Strategies for E-Business provides realistic and compact coverage of the key concepts linking strategy and e-business, illustrated by original case studies. Ideal for MBA students and upper level undergraduates, this book utilises extensive research, strategic frameworks, a methodological toolset and original real-world case studies to link e-business to overall corporate strategy. It builds awareness and sharpens students' analytical understanding of how companies have developed and implemented electronic and mobile commerce strategies in the real world and the issues and challenges that e-commerce strategies and applications present.

Table of Contents:
List of exhibits Guided tour Foreword Preface Authors’ acknowledgements The authors Publisher’s acknowledgements   Part I    Introduction Chapter 1 Key terminology and evolution of e-business Chapter at a glance Learning outcomes Introduction 1.1 Key terminology 1.1.1 e-Business 1.1.2 Electronic commerce 1.1.3 Mobile e-commerce FT article It’s too early for e-business to drop its ‘e’ 1.1.4 The concept of strategy 1.1.5 The concept of value creation and capturing 1.2 The evolution of e-business 1.2.1 The grassroots of e-business FT article Edi update 1.2.2 The rise of the Internet FT article Boo.com founder fears net bubble   1.2.3 The crash FT article Webvan’s billion-dollar mistake 1.2.4 The synergy phase FT article From Netscape to the Next Big Thing: how a dotcom decade changed our lives Blog box Google acquires Internet (May 2017) Summary Review questions Chapter 2 Overview of the e-business strategy framework    Chapter at a glance Learning outcomes    Introduction 2.1 Key challenges in e-business strategy formulation    2.2 A systematic approach to e-business strategy formulation    Summary Review questions    Recommended key reading   Notes and references   Chapter 3 External analysis: the impact of the Internet on the macro-environment and on the industry structure of e-business companies Chapter at a glance Related case studies Learning outcomes Introduction 3.1 Examining trends in the macro-environment 3.1.1 The political and legal environment FT article: Online gambling: The sector has been able to cash in on a regulatory regime set up in Alderney FT article Publishers sued over e-book price ‘collusion’ 3.1.2 The economic environment FT article UK online economy valued at £82bn 3.1.3 The social environment FT article: A social network links our personal and office lives 3.1.4 The natural environment Blog box: How Facebook Got Its Green Back 3.1.5 The technological environment FT article: Trying on the future 3.2 Examining industry structure with the five forces framework FT article: Michael Porter, Management thinker - Academic who shares his values 3.2.1 Industry rivalry 3.2.2 Barriers to entry FT article: Cloud computing cuts start-up costs 3.2.3 Substitute products FT article: Facebook shows it gets the message with Instagram deal 3.2.4 Bargaining powers of buyers and suppliers FT article: Google buys UK price comparison website for £37.7m 3.3 Complementing the five forces framework with the co-opetition framework FT article: Nokia and Microsoft talk up benefits of co-dependence Critical perspective 3.1: Benefits and drawbacks of industry analysis tools 3.4 Defining industries, segmenting markets and targeting markets in e-business 3.4.1 Defining an industry 3.4.2 Segmenting markets in an industry e-Business Concept 3.1: The e-business market segmentation matrix FT article: Vodafone and Facebook team up on smartphone 3.4.3 Targeting specific markets in an industry FT article: Google searches to become personalised Summary Review questions Discussion questions Recommended key reading Useful third-party weblinks Notes and references Chapter 4 Internal analysis: e-business competencies as sources of strengths and weaknesses Chapter at a glance Related case studies Lea