Electronic Business: Concepts, Methodologies, Tools, and Applications (4-Volumes) P188 pptx

2001 Hasan & T 2000 Jaworski 2001 Whelan & Maxelon 2001 Business Core Perspective price, revenue sources, sustainibility ZKDWLVGLI¿FXOW to initiate of the business model business ¿QDQF

Table 4 The second group generic e-business framework comparison

Framework commonality

De et al (2001) Dubosson et al (2001)

Hasan & T (2000)

Jaworski (2001) Whelan & Maxelon (2001)

Business Core Perspective price, revenue sources, sustainibility ZKDWLVGLI¿FXOW to initiate of the business model) business ¿QDQFLDO models (business model and opportunities) Revenue models (Advertising, retail, banking & information harvesting) Product innovation (market segment, value proposition), Financial Aspects (cost & revenue structures)

Core Strategy (business mission, product/ market scope, dif

basis), Pricing structure Finance/ Business value Financial model

Analytic e-CRM Perspective Customer value (distinctive offering or low cost), Scope (customer & products/ services) Relationships (relationships & collaboration management)

T and Switching costs, User Experience, Models, V products/niche marketing Customer Relationship, Infastructure Management I (partner network) Customer Interface (support info & insight, re la ti os hip dynamics); Customer EHQH¿WV Customer User perspectives Marketing of Customer management

Process Structure Perspective

connected activities (interdependency between dif

Responsiveness HI¿FLHQF\ & timing of transactions) Commerce (e-buying & selling mechanism) Network externalities, Infastructure investment Infastructure Management II (activities & processes) Strategic resources (core processes); &RQ¿JXUDWLRQ V company boundaries Internal business/ Process

V cluster

e-Knowledge Network Perspective Implementation (resources needed); Capabilities (skills needed)

Infastructure Management III (resources/ assets) Strategic resources (core competencies, strategic assets) Innovation/ Learning future readiness Resource system Resource management; Information

Figure 2 Business model perspective of strategic e-business management

Supply: e-business capacity

(Goldszmidt, Palma, & Sabata, 2001);

e-supply chain efficacy (Golicic et al., 2002; Craighead & Shaw, 2003).

Demand: Customer retention -

stickiness (Ingsriswang & Forgionne, 2001; Smith, 2003)

e-Marketing mix (see below).

Dynamic pricing (Kelkar,

Leukel, & SchmitzPrice, 2002)

Presentation style

(Chittaro & Ranon, 2002)

e-Distribution effort

(Mascarenhas, Kumaraswamy, Day, &

Baveja, 2002; Manthou, Vlachopoulou, & Folinas, 2004)

Fixed cost: e-business system

development and maintenance (Lee &

Brandyberry, 2003).

Variable cost: material/labor input &

training input employ empowerment (Ash & Burn, 2001; Cash, Yoong, &

Huff, 2004).

Online customer profile:

demographic characteristics, preferences and behavior patterns (Fang & Salvendy, 2003; Koppius, Speelman, Stulp, Verhoef, & Heck, 2005;

Lee & Brandyberry, 2003)

E-service quality

(Dutta, 2001);

Competition status (Hasan &

Tibbits, 2000)

Lead-time

(Brewer, 2002);

Product quality

(Fornell &

Johnson, 1996)

E-loyalty (Ingsriswang

& Forgionne, 2001;

Turban et al., 2004)

Channel flexibility:

Reichheld et al., 2000;

Chiang et al., 2003)

Profitability ratio: purchase

margin vs serving cost (Schoeniger, 2003)

Figure 3 e-CRM perspective of strategic e-business management

SUR¿OH LV D FRPSRVLWH YDULDEOH WKDW UHÀHFWV WKH

customers’ demographic characteristics,

prefer-ences, and behavior patterns As noted by Lee

and Brandyberry (2003), when compared with

traditional customers, online customers tend to

EHOHVVVWDEOHGXHWRWKHLU³/RJLFDO´UDWKHUWKDQ

³3K\VLFDO´UHODWLRQVKLSV

Analytic e-CRM Perspective

Customers are at the core of all businesses With

the Internet, customers have realized the

ben-H¿WVRIVKRSSLQJRQOLQHLQFOXGLQJFRQYHQLHQFH

broader selection, competitive pricing, and greater

access to critical business information (Chen et

al., 2004) Relationships and collaborations are

forged in e-business to enter new markets or

en-hance customer, supplier and business interactions

(Damanpour, 2001) On the other hand, customers’

involvement in online retailing is impeded by

security and privacy concerns, download time,

and other technology barriers, or unfamiliarity

(Chen et al., 2004) Furthermore, customers can

switch to other competitive URLs in seconds with

PLQLPDO¿QDQFLDOFRVW,QJVULVZDQJHWDO

which makes successful customer management

especially vital in e-business (Ace, 2002)

Figure 3 depicts the e-CRM perspective As

LQGLFDWHGLQWKH¿JXUHWKHNH\VWRDFKLHYHFXV-WRPHUSUR¿WDELOLW\DUHFXVWRPHUDFTXLVLWLRQDQG

customer retention, i.e., to continuously attract

newcomers and retain loyal customers Achieving

customer satisfaction can turn newcomers into

loyal customers Representative decision factors

in the e-CRM perspective, which have not been

covered previously, are highlighted in Figure 4 The success or failure of a customer acquisition campaign depends on precise, timely targeting that delivers valuable offers to prospects and keeps FRVWVORZ7KLVWDUJHWLQJFRXOGLQYROYH¿QGLQJ previously untapped customers (for example, baby diapers for new parents) or competitors’ custom-ers (Bcustom-erson, Smith, & Thearling, 1999) While acquisition costs vary widely among various busi-nesses, optimized targeting with proper customer SUR¿OHUHVHDUFKDQGHPDUNHWLQJPL[VWUDWHJ\LV consistently a top priority, as is e-service quality and competitive status E-service quality involves network reliability and customer support (Dutta, 2001), while competition status represents the company’s external relationship with the supplier, availability of other distribution channels, entry barriers, rivalry, and product substitutes (Kaplan

et al., 1992; Hasan et al., 2000)

The next step is to ensure customer satisfac-tion with lead time, product quality, service quality, and competitive pricing (Kaplan et al., 1992) Lead time measures the time required for the company to meet its customers’ needs, VRPHWLPHUHIHUUHGWRDV³RUGHUWRGHOLYHU\F\FOH time” (Brewer, 2002) Quality measures the de-fect level of products as perceived and measured

by the customer A product with high quality and a high level of customization may increase the degree of customers’ satisfaction (Fornell & Johnson, 1996) E-service quality and price also will greatly impact satisfaction

+RZHYHUVDWLV¿HGFXVWRPHUVDUHQRWQHFHVVDU-ily loyal customers (Gale, 1997) Loyal customers, who repeat their purchases or visits persistently,

Figure 4 A generic value chain (Adapted from Lewis, 2001)

Inbound Logistics

Logistics

Marketing

& Sales

Customer Service

Procurement, Human resources, Technology, Infrastructure Customer needs

Identified

Customer Needs Satisfied

are valuable business assets (Turban et al., 2004)

According to Reichheld and Schefter (2000),

e-loyalty is an economic necessity in the e-era

The idea is to develop and maintain long-term

relationships with customers by creating superior

customer value and satisfaction (Ingsriswang et

al., 2001)

Goodwill, the favor or prestige that a business

has acquired beyond the mere value of what it

VHOOV 0HUULDP:HEVWHU RQOLQH  UHÀHFWV

the cumulative impact of marketing and customer

satisfaction (Anderson & Fornell, 1994; Jennings

& Robinson, 1996) Companies should determine

their and use their core competencies to target the PDUNHW 6PLWK  &KDQQHO ÀH[LELOLW\ UHIHUV

to the convenience and availability of distribu-tion channels besides the Internet According to Reichheld et al (2000), the seamless integration of different channels can prove to be valuable This

¿QGLQJKDVEHHQYHUL¿HGE\&KLDQJHWDO¶V who determined that the e-channels could increase WKHHEXVLQHVVFRPSDQLHV¶SUR¿WLQGLUHFWO\WKURXJK retail channels

All customers are not created equal If the FRPSDQ\FRXOGSURSHUO\PHDVXUHWKHSUR¿WDELOLW\

of its customers, it can implement corresponding

Figure 5 Process structure perspective for e-business strategy

Process integration

(synchronization) (Park, 2003);

Process intelligence

(automation) (Kraev, 2003)

3-level e-services:

foundation of service; customer-oriented services;

value-added services (Voss, 2000)

Process integration

(synchronization) (Park, 2003);

Process intelligence

(automation) (Kraev, 2003)

Figure 6 E-knowledge networks characteristics (Adapted from Warkentin et al 2001)

z Extensive sharing

z Long-term alliance

z Relies o n leading-edge I T such a s agents, data mining etc.

z Central to business model

z New organizational forms enabled

z Automated, Intelligent

E-Knowledge Networks

margin strategies to achieve higher customer

DQG FRUSRUDWH SUR¿WDELOLW\ 3UR¿WDELOLW\ FDQ EH

measured at either the individual or segment level

by identifying the customers’ purchase to cost

margin Costs uniquely traceable to customers

include customer transactional cost, customer

service and support cost, packaging, delivery, and

post sales costs The ratios of the mix of customer

purchase margin to the customer serving cost are

thereby revealing when compared on an individual

customers basis, as well as by segment or channel

(Schoeniger, 2003)

Process Structure Perspective

(EXVLQHVVVKRXOGIHDWXUHVSHHGÀH[LELOLW\DQG

ÀXLGLW\VRPHWLPHVGHVFULEHGDVDJLOLW\,QWURQD

2001; Metes, Gundry, & Bradish, 1998) Existing

business processes must be seamlessly integrated

with the new, electronic form of interaction with

suppliers and customers A generic value chain

is illustrated in Figure 4, which offers an abstract

description of the processes within any type of

business (including e-business) To be feasible

in e-business, the internal process view should

FRQVLGHU WKH ÀH[LELOLW\ DQG LQWHOOLJHQFH RI WKH

process structure (Hasan et al., 2000)

For e-businesses to operate successfully there PXVWEHÀH[LELOLW\DQGVFDODELOLW\WRDFFRPPRGDWH 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 proac-tive analysis for future process innovation Such process improvements can be achieved through intelligence and integration of business models and data with the Internet and with the systems of the company’s trading partners As summarized LQ)LJXUHLPSURYHGHIIHFWLYHQHVVDQGHI¿FLHQF\

in these core business processes will lead to faster cycle times, enhanced service quality, reduced overhead, and more competitive offerings Different from the customer-perspective sales cycle, the general cycle time measures the time needed by the business to plan and stock (inbound logistics), inventory and schedule (operations), lead time (order-to-delivery time), and invoice

a particular product (outbound logistics) Ac-cordingly, incremental costs are induced as the cycle lengthens Effective process integration and intelligence can optimize this cycle, measurably reduce inventories and help offer exactly the products that the market demands at any given time Wherever there are manual and sporadic

Figure 7 E-knowledge network perspective of strategic e-business management

e-Knowledge repository, knowledge sharing network, knowledge exchange and management (Warkentin,

Sugumaran & Bapna, 2001; Malhotra, 2002; Park & Park, 2003; Koh & Kim, 2004; Plessis & Boon, 2004)

tasks in the product cycle, there are chances for

overhead costs, delays, and errors, all of which

can all contribute to longer cycle times

In the EBBSC framework, process integration

LVDFRPSRVLWHYDULDEOHWKDWUHÀHFWVWKHGHJUHHRI

problem critical data, information and knowledge

sharing, and transmission across different

depart-ments and groups (from downstream to upstream

and inbound to outbound) Process integration also

incorporates the effectiveness of two or more

iden-tical (horizontal) or successive (veriden-tical) stages

in producing or distributing a particular product

Process intelligence represents the ability of the

business processes to perceive and act in the

sur-rounding environments, to respond appropriately

to the prevailing circumstances in a dynamic

business situation, to learn and to improve the

process with prior experiences

As emphasized in the e-CRM perspective,

e-service is the glue that holds the e-business

process together (Tschohl, 2001) According to

Voss (2000), customer service generally involves

three levels of service and overall e-service

qual-ity can be estimated by incorporating the qualqual-ity

indicators of the three levels of e-services

‡ 7KH ¿UVW OHYHO IRXQGDWLRQ RI VHUYLFH LQ

e-business, includes minimum necessary

services, such as site responsiveness (e.g.,

how quickly and accurately the service

is provided), site effectiveness (e.g., site

interface friendliness and freshness), and

RUGHUIXO¿OOPHQW7KHHEXVLQHVVFRPSDQLHV

should monitor network performance and

infrastructure to ensure basic customer

service

ser-vices, involve: (1) informational capabilities:

service and help information availability,

perceived ease and actual convenience of

¿QGLQJ WKH KHOS QHHGHG FXVWRPHU SUR¿OH

personalization, and interactive

communi-cation with service representatives, and (2)

transactional capabilities: site security and

SULYDF\RUGHUFRQ¿JXUDWLRQFXVWRPL]DWLRQ and tracking, complete support during the ordering process and after the purchase period

• The last level, value-added services are extra services, such as location sensitive selling and billing or online training and education that add value to overall service quality Some value-added services may stand alone from an operational perspective, while oth-ers add value to existing services Overall, value-added services provide operational and administrative synergy between or among other levels of services

%HLQJDJLOHDQGÀH[LEOHWKHYLUWXDOSURFHVVRI e-business replaces the traditional product inquiry and physical clearinghouse process and provides greater operating advantages that may lead to reduced overhead As the cycle time is shortened through process integration and intelligence, overhead will be reduced accordingly Process LQWHJUDWLRQDQGLQWHOOLJHQFHLVDVLJQL¿FDQWDGYDQ-WDJHLQDFKLHYLQJHEXVLQHVVIRFXVDQGÀH[LELOLW\ because, in many instances, these capabilities can UHSODFHWKHQHHGIRUDZHOOGH¿QHGRUJDQL]DWLRQDO structure and often whole layers of staff

E-Knowledge Network Perspective

Targets for success keep changing so that the company must make continual improvements

to survive and succeed in the intensive global competition (Kaplan et al., 2001) Organizations operating in the new business environment should be adept at creation and application of new knowledge as well as ongoing renewal of exist-ing knowledge archived in company databases (Malhotra, 2000; Soliman et al., 2001)

(EXVLQHVV NQRZOHGJH RU ³HNQRZOHGJH´ including knowledge about internal functions and processes, about customers and markets, and about strategic partners, can be created, shared, and managed more effectively by a combination

Table 5 Description of the measures & factors in the EBBSC framework

3UR¿W3UR¿W The difference between the

revenue and cost Marketing-mix (M)

The company’s effort on commercial processes involved

in promoting/selling Revenue (R) Total income in a given period Customer

Acquisition (CA)

The number of new customers acquired in a given period Cost (C)

The total expense (e.g money, time, and labor) incurred in a given period

Customer Satisfaction (CS)

Measure of determination that

a product meets a customer’s expectations and needs

Price (P) The amount of money needed to

purchase the product

Customer Retention (CR)

Measure of customers revisit

to the site and repeat purchases over a period of time

Purchases (PU) The total quantity of product

actually sold to customers

Customer 3UR¿WDELOLW\&3

The ratio of the customer serving costs to the mix of customer purchase margin Quantity Demanded

(QD)

The total quantity customers are willing and able to purchase

6WDII3UR¿FLHQF\

(SP)

7KHHI¿FLHQF\RIWKHFRPSDQ\

staff in providing the product and service Quantity Supplied

(QS)

The total quantity the company offers for a sale

E-service quality (EQ)

Measure of the company’s e-service quality Variable Cost (VC)

The portion of cost that varies in relation to the level of production

activity

Process Integration (PIG)

The degree of the company’s business process integration

Sales Cycle (SC)

The time between the point the product is listed and the point the product is sold

Process Intelligence (PIL)

The ability of the company’s business process to respond to and improve its position in the business environment Cycle Time (CT)

Time that elapses in conducting inbound operations, and outbound

logistics

Knowledge Network (I¿FDF\ 1(

The company’s investment

in knowledge transmission, sharing, and innovation Unit Cost (UC) The cost per product Capacity (CT)

The equipment, personnel, and technology capacity of the

company Fixed Cost (FC)

The portion of cost that is independent of the number of products produced/sold

Goodwill (G)

The company’s accumulative prestige and perceived value in the market

Product (PD)

Measure of the product quality, positioning, and Internet branding

etc.

Competition (CO)

Measure of the rivalry between the company and other businesses in the market

Presentation

The selection of product presentation and distribution

formats

Channel Flexibility (CF)

The convenience and availability of distribution channels besides the Internet

Promotion (PM) The company’s expenditures on

product promotion

Supply Chain (I¿FDF\6&(

The effectiveness of the company in managing relationships with its suppliers

3UR¿OH3)

The target customers’ average disposable income, needs or preferences index

6WDII4XDOL¿FDWLRQ

(SQ)

General rating of the company’s staff skill level Distribution Effort

(DE)

The company’s effort on distribution channel Staff Training (ST)

The company’s investment in staff training

of new organizational designs and the adoption

of new technologies, such as data mining and

intelligent agents Organizations are now creating

knowledge networks to facilitate improved

com-munication of data, information, and knowledge,

while improving coordination, decision making,

DQGSODQQLQJEDVHGRQWKH,QWHUQHWGULYHQ³QHZ

economy” technologies that were unavailable

until recently (Warkentin, Sugumaran, & Bapna,

2001)

Figure 6 highlights some of the characteristics

of e-knowledge networks

This enhanced e-knowledge innovation and

PDQDJHPHQWZLOOOHDGWRJUHDWHUEDFNRI¿FHHI-¿FLHQF\ÀH[LEOHDGDSWDWLRQWRPDUNHWFKDQJHV

greater customer intimacy, improved strategic planning, improved decision making, rapid and ÀH[LEOHUHODWLRQVKLSPDQDJHPHQWSURFHVVHVDQG RWKHURUJDQL]DWLRQDOEHQH¿WV7KHUHDUHDGGLWLRQDO LPSOLFDWLRQVRIVWDIISUR¿FLHQF\SURFHVVLQWHJUD-tion, and process intelligence, as summarized in Figure 7

6SHFL¿F PDQDJHU SUR¿FLHQF\ DQG HPSOR\HH skills are required to operate in the new competi-tive e-business environment E-business managers are responsible for identifying the major factors involved in their business strategy, specifying the relationships between the factors, and generating long-term and short-term strategic e-business plans that will improve overall organizational

Figure 8 An overview of the EBBSC framework

Demand

Good

will

Organization hierarchy

Lead time

Inbound

Operations

Outbound

Staff Training

& Qualification

Knowledge network efficacy

Supply

Chain

Efficacy

Product

Competition Profile

Channel Flexibili Capacity

Supply

Unit Cost

performance Similarly, employees should be

SURYLGHGZLWKSDUWLFXODUVNLOOVDQGSUR¿FLHQFLHV

across different departments For instance,

cus-tomer service team is capable of assisting

custom-ers throughout their online purchase process in a

timely and friendly manner to ensure customer

satisfaction and retention A technical support

team is in charge of ensuring that the site runs

properly and securely under all circumstances

The e-knowledge network offers a repository

where new knowledge is created and collected,

while existing knowledge, archived in data

ware-houses, is renewed and updated Management

and operational judgment, knowledge, and

ex-periences are shared and managed to facilitate

improved communication, coordination,

deci-sion making, and planning Staff training can be

utilized to improve employee skills and maintain

currency with the technology shift

Process integration enables a company to

unify every aspect of its back-end infrastructure

and increase responsiveness to inventory levels,

customer demands, and delivery schedules by

integrating disparate business processes, not only

within an enterprise, but also across organizational

boundaries To achieve process integration in

e-business, the communication infrastructure must

be designed for a mission-critical environment,

scalable to increasing numbers of transactions and

trading partners, and robust enough to integrate

with the core business applications E-knowledge

innovation and management facilitates the

inte-gration process by creating e-knowledge networks that are characterized by automated exchange of rich knowledge by unattended computer systems, programmed to capture and evaluate knowledge with data mining algorithms, share it with strategic allies, and direct the operation of key interactive processes Through e-knowledge networking, internal business data can be retrieved and shared across different departments and groups, and problem critical information and knowledge can

be transmitted, integrated and processed from downstream to upstream as well as inbound to outbound

7KHÀDWWHQLQJRIWKHRUJDQL]DWLRQDOKLHUDUFK\ also contributes to process integration, which OHDGVWRKLJKHUSURFHVVHI¿FLHQF\YLVLELOLW\DQG transparency In contrast, traditional organiza-tion structures are hierarchical and funcorganiza-tion- function-ally oriented (Chen & Ching, 2002) As a result, LQIRUPDWLRQLV¿OWHUHGDQGPRGL¿HGDVLWPDNHV its way through different levels of management Enabled by e-business capabilities, companies ZLWK D ÀDWWHQHG RUJDQL]DWLRQDO KLHUDUFK\ KDYH WKH EXLOWLQ ÀH[LELOLW\ WR PRYH VZLIWO\ WRZDUG capturing new opportunities, react quickly to shifts in the environment, and respond promptly

to the customers needs

Process intelligence facilitates matches between the company’s offering and target cus-tomers, competitors, and the current business

by automating the decision and action processes and initiating real time analytics of sales and

Decisio

T T

Strategy Making Efficiency

Process Intelligence

(PIL)

E-service Quality

(EQ)

Process Integration

(PIG)

Cycle Time (CT)

Lead Time (LT)

Sales Cycle (SC)

Organization Performance Customer Relationship

Profit Maximization

Cost Reduction(C) Revenue Increase (R)

Customer Acquisition (CA)

Customer Satisfaction (CS)

Customer Retention (CR)

Strategy Making Effectiveness

Customer Profitability (CP)

Figure 9 EBBSC strategy evaluation model

HVHUYLFHV DV ZHOO DV EXVLQHVV QRWL¿FDWLRQ DQG

alerting (Park & Park, 2003) Such effort requires

a wide range of process steps to be understood

and represented, not only within an organization,

but communicated to trading partners

An e-knowledge network generates and stores

immediate (real-time) knowledge about internal

functions and processes, about customers and

markets, about strategic partners, and about

sup-ply chain partners (suppliers, vendors, dealers,

and distributors) Using the knowledge

reposi-tory, the company can create new internal and

external structures and relationships, which leads

to further knowledge and continuous strategy

improvements Intelligent technology, which

en-ables communication with trading partners across

different platforms, can help represent, implement

and track external business processes (contact

agents of other companies, request information

on merchandise/suppliers, and negotiate with

them about purchase conditions) in a dynamic

DQGÀH[LEOHZD\3DUNHWDO

EBBSC SUMMARY AND

ILLUSTRATION

Using the EBBSC components, we can develop

the major measures and factors involved in the

EBBSC framework These measures and

fac-WRUVZKLFKKDYHEHHQLGHQWL¿HGLQHDFK(%%6&

perspective, are summarized in Table 5

The major measures (Square) and the

corre-sponding decision factors (Oval) and relationships

$UURZ/LQHVVSHFL¿HGLQWKH(%%6&IUDPHZRUN

are illustrated in Figure 8 This framework also

forms the basis for specifying a precise and

ex-plicit functional model for strategic e-business

management At the conceptual level, it offers

the e-business manager a big-picture perspective

that is critical in generating effective e-business

strategies Aided by this framework, e-business

companies can identify the major factors

regard-ing the four e-business perspectives and specify

the direct and indirect relationships among the various factors

As an illustration, consider an e-business that seeks to acquire more customers in the next SODQQLQJSHULRG7KHPDQDJHU¿UVWZLOOORFDWHWKH strategic measure of new customer acquisition in the framework and identify the relevant decision factors As the EBBSC framework indicates, these IDFWRUVLQFOXGHWKHFXVWRPHUSUR¿OHFRPSHWLWLRQ the marketing mix, and e-service quality Next, the manager can formulate a tentative strategy plan In this case, the framework suggests that the company needs critical data and information regarding the prospective customer population and the competitors Based on the collected in-IRUPDWLRQPDQDJHPHQWPXVWGHFLGHRQDVSHFL¿F marketing mix and e-service solution Starting from the market mix or e-service quality compo-nents, the EBBSC framework suggests the steps

to create the mix and quality plan Having the priority of the strategic objective at each stage, the manager can plan and allocate the available budgets and resources more effectively to achieve these objectives

DISCUSSION AND CONCLUSION

In this study, we have developed a balanced score-card-based framework for strategic e-business management, which contributes to both theory and practice From a theoretical standpoint, the balanced scorecard adaptation offers an innovative methodology to formulate and evaluate e-business strategy The EBBSC framework also indicates that e-business strategy making will involve multiple decision criteria Using this framework, the decision maker can establish an evaluation model for strategic e-business decision support Figure 9, for example, shows such a multi-criteria e-business strategy evaluation model utilizing the VWUDWHJLFPHDVXUHVVSHFL¿HGLQWKH(%%6&IUDPH-work Based on the Analytic Hierarchy Process (AHP) concept (Forgionne, 1999), this EBBSC

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 proac-tive analysis for future... business data can be retrieved and shared across different departments and groups, and problem critical information and knowledge can

be transmitted, integrated and processed from downstream...

problem critical data, information and knowledge

sharing, and transmission across different

depart-ments and groups (from downstream to upstream

and inbound to outbound) Process