Strategic E-Business Management through a Balanced Scored Card Approach

Strategic E-Business Management through a Balanced Scored Card Approach

Fen Wang (Central Washington University, USA), Mahesh S. Raisinghani (Texas Woman's University, USA), Manuel Mora (Autonomous University of Aguascalientes, México) and Xinbao Wang (Washington State Department of Enterprise Services, USA)
DOI: 10.4018/978-1-4666-9787-4.ch027
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Background

A commonly cited reason for e-business failure has been the lack of a workable and concrete strategic business model to guide e-business efforts (Paper et al., 2003). While a comprehensive framework for strategic e-business management seems desirable, there are few studies that offer complete and integrated views of e-business strategy (Dubosson et al., 2001). In the business model literature, many academic studies have provided a theoretical basis for, and some empirical testing of, the models (Horsti et al., 2005). These studies fall into two broad categories. The first group develops subsystem models in support of a specific aspect of e-business applications, while the second group involves generic frameworks to reflect e-business reality.

Table 1 provides a brief overview of the existing subsystem model studies. As this table demonstrates, although each of the subsystem models involves operationalized views of a particular aspect of e-business, none offer a complete and integrated view of e-business strategy as a whole.

Key Terms in this Chapter

Analytic Hierarchy Process (AHP): A structured technique for organizing and analyzing complex decisions, using a pairwise comparison approach to allow a more accurate ordering of priorities for decision making.

Analytic E-CRM: One of the four EBBSC perspectives that indicates the keys to achieve customer profitability are customer acquisition and customer retention, i.e., to continuously attract newcomers and retain loyal customers.

Business Core: One of the four EBBSC perspectives that focuses on long term and short term decision making in the dynamic, competitive, and compressed business cycles of the global e-era with the primary objective being profit maximization.

Process Structure: One of the four EBBSC perspectives that demands flexibility and scalability to accommodate continuous process changes, readiness to provide an up-to-the-minute and integrated view of the product, process and equipment, and capability to collect and store the results of historical and proactive analysis for future process innovation.

Balanced Scorecard (BSC): A strategic planning and management system that provides a balanced picture of current operating performance as well as the drivers of future.

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