Digital Business and E-Commerce Management:
Gespeichert in:
| Vorheriger Titel: | Chaffey, Dave Digital business and e-commerce management |
|---|---|
| Beteiligte Personen: | , , |
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Harlow, England
Pearson
2024
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| Ausgabe: | Eighth Edition |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034920407&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | xxiv, 638 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292725833 |
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Datensatz im Suchindex
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By ©©ffiÛMnlfe Preface About the authors Author’s acknowledgements Introduction 1 2 3 4 Introduction to digital business Opportunity analysis for digital business and e-commerce E-commerce management Key issues in the digital environment Strategy and applications 5 6 7 8 ^M^J Digital Digital Digital Digital business strategy supply chain management marketing strategy communications Implementation 9 10 Digital experience and service design Managing digital transformation Glossary Index Publisher’s acknowledgements xiv xxii xxv 1 3 38 75 137 191 193 259 309 375 441 442 527 597 613 625
(Ο^ι^ Preface About the authors Author’s acknowledgements xiv Summary xxiii Exercises 34 35 XXV References Web links 36 37 2 Udi)_ Introduction Learning outcomes Management issues 1 V 1 Introduction to digital business Learning outcomes Management issues Links to other chapters Introduction What is digital business management? Innovation in digital business and revenue models Digital revenue models What is the difference between a digital business and an e-commerce business? Mobile commerce Intranets and extranets Different types of sell-side e-commerce Digital marketing The impact of digital communications on traditional businesses Inbound marketing Context- The 7Ds of digital marketing Case study 1.1: The Uber business model Options for organisations to reach a digital audience Owned, earned and paid media options The six key types of digital media channels From Web 2.0 to Web 3.0 Supply chain management Business or consumer models of e-commerce transactions Dot Gov defined Digital business opportunities Drivers of digital technology adoption Cost/efficiency drivers Competitiveness drivers Barriers to the adoption of technology by digital business stakeholders Evaluating an organisation’s digital business capabilities Drivers of consumer technology adoption Barriers to consumer digital adoption Case study 1.2: Buffer: From idea to paying business customers in 7 weeks Opportunity analysis for digital business and e-commerce 3 3 3 3 4 7 8 8 8 10 11 13 14 16 16 17 18 20 20 21 23 24 24 25 25 27 27 27 29 29 30 31 31 Links to other chapters Introduction Business and revenue
models for e-commerce Digital marketplace analysis Case study 2.1: How Boden grew from an eight-product menswear catalogue to an international brand with over £300 million in sales Strategic agility and direct-to-consumer e-commerce Case study 2.2: Consumer brands Unilever and P G demonstrates strategic agility A process for digital marketplace analysis 1 Customer segments 2 Search intermediaries Case study 2.3: Macy’s - using omnichannel growth strategies to improve customer experience 3 Intermediaries, influencers and media sites 4 Destination sites Location of trading in the marketplace Review of marketplace channel structures Location of trading in the marketplace The importance of omnichannel marketplace 38 38 38 38 39 39 40 41 43 44 45 46 46 48 50 50 51 52 54 models Commercial arrangement for transactions Different types of online intermediary and 54 57 influencers The importance of search engines 57 58 59 63 Business models for e-commerce Revenue models Online publisher and intermediary revenue models Calculating revenue for an online business Digital start-up or digitally native business Assessing digital businesses Valuing tech start-ups Case study 2.4: i-to-i - a global marketplace for a start-up company Summary Exercises References Web links 63 64 67 68 68 70 72 72 73 74
viii Contents Security issues in e-commerce E-commerce management 75 Learning outcomes 75 Management issues 75 75 Links to other chapters An introduction to e-commerce What are the unique issues in e-commerce security? The main threats to security in e-commerce Practical development of e-commerce platforms 76 116 116 117 117 What is e-commerce? 76 E-commerce user experience basics 118 Digitally enabled transactions What is the difference between e-commerce 76 The issue of navigation 119 and digital business? What are the main types of e-commerce? 77 Categorisation Calls to action (CTAs) The importance of copy and content Key elements of best practice 79 120 122 124 124 B2C e-commerce 79 B2B e-commerce C2C e-commerce 80 80 platform responsive The importance of Mobile 81 Building confidence among potential Social e-commerce 81 82 customers Recommendation approaches, cross-selling 124 Local e-commerce The importance of making the e-commerce 124 The evolution of e-commerce 82 and upselling 125 Emerging themes for the 2020s 82 84 Approaches to review systems 126 127 Transparency of fees and prices Fulfilment choices and information Strategy for e-commerce Considerations for e-commerce strategy 84 The main B2C and B2B e-commerce models B2B-specific operating models 85 87 Starting to develop e-commerce platforms 87 Dealing with product availability Payment choices 127 128 128 Ideation 88 Handling development as a management issue Choosing e-commerce platforms or 88 The URL The title tag 131 132 132 132 89 90 92 94 The meta description The product name as a HI header 132 132
Product description Optimised product imagery Unks to other product pages and categories 132 environments The evolution of headless e-commerce Payment systems B2C and retail e-commerce Projections and Issues for B2C and retail e-commerce Common B2C e-commerce business models Single channel e-commerce Catalogue evolvers Multi-channel e-commerce Brand direct-to-consumer (D2C) Omni-channel experience B2C Service models in e-commerce Unique features around personal finance, FmTech and financial services Unique features of online travel agents (OTAs) Features of on-demand and local B2C e-commerce B2B e-commerce Projections for B2B e-commerce The connection between B2B e-commerce and the B2B procurement process Key issues in B2B marketplaces The case for content as an e-commerce proposition The unique nature of content e-commerce Entertainment as an e-commerce proposition Marketplaces and communities for e-commerce Social networks as e-commerce platforms Social networks as e-commerce platforms How marketplaces work Being found - search Key components of product visibility in search 94 Summary 95 96 96 97 97 Exercises References 133 133 133 134 134 Web links 136 Key issues in the digital environment 137 137 137 98 99 4 Learning outcomes Management issues Unks to other chapters 137 99 101 Introduction Social factors Case study 4.1 : Social media and the changing 138 141 101 103 103 face of celebrity influencers Legal and ethical factors Economic factors 143 144 145 Political factors Technology factors Cultural factors Factors affecting e-commerce buying behaviour Understanding
users’ access requirements Reviewing emerging digital technologies and 146 147 148 104 105 107 107 109 111 111 112 113 The unique nature of auction as a transaction business 115 Case study 3.1 : Pàramo 116 media platforms Virtual reality, augmented reality and metaverses Web3, blockchain and cryptocurrencies Privacy and trust in e-commerce Privacy legislation Why personal data is valuable for digital business Privacy legislation in Europe and the UK 150 152 152 153 156 159 159 161 163
Contents Regulations on privacy and electronic Resource-advantage mapping Strategic objectives ix 218 communications in other countries 164 Viral email marketing 167 Defining vision and mission 218 Other e-commerce legislation 168 VMOST 219 1 Marketing your e-commerce business 168 How can digital business create business law and distance-selling law) 169 value? Case study 5.1 : Arriva Bus redesigns its 3 Making and accepting payment 17C 2 Forming an electronic contract (contract 4 Authenticating contracts concluded 222 m-ticket app and boosts revenue by over 17% 223 Objective setting 224 over the Internet 171 The online revenue contribution 5 Email risks 171 Conversion modelling for sell-side 6 Protecting intellectual property (IP) 171 7 Advertising on the Internet 171 Case study 5.2: Setting the Internet revenue 8 Data protection 171 contribution at Sandvik Steel e-commerce Environmental and green issues related to Internet 218 225 225 227 The balanced scorecard approach to usage 172 Taxation of E-commerce sales 174 Freedom-restrictive legislation 17Ê Selection of digital business strategy options 231 Economic and competitive factors 175 Decision 1 : Digital business channel priorities 233 Localisation objective setting Strategy definition 177 The diversification of digital platforms The implications of e-commerce for international 230 231 233 Decision 2: Market and product development B2B trading Internet governance Technological innovation and technology assessment Approaches to identifying emerging technology 178 strategies 179 Decision 3: Positioning and
differentiation 179 strategies 183 Decision 4: Business, service and revenue 235 237 Summary 184 models 240 Exercises 185 Decision 5: Marketplace restructuring 241 References 186 Decision 6: Supply chain management Web links 189 capabilities 241 Case study 5.3: Zappos innovates in the digital marketplace I Partei Strategy and applications 4 capabilities capabilities Strategy implementation Digital business strategy 193 Learning outcomes 193 Failed digital business strategies Management issues 193 Digital business strategy implementation Links to other chapters 193 success factors for SMEs Introduction 194 Case study 5.4: Boo hoo - learning from Drivers of digital business strategy development 243 Decision 8: Organisational resourcing and 191 4_ — 5 241 Decision 7: Internal knowledge management 194 the largest European dot.com failure 243 246 246 247 248 197 Aligning and impacting digital business The imperative for digital business strategy 198 strategies Digital channel strategies 199 Elements of information systems (IS) strategy 252 202 Investment appraisal 252 What is digital business strategy? Platform strategy Strategy process models for digital business Strategic analysis 250 Decisions about which business 204 applications to invest in 208 252 254 208 Summary 209 Exercises 255 Application portfolio analysis 211 References 256 Organisational and IS SWOT analysis 212 Web links 258 Human and financial resources 212 Resource and process analysis Stage models of digital business development Competitive environment analysis 214 6 Digital supply chain management 259
259 Demand analysis 214 Learning outcomes Assessing competitive threats 215 Management issues 259 Competitive threats 215 Links to other chapters 259 Sell-side threats 217 260 Buy-side threats 217 Introduction Case study 6.1 : Fast-fashion retailer Zara uses its Competitor analysis 218 supply chain to achieve competitive advantage 261
Contents The benefits and challenges of digital supply 264 Introduction Chapter structure 310 311 What is digital marketing? Marketing defined 313 266 269 Inbound marketing 270 271 Digital marketing planning Restructuring the internal value chain 272 274 Is a separate digital marketing plan required? Situation analysis The value stream 274 Value chain analysis 275 Value networks 276 chain management What is supply chain management and e-procurement? A simple model of a supply chain What is logistics? Push and pull supply chain models The value chain Options for restructuring the supply chain Using digital business to restructure the 278 supply chain Technology options and standards for supply 280 chain management Content marketing Internal digital marketing audit of performance Customer demand analysis Gualitative customer research Competitor analysis Intermediary or influencer analysis Objective setting 281 Case study 6.2: Argos uses e-supply chain management to improve customer convenience IS-supported upstream supply chain management 281 283 RFID and the Internet of Things 283 IS-supported downstream supply chain management Outbound logistics management IS infrastructure for supply chain management Supply chain management implementation 338 338 344 Characteristics of digital media communications 11nteractivity 2 Intelligence 285 3 Individualisation 4 Integration 284 5 Industry rostructuring 6 Independence of location for eSCM 287 Managing partnerships Managing global distribution 288 289 Case study 6.3: RFID - keeping track starts its move to a faster track 290 344 345
346 346 347 349 349 350 Tactics Product Case study 7.2: How fashion retailer Zalando 352 has used a strategic approach to Al to improve marketing communications 354 356 291 Price Place 291 Promotion 292 293 294 People, process and physical evidence 361 362 Digital branding Brand identity 296 The importance of brand online Actions Control Summary 296 Estimating e-procurement costs 297 The impact of cost savings on profitability Barriers and risks of e-procurement adoption 298 Exercises References 299 Web links Implementing e-procurement Integrating company systems with supplier systems 7 335 285 Examples of the benefits of e-procurement Case study 6.4: Honeywell improves efficiency through SCM and e-procurement 329 329 Market and product positioning 285 Participants in different types of e-procurement Drivers of e-procurement 323 325 326 332 Data standardisation and exchange Types of procurement 318 320 321 Strategy The supply chain management strategy process Goal-setting and performance management What is e-procurement? Understanding the procurement process 315 317 Case study 7.1: L'Oréal increases its digital contribution Target market strategies Content strategy 283 284 313 314 297 301 B2B marketplaces Types of marketplace 303 303 The future of e-procurement Summary 304 8 Digital communications Learning outcomes Management issues Links to other chapters Introduction Exercises 304 305 References 306 Web links 308 Goals and measures for assessing digital communications effectiveness Terminology for measuring digital media 0 Volume measures including impressions, Digital
marketing strategy 309 Learning outcomes 309 Management issues Links to other chapters How is this chapter structured? 360 363 365 366 367 369 369 370 371 374 375 375 375 375 376 377 379 381 381 309 clicks, visitor session and unique visitors 1 Quality measures including conversion 309 rates to action and bounce rate 382
xi Contents 2 Media cost measures including cost-perclick and cost-per-thousand Data quality 382 431 Case study 8.2: Tesco.com increases product 3 Acquisition cost measures including cost- range and uses triggered communications to per-action or acquisition 383 4 Return on investment (RO!) or value measures 383 Summary 434 5 Branding measures 383 Exercises 435 384 References 436 385 Web links 439 6 Lifetime value-based ROI measures The online buying process Differences in buyer behaviour in target markets support CRM 432 386 Differences between B2C and B2B buyer behaviour Influences on purchase Customer acquisition management 386 Rartr3 386 387 Implementation The characteristics of interactive marketing communications 1 From push to pull 388 2 From monologue to dialogue 388 3 From one-to-many to one-to-some and one-to-one - --- 388 388 4 From one-to-many to many-to-many communications 389 5 From ‘lean-back’ to 'lean-forward' 389 9 . 441 . _ 7 Digital experience and service design 442 Learning outcomes 442 Management issues 442 Links to other chapters 442 Introduction 443 Frameworks defining effective digital experiences Online service quality frameworks 445 446 6 The medium changes the nature of Tangibles 447 standard marketing communications tools Reliability and responsiveness 447 such as advertising 389 Assurance 448 7 Increase in communications intermediaries 389 Multichannel customer service preferences 448 8 Integration remains important 389 Empathy 448 Assessing marketing communications effectiveness Digital marketing communications channels 390 Conversion rate
optimisation (CRO, 390 merchandising and personalisation 449 t Search engine marketing (SEM) 390 Conversion rate optimisation (CRO) 451 2 Digital PR 399 A/В or AB testing 454 Assessing influence 401 Website personalisation 454 3 Social media marketing 404 Online retail merchandising 455 4 Online partnerships 408 Customer experience frameworks 457 5 Digital advertising 409 Benchmark evaluations of customer experiences 461 6 Email marketing 412 Net promoter score 461 Offline marketing communications Opt-in email 413 Usability for desktop and mobile customer 413 experiences Case study 8.1 : Smart Insights: Which marketing channels are most effective for B2B services? Evaluating designs 414 Techniques for managing customer activity and value 418 Lifetime-value modelling 420 Excelling in e-commerce service quality 421 Improving online service quality 462 467 Persona and scenario analysis 469 Stages in use-case analysis 471 Mobile design requirements and techniques Are mobile apps relevant for all businesses? Information architecture 474 477 478 421 Card sorting 479 Tangibles 422 Blueprints 479 Reliability 422 Wireframes 481 Responsiveness 422 Assurance 423 Page design 486 Empathy 423 Content design 487 Accessibility for e-commerce Case study 9.1 : Providing a better online user Sense, Respond, Adjust - delivering relevant delivering communications through monitoring customer behaviour 424 experience in a B2B market Performance for e-commerce Recency, Frequency, Monetary value (RFM) analysis Customer orientation 424 The availability of the website 482 488 489 492 492 Technology
solutions for CRM 427 Payment systems for e-commerce 493 Types of CRM applications 429 Security design for e-commerce 495 Integration with back-office systems 430 Securing e-commerce transactions 500 500 430 Principles of secure systems Approaches to developing secure systems The choice of single-vendor solutions or a more fragmented choice 501
xii Contents Digital certificates 501 What the digital opportunity is 550 Digital signatures 502 How sure the organisation is of the opportunity 550 The public-key infrastructure (PKI) and certificate authorities (CAs) 502 The level of digital skills the leadership team possesses 554 Virtual private networks 502 The level of digital maturity the organisation believes it has 551 Current approaches to e-commerce security 502 Secure Sockets Layer protocol (SSL) 503 Certificate authorities (CAs) 503 Case study 10.3: How Pfizer has evolved its digital maturity 503 The process of strategy 554 505 The process of resourcing and planning 555 508 The design of the transformation 555 510 A programme for change 556 Big Data, Al and machine learning for e-commerce Artificial Intelligence for marketing Big Data and data warehouses loT and M2M interactions Virtual reality, augmented reality and the metaverse Customer relationship management for e-commerce 512 512 553 The process of deployment 557 The process of living with, and evaluating digital transformation 55g Marketing applications of CRM 514 Benefits of CRM 516 Customer engagement strategy Permission marketing 516 The six stages of digital transformation 559 517 Value stream mapping Digital transformation excellence 560 563 Case study 9.2: How Warby Parker disrupted Key issues in digital transformation What are the key challenges to overcome? Growth hacking and strategic agility 559 the eyewear industry Summary 519 521 Exercises 522 References 523 Use of scrum, an agile methodology, in digital marketing Web links 526 Scrum meetings
569 The growth hacking process Stage 1: Product market fit Stage 2: Growth hacking 569 570 571 10 Managing digital transformation Learning outcomes 527 527 Management issues 527 Links to other chapters Introduction Definitions of digital transformation 527 528 Characteristics of digital transformation 528 Drivers of digital transformation 528 528 Impacts of digital transformation 529 Transformed areas Why is digital business transformation not just about technology? 529 The applications portfolio - a precursor to digital business transformation The scope of digital transformation 530 535 538 542 Essential components of a digital transformation Case study 10.2: Digital transformation in the NHS 543 544 The opportunities provided by Digital 546 Customer experience and service design Business and organisational processes Business models The framework of digital transformation The process of review Data analysis Adopting digital technologies 546 547 548 550 550 Automated processes Integrated digital technologies Change management for digital transformation support the use of this textbook in teaching, please visit www.pearson.com 571 573 574 577 577 578 Adaptive change Transformational change 581 581 The in-between 582 Monitoring and governance of digital transformation Digitising core legacy systems 585 587 The project management of digital transformation 588 Evaluating the success of digital transformation Case study 10.4: Walmart's digital transformation Summary 589 590 Exercises References Web links Glossary Index Publisher’s acknowledgements Lecturer Resources For
password-protected online resources tailored to 567 Data and analytics in digital transformation 575 How can data be used to transform a business? 577 530 Case study 10.1 : Using digital transformation to solve the problem of counterfeit drugs in Africa Digital transformation strategy Twenty traction channels to test 564 565 ^*ШЬ'j ^ 591 592 593 596 597 613 625 |
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| id | DE-604.BV049575326 |
| illustrated | Illustrated |
| indexdate | 2025-02-24T09:01:36Z |
| institution | BVB |
| isbn | 9781292725833 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034920407 |
| oclc_num | 1413231430 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-1102 DE-B768 DE-473 DE-BY-UBG DE-945 DE-N2 DE-739 DE-1050 DE-573 DE-11 DE-898 DE-BY-UBR DE-M347 DE-384 DE-20 |
| owner_facet | DE-355 DE-BY-UBR DE-1102 DE-B768 DE-473 DE-BY-UBG DE-945 DE-N2 DE-739 DE-1050 DE-573 DE-11 DE-898 DE-BY-UBR DE-M347 DE-384 DE-20 |
| physical | xxiv, 638 Seiten Illustrationen, Diagramme |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Pearson |
| record_format | marc |
| spelling | Chaffey, Dave 1963- Verfasser (DE-588)131879537 aut E-business and e-commerce management Digital Business and E-Commerce Management Dave Chaffey, Tanya Arturi, David Edmundson-Bird Eighth Edition Harlow, England Pearson 2024 xxiv, 638 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Management (DE-588)4037278-9 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Online-Dienst (DE-588)4354267-0 gnd rswk-swf Electronic Commerce (DE-588)4592128-3 gnd rswk-swf Electronic Commerce (DE-588)4592128-3 s Management (DE-588)4037278-9 s DE-604 Unternehmen (DE-588)4061963-1 s Online-Dienst (DE-588)4354267-0 s Arturi, Tanya Verfasser (DE-588)1190601206 aut Edmundson-Bird, David Verfasser (DE-588)1190601397 aut Erscheint auch als Online-Ausgabe, EPUB 978-1-292-45753-6 Vorangegangen ist Chaffey, Dave Digital business and e-commerce management Seventh edition 2019 978-1-292-19333-5 (DE-604)BV045951063 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034920407&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Chaffey, Dave 1963- Arturi, Tanya Edmundson-Bird, David Digital Business and E-Commerce Management Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd Online-Dienst (DE-588)4354267-0 gnd Electronic Commerce (DE-588)4592128-3 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4061963-1 (DE-588)4354267-0 (DE-588)4592128-3 |
| title | Digital Business and E-Commerce Management |
| title_alt | E-business and e-commerce management |
| title_auth | Digital Business and E-Commerce Management |
| title_exact_search | Digital Business and E-Commerce Management |
| title_full | Digital Business and E-Commerce Management Dave Chaffey, Tanya Arturi, David Edmundson-Bird |
| title_fullStr | Digital Business and E-Commerce Management Dave Chaffey, Tanya Arturi, David Edmundson-Bird |
| title_full_unstemmed | Digital Business and E-Commerce Management Dave Chaffey, Tanya Arturi, David Edmundson-Bird |
| title_old | Chaffey, Dave Digital business and e-commerce management |
| title_short | Digital Business and E-Commerce Management |
| title_sort | digital business and e commerce management |
| topic | Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd Online-Dienst (DE-588)4354267-0 gnd Electronic Commerce (DE-588)4592128-3 gnd |
| topic_facet | Management Unternehmen Online-Dienst Electronic Commerce |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034920407&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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