Implementation Options for Virtual Organizations

2011 ◽  
pp. 400-416
Author(s):  
Bob Roberts ◽  
Adomas Svirskas ◽  
Jonathan Ward
Keyword(s):  
Virtual Organization ◽  
The European Union ◽  
Client Server ◽  
Value Network ◽  
Business Partners ◽  
A Value ◽  
Business Opportunities ◽  
Business Requirements ◽  
Business To Business ◽  
P2p Technology

This chapter explores the challenges of constructing a distributed e-business architecture based on the concept of request-based virtual organization (RBVO). The RBVO is a value network, dynamically formed upon demand to meet identified business opportunities. The work within the framework of the European Union-sponsored LAURA project is presented, as its aim is to facilitate interregional zones of adaptive electronic commerce using, where applicable, the potential of the ebXML architecture. The LAURA realization framework outlined here addressed the structural concepts of an RBVO, based on the typical business requirements of small and medium-sized enterprises (SMEs). The architecture proposed in our work incorporates an innovative approach to discovery and matchmaking of business partners and services that includes usage of peer-to-peer (P2P) technology. The increasing maturity of P2P-based solutions allow, where applicable, for their implementation in the business-to-business (B2B) area. The P2P concept is discussed in comparison to a more traditional client–server approach in this chapter.

MODEL PEMASARAN BUSINESS-TO-BUSINESS DAN JARINGAN NILAI PRODUK AGROINDUSTRI OLAHAN TEBU MOLASSES

2017 ◽  
Vol 2 (2) ◽  
pp. 107-120
Author(s):  
Hesty Nurul Utami ◽  
Gelda Amalia Hasanah
Keyword(s):  
Relationship Marketing ◽  
Power Distance ◽  
Social Orientation ◽  
Test Analysis ◽  
Value Network ◽  
Trading Company ◽  
Business Partners ◽  
Relational Marketing ◽  
Marketing Relationships ◽  
Business To Business

The study objectives were to discover the differences between marketing relationships in companies performing marketing transactional and relational marketing for molasses product trading companies, as well as elaborating the value network conducted by molasses marketer. The data was obtained from the interview with the stakeholders who conduct relationship marketing with molasses trading company and its business partners in Indonesia. The analysis utilized Mann-Whitney test analysis and value network with holo-mapping. The results revealed that there were some differences between companies performing marketing transactional and companies performing marketing relational in terms of power distance variables, social orientation, and uncertainty avoidance. Meanwhile, there was no difference found in masculinity-femininity factor. Value network illustration by looking at the value exchanged among each stakeholder on molasses business from products and services that generate revenues. Keywords: relational marketing, performing marketing

scholarly journals System Modelling and Analysis to Support Economic Assessment of Product-Service Systems

Systems ◽  
2021 ◽  
Vol 9 (1) ◽  
pp. 6
Author(s):  
Khaled Medini ◽  
Sophie Peillon ◽  
Martha Orellano ◽  
Stefan Wiesner ◽  
Ang Liu
Keyword(s):  
Business Models ◽  
Economic Assessment ◽  
Service Industries ◽  
Service Systems ◽  
System Modelling ◽  
Value Network ◽  
A Value ◽  
Product Service ◽  
Industrial Cleaning ◽  
Product Service Systems

The evolution towards more customer-centric operations within manufacturing and service industries gave rise to novel ways of value creation and delivery such as Product–Service Systems (PSS). PSS integrate tangible and intangible elements to create new values for both customers and providers. Therefore, a close collaboration is required among various actors in a value network to co-create values towards win–win gains. For companies to keep up with this pace, new decision support tools are needed to accompany PSS engineering and to adjust business models. This need is confronted with the scarcity of PSS-oriented economic assessment models and methods. This paper presents a comprehensive framework for the economic assessment of PSS. The framework relies on a novel combination of system modelling and analysis approaches to enable cost and revenue attribution to different actors in a value network. The applicability and relevance of the framework are demonstrated through a case study in the industrial cleaning sector.

scholarly journals Sustainability as “Value of Cooperatives”—Can (Wine) Cooperatives Use Sustainability as a Driver for a Brand Concept?

2021 ◽  
Vol 13 (22) ◽  
pp. 12344
Author(s):  
Barbara Richter ◽  
Jon H. Hanf
Keyword(s):  
Management Practices ◽  
Brand Management ◽  
Agricultural Cooperatives ◽  
The European Union ◽  
Differentiation Strategy ◽  
A Value ◽  
Brand Concept ◽  
The One ◽  
Definition Of ◽  
Shed Light

Similar to the number of agricultural cooperatives in the European Union, the number of German wine cooperatives is decreasing. The main purpose of the wine cooperatives is to support the member businesses with the highest possible payouts for their grapes. Wine cooperatives can fulfil this purpose by implementing a differentiation strategy. On the one hand, brands can be used for differentiation. On the other hand, cooperatives can use particular values in the communication with customers that correspond to the target group’s values. Based on the definition of the International Co-operative Alliance, cooperatives are a sustainable form of enterprise. Therefore, the question arises whether it is possible to use sustainability as a value that corresponds to cooperatives as a form of enterprise as well as to a strong societal value that gains importance. Which role does social capital play in the context of social sustainability? The aim of this paper is to shed light on the understanding of brands, to show which cooperative-specific characteristics might pose a challenge to cooperatives in terms of brand management and to examine the understanding of the sustainability construct as well as sustainable management practices applied by wine cooperatives to date. Two exploratory, qualitative studies have been conducted.

Business-to-Business E-Commerce for Collaborative Supply Chain Design and Development

2004 ◽  
pp. 272-288
Author(s):  
Reggie Davidrajuh
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Virtual Enterprise ◽  
Supply Chain Design ◽  
Business Rules ◽  
Design And Development ◽  
Chain Management ◽  
Strategic Model ◽  
Business Opportunities ◽  
Business To Business

SMEs form a virtual enterprise—a short-term loose integration, to meet business opportunities; managers of SMEs are looking for a tool that could help them design the strategic model of the supply chain in which they are collaboratively involved. Though the use of e-commerce tools has a lot of potential to improve an enterprise’s collaboration efforts with other enterprises, realizing an e-commerce tool that enables collaborative supply chain design and development is not easy, as collaborating enterprises may each use a different flavor of XML, multiple technology solutions, and have different business rules. This chapter presents a methodology for developing a new e-commerce tool to assist collaborative supply chain management. By this methodology, a new tool that is affordable by the SMEs and offers improved pipeline visibility could be easily implemented.

B2B E-Business

2011 ◽  
pp. 9-15
Author(s):  
Robert J. Mockler ◽  
Dorothy G. Dologite ◽  
Marc E. Gartenfeld
Keyword(s):  
Human Resources ◽  
Information Exchange ◽  
Business Processes ◽  
Business History ◽  
The Internet ◽  
Future Outlook ◽  
Subsequent Section ◽  
Basic Approaches ◽  
Business Requirements ◽  
Business To Business

Every organization can be viewed from two perspectives. There are external processes such as procurement and sales, and internal processes such as management and operations, finance, marketing, and human resources. This article primarily focuses on external, commercial e-business processes. B2B (business-to-business) e-business is the sale of products or services, or information exchange, among two or more businesses through electronic technology, usually involving the Internet, through a public or private exchange. The following background section gives a very brief general overview of B2B e-business history. In the main thrust of this article, we discuss making the B2B decision by examining key B2B business requirements and benefits, as well as describing basic approaches to B2B e-business implementation. In the subsequent section, the article provides a future outlook for e-business.

Value Configurations

2010 ◽  
pp. 75-97
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Value Chain ◽  
Theory And Practice ◽  
Professional Service ◽  
Insurance Companies ◽  
Service Firms ◽  
Professional Service Firms ◽  
Value Network ◽  
A Value ◽  
Long Time ◽  
Contingent Approach

Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) identified two alternative value configurations. First, a value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the needs of client problems, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture and engineering. Next, a value network links clients or customers who are or wish to be interdependent. Examples of value networks are logistic companies, telephone companies, retail banks and insurance companies. In this chapter, we apply the contingent approach to systems outsourcing by making the outsourcing decision dependent on the value configuration of the enterprise. We present the three different value configurations – the value chain, the value shop, and the value network. Next, the three different value configurations are compared according to key characteristics, e.g. use of information systems. Then, we take a look at interfirm relations to be able to identify areas for outsourcing, and value configuration as a determinant and predictor for the extent of outsourcing. Finally, we discuss levels of strategy and we introduce the Y-model for IS/IT strategy work.

Definition of a Protocol for the Knowledge, the Analysis and the Communication of the Architectural Heritage

2017 ◽  
pp. 94-131
Author(s):  
Marinella Arena
Keyword(s):  
New Media ◽  
Scientific Community ◽  
The European Union ◽  
Research Projects ◽  
Architectural Heritage ◽  
Horizon 2020 ◽  
Research And Innovation ◽  
A Value ◽  
New Frontier ◽  
Definition Of

The communication of architecture is a complex and multidisciplinary process, indispensable for enhancing a monument properly and to allow understanding and knowledge to a large number of users. The European Architectural Heritage, and the Italian one in particular, is enormous; the processes of knowledge, cataloguing and analysis are far from being complete. This fact has prompted the European Union to invest, especially in recent years, in research projects designed to increase the communication strategies and put a value on the present assets in its territory. For example, the programs of the European Commission for Research and Innovation, found in “Horizon 2020”, define the communication based on the new media as the new frontier for the enhancement of architectural heritage (Reflective Cities). The main goal is to develop a better awareness of the Architectural Heritage through increased interaction between the citizen, the monument and the scientific community.

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