Efnisyfirlit

• Cover Page
• Title
• Copyright
• Brief contents
• Contents
• Preface
• About the authors
• Author’s acknowledgements
• Part 1 Introduction
  • 1 Introduction to digital business
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
    • What is digital business management?
      • Innovation in digital business and revenue models
      • Digital revenue models
    • What is the difference between a digital business and an e-commerce business?
      • Mobile commerce
        • Intranets and extranets
        • Different types of sell-side e-commerce
        • Digital marketing
    • The impact of digital communications on traditional businesses
      • Inbound marketing
        • Context – The 7Ds of digital marketing
      • Case study 1.1: The Uber business model
      • Options for organisations to reach a digital audience
        • Owned, earned and paid media options
        • The six key types of digital media channels
        • From Web 2.0 to Web 3.0
        • Supply chain management
        • Business or consumer models of e-commerce transactions
        • Dot Gov defined
    • Digital business opportunities
      • Drivers of digital technology adoption
        • Cost/efficiency drivers
        • Competitiveness drivers
    • Barriers to the adoption of technology by digital business stakeholders
      • Evaluating an organisation’s digital business capabilities
      • Drivers of consumer technology adoption
    • Barriers to consumer digital adoption
      • Case study 1.2: Buffer: From idea to paying business customers in 7 weeks
    • Summary
    • Exercises
    • References
    • Web links
  • 2 Opportunity analysis for digital business and e-commerce
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
      • Business and revenue models for e-commerce
    • Digital marketplace analysis
      • Case study 2.1: How Boden grew from an eight-product menswear catalogue to an international brand with over £300 million in sales
      • Strategic agility and direct-to-consumer e-commerce
      • Case study 2.2: Consumer brands Unilever and P&G demonstrates strategic agility
    • A process for digital marketplace analysis
      • 1 Customer segments
      • 2 Search intermediaries
      • Case study 2.3: Macy’s – using omnichannel growth strategies to improve customer experience
        • 3 Intermediaries, influencers and media sites
        • 4 Destination sites
    • Location of trading in the marketplace
      • Review of marketplace channel structures
      • Location of trading in the marketplace
      • The importance of omnichannel marketplace models
      • Commercial arrangement for transactions
      • Different types of online intermediary and influencers
      • The importance of search engines
    • Business models for e-commerce
      • Revenue models
      • Online publisher and intermediary revenue models
        • Calculating revenue for an online business
    • Digital start-up or digitally native business
      • Assessing digital businesses
      • Valuing tech start-ups
      • Case study 2.4: i-to-i – a global marketplace for a start-up company
    • Summary
    • Exercises
    • References
    • Web links
  • 3 E-commerce management
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • An introduction to e-commerce
      • What is e-commerce?
      • Digitally enabled transactions
      • What is the difference between e-commerce and digital business?
      • What are the main types of e-commerce?
        • B2C e-commerce
        • B2B e-commerce
        • C2C e-commerce
        • The importance of Mobile
        • Social e-commerce
        • Local e-commerce
      • The evolution of e-commerce
      • Emerging themes for the 2020s
    • Strategy for e-commerce
      • Considerations for e-commerce strategy
      • The main B2C and B2B e-commerce models
      • B2B-specific operating models
      • Starting to develop e-commerce platforms
        • Ideation
        • Handling development as a management issue
        • Choosing e-commerce platforms or environments
        • The evolution of headless e-commerce
      • Payment systems
    • B2C and retail e-commerce
      • Projections and Issues for B2C and retail e-commerce
      • Common B2C e-commerce business models
        • Single channel e-commerce
        • Catalogue evolvers
        • Multi-channel e-commerce
        • Brand direct-to-consumer (D2C)
        • Omni-channel experience
      • B2C Service models in e-commerce
        • Unique features around personal finance, FinTech and financial services
        • Unique features of online travel agents (OTAs)
        • Features of on-demand and local B2C e-commerce
    • B2B e-commerce
      • Projections for B2B e-commerce
        • The connection between B2B e-commerce and the B2B procurement process
        • Key issues in B2B marketplaces
    • The case for content as an e-commerce proposition
      • The unique nature of content e-commerce
      • Entertainment as an e-commerce proposition
    • Marketplaces and communities for e-commerce
      • Social networks as e-commerce platforms
      • Social networks as e-commerce platforms
      • How marketplaces work
      • The unique nature of auction as a transaction business
      • Case study 3.1: Páramo
    • Security issues in e-commerce
      • What are the unique issues in e-commerce security?
      • The main threats to security in e-commerce
    • Practical development of e-commerce platforms
      • E-commerce user experience basics
      • The issue of navigation
        • Categorisation
        • Calls to action (CTAs)
        • The importance of copy and content
    • Key elements of best practice
      • The importance of making the e-commerce platform responsive
      • Building confidence among potential customers
      • Recommendation approaches, cross-selling and upselling
      • Approaches to review systems
      • Dealing with product availability
      • Transparency of fees and prices
      • Fulfilment choices and information
      • Payment choices
      • Being found – search
      • Key components of product visibility in search
      • The URL
      • The title tag
      • The meta description
      • The product name as a H1 header
      • Product description
      • Optimised product imagery
      • Links to other product pages and categories
    • Summary
    • Exercises
    • References
    • Web links
  • 4 Key issues in the digital environment
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
    • Social factors
      • Case study 4.1: Social media and the changing face of celebrity influencers
    • Legal and ethical factors
    • Economic factors
    • Political factors
    • Technology factors
    • Cultural factors
    • Factors affecting e-commerce buying behaviour
      • Understanding users’ access requirements
      • Reviewing emerging digital technologies and media platforms
      • Virtual reality, augmented reality and metaverses
      • Web3, blockchain and cryptocurrencies
    • Privacy and trust in e-commerce
      • Privacy legislation
      • Why personal data is valuable for digital business
        • Privacy legislation in Europe and the UK
      • Regulations on privacy and electronic communications in other countries
      • Viral email marketing
      • Other e-commerce legislation
        • 1 Marketing your e-commerce business
        • 2 Forming an electronic contract (contract law and distance-selling law)
        • 3 Making and accepting payment
        • 4 Authenticating contracts concluded over the Internet
        • 5 Email risks
        • 6 Protecting intellectual property (IP)
        • 7 Advertising on the Internet
        • 8 Data protection
    • Environmental and green issues related to Internet usage
    • Taxation of E-commerce sales
    • Freedom-restrictive legislation
    • Economic and competitive factors
      • Localisation
    • The implications of e-commerce for international B2B trading
      • Internet governance
    • Technological innovation and technology assessment
      • Approaches to identifying emerging technology
    • Summary
    • Exercises
    • References
    • Web links
• Part 2 Strategy and applications
  • 5 Digital business strategy
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
      • Drivers of digital business strategy development
    • What is digital business strategy?
      • The imperative for digital business strategy
      • Digital channel strategies
      • Platform strategy
      • Strategy process models for digital business
    • Strategic analysis
      • Resource and process analysis
        • Stage models of digital business development
        • Application portfolio analysis
        • Organisational and IS SWOT analysis
        • Human and financial resources
    • Competitive environment analysis
      • Demand analysis
    • Assessing competitive threats
      • Competitive threats
      • Sell-side threats
      • Buy-side threats
      • Competitor analysis
      • Resource-advantage mapping
    • Strategic objectives
      • Defining vision and mission
      • VMOST
      • How can digital business create business value?
      • Case study 5.1: Arriva Bus redesigns its m-ticket app and boosts revenue by over 17%
      • Objective setting
        • The online revenue contribution
        • Conversion modelling for sell-side e-commerce
      • Case study 5.2: Setting the Internet revenue contribution at Sandvik Steel
        • The balanced scorecard approach to objective setting
    • Strategy definition
      • Selection of digital business strategy options
      • Decision 1: Digital business channel priorities
        • The diversification of digital platforms
      • Decision 2: Market and product development strategies
      • Decision 3: Positioning and differentiation strategies
      • Decision 4: Business, service and revenue models
      • Decision 5: Marketplace restructuring
      • Decision 6: Supply chain management capabilities
      • Case study 5.3: Zappos innovates in the digital marketplace
      • Decision 7: Internal knowledge management capabilities
      • Decision 8: Organisational resourcing and capabilities
    • Strategy implementation
      • Failed digital business strategies
      • Digital business strategy implementation success factors for SMEs
      • Case study 5.4: Boo hoo – learning from the largest European dot.com failure
      • Aligning and impacting digital business strategies
      • Elements of information systems (IS) strategy
      • Investment appraisal
        • Decisions about which business applications to invest in
    • Summary
    • Exercises
    • References
    • Web links
  • 6 Digital supply chain management
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
      • Case study 6.1: Fast-fashion retailer Zara uses its supply chain to achieve competitive advantage
      • The benefits and challenges of digital supply chain management
    • What is supply chain management and e-procurement?
      • A simple model of a supply chain
      • What is logistics?
      • Push and pull supply chain models
    • The value chain
      • Restructuring the internal value chain
      • The value stream
      • Value chain analysis
      • Value networks
    • Options for restructuring the supply chain
    • Using digital business to restructure the supply chain
      • Technology options and standards for supply chain management
      • Case study 6.2: Argos uses e-supply chain management to improve customer convenience
      • IS-supported upstream supply chain management
      • RFID and the Internet of Things
      • IS-supported downstream supply chain management
      • Outbound logistics management
      • IS infrastructure for supply chain management
    • Supply chain management implementation
      • Data standardisation and exchange
      • The supply chain management strategy process
      • Goal-setting and performance management for eSCM
      • Managing partnerships
      • Managing global distribution
      • Case study 6.3: RFID – keeping track starts its move to a faster track
    • What is e-procurement?
      • Understanding the procurement process
      • Types of procurement
      • Participants in different types of e-procurement
    • Drivers of e-procurement
      • Examples of the benefits of e-procurement
      • Case study 6.4: Honeywell improves efficiency through SCM and e-procurement
    • Estimating e-procurement costs
      • The impact of cost savings on profitability
    • Barriers and risks of e-procurement adoption
    • Implementing e-procurement
      • Integrating company systems with supplier systems
    • B2B marketplaces
      • Types of marketplace
    • The future of e-procurement
    • Summary
    • Exercises
    • References
    • Web links
  • 7 Digital marketing strategy
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
      • Chapter structure
    • What is digital marketing?
      • Marketing defined
        • Inbound marketing
        • Content marketing
    • Digital marketing planning
      • Is a separate digital marketing plan required?
    • Situation analysis
      • Internal digital marketing audit of performance
      • Customer demand analysis
        • Qualitative customer research
      • Competitor analysis
      • Intermediary or influencer analysis
    • Objective setting
      • Case study 7.1: L’Oréal increases its digital contribution
      • Strategy
      • Market and product positioning
      • Target market strategies
        • Content strategy
    • Characteristics of digital media communications
      • 1 Interactivity
      • 2 Intelligence
      • 3 Individualisation
      • 4 Integration
      • 5 Industry restructuring
      • 6 Independence of location
    • Tactics
      • Product
      • Case study 7.2: How fashion retailer Zalando has used a strategic approach to AI to improve marketing communications
      • Price
      • Place
      • Promotion
      • People, process and physical evidence
    • Digital branding
      • Brand identity
      • The importance of brand online
    • Actions
    • Control
    • Summary
    • Exercises
    • References
    • Web links
  • 8 Digital communications
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
      • How is this chapter structured?
    • Goals and measures for assessing digital communications effectiveness
      • Terminology for measuring digital media
        • 0 Volume measures including impressions, clicks, visitor session and unique visitors
        • 1 Quality measures including conversion rates to action and bounce rate
        • 2 Media cost measures including cost-per-click and cost-per-thousand
        • 3 Acquisition cost measures including cost-per-action or acquisition
        • 4 Return on investment (ROI) or value measures
        • 5 Branding measures
        • 6 Lifetime value-based ROI measures
    • The online buying process
      • Differences in buyer behaviour in target markets
      • Differences between B2C and B2B buyer behaviour
        • Influences on purchase
    • Customer acquisition management
      • The characteristics of interactive marketing communications
        • 1 From push to pull
        • 2 From monologue to dialogue
        • 3 From one-to-many to one-to-some and one-to-one
        • 4 From one-to-many to many-to-many communications
        • 5 From ‘lean-back’ to ‘lean-forward’
        • 6 The medium changes the nature of standard marketing communications tools such as advertising
        • 7 Increase in communications intermediaries
        • 8 Integration remains important
      • Assessing marketing communications effectiveness
    • Digital marketing communications channels
      • 1 Search engine marketing (SEM)
      • 2 Digital PR
      • Assessing influence
      • 3 Social media marketing
      • 4 Online partnerships
      • 5 Digital advertising
      • 6 Email marketing
    • Offline marketing communications
      • Opt-in email
      • Case study 8.1: Smart Insights: Which marketing channels are most effective for B2B services?
      • Techniques for managing customer activity and value
      • Lifetime-value modelling
    • Excelling in e-commerce service quality
      • Improving online service quality
        • Tangibles
        • Reliability
        • Responsiveness
        • Assurance
        • Empathy
      • Sense, Respond, Adjust – delivering relevant delivering communications through monitoring customer behaviour
        • Recency, Frequency, Monetary value (RFM) analysis
    • Technology solutions for CRM
      • Types of CRM applications
      • Integration with back-office systems
      • The choice of single-vendor solutions or a more fragmented choice
      • Data quality
      • Case study 8.2: Tesco.com increases product range and uses triggered communications to support CRM
    • Summary
    • Exercises
    • References
    • Web links
• Part 3 Implementation
  • 9 Digital experience and service design
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
    • Frameworks defining effective digital experiences
      • Online service quality frameworks
        • Tangibles
        • Reliability and responsiveness
        • Assurance
        • Multichannel customer service preferences
        • Empathy
      • Conversion rate optimisation (CRO, merchandising and personalisation
        • Conversion rate optimisation (CRO)
        • A/B or AB testing
      • Website personalisation
      • Online retail merchandising
      • Customer experience frameworks
        • Benchmark evaluations of customer experiences
        • Net promoter score
    • Usability for desktop and mobile customer experiences
      • Evaluating designs
      • Persona and scenario analysis
        • Stages in use-case analysis
    • Mobile design requirements and techniques
      • Are mobile apps relevant for all businesses?
    • Information architecture
      • Card sorting
      • Blueprints
      • Wireframes
      • Customer orientation
        • Page design
        • Content design
    • Accessibility for e-commerce
      • Case study 9.1: Providing a better online user experience in a B2B market
    • Performance for e-commerce
      • The availability of the website
    • Payment systems for e-commerce
    • Security design for e-commerce
      • Securing e-commerce transactions
        • Principles of secure systems
      • Approaches to developing secure systems
        • Digital certificates
        • Digital signatures
        • The public-key infrastructure (PKI) and certificate authorities (CAs)
        • Virtual private networks
      • Current approaches to e-commerce security
        • Secure Sockets Layer protocol (SSL)
        • Certificate authorities (CAs)
    • Big Data, AI and machine learning for e-commerce
      • Artificial Intelligence for marketing
        • Big Data and data warehouses
      • IoT and M2M interactions
    • Virtual reality, augmented reality and the metaverse
    • Customer relationship management for e-commerce
      • Marketing applications of CRM
      • Benefits of CRM
        • Customer engagement strategy
      • Permission marketing
      • Case study 9.2: How Warby Parker disrupted the eyewear industry
    • Summary
    • Exercises
    • References
    • Web links
  • 10 Managing digital transformation
    • Learning outcomes
    • Management issues
    • Links to other chapters
    • Introduction
      • Definitions of digital transformation
      • Characteristics of digital transformation
      • Drivers of digital transformation
      • Impacts of digital transformation
      • Transformed areas
      • Why is digital business transformation not just about technology?
        • The applications portfolio – a precursor to digital business transformation
      • The scope of digital transformation
      • Case study 10.1: Using digital transformation to solve the problem of counterfeit drugs in Africa
    • Digital transformation strategy
      • Essential components of a digital transformation
      • Case study 10.2: Digital transformation in the NHS
      • The opportunities provided by Digital
        • Customer experience and service design
      • Business and organisational processes
        • Business models
    • The framework of digital transformation
      • The process of review
        • What the digital opportunity is
        • How sure the organisation is of the opportunity
        • The level of digital skills the leadership team possesses
        • The level of digital maturity the organisation believes it has
      • Case study 10.3: How Pfizer has evolved its digital maturity
      • The process of strategy
      • The process of resourcing and planning
        • The design of the transformation
        • A programme for change
      • The process of deployment
      • The process of living with, and evaluating digital transformation
    • Key issues in digital transformation
      • The six stages of digital transformation
      • Value stream mapping
      • Digital transformation excellence
      • What are the key challenges to overcome?
    • Growth hacking and strategic agility
      • Use of scrum, an agile methodology, in digital marketing
      • Scrum meetings
      • The growth hacking process
        • Stage 1: Product market fit
        • Stage 2: Growth hacking
      • Twenty traction channels to test
      • Data analysis
    • Adopting digital technologies
      • Data and analytics in digital transformation
        • How can data be used to transform a business?
      • Automated processes
        • Integrated digital technologies
    • Change management for digital transformation
      • Adaptive change
      • Transformational change
      • The in-between
    • Monitoring and governance of digital transformation
      • Digitising core legacy systems
      • The project management of digital transformation
      • Evaluating the success of digital transformation
      • Case study 10.4: Walmart’s digital transformation
    • Summary
    • Exercises
    • References
    • Web links
• Glossary
• Index
• Publisher’s acknowledgements

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