McClure, D 71 McCutcheon, D 288–9 McDonald, M 55–6, 189–90, 218, 331, 358, 378 McFarlan, F 195 McGaffin, K 417 machine-to-machine (M2M) applications 280, 657 McKenney, J 195 McKinsey Consultants 473 macro-viruses 577 Magiq 79–82 Magretta, J 271 Maguire, B 152 maintenance, repairs and operations (MRO) 303 maintenance activities 598, 657 maintenance phase 598, 657 Malmsten, E 234–7 Malone, M.S.C 271 Malone, T 272, 279 malware 131, 574, 657 managed email service 578, 657 March, S 275 Marchand, D 208 Marinos, G 275 market and product development strategies 220–4 diversification 223 market development 222–3 market penetration 222 product development 223 right channelling applications 221 market development 222–3 market penetration 222 market positioning 351–2 market segmentation 353 marketing mix 224, 363–4, 657 elements of 364 marketing-led site design 556, 657 marketplace, 657 analysis for e-commerce 42–52 online process 47–52 overview 43–6 strategic agility 46–7 restructuring 228 trading location in 53–8 channel structures 53–5 intermediaries and influencers 57–8 multichannel models in 55–6 transactions in 57 see also online marketplace Marsden, P 367–8 Marshak, R 545 Martin, C.L 367–8 mashups 24, 657 Mason, R 141, 202 mass customisation 366, 657 in customer retention management 438–40 Match.com (case study) 435 materials requirement planning (MRP) 264 maverick purchasing 310 Meckel, M 161–2 media changes in communications in CRM 406 multiplier (halo effect) 428, 658 queries 565, 658 see also digital media Meeker, Mary 7, 12 Mekhilef, M 502 Mello, A 455 Mendelsohn, A 535 Metamediaries 319, 658 meta-tags 413, 658 metrics Amazon case study 642–6 collecting, tools and techniques 629–39 AB testing 635–6 clickstream analysis 637–9 multivariate testing 636–7 on-site search effectiveness 639 operational data 632 Index site outcome data 631 site-visitor activity data 629–30 strategic data 632 tactical data 632 visitor segmentation 639 in performance measurement 623–7 standards 630–1 web analytics tool, selecting 632–5 microformats 24, 116 microsite 429 Microsoft 424 middleware 111, 658 milestones 486, 658 Millar, V 269 Miller, T 233 Mintzberg, H 191 Mitnick, K 587 Mitra, S 58, 303, 304–5 mixed-mode buying 363, 658 mobile applications or site-based 86–7 mobile apps 12, 83, 658 mobile commerce 7–13 mobile commerce (m-commerce) 12, 658 mobile marketing 83, 658 mobile phone platforms 83 challenges 84 mobile website design 562–7 adaptive design 567 responsive design 564–5 screen-scrape 564 simple site 563 monologue to dialogue communications in CRM 405 Morgan, C 73 Morris, R 586–7 Morris, R.J 367–8 Morville, P 550, 552, 559–61 Mougayer, M 13 Mougayer, W 111 multichannel and omnichannel marketing 23, 658 multichannel digital business strategy 187, 658 multichannel evaluation 627 multichannel marketing strategy 23, 55, 658 multichannel models in online marketplace 55–6 Multilingual 160 multiscreening 42, 170, 658 multi-tenancy SaaS 97, 658 multivariate testing 636–7 Myers, J 185 Nadler, D 478 Naim, G 290–1 Napier, R 621 Napster (case study) 380 Neely, A 622 net promoter score (NPS) 402–4, 658 network diagrams in workflow management 528–9 network neutrality 117, 658 neutral B2B exchanges 316–17 neutral sites 56 New Media Age 427–8, 439 Next Gen users of internet 135 niche media sites 50 Nielsen, J 13, 104, 397, 425, 543–4, 558, 561 Nielsen’s (case study) 425 Nitish, S 160 Nolan, R 193 Norton, D.P 216 notification in e-commerce 141, 658 Novak, T.P 25, 359, 406, 560 Novo, J 451–2 Noyes, J 523, 538, 548 Nunes, P 57 Ofcom 103, 116 on net neutrality 117–18 offline marketing communications 405, 658 off-the-shelf implementation of digital business systems 602 Oldham, G 492 Olson, Ken 165 Olve, N 216–17 O’Malley, L 389 to Media 627 one-to-many communications in CRM 405–6 online advertising law 130 online branding 378–81 importance of 380–1 online business model 58, 658 online buyer behaviour 133, 658 online customer experience 540, 658 online market ecosystem 47, 659 online marketing communications 409–18, 659 online marketplace 42, 659 customer segments 49 destination sites 51 intermediaries, influencers and media sites 50–1 map of 49 resources for analysis of 51, 52 search intermediaries 49–50 online partnerships 20–1, 426–8 online PR 20–1, 417, 659 online revenue contribution in digital business strategy 211 in digital marketing 346 online start-up companies 66–73 businesses, assessing 67 675 failure 68, 70–3 valuation of 67–8 online value proposition (OVP) 33, 51, 224, 356, 659 on-site search effectiveness 639 Openmarket 640 open-source software 120–1, 659 operational data, collecting 632 opt-in communications 146, 395, 659 opt-in email marketing 21 opt-out communications 146, 395, 659 O’Reilly, T 24 Organisation for Economic Co-operation and Development (OECD) 156 organisational analysis in digital business strategy 196–7 organisational capabilities in digital business definition 230–2 organisational change 478, 659 organisational culture in managing change 500–1 Osterwald, A 58 outbound email marketing 431 outbound logistics 263, 659 management of 281–3 outdoor kiosk apps 85 outsourcing in change management 492–4 options 493 overlay 430, 659 owned media 19 packaged implementation of digital business systems 602, 659 page impression 629, 659 page rank 413, 659 paid media 19 Pandia 98 Pant, S 237, 521 parallel corporate strategy model 189–90 Parasuraman, A 445 Parker, R 424 Parsons, A 494–5 partnerships in e-supply chain management (e-SCM) 287–9 online 20–1, 426–8 path to purchase 42, 659 Pay-per-click (PPC) advertising 151 Pay-per-click (PPC) search marketing 20, 659 pay-per-view access 63 Pebble Watch (case study) 250–1 Penguin Books (case study) 329 people variable in digital marketing 377–8, 659 Peppers, B 397 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 676 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Index Pereira, A 159 performance drivers 399, 659 performance management system 622, 659 performance measurement system 622, 659 permission marketing 146, 395, 659 Perrott, B 30, 198 persistent cookies 147, 659 persona analysis of site design 545 persona in customer demand analysis 340, 659 personal data 139–45, 659 personalisation, 659 in customer retention management 438–40 software 79–82 persuasion marketing 556, 659 Peters, L 405, 406 Petersen, E 621 Phillips, S 281 phishing 579, 659 physical distribution management (PDM) 263–4 physical evidence variable in digital marketing 377–8, 659 Picardi, R 226 Pigneur, Y 58 plan and schedule in change management 487–8 Plant, R 237, 623 Plastics Net 319 plate template 555 Platform as a Service (PaaS) 96 platform diversification 220 PMP 168, 256–7 podcasts 19, 417, 659 Poon, S 161–2 Port80 606 portal 58, 660 Porter, M 199–200, 224, 266, 267, 269, 270 positioning in digital marketing 351–2, 356 positioning strategies 224–5 Poulsen, K 587 Powell, P 194 Premier Farnell (case study) 248–9 Prentiss, P 71 prescriptive strategy 191, 660 price comparison sites 50, 201–2 price elasticity of demand 372–3, 660 price variable 371, 660 pricing models 371, 660 primary key 532, 660 primary persona 545, 660 Pritchard, S 248–9 Privacy and Electronic Communications Regulations Act (UK 2003) 146, 660 privacy and trust in e-commerce 137–50 anti-spam legislation 145 ethical standards 137 legislation 139 personal data 139–45 regulations on 145 worldwide regulations on 145–50 privacy statement 149, 660 private B2B exchanges 316–17, 660 Proactis 298–9 process 522, 660 process analysis in digital business strategy 193–8 application portfolio analysis 195–6 human and financial resources 197–8 organisational and SWOT analysis 196–7 stage models 193–5 process mapping 522, 660 process modelling in digital business 522–31 process dependencies 524 task analysis and decomposition 523–4 validating new model 531 workflow management 524–31 process variable in digital marketing 377–8, 660 product development in digital business 223 product environments for digital business systems 609 product positioning in digital marketing 351–2 product propensity modelling 453 product variable 366, 660 productivity paradox 240–2, 660 profile in valuation of online start-up companies 68 project governance and change management 483–6 propensity modelling 453, 660 prototype 489, 660 prototyping, 660 in change management 489–90 of software development 598 psychographic segmentation 354, 660 of users 133, 134–5 public-key (asymmetric) encryption 589, 660 Pulizzi, J 613 pull marketing communications 358, 660 pull media 405, 660 pull supply chain 265–6, 660 Pullen, F 306–7 punchout catalogue 314, 660 Purinton, E 559 push marketing communications 358, 660 push media 405, 660 push supply chain 265–6, 660 push to pull communications in CRM 405 PwC 289 qualified lead 397, 660 quality score 414, 660 Quayle, M 161, 163 Quelch, J 159, 194, 264, 367, 371 Quinn, J 191 Qype (case study) 12 RACE 325 marketing value framework 398–9 radio-frequency identification (RFID) 280–1, 661 case study on 290–1 Rafferty, A 329 Ramsden, R 201 rapid application development (RAD) 489, 661 Rappa, M 61 Raskin, O 132 Ravichandran, T 237, 521 Rayport, J 34, 53, 265, 266 Reach-Act-Convert-Engage model (RACE) 398 reactive change 478, 661 Really Simple Syndication (RSS) 7, 661 real-time experience tracking (RET) 48 reciprocal links 417, 661 record 531, 661 referrer 407, 624, 661 regulations on e-commerce 145 worldwide 145–50 Reichheld, F 388, 402–3, 437–8 Reinartz, W 388 reintermediation 54–5, 363, 661 relationship 531, 661 relationship segmentation 353–4 research online purchase online (ROPO) 213, 661 research users of internet 134 resource analysis in digital business strategy 193–8, 661 application portfolio analysis 195–6 human and financial resources 197–8 organisational and SWOT analysis 196–7 stage models 193–5 resource-advantage mapping in digital business strategy 203 resources in e-commerce 60 responsive mobile website design 564–5 Rettie, R 560 return on investment, calculating 640 revenue models 62, 225, 661 Index in digital business definition 225–8 for e-commerce 62 calculation of 64–5 revenue stream in e-commerce 60 reverse path analysis 639, 661 Revolution 186, 188, 347–9, 450, 621 RFID (radio-frequency identification) 280–1 case study on 290–1 Rice, S 415 rich media 7, 661 Ries, A 380 Ries, L 380 Riggins, F 58, 303, 304–5 right channelling in digital business 221 risk management 511, 661 and change 511–12 risks in e-procurement 310 Robbins, B 16 Robertson, J 552 Robinson, H 429, 430 Robinson, M 192, 268, 299 robots 58, 411 Robson, W 240 Rodgers, S 133 Rodin, R 248 Rogers, E 166 Rogers, P 397 Rohm, A 238, 325 Romanow, S 621 Rosen, D 559 Rosenfeld, L 550, 552, 559–61 Round, M 635, 642 Rowley, J 185 Rowley, M 306 RS Components (case study) 306–7 Ryan, J 428 Sambasivan, M 287 Samson, A 404 Sandvik Steel (case study) 213–14 SAP 279 Sarkar, M 58 Sasser, W 437 satisficing behaviour 371, 661 Saunders, R 501 Sawhney, M 318–19 Saxo Bank (case study) 415 scalability 493, 661 scanning software 580, 661 scenario analysis of site design 545 Schefter, P 388, 437–8 Schein, E 498 Schemm, J 254, 275 Schlesinger, E 437 Schneider, G 547 Scholes, K 184, 189–90 Scott Bader 363 scrum 490 search engine marketing 20–1, 409–18 search engine optimisation (SEO) 20, 151, 412, 661 search engines 58, 409, 661 search intermediaries 49–50 search marketing 7, 661 searching behaviours 400, 661 secondary key 533, 661 secret-key (symmetric) encryption 589 secure e-commerce transactions 588–9 secure sockets layer (SSL) 590–1, 661 security design for digital business 572–91 common threats and solutions 573 current approaches to 590–1 certificates authorities 590, 591 secure sockets layer (SSL) 590–1 customer, reassuring 591 developing, approaches to 589–90 digital certificates 589 digital signatures 590 electronic communications, monitoring 579–82 email management 583–6 minimising internal email 585–6 minimising spam 583–5 employee monitoring legislation 582–3 hacking 586–8 protecting computer systems 587–8 information service use, controlling 579 secure e-commerce transactions 588–9 viruses, managing 577–9 Security Exchange Commission 371 segmentation, 661 in digital marketing 353–4 and targeting in CRM 448–53 product propensity modelling 453 relevant e-communications 450–1 RFM analysis 451–3 seller-controlled sites 56 seller-oriented sites 56 sell-side e-commerce 14, 661 implementation challenges 473–8 types 17–19 sell-side threats in digital business strategy 201–2 customer power and knowledge 201 of intermediaries 201–2 semantic web 115–16, 661 senior management and change 497–8 in sell-side e-commerce implementation 476 sense and respond communications 394, 662 SEO support 604–5 SEOMoz 605 sequential marketing strategy models 189–90 677 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 service level agreements (SLA) 106, 662 service models in digital business definition 225–8 service-oriented architecture 102, 662 session cookies 147, 662 7S strategic framework for change management 474 Seybold, P 355, 545 Shah, D 6, share of customer 448, 662 share of search 50, 662 share of wallet 448, 662 Sharma, A 393 Sharma, S.K 155 Shell Chemicals (case study) 259–63 Sherman, J 71 Sheth, J 393 Shore, J 598 short-message service (SMS) 109 Siikavirta, H 154 Simon, H 371 Simon, R 512 Simon, W 587 Simons, M 206 Singh, N 159 single-source systems 94 single-tenancy SaaS 97, 662 Sircar, S 241 Sissors, J 431 site outcome data, collecting 631 site-visitor activity data, collecting 629–30, 662 situation analysis 43, 662 in digital marketing 336–44 competitor analysis 341–3 customer demand analysis 338–41 influencer analysis 343–4 intermediary analysis 343–4 internal marketing audit 344 small and medium size enterprises (SMEs) and international e-commerce 162 software applications for 603 Smart, A 304 Smart Insights 330, 333, 535, 544, 614 interviews ao-com: real world experiences 519–21 Conversion Rate Expert: digital marketing 470–2 Dunelm: digital strategy development 326–8 Google: real world experiences 599–601 SMART objectives in digital business strategy 210 Smith, D.C 499 Smith, D.L 577 Smith, J 16 Smith, M 72 678 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Index Smith, N 415 Smith, P 20, 189–90, 334, 366, 377, 378, 393, 409, 426, 435 Smith, S.S 481–3 Smoothspan 98 Snowden, D 504 social business, change for 510–11 social commerce 15, 662 social CRM 393, 418–36, 662 categories 422–4 developing strategy 419–21 email marketing 431–5 interactive advertising 428–31 online partnerships 426–8 social CRM strategy 421–2 social media marketing 435–6 social networks 424–5 social engineering 587, 662 social media 7, 662 laws 130 social media marketing 7, 21, 418, 435–6, 662 social network sites (SNS) 17, 662 social networks 19, 424–35, 662 social sign-in 531–2, 662 soft launch 609, 662 soft lock-in 29, 662 software development methodologies 598 filtering 581 as a service (SaaS) 96, 97–8 software (intelligent) agents 319, 662 Solis, Brian 510 SOSTAC framework for digital marketing planning 334–5 SourceUK (case study) 165 spam 145, 440, 583, 662 minimising 583–5 Sparrow, A 150, 152 spiders 58, 411 Spinrad, P 104 Sport Obermayer 281 staff retention in change management 492 stage models 32, 662 in digital business strategy 193–5 standards compliance 603 start-up companies see online start-up companies Steinfield, C 279–80 Sterne, J 621 stickiness, on-site 625, 662 Stone, M 454 Storey, J 506 storyboarding 554, 662 Strassman P 240–1 strategic agility 46, 662 strategic analysis of digital businesses 192–203, 662 buy-side threats 202 intermediaries’ power 202 suppliers power 202 capability maturity model 198 competitive environment analysis 198–9 demand analysis 199 competitive threats, assessment 199–202 new business models 201 new entrants 199–200 new products 200–1 competitor analysis 203 resource-advantage mapping 203 co-opetition 203 resource and process analysis 193–8 application portfolio analysis 195–6 human and financial resources 197–8 organisational and SWOT analysis 196–7 stage models 193–5 sell-side threats 201–2 customer power and knowledge 201 of intermediaries 201–2 strategic data, collecting 632 strategic objectives of digital business 203–17, 662 business value, creating 207–8 objective setting 209–17 balanced scorecard approach 216–17 conversion modelling for sell-side commerce 211–13 online revenue contribution 211 SMART objectives 210 vision and mission, defining 203–7 strategy 184, 662 in CMS, managing 611–14 in digital marketing plans 350–8 initiatives, focus of 350–1 implementation in digital business strategy 232–7, 663 failed strategies 232–4 success factors 234 strategy process models 189–92, 663 Stuart, F 288–9 style sheets 604 subject access request 144, 663 subscriber data access 63 subscription access 63 success in digital business strategy implementation 234 Sull, D.N 46–7 Sullivan, U 56 Sultan, F 238, 325 Sun, S 275 Suncorp (case study) 15–16 superaffiliates 50–1 suppliers in E-government 28 supply chain management (SCM) 24–5, 248–52, 663 defined 252–66 development of 263–5 logistics 263 past, present and future of 256–7 push and pull models 265–6 simple model of 255–8 supporting technology 253–5 in digital business 275–84 adoption rates 277–8 applications 277 definition 228–9 downstream management 281 information infrastructure for 283–4 outbound logistics management 281–3 restructuring 275–84 and RFID 280–1 technology options 275–6 upstream management 280 implementation 284–6 data standardisation and exchange 284–5 strategy process 285–6 problems of 251–2 restructuring options 272–4 value chain 266–72 analysis of 268–70 value networks 270–1 value stream 268 in virtual organisation 271–2 see also e-supply chain management (e-SCM) supply chain network 253, 663 supply chain visibility 283, 663 Sveiby, K.E 502–3 Sviokla, J 53, 266 Swatman, P 253 SWOT analysis in digital business strategy 196–7, 663 symmetric encryption 589, 663 system design 536, 663 systems development life cycle 487, 663 systems integrator 611, 663 systems software infrastructure, creating 92–3 tablet platforms 83 tacit knowledge 502, 663 tactical data, collecting 632 tactics in digital marketing 363–78 people 377–8 physical evidence 377–8 place 374–6 Index price 371–4 process 377–8 product 366–8 promotion 376–7 tag-based measurement 633 tailored development of digital business systems 602, 663 Tarbuck, D 278–9 target market strategies 223, 352–8, 663 task analysis 523, 663 task-based users of internet 134 Tatu (case study) 21–3 taxation 155–7 freedom-restrictive legislation 157 jurisdiction 156–7 Taylor, D 531 Taylor, S 445 technological drivers of digital adoption 30–1 risks and barriers 32–4 technologies for knowledge management 505–6 technology hunting 168 technology innovation and assessment 166–70 emerging technology 168–70 technology interface management (TIM) 264–5 technology mining 168 technology networking 168 technology scouting 168, 663 TEFL (case study) 69–70 Telecommunications Information Networking Architecture Consortium (TINA-C) 119 Tesco (case studies) CRM 457–9 virtual stores 87–8 Tesco Information Exchange 270, 280, 281 test environments for digital business systems 609, 663 test specification 608, 663 testing implementation of digital business 608–9 thin client 537, 663 ThingWorx 280 third-party cookies 147, 663 Thomas, J 56 Suisses France (case study) 282–3 3M (case study) 229 three-tier client-server 537, 663 Thurner, R 563 Timmers, P 268 tipping point in digital marketing 367–8, 663 Tjan, A 218 Tognazzini, B 165, 540–1 Toptable (case study) 432–4 total cost of ownership (TCO) 107, 663 trademark protection laws 130 trademarks 153, 663 traffic in valuation of online start-up companies 68 traffic-building campaign 409, 663 Tranmit 308 transaction fee revenue 63 transactions in online marketplace 57 transformation challenges in change 472–8 Transversal 447–8 Trocchia, P 542 trojan viruses 577, 663 Trott, P 167 Tse, T 220 Tucker, D 319 Tynan, C 389 Tyrwhitt, C 220 UK Institute of PR 416 Ultralase (case study) 557–8 uniform (universal) resource locator (URL) 91 uniform resource locators 91–2 unique visitors 51, 629, 663 upstream supply chain 253, 258, 663 in digital business 280 URL strategy 91, 663 usability 540, 663 use-case analysis of site design 544–50 persona analysis 545 scenario analysis 545 stages in 547–50 develop use-cases scenarios 549–50 identify actors 547 identify use-cases 547–8 relate actors to use-cases 548 user-centred design (UX) 538, 664 user-centred website design 538–72 elements of design content design 562 page design 562 structure 558–62 site navigation schemes 560–2 site organisation 559–60 site personality 558–9 evaluation of 544 information architechure 550–5 mobile design 562–7 usability 543–4 guidelines 540–1 use-case analysis 544–50 web accessibility 567–70 user-generated content 23–4 user-testing 540 utility computing 98, 664 value added tax (VAT) 156 value chain 24, 25, 664 679 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 in SCM 266–72 analysis of 268–70 internal, restructuring 267–8 in virtual organisation 271–2 value network 25, 664 in SCM 270–1 value proposition 59, 132 value segmentation 355 value stream 268, 664 van Duyne, D 453 Varian, H 50 Variani, V 340, 357 Vaturi, D 340, 357 vendor-managed inventory (VMI) 257, 305, 664 Venkatram, N 61 vertical integration 273, 664 vertical media sites 50 video-marketing platforms 83 viral marketing 149–50, 435, 664 virtual integration 273, 664 virtual organisation in SCM 271–2, 664 virtual private network (VPN) 590, 664 virtual world 7, 664 virtualisation 101–2, 272, 664 viruses, managing 577–9 Vision Express (interview) 390–2 visitor segmentation 639 Vlosky, R 109, 110 VMware 101–2 voice over IP (VOIP) 113, 664 Waddell, D 481, 497 Wall, J 427 Wallace, N 507–9 Ward, J 195, 238 Ward, S 140 Warden, S 598 Warner, H.M 165 Warner, M 272 waterfall model of software development 598 Waterman, R.H 32, 473 Watson, Thomas 165 Watts, D 425 Web 2.0 23–4 Web 2.0 concept 24, 664 Web 3.0 concept 25, 664 web accessibility 604, 664 web analytics 621–7, 664 creating system 622–3 defining metrics 623–7 channel buyer behaviour 625 channel outcomes 626 channel profitability 627 channel promotion 624–5 channel satisfaction 625 multichannel evaluation 627 tool, selecting 632–5 680 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Index Web Analytics Association (WAA) 621 web classification 552, 664 web design persona 545, 665 Web Motivation Inventory (WMI) 133 web project management challenges 484 success factors 484 web services for digital business 96–106, 665 APIs 97 benchmark comparison of corporate websites 342 benefits 96–7 challenges 97–8 cloud computing 98–102 hosting providers, selecting 102–3 internal communications extranet applications 109–14 internet TV 113 intranet applications 107–9 voice over IP 113 widgets 113–14 ISP connection 103–6 service quality, managing 103 service-oriented architecture 102 virtualisation 101–2 Webb, K 390–2 website standards for e-commerce 619–20 Weigand, R 54 Weinberg, T Welch, M 44, 45 Wells Fargo Financial (case study) 481–3 Western Union 165 Wheelwright, S 273 Whinston, A 13 White, G 207 White, S 501 whitelist 585, 665 Whiteman, N 428 widgets 20, 113–14, 665 Wigand, R 272 Willcocks, L 237 Wilson, D 57 Wilson, H 55–6, 218, 331, 358, 627 Windham, L 437 Winters, J 547 wireframes 552, 665 wireless communications 4, 665 Wisner, J 623, 624 ‘wobbly shopping carts’ 105–6 Wodtke, C 545, 554 Womack, J 268–9 Wood, S 505, 554, 585, 602 Workflow Management Coalition (WfMC) 524 workflow management (WFM) in digital business 524–31, 665 effort duration analysis 526–8 event-driven process chain model 529–31 flow process charts 525–6 network diagrams 528–9 World Wide Web (WWW) 4, 665 World Wide Web Consortium 119, 151, 603 worm 577, 665 Wroblewski, L 562 Wurster, T.S 29, 55 www.i-to-i.com (case study) 69–70 Xing, X 371 XML applications 114–15 Yelp (case study) 12 Yen, J 275 Zappos (case study) 443–5 Zeldman, J 603 Zero Moment of Truth (ZMOT) 6, 665 Zipf, G.K 365 Zona Research 446 Zuckerberg, Mark 9, 11