Lock-in to Application Service Providers

Franchising as a global growth strategy, especially in emerging markets, is gaining its popularity. For example, the U.S. Commercial Service estimated that China, having over 2,600 brands with 200,000 franchised retail stores in over 80 sectors, is now the largest franchise market in the world. The popularity of franchising continues to increase, as we witness an emergence of a new e-business model, Netchising, which is the combination power of the Internet for global demand-and-supply processes and the international franchising arrangement for local responsiveness. The essence of franchising lies in managing the good relationship between the franchisor and the franchisee. In this paper, we showed how e-business and analytics strategy plays an important role in growing and nurturing such a good relationship. Specifically, we discussed: managing the franchisor/franchisee relationship, harnessing the e-business strategy with aligning the e-business strategy with application service providers, an attention-based framework for franchisee training and how big data and business analytics can be used to implement the attention-based framework.

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Strategies for Business Process Outsourcing

IT Outsourcing ◽

10.4018/978-1-60566-770-6.ch011 ◽

2010 ◽

pp. 188-210

Author(s):

Subrata Chakrabarty

Keyword(s):

Business Process ◽

Business Processes ◽

Service Providers ◽

Strategic Decision ◽

Business Process Outsourcing ◽

Comprehensive Overview ◽

Application Service Providers ◽

Application Service ◽

Client Firm ◽

Alliance Building

This chapter provides a comprehensive overview of business process outsourcing (BPO) strategies and analyzes related issues. The discussions in this chapter can serve as an aid to decision makers who face the great dilemma of whether to insource or outsource a process, and additionally how to handle outsourcing to offshore locations. While business processes themselves are activities that need to be performed efficiently, outsourcing them is essentially a strategic decision that can ultimately impact the competitiveness of the client firm. This chapter explores the risks and opportunities associated with the numerous strategies related to outsourcing and offshoring alternatives, business process migration, contracting and alliance building, the role of the vendor, the nature of the relationship, multiclient or multivendor relationships, infusing maturity and ushering transformations in business processes, locating required expertise and quantity of workers, and also utilizing on-demand software services from application service providers.

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Application service providers The ultimate electronic medical record system?

Postgraduate Medicine ◽

10.3810/pgm.2002.01.1092 ◽

2002 ◽

Vol 111 (1) ◽

Author(s):

Bryon Bergeron

Keyword(s):

Medical Record ◽

Electronic Medical Record ◽

Service Providers ◽

Electronic Medical Record System ◽

Record System ◽

Application Service Providers ◽

Application Service ◽

Medical Record System

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Strategies for Business Process Outsourcing

E-Business Process Management ◽

10.4018/978-1-59904-204-6.ch011 ◽

2011 ◽

pp. 204-229 ◽

Cited By ~ 4

Author(s):

Subrata Chakrabarty

Keyword(s):

Business Process ◽

Business Processes ◽

Service Providers ◽

Strategic Decision ◽

Business Process Outsourcing ◽

Comprehensive Overview ◽

Application Service Providers ◽

Application Service ◽

Client Firm ◽

Alliance Building

This chapter provides a comprehensive overview of business process outsourcing (BPO) strategies and analyzes related issues. The discussions in this chapter can serve as an aid to decision makers who face the great dilemma of whether to insource or outsource a process, and additionally how to handle outsourcing to offshore locations. While business processes themselves are activities that need to be performed efficiently, outsourcing them is essentially a strategic decision that can ultimately impact the competitiveness of the client firm. This chapter explores the risks and opportunities associated with the numerous strategies related to outsourcing and offshoring alternatives, business process migration, contracting and alliance building, the role of the vendor, the nature of the relationship, multiclient or multivendor relationships, infusing maturity and ushering transformations in business processes, locating required expertise and quantity of workers, and also utilizing on-demand software services from application service providers.

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Implementation of the ASP Organizing Vision

Business Strategies for Information Technology Management ◽

10.4018/978-1-93177-745-2.ch011 ◽

2011 ◽

pp. 160-167

Author(s):

Rajiv Kishore

Keyword(s):

Organizational Innovation ◽

Service Providers ◽

It Services ◽

Application Service Providers ◽

It Service ◽

Application Service ◽

Governance Model ◽

Adoption And Implementation ◽

Organizing Vision ◽

Client Side

A new breed of IT service providers, termed Application Service Providers (ASPs), has emerged during the last several years. While the ASP paradigm is opening new options for strategic governance of organizational IT infrastructures, implementation of this model is fraught with several uncertainties. This chapter describes a particular type of uncertainty, termed the “know-what” uncertainty, that firms generally face as they implement any techno-organizational innovation, and discusses some specific know-what uncertainties associated with the client adoption of the ASP paradigm. The chapter then discusses the role that participation and trust (in the ASP organizing vision) play in mitigating the client-side know-what uncertainties during the course of adoption and implementation of this new IT governance model. The chapter also provides some recommendations for clients and vendors for making this new IT services paradigm a successful reality.

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