Thursday, 15 July 2010

MBA in International Management Dissertation B2B

The purpose of this research is two-fold. The first is to identify the range of e-commerce strategies available, whether to an existing manufacturing or retailing firm or for a pure virtual company. Such an understanding would enable a company to select an e-commerce business strategy that is an appropriate for its circumstances and markets. The second is to identify and compare the business models for e-commerce companies, ranging from "clicks and bricks" to "B-2-B" and to direct "e-tailing" to end customers. Such an analysis should help companies considering the move to e-commerce understand the strengths and weaknesses of various models, and make a better-informed selection of e-commerce strategies and systems.

Chapter 1: Introduction
Background and Context
Purpose of the study
Methodology

Chapter 2: The New Business Environment
Introduction
The History of Internet
The ARPANET and the NSFNET
The Commercial Internet
What is Internet?
The New Economy
How the Internet Changes Business
Power shift to the customer
Global sales channel
Reduced costs of buying and selling
The new retail organisation
Reduced time to market
Customisation
Forces for Change
Globalisation
Digitalisation
Summary

Chapter 3: Electronic Commerce Applications
Introduction
Electronic Commerce
Analyses of Electronic Commerce Systems
Cost advantage
Product differentiation
Focus
Five forces model of competitive threats
Buyer Power
Competitors threats
Potential entrants
Supplier power
Product substitution
Categories of Electronic Commerce
Business to Business E-Commerce
Business to Consumer E-commerce
One way marketing
Relationship marketing
Purchasing over the Web
The scope of Internet Business
Basic Characteristics of Electronic Marketplaces
Key Issues of Electronic Commerce
Connectivity
Privacy and Security
Global E-Commerce Trends
Summary

Chapter 4: The Case of IBM
Introduction
IBM’s Century of History
Customer Segmentation and E-Business
Most Recent Developments
Competitive Threats
Threat of intense segment rivalry
Threat of new entrants
Threat of substitute products
Threats of buyers’ growing bargaining power
Threat of suppliers’ growing bargaining power
Competitive strategies
Cost advantage
Product differentiation
Familiarity/Confidence Check
Focus
B2B and B2C strategies
IBM’s understanding of global trends
IBM’s 4Cs Model
Market Drivers
Summary

Chapter 5: The Case of Dell
Introduction
Dell’s 18-Year History
Dell Today and Customer Segmentation
E-commerce and the Internet
Competitive Threats
Competitive strategies
Cost advantage
Product differentiation
Focus
B2B & B2C Strategies
Dell in the Face of Global Trends
Problems
Summary

Chapter 6: Summary & Conclusion
Summary
Conclusions
Recommendations

Appendices
Appendix A: Hardware Industry-Main Players
Appendix B: Defining the Internet Economy
Appendix C: Porter’s Five Forces Analyses

Bibliography & References

List of tables
Table 1-1: Comparison of the Traditional and the New Economics
Table 2-1: The Old and New Retail Organisations
Table 3-1: SWOT Analyses for Online Sales

List of figures
Figure 3-1: B2B vs. B2C E-Commerce
Figure 4-1: Familiarity/ Confidence Check
Figure 4-2: IBM’s 4 C s
Figure 4-3: The Sigmoid Curve of Digital Technology

Download Here: Dissertation