2.6 E-Business, Organisation and Culture Change


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The E-Business, the E-Customer, their Relationship and Interactivity


Kunnskapskilden –  E-Business

E-Business, E-Customer, Relationship and Interactivity


The E-Business, the E-Customer,
their Relationship and Interactivity 

Jan Vig


Dissertation  av Jan Vig om E.Business, E-Customer, Relationship and Interactivity  (286 sider) i forbindelse med Masterstudie i Information Technology and Communication Juni 2000.


The E-Retailer Business, the E-Customer,
their Relationship and Interactivity

Table of Contents

Chapter One Introduction to the study

Chapter Two Business in Cyberspace

Chapter Three E- Retailer Commerce

Chapter Four E-Customer, Relationship and Interactivity

Chapter Five A Successful Case study – Amazon.com

Chapter Six The Future, Critical Success Factors, E-Business Strategy, Results and Conclusion




Chapter 2

Business in Cyberspace 


Chapter Two Business in Cyberspace

2.1 Introduction
2.2. The new digital world

2.3 The Net Economy
2.4 The interactive marketplace
2.5 Business in Cyberspace
2.6 E-Business, Organisation and Culture Change
2.7 Trends
2.8 Web Design, Usability and Communication
2.8.1 Web Communication
2.8.2 Web Design and Communication
2.8.3 Usability
2.9 Interactivity, Flow and Stickiness
2.9.1 Interactivity
2.9.2 Flow
2.9.3 Stickiness
2.10 Summary




E-Business, Organisation and Culture Change in Cyberspace


The E-Commerce revolution is already occurring throughout the business community. Visionary organisations have seen the power that is provided through leveraging E-Commerce applications into their core business processes. They are reaping substantial benefits as they extend their use of technology and harness the power of the virtual corporation


Companies should use the following customer-focused solutions by building the business:
(Hanson, 2000: 56)

  • Understand markets and customers
  • Involve customers in the design of products and services
  • Market and sell products and services
  • Involve customers in the delivery of products and services
  • Provide customer service
  • Manage customer information




In many ways the strategic use of E-Commerce is the next logical step in business investments in information technology. Today’s business technology goes far beyond the back office support that was the cornerstone of technology even a decade ago. Today’s systems are tightly integrated into the way business is performed. Technology has enabled businesses to grow and operate with transaction volumes that were inconceivable in the past.

However, in many cases organisations have implemented these new technologies around core processes that have not matured nearly as quickly as their technology capacity. The innovators in E-commerce have seen this and are capitalising on their ability to transform business processes through technology solutions.


(Mougayar, 1998: 115-116) recommends companies follow 10 steps in order to transform the organisation and succeed:

  • Conduct necessary education
  • Review current distribution and supply chain models.
  • Understand what your customers and partners expect from the Internet.
  • Reevaluate the nature of your products and services.
  • Give a new role to your human resources department.
  • Expand your current systems to the outside.
  • Track new competitors and market shares in the new digital marketplace.
  • Develop a Web-centric marketing strategy.
  • Participate in the creation and development of virtual marketplaces and intermediaries
  • Instill electronic markets management style.




In the “The Organisational Challenge of E-Commerce”  Freeland (2000) suggests three ways to meet the challenge of E-commerce:

  • Given the importance of speed, it is imperative to establish a sense of urgency about the company’s e-commerce strategy in both the online and the off-line organisations
  • Another effective way to challenge the legacy mindset is to incorporate fresh perspectives on the business from outside the company
  • A third way to challenge the legacy mindset is to redesign the management processes that govern the e-commerce effort.




Siegel is the opinion that the Internet is more than only buying presents, it is about community and the E-Culture.

Some of the tools for the new E-Society are:

  • Web Rings
  • Counterculture
  • Buddies and Instant Messengers
  • Virtual Worlds
  • Cybercafes
  • Mentoring


A lot of companies in the future will be forced to clarify its core competencies and reason for existence. As continuous learning becomes the norm, businesses will have to change the way it look at education and the employees demand for possibilities within the company for online learning will be tremendous. Traditional methods of management and motivation such as «employee of the month awards» and the promise of a future promotion will not work with the new employees. As work is increasingly performed away from the traditional work site by for instance telecommute, the few managers and supervisors who remain will have to learn to manage without depending upon «face time» as an indicator of contribution. Increasingly, the value of a company will be based upon its core knowledge.  A key role of leaders will be to create a shared vision to which both permanent and contingent team members can commit. More or less everybody in the customer-led company in the future will have to deal with the E-customers through e-mail, make conversation with them and think and act customer oriented.


Download Dissertation


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