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Strategy Turned into Action: A Case from Global Implementation of B2B E-Business

Strategy Turned into Action: A Case from Global Implementation of B2B E-Business

Magnus Homqvist, Kalevi Pessi
Copyright: © 2005 |Pages: 14
ISBN13: 9781591406297|ISBN10: 1591406293|ISBN13 Softcover: 9781591406303|EISBN13: 9781591406310
DOI: 10.4018/978-1-59140-629-7.ch007
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MLA

Homqvist, Magnus, and Kalevi Pessi. "Strategy Turned into Action: A Case from Global Implementation of B2B E-Business." Managing Business in a Multi-Channel World: Success Factors for E-Business, edited by Timo Saarinen, et al., IGI Global, 2005, pp. 105-118. https://doi.org/10.4018/978-1-59140-629-7.ch007

APA

Homqvist, M. & Pessi, K. (2005). Strategy Turned into Action: A Case from Global Implementation of B2B E-Business. In T. Saarinen, M. Tinnilä, & A. Tseng (Eds.), Managing Business in a Multi-Channel World: Success Factors for E-Business (pp. 105-118). IGI Global. https://doi.org/10.4018/978-1-59140-629-7.ch007

Chicago

Homqvist, Magnus, and Kalevi Pessi. "Strategy Turned into Action: A Case from Global Implementation of B2B E-Business." In Managing Business in a Multi-Channel World: Success Factors for E-Business, edited by Timo Saarinen, Markku Tinnilä, and Anne Tseng, 105-118. Hershey, PA: IGI Global, 2005. https://doi.org/10.4018/978-1-59140-629-7.ch007

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Abstract

E-business has been highly debated during the last years, often based on assumptions. This chapter is based on results from several years of collaborative action research. Actual results from implementation projects in the supply chain of the automotive industry are the focus. The objective is to highlight experiences and successful results from business to business integration. The origin is a Volvo initiative with a portal for selling spare parts via a new Web channel. The case presents realized implementation projects as an outcome of a scenario-based strategy. The original scenarios served as a reference, but the development was influenced by actual actions and learnings. The case illustrates that creation of a new platform is challenging, but also that the creation of new business relations is just as difficult. The results indicate that tight follow-up projects can enable valuable innovations. Leverage is high, and rollouts are easier after the initial implementation.

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