Showing papers on "Value proposition published in 2009"

Open R&D and open innovation: exploring the phenomenon

Abstract: There is currently a broad awareness of open innovation and its relevance to corporate R&D. The implications and trends that underpin open innovation are actively discussed in terms of strategic, organizational, behavioral, knowledge, legal and business perspectives and its economic implications. This special issue aims to advance the R&D, innovation, and technology management perspective by building on past and present studies in the field and providing future directions. Recent research, including the papers in this special issue, demonstrates an increasing range of situations where the concept is regarded as applicable. Most research to date has followed the outside-in process of open innovation, while the inside-out process remains less explored. A third coupled process of open innovation is also attracting significant research attention. These different processes show why it is necessary to have a full understanding of how and where open innovation can add value in knowledge-intensive processes. There may be a need for a creative interpretation and adaptation of the value propositions, or business models, in each situation. In other words, there are important implications for new and emerging methods of R&D management.

Building information modelling demystified: does it make business sense to adopt BIM?

Abstract: Purpose – The purpose of this paper is to inform project management practice on the business benefits of building information modelling (BIM) adoption.Design/methodology/approach – BIM needs to compete against well‐ingrained methods to deliver projects in a fragmented and rather traditional industry. This paper investigates 47 value propositions for the adoption of BIM under a multiple case study investigation carried out in Australia and Hong Kong. The selected case study projects included a range of public (1) and private (4) sector building developments of small and large‐scale. Findings are coded, interpreted and synthesised in order to identify the challenges and business drivers, and the paper focuses mainly on challenges and benefits for architectural and engineering consultants, contractors and steel fabricators. As a condition for the selection criteria all case studies had to be collaborating by sharing BIM data between two or more consultants/stakeholders. As practices cannot afford to ignore B...

Business Process Modeling: Current Issues and Future Challenges

Abstract: Business process modeling has undoubtedly emerged as a popular and relevant practice in Information Systems. Despite being an actively researched field, anecdotal evidence and experiences suggest that the focus of the research community is not always well aligned with the needs of industry. The main aim of this paper is, accordingly, to explore the current issues and the future challenges in business process modeling, as perceived by three key stakeholder groups (academics, practitioners, and tool vendors). We present the results of a global Delphi study with these three groups of stakeholders, and discuss the findings and their implications for research and practice. Our findings suggest that the critical areas of concern are standardization of modeling approaches, identification of the value proposition of business process modeling, and model-driven process execution. These areas are also expected to persist as business process modeling roadblocks in the future.

RFID and Operations Management: Technology, Value, and Incentives

Abstract: As RFID technology matures and organizations seek to deploy it in their business operations, a basic objective in the endeavor is that of extracting business value from the technology. This paper examines three dimensions of the value proposition of RFID and attempts to identify areas for further investigation. The first dimension consists of the generic architecture of RFID implementations and the drivers of value that can result from its components. The second consists of measurement issues associated with quantification of value. Since the complete benefits of RFID will only result when multiple independent organizations deploy the technology and coordinate the resulting information flows, the third dimension addresses incentives for achieving that diffusion. The collection of issues identified through this exercise offers an initial roadmap to view ongoing research and recognize additional problems for further investigation.

A competitive framework for industrial product-service systems

Abstract: In present economic development, the investment manufacturing companies are transforming to integrated product and service based companies for better value proposition, revenue generation opportunities and sustainable customer value. The context of this review is limited to business-to-business market and investment goods based industries. The present paper gives an understanding of the fundamentals of industrial product-service system (IPS²) thorough literature review. A new representation for the competitive IPS² in terms of 3-D space for successful business is presented. Various drivers for the IPS² are identified along with the desired results of any IPS². A new comprehensive framework has been explained for a competitive IPS² with sustainable customer value as the outcome. A need for future research and challenges posed by IPS² are pointed out from the research findings.

From goods to service branding An integrative perspective

Abstract: With a growing recognition of the importance of a service orientation to marketing, the emphasis shifts to understanding the nature of value propositions and how this leads to the creation of custo...

Corporate social responsibility: Impacts on strategic marketing and customer value

Abstract: Corporate social responsibility (CSR) has impacted on the policies and behaviours of companies throughout the world. However, relatively little attention has been devoted to the link between CSR and strategic marketing. The impact of CSR initiatives on customer and other stakeholder relationships is key to performance improvement. It is also important to recognise that CSR initiatives may achieve undesirable effects and that barriers exist to their effective implementation. We provide a framework examining the degree and type of corporate response to CSR imperatives and the moderating effects of employee/manager perceptions, other stakeholder perceptions, and the company's social credibility. We examine the impact of CSR on customer value, and importantly the need for a resonating value proposition that underlines how a supplier's CSR adds value for the customer. We conclude with a new management agenda for marketing strategy that examines CSR opportunities and risks.

Creating & delivering your value proposition : managing customer experience for profit

Abstract: Chapter - 00: Introduction Chapter - 01: What do you really think about customers? Chapter - 02: What is a value proposition? Chapter - 03: The value-focused approach Chapter - 04: Creating your value proposition Chapter - 05: Value Proposition Builder: Market Chapter - 06: Value Proposition Builder: The value experience Chapter - 07: Value Proposition Builder: Offerings Chapter - 08: Value Proposition Builder: Benefits Chapter - 09: Value Proposition Builder: Alternatives and differentiation Chapter - 10: Value Proposition Builder: Proof Chapter - 11: Value proposition template and value proposition statement Chapter - 12: Message development Chapter - 13: Implementation Chapter - 14: Starting and sustaining Chapter - 15: The value-focused enterprise

Managing Customer Value: One Stage At A Time

Abstract: The Fundamentals of Micro-Marketing Decomposing Metrics Customer Lifecycle Stages Customers as Gamblers Allocating Marketing Budgets Strategies and Tactics Organizing for Marketing Cases.

Designing for reintermediation in the brick-and-mortar world: Towards the travel agency of the future

Abstract: The Internet and electronic marketplaces have profoundly transformed the travel services industry and challenged the traditional value proposition of travel agencies: What is the reason for their existence if information is abundantly available and transactions can be flexibly conducted in direct buyer-seller interactions on the Internet? Traditional travel agencies are struggling to develop new value propositions which differentiate them against the Internet competition, largely based on expanding their reach through online subsidiaries. We present a reintermediation approach based on a novel way of IT-enabled travel advisory which integrates the advantages of interactive technologies and Internet channels with the advantages of direct customer interaction in the physical agency setting. In particular, we propose a reintermediation framework based on the integration of kernel theories from information seeking behavior, interactive value creation, relationship marketing and the design of hedonic information systems. We argue that physically collocated travel advisory services can create a significant added value, if they succeed in uncovering customers’ hidden needs, heightening trust and relationship building in the advisory process and creating a better user experience. Following the design science methodology we validate the proposed framework through the design, implementation and evaluation of a proof-of-concept prototype in a field experiment in a real-world travel agency.

Beyond e-business models: the road to virtual worlds

Abstract: Virtual Worlds (or, VWs) are an intriguing field of research. In particular, VWs appear to create new opportunities for integrating the business of the firm with Information Technology (or, IT). This article is a first attempt to address the topic of how owning and maintaining a VW can impact on the business models of firms and on the literature on business models, and VWs are examined in order to understand the relationship between them. A qualitative methodology is proposed to sketch a radar map framework, which is able to identify value drivers and the subsequent impact on elements of value proposition. Although they need to be tested and verified, the findings provided in this work might offer support for firms looking to VWs as a new way to implement a winning business model. Finally, suggestions for empowering future research are proposed and examined.

A Design Theory Approach to Building Strategic Network-Based Customer Service Systems ∗

Abstract: Customer service is a key component of a firm’s value proposition and a fundamental driver of differentiation and competitive advantage in nearly every industry. Moreover, the relentless coevolution of service opportunities with novel and more powerful information technologies has made this area exciting for academic researchers who can contribute to shaping the design and management of future customer service systems. We engage in interdisciplinary research—across information systems, marketing, and computer science—in order to contribute to the service design and service management literature. Grounded in the design-science perspective, our study leverages marketing theory on the service-dominant logic and recent findings pertaining to the evolution of customer service systems. Our theorizing culminates with the articulation of four design principles. These design principles underlie the emerging class of customer service systems that, we believe, will enable firms to better compete in an environment characterized by an increase in customer centricity and in customers’ ability to selfserve and dynamically assemble the components of solutions that fit their needs. In this environment, customers retain control over their transactional data, as well as the timing and mode of their interactions with firms, as they increasingly gravitate toward integrated complete customer solutions rather than single products or services. Guided by these design principles, we iterated through, and evaluated, two instantiations of the class of systems we propose, before outlining implications and directions for further cross-disciplinary scholarly research.

Biotechnology business models: An Indian perspective

Abstract: A typical business model consists of three components – value proposition, value-chain structure and revenue generation. These components are used to give a general description of a business. The biotechnology industry is not really characterised by specific business models and neither is there one single model for success. The sector is not only characterised by an enormous diversity, but is also driven by innovations, which makes the prediction of future development rather difficult. The enormous flexibility of biotechnology companies is a strength that has helped them survive in times of economic difficulties. In years of crisis, companies have managed to reorient themselves, change their business plans or even switch markets. Several Indian firms have focused their businesses on the development, manufacturing and marketing of biopharmaceuticals and providing services. The Indian companies appear well positioned to leverage their cost-effective manufacturing capabilities to corner some of the market share and compete on a global scale. This paper discusses the various business models and strategies adopted by the biotechnology companies that directed the growth of the biotechnology industry in the country based on the techno-economic dynamics and the key challenges faced by these firms.

Dubai's brand assessment success and failure in brand management – Part 1

Abstract: The purpose of this article is to analyze Dubai's branding management at a macro level. This article aims to brand Dubai as a destination with certain demographic groups. Dubai decision makers establish the city in the upper echelon of international markets including tourism, real estate, business hospitality and learning centers. This study reveals that instead of replicating what other competitive destinations have already achieved, Dubai offers innovative products and services to investors and tourists alike: the indoor ‘skiing in the desert’ facility, the luxury ‘seven star’ hotel on the Dubai coastline, the world's largest man-made island and the world's tallest building are only a few examples of what the city has to offer. Dubai has pursued a well-defined and unique brand identity through a clear strategy including unique value proposition, attraction and brand promise. Developing Dubai's brand image is a key factor in distinguishing it in the highly competitive global environment. Dubai's strategic branding approach provides a rare case that demonstrates the importance of the brand identity and equity on the global stage. Dubai earned itself a track record for making every project a success, regardless of its ambitious conception. Dubai's 13 per cent GDP growth every year since 2000, which is higher than the GDPs of both India and China, proves the realization of the city's successful branding process. This market analysis sheds light on Dubai's competency: brand development that has led to its admired position in the world.

Market-Driven Management, Market Space and Value Proposition

Abstract: In over-supplied markets, companies that have developed market-driven management policies have proved to be able to sustain their proposals, to achieve remunerative income flows and to generate financial resources. A market-driven company is aware of the fact that the opportunities embodied by globalisation are not limited to a mere advantage in terms of reduced costs, but generate conditions for a competitive approach to the market. By revisiting the concept of ‘space’, market-driven businesses focus their commitment on understanding the customer’s assessment; they therefore define their own supply so that they can propose performance that is superior to that guaranteed by competitors. In this context, which determines a clear value proposition, companies have realised that by developing market-space management they can not only modify relations with customers, but even foster the development of collaboration agreements with partners (strategic alliances).

PRACTICE NOTE Building information modelling demystified: does it make business sense to adopt BIM?

Abstract: Purpose – The purpose of this paper is to inform project management practice on the business benefits of building information modelling (BIM) adoption. Design/methodology/approach – BIM needs to compete against well-ingrained methods to deliver projects in a fragmented and rather traditional industry. This paper investigates 47 value propositions for the adoption of BIM under a multiple case study investigation carried out in Australia and Hong Kong. The selected case study projects included a range of public (1) and private (4) sector building developments of small and large-scale. Findings are coded, interpreted and synthesised in order to identify the challenges and business drivers, and the paper focuses mainly on challenges and benefits for architectural and engineering consultants, contractors and steel fabricators. As a condition for the selection criteria all case studies had to be collaborating by sharing BIM data between two or more consultants/stakeholders. As practices cannot afford to ignore BIM, this paper aims to identify those immediate business drivers as to provoke debate amongst the professional and academic community. Findings – Shared understanding on business drivers to adopt BIM for managing the design and construction process of building projects raging from small commercial to high-rise. Originality/value – The originality of the research reported in this paper is that it breaks from a proliferating series of articles on BIM as industry “aspiration” and as a “marketing” statement. The elicited drivers for BIM underwent industry, academic and peer validation.

Model-Based Decision Support for the Customer-Specific Configuration of Value Bundles

Abstract: Customers in B2B as well as B2C markets increasingly demand integrated problem solutions from their suppliers, comprising both physical artefacts (products) and services. Applying a mixed bundling strategy to offer such value bundles to customers foremost requires a sound configuration and economic calculation of value propositions, based on previously defined modules of products and services. In this paper, a modelling language is introduced to describe the function and structure of such modules, as well as to calculate the economic consequences of value propositions on a customer-individual level. The proposed modelling language has been embedded into a software tool to evaluate its utility regarding the customization and offering of integrated value bundles to customers.

Innovating business models and attracting different intellectual capabilities

Abstract: Purpose – When practicing innovation, attracting different intellectual capabilities (ICAs) is extremely important. The reasoning is that innovation necessitates different ICA that can think differently together. Continuous pressure on finding, attracting and applying “the right intellectual capability” related to the task is interesting. This article aims to examine how to attract and apply ICA to innovate network‐level business models in three case studies.Design/methodology/approach – The approach is action based qualitative research where three cases construct the empirical background of a cross‐disciplinary approach.Findings – In order to attract different ICA the innovation leader needs to have an “outside in” approach as opposed to an “inside out”. The findings show that there is a potential to develop a unique intellectual capital – difficult to copy and compete – when companies understand the innovation projects value proposition, and align it to the value proposition of the ICA needed in each sp...

Beating Low Cost Competition: How Premium Brands can respond to Cut-Price Rivals

Abstract: Contents Preface Acknowledgments 1 The Growing Challenge from Low Cost Competitors The Challenge is Real and It is Here to Stay Retailing Airlines Banking Fast-moving consumer goods Consumer electronics Business-to-business products and services In Many Industries the Major Threat is Coming from Asia Many Customers Prefer Good Enough Products and Services Low Cost Competition Is Not All Bad News Understanding and Responding to the Challenge of Low Cost Competition 2 Why the Threat from Low Cost Competition is Intensifying Value Propositions Have Three Core Elements Performance value Price value Relational value One core value proposition is usually emphasized The relative size of the different value segments may evolve over time Product category life cycles are getting shorter The Traditional Integrated Business Model is Disintegrating Three core processes underpin any business Giving balanced attention to all three core processes can lead to conflict Companies are leveraging the specialized players Companies with focused business models are playing a much bigger role in many industries Many more companies are opening their business models But there are significant risks in relying more on strategic partners Total solution coordinators are helping some companies leverage these networks Growing Support for Low Cost Competitors Low cost entrants sometimes have powerful supporters Customers are increasingly willing to buy from low cost players Challenge Questions 3 Understanding How Low Cost Competitors Play the Game Ryanair Performance has been outstanding Value proposition is crystal clear Business model is innovative and focused Extreme focus on cost control Created a virtuous cycle So far ... so good ING DIRECT USA Borrowed with pride Appealing value proposition Early success Competition finally responds and ING DIRECT raises the stakes Learning from Low Cost Competitors Question every element of the traditional business model Have very simple and straightforward value propositions Avoid complexity at any cost Break through the communication clutter Be a cost innovator Remember that the customer is not always right Have the courage to drop prices significantly below competition Traditional Players Can Learn from Low Cost Competitors Challenge Questions 4 Realistically Assessing the Threat Some Industries Are Less Vulnerable to the Low Cost Threat Why Companies Fail to Respond to the Low Cost Threat in a Timely Manner The low cost threat is underestimated The low cost threat often takes time to gain momentum Sometimes it is the second-order effects that have the biggest impact Realistically Assessing the Threat ... and the Opportunity "Beat my business" exercises can be a useful tool Identifying actual and potential low cost competitors is key Understanding what is driving the strategy of the low cost competitors Core capabilities, distinctive resources and major gaps are often key drivers of a low cost competitor's strategy Low cost competitors can overcome critical gaps in creative ways How might a low cost competitor significantly enhance its position? Low cost competitors often follow similar strategies to improve their position It is a challenge to anticipate the moves of unconventional competitors Most Business Models Have Limited Reach Developing a Worst Case Scenario Can Provide a "Burning Platform" Framing the Financial Analysis as a Comparison of Two Futures is Critical Challenge Questions 5 Confronting Low Cost Competitors in the Price Value Segment of the Market Competing at All Levels in the Market is Usually Not Necessary The Challenge Decision Requires Thinking Through Many Issues Arguments for Entering the Price Value Segment "Good enough" products can meet a real market need Opportunity to engage price value customers and develop better solutions to their needs over time Opportunity to grow with customer as their strategies evolve May provide an opportunity for "up-selling" Gives traditional players some "control" over low cost competitors Arguments For Not Entering the Price Value Segment Conflicts with the traditional value proposition of the business Encourages cannibalization of high-end products Lacks resources and capabilities to successfully compete Value Chain Members Can Impact Decisions An Alternative Way to Provide a Price Value Solution to the Market Making the Decision in a Timely Manner Should the Price Value Business Be Independent? Integration has several potential advantages Advantages of independence often outweigh the advantages of integration Some Major Tactical Decisions Make versus buy Brand choice is a critical decision Developing new sales and distribution channels is often necessary Need to evolve channels over time Nokia Developed a Strong Position in the Entry Mobile Phone Segment Local Chinese competitors emerged quickly Nokia responded rapidly to the threat Nokia's results to date in the entry-level business have been very good Dow Corning Decided to Compete Aggressively for Price Seeking Customers Dow Corning faced a very tough situation in 2000 Dow Corning launched a new business unit And the strategy seemed to work well Aer Lingus Played a Price Value Game in a Different Segment Competing in Ryanair's home market A difficult balancing act between cost cutting and differentiation Some initial successes but is it sustainable? Challenge Questions 6 Avoiding Head-to-Head Competition with Low Cost Competitors by Playing a Different Game Enhancing Performance Value Electrolux was not well positioned for the emerging market environment Electrolux responded to the challenge on multiple fronts Electrolux has made some progress but the challenges still loom large Maintaining Performance Leadership is a Challenge Today Rising costs and shortening windows represent a significant issue Using open business models can help Performance value leadership requires constant innovation Getting beyond the strategic breakpoint can create real competitive advantage Stressing Relational Value Orica was facing total commoditization of its core products Orica began moving toward providing solutions for its customers Orica leveraged its global leadership position to stay ahead Tesco built relational value in a mass-market Tesco combated the threat of the hard discounters by creating customer value Tesco also managed its costs very effectively Tesco is the clear leader in the UK and expanding aggressively into new markets Challenge Questions 7 The Leadership Challenge Compaq Failed to Make a Successful Transition Meeting the Challenge of Low Cost Competition Often Requires a Corporate Transformation Numbers can support the need for change Building and Managing a Successful Price Value Business Product and service design challenge Marketing, sales and distribution challenge The cost control challenge Creating and Managing a Relational Value Business Designing an organization that will encourage building relational value Developing and using deep customer and market knowledge Inculcating a customer focused culture throughout the organization Building relational value is not a quick fix Challenge Questions 8 An Even More Challenging Future Cost Innovation Must be Part of Everybody's Game The Threat From Low Cost Competition Will Intensify Traditional Companies Can Leverage Networks to Try to Stay Ahead Low Cost Competitors Face Their Own Challenges Anticipate Possible Future Competitive Moves and Proact Be Willing to Re-think Traditional Business Wisdom Put the Customer on Center Stage References Index

The mechanism of market driving with a corporate brand: The case of a global retailer

Abstract: The purpose of this thesis has been to analyse the mechanism of the market driving approach carried out by a global organisation with a corporate brand. Market driving is a new organisational approach to strategy that lacks a solid theoretical framework, but constitutes a reality of global firms such as IKEA, The Body Shop, Benetton, Dell, Hennes and Mauritz, Starbucks. In the literature, the market driving strategy is linked with the ability of a firm to produce a leap in customer value due to a unique business system and value proposition. Thus, the major focus is on the tangible organisational resources for value creation. In my study, I have analysed the ability of a firm to use the corporate brand as a major intangible resource for value generation. This thesis argues that a corporate brand provides a context and a mechanism for value creation in market driving. It has also broadened the concept of customer value to include all major organisational stakeholders. The study draws on the theories of market orientation, market driving, corporate branding and partly on the stakeholder theory. The basic premise is that the cross-fertilisation of these theories is beneficial for the development of a new theory in market driving, while corporate branding provides a relevant explanatory theory for a deeper understanding of the organisational driving forces of this phenomenon. The case study of IKEA in three markets - Russia, China and Poland - has been carried out using in-depth interviews with managers at corporate and local levels as well as local suppliers as major sources of evidence. The systematic combining of theory and empirical data has allowed the creation of a coherent conceptual framework for the study. It has been used to explain the dynamics of the market driving approach towards different stakeholders globally and locally. It has been shown that corporate branding provides a company with a powerful alignment mechanism for marketing processes and value amplification, allowing it to create a leap in stakeholder value. The broad stakeholder perspective taken by a firm allows it to develop an integrated market driving approach, in which the role of a corporate brand is to provide the basis for all strategies. (Less)

Distribution and revenue management: Origins and value proposition

Abstract: Distribution and revenue management have evolved over the past several decades as fundamental cornerstones of the airline industry. This paper takes a quick trip back through time to explain the origins of distribution and revenue management, followed with a review of the synergies and underlying value proposition.

Only the right people are strategic assets of the firm

Abstract: Purpose – In service‐based industries employees are in direct contact with customers, either personally or electronically, completing transactions that are part tangible and part experiential. In such industries, people have become integral to the value proposition. This paper aims to investigate this issue.Design/methodology/approach – Case examples show how innovative service providers are learning to reconsider their service delivery employees as critical contributors to the value of the firm's offering. The paper focuses on two key questions: Is there a way to tell how people in a service firm are viewed and managed as strategic assets? How can they become strategic assets if they currently aren't?Findings – To make people strategic assets of the firm: Criteria for selection and retention of people must be consistent with company values. Performance management must be linked through measurement to the firm's strategic goals.Originality/value – The paper shows how in today's service‐based companies, em...

Alternative business models for forest - dependent communities in Africa: A pragmatic consideration of small - scale enterprises and a path forward

Abstract: The dominant mode of business practice in the African forest sector – especially in the high forest cover regions – comes in the form of concessionaires operating on publicly held lands. Increasingly, however, the concession - based model is being challenged. Is it socially and environmentally sustainable? Does it lead to positive socio - economic outcomes for forest dependent communities? While this paper does not attempt to answer these questions head - on, it does put forward four alternative business models that could serve to reduce poverty and improve social conditions among rural forest - dwelling Africans: 1) small and medium - sized enterprises; 2) community forest enterprises; 3) business associations; and 4) alliances with concessionaires. Definitions of the four business models are provided, and some key considerations for each are discussed. The paper concludes by providing recommendations for civil society, governments, economic actors, communities, and other stakeholders interested in catalyzing and creating an enabling environment for these sorts of business alternatives to succeed in the forested regions of Africa. Namely, there is a need to collect and disseminate quantitative data on the socio - economic contributions that small - scale enterprises can make, devise appropriate interventions that take into account the highly variable socio - political landscapes of Africa, and develop business plans grounded in solid, marketable value propositions.

Improving the Benefits of IT Compliance Using Enterprise Management Information Systems

Abstract: During the latest years, IT governance has become more and more important. More of the attention on IT Governance is captured by compliance, owing to the recent financial scandals and the severe rules regarding information systems audit and control. Companies need to comply with these rules, but it requires important investments, considered not only strategic but necessary (Remenyi et. al. 2000). However, companies should analyse the compliance requirements to implement an IT governance system, not only to comply with legal rules, but also to improve the strategic alignment between IT and business and to optimise value creation by IT compliance investments (Ventrakaman and Henderson 1996, Van Grembergen 2003). However, companies have difficulties in implementing IT compliance initiatives, because they are complex and require an integrated approach all over the organization. But IT compliance initiatives often lack an integrated, strategic approach: they only try to comply with the increasing rules affecting IT operations, thereby limiting the value of compliance investments. To optimise IT compliance, companies should develop an IT compliance strategy, aiming not only to accomplish with regulations, but also to bring processes into compliance. That is, to realise a full integration between operations, risk control, data reliability. To reach this result, compliance automated solutions are indicated, like GCR (Governance, Risk and Compliance) applications. However, standard solutions fail to support specific problems and the individual value proposition of each company: an EIMS (Enterprise Information Management Systems), developed in house, allows automatically managed processes, data and information security, to access control and system performance and to improve data usability, in accordance with company specific organisation and needs. In this paper, IT compliance is introduced, to define how to orient it to value creation; GRC systems. EIM systems are described, with their different cost and benefits for companies. The aim of the paper is to define how to develop compliance automated systems, to save money and enhance information integration and value. Observations and conclusions derive from practical experience of the author, participating to a project of EIM implementation in a major Italian company.

Electronic customer relationship management and SME marketing practice: exploring potential synergies

Abstract: Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999).Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Privacy-value-control harmonization for RFID adoption in retail

Abstract: Privacy concerns have, at least in part, impeded the adoption of radio frequency identification (RFID) in retail. The adoption of other automatic identification (auto-ID) applications shows that consumers often are willing to trade their privacy or their control of personal information against some value afforded by the application. In this paper, the interplay between privacy, value, and control is examined through a literature survey of four auto-ID applications: mobile phone, electronic toll collection, e-passports, and loyalty programs. The consumer value proposition for the use of RFID in retail is investigated through an online survey exploring end-user perceptions. The results of the survey are: 1) the customer value proposition has not been communicated well to customers; 2) privacy concerns are higher than other previously adopted applications despite similar privacy issues; and 3) harmonization of privacy, value, and control is likely to be achieved only after adoption, when customers will be educated through experience with the application.

Service Scaling on Hyper-Networks

Abstract: ervice scaling is concerned with service productivity, and hyper-networks with the design of service scaling. This new model uniquely explains Internet-based economic activities, such as e-commerce/ebusiness and social networking, which are quintessential new genres of service for Knowledge Economy. These activities possess unprecedented promises for scaling: up (reaching the population), down (personalization), and transformational (new business designs). The concept of hyper-networks has been proposed recently by one of the authors to help explain the analytical nature of such scaling. It establishes the principle of designing multiple simultaneous layers of digital connections (networking) of persons and organizations on the same basic networks (e.g., the Internet), and interrelating them through “value worm holes” to inflate value propositions (business spaces) and enable massive, simultaneous value cocreations across the life cycles of persons and organizations. This paper further analyzes the mathematical properties of hyper-networks in the context of a person’s multiple roles in his/her life cycle, where each role sparks a particular network. Agent-based simulation experiments confirm that multi-layered networking (e.g., simultaneous multiple social networks) decreases exponentially the degrees of separation, and thereby increases the possibility for value proposition and cocreation in the community.