Cyber Commerce Reframing: The End of Business Process Reengineering?Springer Science & Business Media, 2012. gada 6. dec. - 236 lappuses The goal of this book is to create awareness for a change in mind-set that we will all have to face and go through. The necessity for this new mind set is being driven by the situation that a completely new business world, a new reality, is being created at the point where the phenomenon commonly referred to as the "new economy" converges with the well-known old economy. During the very late 1990s, this new reality was being driven by an almost incredible increase in yields in the financial markets, where conventional but value-driven and stable stocks such as Philip Morris, General Electric, or Bayer, did not attract as many investors as before - if we can call some of them investors at all. Companies in the high-tech or the new market segments are all part of the new economy. This new economy has created new business ideas, business models, and a new reality, in which chief executive officers (CEOs) were in the mid twenties and had basically no clue as to what real business is and how much a dollar counts. Now, as this convergence is happening, the painful reality and the business rules of the old economy get us back down to earth. The CEOs become more senior, business plans are validated more carefully, and just having the famous ". com" in your company name does not get you any further or lead you to any of required money. |
No grāmatas satura
1.–5. rezultāts no 84.
vii. lappuse
... Companies in the high - tech or the new market segments are all part of the new economy . — This new economy has created new business ideas , business models , and a new reality , in which chief executive officers ( CEOs ) were in the ...
... Companies in the high - tech or the new market segments are all part of the new economy . — This new economy has created new business ideas , business models , and a new reality , in which chief executive officers ( CEOs ) were in the ...
viii. lappuse
... companies will not invest millions of dollars in process optimization and process reengineering projects as these initia- tives will neither lead to the pre - defined targets nor will they produce an acceptable return on investment ...
... companies will not invest millions of dollars in process optimization and process reengineering projects as these initia- tives will neither lead to the pre - defined targets nor will they produce an acceptable return on investment ...
ix. lappuse
... Companies ? ..... Cyber - Assessment as the Starting Point CCR Case Studies ...... 1 1 2 2 .3 .3 4 .5 .5 .6 .7 CHAPTER 2 : The Cyber - Economy ............. .9 The Development of IT in the Context of the Internet ... .9 The World Wide ...
... Companies ? ..... Cyber - Assessment as the Starting Point CCR Case Studies ...... 1 1 2 2 .3 .3 4 .5 .5 .6 .7 CHAPTER 2 : The Cyber - Economy ............. .9 The Development of IT in the Context of the Internet ... .9 The World Wide ...
xi. lappuse
... Companies ? .......... .153 Successful CCR Implementations of the Past Leading the Way ........ 153 Different Departments : One CCR Approach Used . Are CCR Projects Suitable for All Industries ? .155 .157 CCR : Helping all C - Business ...
... Companies ? .......... .153 Successful CCR Implementations of the Past Leading the Way ........ 153 Different Departments : One CCR Approach Used . Are CCR Projects Suitable for All Industries ? .155 .157 CCR : Helping all C - Business ...
2. lappuse
... companies to invest millions of dollars in quick and dirty implemen- tation of solutions that are now not fulfilling the expectations set in them in terms of providing a specific contribution to turnover . By using practical examples ...
... companies to invest millions of dollars in quick and dirty implemen- tation of solutions that are now not fulfilling the expectations set in them in terms of providing a specific contribution to turnover . By using practical examples ...
Saturs
1 | |
8 | |
The Upcoming CyberChallenge | 35 |
BPR The Shortcomings 53 | 52 |
Reframing Not Optimizing | 67 |
CyberCommerce Reframing The Approach | 81 |
The New Role of Information Technology 111 | 110 |
The Human Resource Challenge | 127 |
CCR For Which Companies? | 153 |
CyberAssessment as a Starting Point 175 | 174 |
eZoka Group | 185 |
USBased Internet Startup 199 | 198 |
Epilogue | 205 |
Index | 231 |
Citi izdevumi - Skatīt visu
Cyber Commerce Reframing: The End of Business Process Reengineering? Uwe G. Seebacher Ierobežota priekšskatīšana - 2002 |
Cyber Commerce Reframing: The End of Business Process Reengineering? Uwe G. Seebacher Priekšskatījums nav pieejams - 2012 |
Bieži izmantoti vārdi un frāzes
activities alignment analysis analyzed applications Boo.com Business 2.0 business models business process reengineering c-commerce solution CCR approach CCR initiatives CCR methodology CCR projects challenges Chap chapter client Commerce communication companies company's competences competitive components concepts consultants contingency theory core costs customer relationship management Cyber cyber-commerce cyber-economy defined discussed e-billing e-business e-procurement e-selling employees enable essential evaluation existing eZoka Group factors focus focuses global hardware Harvard Business Review horizontal HR.COM human resource ideas impact implementation important improve industry infrastructure integrated internal Internet investment investors issues learning marketplaces microeconomic module Old Economy optimization organization organizational outsourcing pany planned potential problems procurement realized reengineering reframed solution reframing relevant role Six Sigma start-ups strategy success supplier tion understanding users value chain vertical