Overview of Emerging Web 2.0-Based Business Models and Web 2.0 Applications in Businesses

2011 ◽  
Vol 7 (4) ◽  
pp. 1-16 ◽  
Author(s):  
In Lee
Keyword(s):  
Web 2.0 ◽  
Online Community ◽  
Business Models ◽  
Business Processes ◽  
Relationship Management ◽  
Customer Relationship ◽  
Business Organizations ◽  
Application Development ◽  
Business Applications ◽  
New Business

Web 2.0 offers business organizations an array of new ways to interact with customers and partners. Web 2.0 is continuously evolving and offers new business models and support business processes, customer relationship management, and partner relationship management. This study reviews some of the major business applications of Web 2.0, and identifies Web 2.0-based business models. Six emerging Web 2.0-based business models were identified: (1) Broad Online Community, (2) Focused Online Community, (3) Social Shopping, (4) Content Intermediary, (5) Virtual World, and (6) Shared Web 2.0 Services. Along with these new Web 2.0-based business models, this study discusses how Web 2.0 applications are used to support activities of traditional businesses in the areas of customers, value networking, capability, and sustainability. Finally, the interaction dynamics between emerging web 2.0-based businesses, existing businesses, and the Web 2.0 tool and application development industry are analyzed from an ecological viewpoint.

scholarly journals CONTEMPORARY MANAGEMENT OF BUSINESS PROCESSES WITHIN THE SUPPLY CHAIN OF FASHION INDUSTRY

2020 ◽  
pp. 36-39
Author(s):  
Andrea Dobrosavljević ◽  
Snežana Urošević
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Demand Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Fashion Industry ◽  
The Impact

Business processes are present in all types of organizations, regardless of the size or industry within which the organization operates. Successful business process management (BPM) is an indicator of the level of process maturity of the organization. Within the supply chain, it is possible to observe the presence of business processes of a collaborative nature, as BPM relies on the principles of partnership, development, and exchange of information through links that exist within this chain between all actors [1]. Within this paper, BPM in the relations with suppliers and consumers within the supply chain of organizations operating in the fashion industry is considered. Lambert [2] lists eight macro processes that take place in the supply chain, between suppliers, manufacturers, distributors, retailers and end consumers, as follows: customer relationship management, supplier relationship management, demand management, order execution, fl ow management production, product development and commercialization and return management. Within this paper, a research is presented which analyzes the segments of managing collaborative business processes within the supply chain of the fashion industry, based on the responses of 508 managers and employees in the fashion industry in the Republic of Serbia. The needs for the development of certain segments in accordance with the needs of modern business process management have been explored.Scientifi c novelty. The research part of this paper relies on the application of Friedman's test which enables the analysis of the current state of BPM in relations with suppliers and consumers within the supply chain of the fashion industry, expressed through workers' responses with a ranking of their preferences. This paper contributes to the creation of a knowledge base within the research in the fi eld of the impact of BPM on improvements in the supply chain, on the basis of which it is possible to conduct further research and upgrade knowledge.Practical value. The fi ndings derived from the results of research of this type contribute to the development of the business from various aspects. The benefi ts can be refl ected not only through the strengthening of the competitive position but also through the sustainability of business on the basis of adequate application of BPM practices in all business segments. Accordingly, in addition to the scientifi c novelty, which is refl ected in the results of the rese arch work, there is a practical novelty, which is refl ected in the guidelines for the development of modern BPM within the supply chain of the fashion industry.

scholarly journals Legacy Digital Transformation: TCO and ROI Analysis

2021 ◽  
Vol 12 (3) ◽  
pp. 163-170
Author(s):  
Ravi Kiran Mallidi ◽  
Manmohan Sharma ◽  
Jagjit Singh
Keyword(s):  
Return On Investment ◽  
Business Models ◽  
Business Processes ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Digital World ◽  
New Business ◽  
Core Elements ◽  
Business Needs ◽  
Security Organizations

Legacy Digital Transformation is modernizing or migrating systems from non-digital or older digital technology to newer digital technologies. Digitalization is essential for information reading, processing, transforming, and storing. Social media, Cloud, and analytics are the major technologies in today's digital world. Digitalization (business process) and Digital Transformation (the effect) are the core elements of newer global policies and processes. Recent COVID pandemic situation, Organizations are willing to digitalize their environment without losing business. Digital technologies help to improve their capabilities to transform processes that intern promote new business models. Applications cannot remain static and should modernize to meet the evolving business and technology needs. Business needs time to market, Agility, and reduce technical debt. Technology needs consist of APIs, better Security, Portability, Scalability, Cloud support, Deployment, Automation, and Integration. This paper elaborates different transformation/modernization approaches for Legacy systems written in very long or End of Life (EOL) systems to newer digital technologies to serve the business needs. EOL impacts application production, supportability, compliance, and security. Organizations spend money and resources on Digital Transformation for considering Investment versus Return on Investment, Agility of the System, and improved business processes. Migration and Modernization are critical for any Legacy Digital Transformation. Management takes decisions to proceed with Digital Transformation for considering Total Cost Ownership (TCO) and Return on Investment (ROI) of the program. The paper also includes a TCO-ROI calculator for Transformation from Legacy / Monolithic to new architectures like Microservices.

Web 2.0 and its Implications on Globally Competitive Business Model

2014 ◽  
pp. 86-101
Author(s):  
Sudhanshu Joshi
Keyword(s):  
Social Media ◽  
Web 2.0 ◽  
Business Model ◽  
Success Factors ◽  
Business Models ◽  
Strategy Formulation ◽  
Firm Level ◽  
Critical Success ◽  
New Business ◽  
Internal Operations

Considering the impact of using social media, both internal and external implications for company operations are required to be explored. The chapter explores how social media is used to enable innovation practices in company internal operations as well as external stakeholders. In addition, the objective of the study is to evaluate the need and scope of Web 2.0 behind the restructuring of the business model, with major emphasis on implementing a user-centric business model. The research questions include: (a) What are the Critical Success Factors (CSF) responsible for attracting and engaging users in Web 2.0-oriented business processes and practices?; (b) Identifying the scope of effective Web 2.0-based strategies to overcome internal resistance at operational as well firm level during deployment of new business model. The chapter also discusses the influence of Web 2.0 concepts in the Web-strategy formulation for organizations with differing requirements, characteristics, and objectives. Considering four types of Web-based business models (Wirtz, 2010), namely (a) content-oriented business model, (b) commerce-oriented business model, (c) context-oriented business model, and (d) connection-oriented business model. The chapter defines the implementation of Web 2.0-based technological strategies in evolving the business model of the firm.

Design Consideration of Sociomaterial Multi-Agent CSCW Systems

2015 ◽  
pp. 83-103
Author(s):  
Tagelsir Mohamed Gasmelseid
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Collaborative Work ◽  
Global Networks ◽  
Web Based ◽  
New Organizational Forms ◽  
Wide Range ◽  
New Business ◽  
Multi Agent ◽  
Share Information

The recent technological advancements have significantly redefined the context in which organizations do business processes including the processes used to acquire, process, and share information. The transformations that emerged across the organizational and institutional landscapes have led to the emergence of new organizational forms of design and new business models. Within this context, the new business patterns, platforms, and architectures have been developed to enable for the maximization of benefits from data through the adoption of collaborative work practices. The main focus of such practices is oriented towards the improvement of responsiveness, building of alliances, and enhancing organizational reach. The use of global networks and Web-based systems for the implementation of collaborative work has been accompanied with a wide range of computer-supported collaborative systems. This chapter examines the context of collaboration, collaborative work, and the development of agent-supported collaborative work system. It also examines the implications of the ontological positions of sociomateriality on agent-supported collaborative work domains in terms of the multi-agent architecture and multi-agent evaluation.

CRM 2.0 and Mobile CRM

2017 ◽  
pp. 322-342
Author(s):  
Tânia Isabel Gregório ◽  
Pedro Isaías
Keyword(s):  
Web 2.0 ◽  
Customer Relationship Management ◽  
Exploratory Study ◽  
Relationship Management ◽  
Sampling Technique ◽  
Customer Relationship ◽  
Mobile Technologies ◽  
European Level ◽  
Probabilistic Sampling ◽  
Crm 2.0

Companies are becoming more focused on customers and on new ways to approach them individually. Mobile technologies and Web 2.0 have been pushing companies to evolve in this area. This research is focused on the way Customer Relationship Management (CRM) systems are used, on a European level, by recruiting companies to assist candidates in finding a satisfactory job. A framework is presented to identify how CRM 2.0 and mCRM (mobile CRM) can help candidates to find jobs in a personalized way. A set of four hypotheses have been defined. To gain a better understanding of these CRM systems, the methodology used in the exploratory study was quantitative, employing a non-probabilistic sampling technique, with 35 recruiting agencies being studied. Results showed that the use of software in recruiting agencies is quite common and that CRM 2.0 is present in the vast majority of the studied companies. When it comes to mobile CRM, there's still much to be explored in this channel, as agencies focus their resources on Web 2.0, leaving this channel's great potential of mobile CRM unused.

CODAR

2003 ◽  
pp. 266-297
Author(s):  
Zahir Tari ◽  
Abdelkamel Tari ◽  
Surya Setiawan
Keyword(s):  
Business Processes ◽  
Database Systems ◽  
Complex Problem ◽  
Heterogeneous Databases ◽  
Business Organizations ◽  
Data Repositories ◽  
Web Based ◽  
Business Applications ◽  
Core Elements ◽  
New Generation

Connecting heterogeneous databases through the World Wide Web (WWW) is crucial for most business organizations. The underlying complex problem is the handling of heterogeneity and communication between different data repositories (or database systems). Such interoperability is crucial as it enables the integration of business processes across different business organizations, and therefore becomes a key issue within the new generation of Web-based business applications (called Web Services). CORBA (Common Object Request Broker Architecture) provides protocols and components that allow interoperability between different software platforms (Tari & Bukhres, 2001), such as C++ and Java. However, CORBA does not deal with WWW-based interoperability. In this paper we propose an extension of one of the core elements of CORBA, called Portable Object Adapter (POA), to deal with persistency of business information. The proposed extension, called CODAR, manages the whole life cycle of persistent objects, including activation, deactivation, instantiation, and deletion. At the end of this paper we describe an extension of CODAR to deal with performance by including advanced caching and prefetching techniques.

IT Evaluation Practices in Electronic Customer Relationship Management (eCRM)

2011 ◽  
pp. 2285-2290
Author(s):  
Chad Lin
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Business Organizations ◽  
Bottom Line ◽  
Evaluation Practices ◽  
Customer Information ◽  
Widespread Agreement ◽  
Key Issues

Organizations are becoming increasingly aware of the need to scrutinize their bottom-line financial returns of business automation initiatives. To achieve this, organizations have to become more customer-centric. According to Karakostas, Karadaras and Papathanassiou (2005), a 5% increase in customer retention can result in an 18% reduction in operating costs. Therefore, the need to build and maintain customer relationship has become a priority for organizations. However, according to a KPMG survey, only a small percentage of companies were able to obtain even basic customer information despite the fact that 89% of companies consider customer information to be extremely important to the success of their business (McKeen and Smith, 2003). As a result, many organizations are adopting electronic customer relationship management (eCRM) applications in order to gather, organize, understand, anticipate, and respond to the constant evolution of customers’ requirements and demands. Indeed, eCRM is forecasted to become increasingly important as businesses seek to deliver their services and information as well as to provide transactional facilities via online and wireless platforms, in additional to the more traditional means of communication channels (e.g., call centers and customer service) (Tan, Yen and Fang, 2002). The market worldwide for eCRM applications is predicted to grow from US $3.4 billion in 2000 to US $10.5 billion in 2005 (EPS, 2001). Yet, despite the huge investment and widespread agreement that eCRM has direct and indirect impact on customer satisfaction, loyalty, sales, and profit, it has been found that 70% of eCRM solutions that have been implemented by businesses fail (Feinberg, Kadam, Hokama and Kim, 2002). Moreover, studies carried out by Gartner, Forrester, AMR Research, and the Yankee Group claim that most of CRM implementations did not return the expected ROI (Foley, 2002). This is because management tends to be myopic when considering their IT (information technology) decisions, primarily because they are unable to evaluate (specifically the indirect benefits and costs) eCRM applications (Ernst and Young, 1999). To address this issue, this paper sets out to investigate the current evaluation practices by Australian organizations implementing eCRM. The other objective is to identify the key issues faced by managers to justify and measure their eCRM. Hopefully, the finding can help business organizations to better manage their eCRM investment and its contribution to improving their long term profitability.

Cross-Channel Cooperation

2009 ◽  
pp. 299-304
Author(s):  
Tobias Kollmann
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Core Competencies ◽  
Cost Effective ◽  
Real Economy ◽  
New Business ◽  
Online Business ◽  
Transfer Of Information ◽  
Digital Channels ◽  
Net Economy

The rapid growth of Internet technologies induced a structural change in both social and economic spheres. Digital channels have become an integral part of daily life, and their influence on the transfer of information has become ubiquitous. An entirely new business dimension that may be referred to as the Net economy has emerged. Internet-based e-ventures that are operating at this electronic trade level are based on innovative and promising online business models (Kollmann, 2006). But also traditional enterprises that are operating at the physical trade level (real economy) increasingly utilize digital channels to improve their business processes and to reach new customer segments. With the Internet, the cooperation between enterprises reached a new level of quality. The wide, open, and cost-effective infrastructure allows a simple, fast exchange of data and thus a synchronization of business processes over large distances. Particularly for e-ventures introducing their new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann, 2004; Volkmann & Tokarski, 2006). Online cooperation, however, does not incorporate off-line channels such as print media, stores, or sales forces. For the combined management of online and offline channels, cooperation can be expected to hold an outstanding potential. Partnering with companies from the Net economy may help traditional enterprises to reach new market segments without extending themselves beyond their core competencies—and vice versa. In this context, cross-channel cooperation can be defined as the collaborative integration of online and offline business models aiming at attaining positive synergetic effects for the involved partners by a complement of competencies. (Kollmann & Häsel, 2006, p. 3) Cross-channel cooperation can be regarded a new management task that is worthwhile to be examined in more detail. Although researchers have broadly covered the area of online cooperation, a comprehensive study on cross-channel cooperation has not been undertaken up to now. Particularly the question arises, which cooperation forms represent feasible strategies for both e-ventures and traditional enterprises. Besides its contribution to literature, this article is intended to assist practitioners in evaluating the benefits of crosschannel cooperation for their own businesses.

Improving Customer Relations through E-Commerce

2010 ◽  
pp. 688-693
Author(s):  
Alexander O. Rodriguez ◽  
Dorothy G. Dologite ◽  
Robert J. Mockler ◽  
Marc E. Gartenfeld
Keyword(s):  
Customer Relations ◽  
Electronic Data Interchange ◽  
Customer Relationship ◽  
Customer Base ◽  
Business Applications ◽  
Technological Advances ◽  
Data Interchange ◽  
Loyal Customer ◽  
New Business ◽  
Extensible Markup

Technological advances have been encountered by managers continually over the years. electronic data interchange system (EDI), extensible markup language (XML), e-mail, the Internet, and e-commerce are just a few that have contributed to the proliferation of new business applications in companies. This article focuses on customer relationship management (CRM) e-commerce applications. Customer relations are an important aspect of the success of any business. By strengthening relationships with customers, a company ultimately can gain a more loyal customer base, further strengthen its brand recognition, and help customers distinguish a company’s product from those of the competition.

The Transformation of Traditional TVs Into Digital Platforms

2021 ◽  
pp. 102-114
Author(s):  
Hayat Ayar Senturk
Keyword(s):  
Customer Value ◽  
Business Models ◽  
Business Processes ◽  
Digital Transformation ◽  
Competitive Strategies ◽  
Business Decisions ◽  
Digital Platforms ◽  
Competition Analysis ◽  
Growth Opportunity ◽  
New Business

Digital transformation means developing new business models, unforgettable customer experiences, and competitive strategies by using digital technologies, thus creating efficiency in business processes and providing better customer value. While digital transformation is one of the important business decisions, more specifically, the pandemic and the increase in time spent at home have created a substantial growth opportunity for digital broadcast service providers. In this regard, the fact that an already growing market has increased its growth momentum with the effect of the pandemic has made the digital transformation of traditional TV media inevitable. In this study, digital broadcasting sector in Turkey has been examined in the context of strategic marketing management. In this way, by conducting the situation and competition analysis, suggestions were made regarding marketing strategies for Turkish digital platforms that have just entered the market.

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