Unit 3

Online retailing
ESCM
Online Services
E-Governance

1
Whats New in Online Retail
Mobile commerce exploding
Social networks experiment with social commerce
Online retail still the fastest growing retail channel
Buying online a normal, mainstream experience
Selection of goods increases, includes luxury goods
Informational shopping for big-ticket items expands
Specialty retail sites show rapid growth
Integration of multiple retailing channels
Big Data used for predictive marketing

Slide 1-2
The Online Retail Sector
Most important theme in online
retailing is effort to integrate online
and offline operations
$17 trillion U.S. economy
U.S. retail market
Personal consumption of goods and services
accounts for $11.8 trillion (about 69%) of total
gross domestic product (GDP)

Slide 1-3
The Retail Industry
7 segments (clothing, durable goods,
etc.)
For each, uses of Internet may differ
Information vs. direct purchasing
Mail order/telephone order (MOTO)
sector most similar to online retail
sector
Sophisticated order entry, delivery,
inventory control systems

Slide 1-4
Composition of the U.S. Retail
Industry

Figure 11.1, Page 724 SOURCE: Based on data from U.S. Census
Slide 9-5 Bureau, 2012.
E-commerce Retail: The Vision
Reduced search and transaction costs;
customers able to find lowest prices
Lowered market entry costs, lower operating
costs, higher efficiency
Traditional physical store merchants forced out
of business
Some industries would be disintermediated
Few of these assumptions were correct
structure of retail marketplace has not
been revolutionized
Internet has created new venues for omni-
channel firms and supported
Slide 1-6 a few pure-
The Online Retail Sector Today
Smallest segment of retail industry (6%)
Growing at faster rate than offline segments
Revenues have resumed growth
Around 75% of Internet users bought online
in 2014
Primary beneficiaries:
Established offline retailers with online presence
(e.g., Staples)
First mover dot-com companies (e.g., Amazon)

Slide 1-7
The Online Retail Sector Today
(cont.)
Omni-channel integration
Integrating Web operations with traditional
physical store operations
Leverage value of physical store
Types of integration, e.g. online order, in-store pickup

Social commerce growth

Location-based marketing of local
goods and services
Rapidly growing mobile platform
Tablets the ultimate shopping machine

Slide 1-8
Analyzing the Viability of
Online Firms

Economic viability:
Ability of firms to survive as profitable
business firms during specified period
(i.e., 13 years)
Two business analysis approaches:
Strategic analysis
Focuses on both industry as a whole and
firm itself
Financial analysis
How firm is performing
Slide 1-9
Strategic Analysis Factors
Key industry strategic factors
Barriers to entry
Power of suppliers
Power of customers
Existence of substitute products
Industry value chain
Nature of intra-industry competition

Firm-specific factors
Firm value chain
Core competencies
Synergies
Technology
Social and legal challenges

Slide 1-10
Financial Analysis Factors
Statements of Operations
Revenues
Cost of sales
Gross margin
Operating expenses
Operating margin
Net margin
Pro forma earningsEBITDA

Balance sheet
Assets, current assets
Liabilities, current liabilities, long-term debt
Working capital

Slide 1-11
E-commerce in Action: Amazon.com

Vision:
Earths biggest selection, most customer-centric
Business model:
Retail, Third-Party Merchants, and Amazon Web Services
(merchant and developer services)
Financial analysis:
Continued explosive revenue growth, profitable
Strategic analysis/business strategy:
Maximize sales volume, lower costs and prices, acquisitions,
mobile shopping, new products and services, Amazon Fire phone
and TV
Strategic analysis/competition:
Online and offline general merchandisers, Web services

Slide 1-12
E-commerce in Action: Amazon.com
Strategic analysis/technology:
Largest, most sophisticated collection of online
retailing technologies available
Strategic analysis/social, legal:
Sales tax, patent lawsuits
Future prospects:
In 2014, Amazon registered more than $39 billion in
sales, compared to $31 billion in 2013
Increased selection and in-stock availability
Increased spending on new technology initiatives (Fire
phone), new warehouses, video library, original
programming, and new products/services

Slide 1-13
E-tailing Business Models
Virtual merchant
Amazon

Omni-channel (bricks-and-clicks)
Walmart, Macys

Catalog merchant
Lands End, L.L. Bean

Manufacturer-direct
Apple, Dell, Sony
Channel conflict
Move from supply-push model to demand-pull

Slide 1-14
Common Themes in Online Retailing
Online retail fastest growing channel in retail
commerce
Profits for startup ventures have been difficult to achieve
Disintermediation has not occurred
Established merchants need to create integrated
shopping experience to succeed online
Growth of online specialty merchants ( e.g., Blue
Nile)
Extraordinary growth of social, local, and mobile
e-commerce
Increasing use of Big Data analytics by retailers

Slide 1-15
The Service Sector: Offline and Online

Service sector:
Largest and most rapidly expanding part
of economies of advanced industrial
nations
Concerned with performing tasks in and
around households, business firms, and
institutions
Includes doctors, lawyers, accountants,
business consultants, and so on
Employs 4 out of 5 U.S. workers
80% of U.S. GDPSlide 1-16
Service Industries
Major service industry groups:
Finance
Insurance
Real estate
Travel
Professional serviceslegal, accounting
Business servicesconsulting, advertising,
marketing, and so on
Health services
Educational services

Slide 1-17
Service Industries
Two categories
Transaction brokers
Hands-on service providers
Features:
Knowledge- and information-intense
Makes them uniquely suited to e-commerce
applications
Personalization and customization
Level differs depending on type of service

Slide 1-18
Online Financial Services
E-commerce has transformed banking
and financial services
Major institutions deploy online services
Online financial consumer behavior
Most online consumers use financial services sites
Check balances
Pay bills
Experienced users move on to more complex
financial services
Number of people using mobile devices for
financial services is surging

Slide 1-19
Online Banking and Brokerage
Online banking pioneered by
NetBank and Wingspan; no longer in
existence
Established brand-name national
banks have taken substantial lead in
market share
Over half of U.S. adults use online
banking
Early innovators in online brokerage
(E*Trade) have been displaced by
Slide 1-20
Multi-channel vs.
Pure Online Financial Service Firms

Online consumers prefer multi-

channel firms with physical presence
Multi-channel firms
Growing faster than pure online firms
Lower online customer acquisition costs
Pure online firms
Cannot provide all services that require face-
to-face interaction

Slide 1-21
Financial Portals and
Account Aggregators

Financial portals
Comparison shopping services, independent financial
advice, financial planning
Revenues from advertising, referrals, subscriptions
Example: Yahoo! Finance, Quicken.com, MSN Money
Account aggregation
Pulls together all of a customers financial data at a
personalized Web site
Privacy concerns: control of personal data, security, and
so on
Example: Yodlee

Slide 1-22
Online Mortgage and
Lending Services
Early entrants hoped to simplify and speed
up mortgage value chain
Three kinds of online mortgage vendor
today
Established online banks, brokerages, and lending organizations
Traditional mortgage vendors
Pure online mortgage firms

Online mortgage industry has not

transformed process of obtaining mortgage
Complexity of process

Slide 1-23
Online Insurance Services
Online term life insurance
One of few online insurance with lowered search
costs, increased price comparison, lower prices
Commodity
Most insurance not purchased online
Online industry geared more toward
Product information, search
Price discovery
Online quotes
Influencing the offline purchasing decision

Slide 1-24
Online Real Estate Services
Early vision: Disintermediation of a
complex industry
However, major impact is influence of
purchases offline
Impossible to complete property transaction
online
Main services are online property listings, loan
calculators, research and reference material,
with mobile apps increasing
Despite revolution in available information,
there has not been a revolution in the
industry value chain
Slide 1-25
Online Travel Services
One of the most successful B2C e-
commerce segments
More travel is booked online than offline
Online travel services revenues in 2014: Over $145
billion
For consumers: More convenient than
traditional travel agents
For suppliers: A singular, focused customer
pool that can be efficiently reached
through onsite advertising

Slide 1-26
Online Travel Services (cont.)

Travel an ideal service/product for

Internet
Information-intensive product
Electronic producttravel arrangements can
be accomplished for the most part online
Does not require inventory
Does not require physical offices with multiple
employees
Suppliers are always looking for customers to
fill excess capacity
Does not require an expensive multi-channel
presence Slide 1-27
The Online Travel Market
Four major sectors:
Airline tickets
Greatest source of revenue
Hotel reservations
Car rentals
Travel packages
Corporate online-booking solutions
(COBS)
Slide 1-28
Online Travel Industry Dynamics
Intense competition among online providers
Price competition difficult
Industry consolidation
Industry impacted by meta-search engines
Commoditize online travel
Mobile applications are also transforming
industry
Social media content, reviews have an
increasing influence on travel purchases

Slide 1-29
Online Career Services
Two main players: CareerBuilder, Monster
Five traditional recruitment tools:
Classified and print ads, career expos, on-campus
recruitment, staffing firms, internal referral programs
Online recruiting
More efficient, cost-effective, reduces total time-to-hire
Enables job hunters to more easily distribute resumes
while conducting job searches
Ideally suited for Web due to information-intense nature
of process

Slide 1-30
Its Just Information:
The Ideal Web Business?
Recruitment ideally suited for the
Web
Information-intense process
Initial match-up doesnt require much
personalization
Saves time and money for both job
hunters and employers
One of most important functions:
Ability to establish market prices and terms
(online national marketplace)
Slide 1-31
Online Recruitment Industry Trends

Consolidation
Diversification: Niche employment sites
Localization:
Local vs. national, Craigslist
Job search engines/aggregators:
Scraping listings
Social networking:
LinkedIn; Facebook apps
Mobile Web sites and apps
Slide 1-32
Sharing Economy Companies
Platforms for users to share/lease
assets and resources
Bikes, cars, homes, rooms with beds, etc.
Fees collected from sellers and buyers
Use of online reputation systems,
peer review
Successful firms are disrupters,
lowering cost of services
Uber
Airbnb
Slide 1-33
 E-tailing: Why Its Important

To attract customers and win market

share, retailers develop new strategies
to outdo their competitors.

Understanding how the retail business

has
evolved since the 1800s will help you
understand how retailing and e-
commerce became what they are
today.
Section 3-1 34
34
 Retailing Before
E-Commerce
First and foremost, retailers
establishments that
retailers want sell goods and
your business. services to the
general public
The retailing process
is the final step in the
distribution of
products.

Section 3-1 35
35
 Retailing Before
E-Commerce
Wholesalers wholesalers
businesses that sell
supply retailers products to
with products. distributors or
retailers and not
usually to the end-
user or consumer

Section 3-1 36
36
 The History of Retailing
Retailing Timeline
direct-to-
consumers bought
consumer mail-
directly from big-box retailers
order
craftsmen, and category
farmers, and local Main Street killers
manufacturers shopping

the first genera

strip shoppin
retailer l
malls g malls
s stores

1700s 1800s 1850s 1920s 1950s 1970s 1980s

37
Section 3-1 37
 The History of Retailing

The most modern e-tailing the buying

and selling of retail
innovation in goods on the Internet
retailing is e-tailing.

E-tailing enables
consumers to choose
from an almost infinite
variety of products and
purchase them without
leaving their own
homes.
Section 3-1 38
38
 The History of Retailing

In the 1980s, big-box retailers such as

Kmart, Target, and Wal-Mart brought
about a revolution in retailing.

Big box retailers have special
distribution systems that keep
operating costs and prices low.

Section 3-1 39
39
 The History of Retailing

In the 1980s, category killers became

common. These large stores specialize in
a particular type of product, such as toys,
hardware, books, or sporting goods.

They are called category killers because,
by offering the lowest prices available,
they are able to kill their competition.

Section 3-1 40
40
 Retailing Today
Major Categories of Retailers

specialty department discount

stores stores stores

services non-store
retailers retailers

41
Section 3-1 41
 Retailing Today

Specialty stores, such as Toys R Us,

Borders, Ace Hardware, and REI, are
stores that specialize in specific kinds
of products or product lines and offer
a wide assortment
within their given categories.

Section 3-1 42
42
 Retailing Today

Sears, Foleys, Macys, and J.C.

Penney fall into the category of
department stores.

These stores offer a variety of
products and choices within each
product line and a floor plan that
provides specialized departments.
Section 3-1 43
43
 Retailing Today

Discount stores such as Wal-Mart

offer very
low prices.

Some consumers prefer not to shop
at discount stores because they often
drive many small, local stores out of
business, putting people out of work.
Section 3-1 44
44
 Retailing Today

Services retailers play services retailers

an important role in our businesses that
economy by providing provide services
specialized skills and
expertise most consumers
lack and need.

Banks, dental offices,

and pet groomers are
examples of services
retailers.
Section 3-1 45
45
 Retailing Today

Non-store retailers non-store retailers

businesses that use
are able to lower costs
means other than
by selling directly to traditional storefronts
consumers without the to sell their products,
such as infomercials,
cost of maintaining a catalogs, door-to-
storefront. door solicitation,
E-tailing is a form of trade shows, and
vending machines
non-store retailing.

Section 3-1 46
46
 The Nature of E-Tailing

Setting up and maintaining an online

business comes with a set of unique
challenges.

To be a successful e-tailer, you have
to create an engaging e-tail
experience and ensure the security
of information.
Section 3-2 47
47
 Product Merchandising

Online hyperlink also

called a hypertext
merchandisers use link, or simply a link;
hyperlinks as connects the current
Internet document
merchandising cues with another location
to present their in the same
document, another
products and document on the
motivate same Web site, or
another document
consumers. somewhere else on
the Web; a blue,
Section 3-2
underlined font 48
48
identifies hypertext
 Product Merchandising
Hyperlinks
Takes the user to an item associated
cross-sell
with the item the user is currently
hyperlink viewing.

Refers the user to a similar but more

upsell hyperlink upscale and expensive item.

Takes the user to a product that might

recommendation
interest the user based on products the
hyperlink user has purchased before.

promotion Refers the user to a hot product or

hyperlink sales item the site is currently offering.
49
Section 3-2 49
 Product Merchandising

A company can offer photos, color

change interfaces, and video clips to
enhance the presentation of its
products on its Web site.

When customers are able to see
more details of a product, they are
more likely to buy.
Section 3-2 50
50
 Setting Up an Online
Purchasing Process
Before you can sell goods to customers,
you must either have them available in
stock or have the ability to get them from a
manufacturer quickly once youve received
orders.

The Web allows new forms of online
collaboration between retailers and their
suppliers.
Section 3-2 51
51
 Payment Options
Online Payment Options

Electronic
credit cards debit cards Funds Transfer
(EFT)

smart cards
$ eWallets

e-cash e-checks

52
Section 3-2 52
 Payment Options

Consumers use credit cards to pay

for approximately 95 percent of all
purchases on the Internet.

When customers use debit cards for
their online purchases, they are
authorizing the withdrawal of money
from their bank accounts.
Section 3-2 53
53
 Payment Options

When you purchase a Electronic Funds

product online using Transfer (EFT)
provides electronic
Electronic Funds payments and
Transfer (EFT), you collections for online
can pay for it by having sales
money transferred from
your checking account
to the checking account
of the seller.

Section 3-2 54
54
 Payment Options

A smart card can be smart card credit

card with an
used to make embedded microchip,
financial transactions which is loaded with
data that can be
over the Internet. programmed for
various applications
More than a billion
smart cards are
currently in use, mostly
in Europe.
Section 3-2 55
55
 Payment Options

Much like a smart eWallet a software

application that stores
card, an eWallet can a customer's data for
be used to make easy retrieval during
online purchases
online purchases.
The eWallet utility
encrypts your personal
information.

Section 3-2 56
56
 Payment Options

E-cash provides rapid, e-cash a legal form

of computer-based
secure, and reliable currency that allows
real-time payment for the purchase of
processing worldwide. items by credit card,
check, or money order

One of the global

leaders in online e-cash
payments is PayPal.

Section 3-2 57
57
 Payment Options
E-checks, or electronic checks, provide
a handy way to get payment from
customers who do not own or use
credit cards.

Section 3-2 58
58
 Order Fulfillment and
Customer Service
Part of your customers e-tail
experience consists of receiving the
goods they ordered quickly and
efficiently.

You need to consider how to
warehouse your products and what
methods to use to deliver them.
Section 3-2 59
59
 Security Issues and
Concerns
One issue that may keep customers
from making purchases on your Web
site is security.

It is important to protect customers
personal information and have proof
that you are a legitimate business.

Section 3-2 60
60
 Security Issues and
Concerns
Secure Sockets Secure Sockets
Layer (SSL) helps
Layer (SSL) encrypt and protect
encrypts customers the information that
customers enter into
personal Web pages when
information, keeping making a purchase;
this protocol is built
it safe from hackers. into most browsers
and is supported by
most Web servers

Section 3-2 61
61
 Security Issues and
Concerns
To help your customers digital certificate
feel confident that you run a computer file used to
reputable business, verify to customers
that a company is
purchase a digital
what it claims to be
certificate.

Digital certificates are

issued by a trusted third
party.
Section 3-2 62
62
 Advantages and
Disadvantages of E-Tailing
Advantages
A great Web site can attract new customers,
Customers can shop 24/7.

Disadvantages
Customers concerned about security may
be reluctant to release personal information.
Customers are not able to examine
merchandise.
Section 3-2 63
63
 E-Supply Chains
Definitions and Concepts
supply chain
The flow of materials, information,
money, and services from raw material
suppliers through factories and
warehouses to the end customers
e-supply chain
A supply chain that is managed
electronically, usually with Web
technologies
7-64
E-Supply Chains

7-65
 E-Supply Chains
Supply Chain Parts
Upstream supply chain
procurement
The process made up of a range of activities
by which an organization obtains or gains
access to the resources (materials, skills,
capabilities, facilities) they require to
undertake their core business activities
Internal supply chain
Downstream supply chain

7-66
 E-Supply Chains
supply chain management (SCM)
A complex process that requires the
coordination of many activities so that the
shipment of goods and services from
supplier right through to customer is done
efficiently and effectively for all parties
concerned. SCM aims to minimize
inventory levels, optimize production and
increase throughput, decrease
manufacturing time, optimize logistics and
distribution, streamline order fulfillment,
and overall reduce the costs associated
with these activities
7-67
 E-Supply Chains
e-supply chain management (e-SCM)
The collaborative use of technology to
improve the operations of supply chain
activities as well as the management of
supply chains
The success of an e-supply chain depends
on:
The ability of all supply chain partners to view
partner collaboration as a strategic asset
A well-defined supply chain strategy
Information visibility along the entire supply
chain
Speed, cost, quality, and customer service
Integrating the supply chain more tightly 7-68
 E-Supply Chains
Activities and infrastructure of E-SCM
Supply chain replenishment
E-procurement
Supply chain monitoring and control using RFID
Inventory management using wireless devices
Collaborative planning
Collaborative design and product development
E-logistics
Use of B2B exchanges and supply webs

7-69
 E-Supply Chains
e-procurement
The use of Web-based technology to support the
key procurement processes, including
requisitioning, sourcing, contracting, ordering,
and payment. E-procurement supports the
purchase of both direct and indirect materials and
employs several Web-based functions such as
online catalogs, contracts, purchase orders, and
shipping notices
collaborative planning
A business practice that combines the business
knowledge and forecasts of multiple players
along a supply chain to improve the planning and
fulfillment of customer demand

7-70
 E-Supply Chains
Infrastructure for e-SCM
Electronic Data Interchange (EDI)
Extranets
Intranets
Corporate portals
Workflow systems and tools
Groupware and other collaborative tools

7-71
 E-Supply Chains
Determining the Right Supply Chain
Strategy
Functional products are staple products that
have stable and predictable demand and call
for a simple, efficient, low-cost supply chain
Innovative products tend to have higher profit
margins, volatile demand, and short product
life cycles. These products require a supply
chain that emphasizes speed, responsiveness,
and flexibility rather than low costs

7-72
 Supply Chain
Problems and Solutions
Typical Problems along the Supply
Chain
With increasing globalization and offshoring,
supply chains can be very long and involve
many internal and external partners located in
different places
A lack of logistics infrastructure might prevent
the right goods from reaching their
destinations on time
Quality problems with materials and parts also
can contribute to deficiencies in the supply
chain
bullwhip effect 7-73
 Supply Chain
Problems and Solutions
The Need for Information
Sharing along the Supply Chain
EC Solutions along the Supply
Chain
Order taking
Order fulfillment
Electronic payments
Managing risk
Inventories can be minimized
Collaborative commerce
7-74
 Key Enabling Supply Chain
Technologies: RFID and Rubee

radio frequency identification

(RFID)
Tags that can be attached to or
embedded in objects, animals, or
humans and use radio waves to
communicate with a reader for the
purpose of uniquely identifying the
object or transmitting data and/or
storing information about the object
7-75
 Key Enabling Supply Chain
Technologies: RFID and Rubee

7-76
 Key Enabling Supply Chain
Technologies: RFID and Rubee

7-77
 Key Enabling Supply Chain
Technologies: RFID and Rubee

7-78
 Key Enabling Supply Chain
Technologies: RFID and Rubee

LIMITATIONS OF RFID
For small companies, the cost of the system
may be too high
The restriction of the environments in which
RFID tags are easily read
Different levels of read accuracy at different
points along the supply chain
Concerns over customer privacy
Agreeing on universal standards
Connecting the RFIDs with existing IT systems

7-79
 Key Enabling Supply Chain
Technologies: RFID and Rubee

RuBee
Bidirectional, on-demand, peer-to-
peer radiating transceiver protocol
under development by the Institute
of Electrical and Electronics
Engineers

7-80
 Key Enabling Supply Chain
Technologies: RFID and Rubee

7-81
 Collaborative Commerce
collaborative commerce (c-commerce)
The use of digital technologies that enable
companies to collaboratively plan, design,
develop, manage, and research products,
services, and innovative EC applications
collaboration hub
The central point of control for an e-
market. A single c-hub, representing one
e-market owner, can host multiple
collaboration spaces (c-spaces) in which
trading partners use
c-enablers to exchange data with the c-
hub
7-82
Collaborative Commerce

7-83
Collaborative Commerce

7-84
 Collaborative Commerce
grid computing
A form of distributed computing that involves
coordinating and sharing computing, application,
data, storage, or network resources across
dynamic and geographically dispersed
organizations
service-oriented architecture (SOA)
An architectural concept that defines the use of
services to support a variety of business needs. In
SOA, existing IT assets (called services) are
reused and reconnected rather than the more
time consuming and costly reinvention of new
systems
7-85
Collaborative Commerce
Representative Examples of
E-Collaboration
vendor-managed inventory (VMI)
The practice of retailers making suppliers
responsible for determining when to order
and how much to order
Information sharing between retailers and
suppliers
Retailersupplier collaboration
Lower transportation and inventory costs and
reduced stockouts
Reduction of design cycle time
Reduction of product development time
7-86
Collaborative Commerce

7-87
 Collaborative Commerce
Barriers to C-Commerce
Most organizations have achieved only
moderate levels of collaboration
because of:
A lack of internal integration, standards, and
networks
Security and privacy concerns, and distrust
over who has access to and control of
information stored in a partners database
Internal resistance to information sharing
and to new approaches
A lack of internal skills to conduct c-
commerce 7-88
 Collaborative Planning, CPFR,
and Collaborative Design

collaborative planning,
forecasting, and replenishment
(CPFR)
Project in which suppliers and
retailers collaborate in their planning
and demand forecasting to optimize
flow of materials along the supply
chain

7-89
Collaborative Planning, CPFR,
and Collaborative Design

7-90
Collaborative Planning, CPFR,
and Collaborative Design

7-91
 Collaborative Planning, CPFR,
and Collaborative Design

advanced planning and

scheduling (APS) systems
Programs that use algorithms to
identify optimal solutions to complex
planning problems that are bound by
constraints

7-92
Collaborative Planning, CPFR,
and Collaborative Design

7-93
 Collaborative Planning, CPFR,
and Collaborative Design

product lifecycle management

(PLM)
Business strategy that enables
manufacturers to control and share
product-related data as part of
product design and development
efforts

7-94
Supply Chain Integration
How Information Systems Are
Integrated
Internal integration includes connecting
applications with databases and with each
other and connecting customer-facing
applications (front end) with order fulfillment
and the functional information systems (back
end)
Integration with business partners connects an
organizations systems with those of its
external business partners

7-95
Supply Chain Integration
Web Services
An architecture enabling assembly of
distributed applications from
software services and tying them
together
Integration along the Extended
Supply Chain
Information integration along the
extended supply chainall the way from
raw material to the customers door
7-96
 Corporate (Enterprise)
Portals
corporate (enterprise) portal
A gateway for entering a corporate
Web site, enabling communication,
collaboration, and access to
company information

7-97
 Corporate (Enterprise)
Portals
Types of Corporate Portals
Types of generic portals
Portals for suppliers and other partners
Customer portals
Employee portals
Executive and supervisor portal
mobile portals
Portals accessible via mobile devices,
especially cell phones and PDAs

7-98
Corporate (Enterprise)
Portals
The Functionalities of Portals
information portals
Portals that store data and enable users to
navigate and query these data
collaborative portals
Portals that allow collaboration

7-99
Corporate (Enterprise)
Portals

7-100
 Corporate (Enterprise)
Portals
Justifying Portals
Portals offer benefits that are difficult
to quantify
Developing Portals
Many vendors offer tools for building
corporate portals as well as hosting
services

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 Collaboration-Enabling Tools:
From Workflow to Groupware
Workflow Technologies and Applications
workflow
The movement of information as it flows
through the sequence of steps that make up
an organizations work procedures
workflow systems
Business process automation tools that place
system controls in the hands of user
departments to automate information
processing tasks
workflow management
The automation of workflows, so that
documents, information, and tasks are passed
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 Collaboration-Enabling Tools:
From Workflow to Groupware
Types of Workflow Applications
Collaborative workflow
Production workflow
Administrative workflow
The benefits of workflow management systems
include:
Cycle time reduction
Productivity gains
Improved process control
Improved quality of services
Lower staff training costs
Lower management costs
Improved user satisfaction
More effective collaboration and knowledge sharing

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groupware
Software products that use networks
to support collaboration among
groups of people who share a
common task or goal
Synchronous versus Asynchronous
Products

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From Workflow to Groupware

Electronic Meeting Systems

virtual meetings
Online meetings whose members are in
different locations, even in different
countries
group decision support system
(GDSS)
An interactive computer-based system
that facilitates the solution of
semistructured and unstructured
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 Collaboration-Enabling Tools:
From Workflow to Groupware

Electronic Teleconferencing
teleconferencing
The use of electronic communication
that allows two or more people at
different locations to have a
simultaneous conference

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 Collaboration-Enabling Tools:
From Workflow to Groupware
video teleconference
Virtual meeting in which participants in
one location can see participants at other
locations on a large screen or a desktop
computer
data conferencing
Virtual meeting in which geographically-
dispersed groups work on documents
together and exchange computer files
during videoconferences
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From Workflow to Groupware
Voice-over-IP (VoIP)
Communication systems that transmit
voice calls over Internet Protocolbased
networks
Interactive whiteboards
screen-sharing software
Software that enables group members,
even in different locations, to work on the
same document, which is shown on the PC
screen of each participant
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From Workflow to Groupware

Instant video
Integration and groupware suites
Lotus Notes/Domino
Microsoft NetMeeting
Novell GroupWise

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