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• Cover Page
• Title
• Copyright
• Brief contents
• Contents
• Preface
• About the authors
• Author’s acknowledgements
• Part 1 Introduction
• 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
• Summary
• Exercises
• References
• Web links
• 2 Opportunity analysis for digital business and e-commerce
• Learning outcomes
• Management issues
• 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 models
• Commercial arrangement for transactions
• Different types of online intermediary and influencers
• The importance of search engines
• 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
• 3 E-commerce management
• Learning outcomes
• Management issues
• Links to other chapters
• An introduction to e-commerce
• What is e-commerce?
• Digitally enabled transactions
• What is the difference between e-commerce and digital business?
• What are the main types of e-commerce?
• B2C e-commerce
• B2B e-commerce
• C2C e-commerce
• The importance of Mobile
• Social e-commerce
• Local e-commerce
• The evolution of e-commerce
• Emerging themes for the 2020s
• Strategy for e-commerce
• Considerations for e-commerce strategy
• The main B2C and B2B e-commerce models
• B2B-specific operating models
• Starting to develop e-commerce platforms
• Ideation
• Handling development as a management issue
• Choosing e-commerce platforms or 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, FinTech 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
• The unique nature of auction as a transaction business
• Case study 3.1: Páramo
• Security issues in 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
• E-commerce user experience basics
• The issue of navigation
• Categorisation
• Calls to action (CTAs)
• The importance of copy and content
• Key elements of best practice
• The importance of making the e-commerce platform responsive
• Building confidence among potential customers
• Recommendation approaches, cross-selling and upselling
• Approaches to review systems
• Dealing with product availability
• Transparency of fees and prices
• Fulfilment choices and information
• Payment choices
• Being found – search
• Key components of product visibility in search
• The URL
• The title tag
• The meta description
• The product name as a H1 header
• Product description
• Optimised product imagery
• Links to other product pages and categories
• Summary
• Exercises
• References
• Web links
• 4 Key issues in the digital environment
• Learning outcomes
• Management issues
• Links to other chapters
• Introduction
• Social factors
• Case study 4.1: Social media and the changing face of celebrity influencers
• Legal and ethical factors
• Economic factors
• Political factors
• Technology factors
• Cultural factors
• Factors affecting e-commerce buying behaviour
• Understanding users’ access requirements
• Reviewing emerging digital technologies and 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
• Regulations on privacy and electronic communications in other countries
• Viral email marketing
• Other e-commerce legislation
• 1 Marketing your e-commerce business
• 2 Forming an electronic contract (contract law and distance-selling law)
• 3 Making and accepting payment
• 4 Authenticating contracts concluded over the Internet
• 5 Email risks
• 6 Protecting intellectual property (IP)
• 7 Advertising on the Internet
• 8 Data protection
• Environmental and green issues related to Internet usage
• Taxation of E-commerce sales
• Freedom-restrictive legislation
• Economic and competitive factors
• Localisation
• The implications of e-commerce for international B2B trading
• Internet governance
• Technological innovation and technology assessment
• Approaches to identifying emerging technology
• Summary
• Exercises
• References
• Web links
• Part 2 Strategy and applications
• 5 Digital business strategy
• Learning outcomes
• Management issues
• Links to other chapters
• Introduction
• Drivers of digital business strategy development
• What is digital business strategy?
• The imperative for digital business strategy
• Digital channel strategies
• Platform strategy
• Strategy process models for digital business
• Strategic analysis
• Resource and process analysis
• Stage models of digital business development
• Application portfolio analysis
• Organisational and IS SWOT analysis
• Human and financial resources
• Competitive environment analysis
• Demand analysis
• Assessing competitive threats
• Competitive threats
• Sell-side threats
• Buy-side threats
• Competitor analysis
• Resource-advantage mapping
• Strategic objectives
• Defining vision and mission
• VMOST
• How can digital business create business value?
• Case study 5.1: Arriva Bus redesigns its m-ticket app and boosts revenue by over 17%
• Objective setting
• The online revenue contribution
• Conversion modelling for sell-side e-commerce
• Case study 5.2: Setting the Internet revenue contribution at Sandvik Steel
• The balanced scorecard approach to objective setting
• Strategy definition
• Selection of digital business strategy options
• Decision 1: Digital business channel priorities
• The diversification of digital platforms
• Decision 2: Market and product development strategies
• Decision 3: Positioning and differentiation strategies
• Decision 4: Business, service and revenue models
• Decision 5: Marketplace restructuring
• Decision 6: Supply chain management capabilities
• Case study 5.3: Zappos innovates in the digital marketplace
• Decision 7: Internal knowledge management capabilities
• Decision 8: Organisational resourcing and capabilities
• Strategy implementation
• Failed digital business strategies
• Digital business strategy implementation success factors for SMEs
• Case study 5.4: Boo hoo – learning from the largest European dot.com failure
• Aligning and impacting digital business strategies
• Elements of information systems (IS) strategy
• Investment appraisal
• Decisions about which business applications to invest in
• Summary
• Exercises
• References
• Web links
• 6 Digital supply chain management
• Learning outcomes
• Management issues
• Links to other chapters
• Introduction
• Case study 6.1: Fast-fashion retailer Zara uses its supply chain to achieve competitive advantage
• The benefits and challenges of digital supply 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
• Restructuring the internal value chain
• The value stream
• Value chain analysis
• Value networks
• Options for restructuring the supply chain
• Using digital business to restructure the supply chain
• Technology options and standards for supply chain management
• Case study 6.2: Argos uses e-supply chain management to improve customer convenience
• IS-supported upstream supply chain management
• RFID and the Internet of Things
• IS-supported downstream supply chain management
• Outbound logistics management
• IS infrastructure for supply chain management
• Supply chain management implementation
• Data standardisation and exchange
• The supply chain management strategy process
• Goal-setting and performance management for eSCM
• Managing partnerships
• Managing global distribution
• Case study 6.3: RFID – keeping track starts its move to a faster track
• What is e-procurement?
• Understanding the procurement process
• Types of procurement
• Participants in different types of e-procurement
• Drivers of e-procurement
• Examples of the benefits of e-procurement
• Case study 6.4: Honeywell improves efficiency through SCM and e-procurement
• Estimating e-procurement costs
• The impact of cost savings on profitability
• Barriers and risks of e-procurement adoption
• Implementing e-procurement
• Integrating company systems with supplier systems
• B2B marketplaces
• Types of marketplace
• The future of e-procurement
• Summary
• Exercises
• References
• Web links
• 7 Digital marketing strategy
• Learning outcomes
• Management issues
• Links to other chapters
• Introduction
• Chapter structure
• What is digital marketing?
• Marketing defined
• Inbound marketing
• Content marketing
• Digital marketing planning
• Is a separate digital marketing plan required?
• Situation analysis
• Internal digital marketing audit of performance
• Customer demand analysis
• Qualitative customer research
• Competitor analysis
• Intermediary or influencer analysis
• Objective setting
• Case study 7.1: L’Oréal increases its digital contribution
• Strategy
• Market and product positioning
• Target market strategies
• Content strategy
• Characteristics of digital media communications
• 1 Interactivity
• 2 Intelligence
• 3 Individualisation
• 4 Integration
• 5 Industry restructuring
• 6 Independence of location
• Tactics
• Product
• Case study 7.2: How fashion retailer Zalando has used a strategic approach to AI to improve marketing communications
• Price
• Place
• Promotion
• People, process and physical evidence
• Digital branding
• Brand identity
• The importance of brand online
• Actions
• Control
• Summary
• Exercises
• References
• Web links
• 8 Digital communications
• Learning outcomes
• Management issues
• Links to other chapters
• Introduction
• How is this chapter structured?
• Goals and measures for assessing digital communications effectiveness
• Terminology for measuring digital media
• 0 Volume measures including impressions, clicks, visitor session and unique visitors
• 1 Quality measures including conversion rates to action and bounce rate
• 2 Media cost measures including cost-per-click and cost-per-thousand
• 3 Acquisition cost measures including cost-per-action or acquisition
• 4 Return on investment (ROI) or value measures
• 5 Branding measures
• 6 Lifetime value-based ROI measures
• The online buying process
• Differences in buyer behaviour in target markets
• Differences between B2C and B2B buyer behaviour
• Influences on purchase
• Customer acquisition management
• The characteristics of interactive marketing communications
• 1 From push to pull
• 2 From monologue to dialogue
• 3 From one-to-many to one-to-some and one-to-one
• 4 From one-to-many to many-to-many communications
• 5 From ‘lean-back’ to ‘lean-forward’
• 6 The medium changes the nature of standard marketing communications tools such as advertising
• 7 Increase in communications intermediaries
• 8 Integration remains important
• Assessing marketing communications effectiveness
• Digital marketing communications channels
• 1 Search engine marketing (SEM)
• 2 Digital PR
• Assessing influence
• 3 Social media marketing
• 4 Online partnerships
• 5 Digital advertising
• 6 Email marketing
• Offline marketing communications
• Opt-in email
• Case study 8.1: Smart Insights: Which marketing channels are most effective for B2B services?
• Techniques for managing customer activity and value
• Lifetime-value modelling
• Excelling in e-commerce service quality
• Improving online service quality
• Tangibles
• Reliability
• Responsiveness
• Assurance
• Empathy
• Sense, Respond, Adjust – delivering relevant delivering communications through monitoring customer behaviour
• Recency, Frequency, Monetary value (RFM) analysis
• Technology solutions for CRM
• Types of CRM applications
• Integration with back-office systems
• The choice of single-vendor solutions or a more fragmented choice
• Data quality
• Case study 8.2: Tesco.com increases product range and uses triggered communications to support CRM
• Summary
• Exercises
• References
• Web links
• Part 3 Implementation
• 9 Digital experience and service design
• Learning outcomes
• Management issues
• Links to other chapters
• Introduction
• Frameworks defining effective digital experiences
• Online service quality frameworks
• Tangibles
• Reliability and responsiveness
• Assurance
• Multichannel customer service preferences
• Empathy
• Conversion rate optimisation (CRO, merchandising and personalisation
• Conversion rate optimisation (CRO)
• A/B or AB testing
• Website personalisation
• Online retail merchandising
• Customer experience frameworks
• Benchmark evaluations of customer experiences
• Net promoter score
• Usability for desktop and mobile customer experiences
• Evaluating designs
• Persona and scenario analysis
• Stages in use-case analysis
• Mobile design requirements and techniques
• Are mobile apps relevant for all businesses?
• Information architecture
• Card sorting
• Blueprints
• Wireframes
• Customer orientation
• Page design
• Content design
• Accessibility for e-commerce
• Case study 9.1: Providing a better online user experience in a B2B market
• Performance for e-commerce
• The availability of the website
• Payment systems for e-commerce
• Security design for e-commerce
• Securing e-commerce transactions
• Principles of secure systems
• Approaches to developing secure systems
• Digital certificates
• Digital signatures
• The public-key infrastructure (PKI) and certificate authorities (CAs)
• Virtual private networks
• Current approaches to e-commerce security
• Secure Sockets Layer protocol (SSL)
• Certificate authorities (CAs)
• Big Data, AI and machine learning for e-commerce
• Artificial Intelligence for marketing
• Big Data and data warehouses
• IoT and M2M interactions
• Virtual reality, augmented reality and the metaverse
• Customer relationship management for e-commerce
• Marketing applications of CRM
• Benefits of CRM
• Customer engagement strategy
• Permission marketing
• Case study 9.2: How Warby Parker disrupted the eyewear industry
• Summary
• Exercises
• References
• Web links
• 10 Managing digital transformation
• Learning outcomes
• Management issues
• Links to other chapters
• Introduction
• Definitions of digital transformation
• Characteristics of digital transformation
• Drivers of digital transformation
• Impacts of digital transformation
• Transformed areas
• Why is digital business transformation not just about technology?
• The applications portfolio – a precursor to digital business transformation
• The scope of digital transformation
• Case study 10.1: Using digital transformation to solve the problem of counterfeit drugs in Africa
• Digital transformation strategy
• Essential components of a digital transformation
• Case study 10.2: Digital transformation in the NHS
• The opportunities provided by Digital
• Customer experience and service design
• Business and organisational processes
• Business models
• The framework of digital transformation
• The process of review
• What the digital opportunity is
• How sure the organisation is of the opportunity
• The level of digital skills the leadership team possesses
• The level of digital maturity the organisation believes it has
• Case study 10.3: How Pfizer has evolved its digital maturity
• The process of strategy
• The process of resourcing and planning
• The design of the transformation
• A programme for change
• The process of deployment
• The process of living with, and evaluating digital transformation
• Key issues in digital transformation
• The six stages of digital transformation
• Value stream mapping
• Digital transformation excellence
• What are the key challenges to overcome?
• Growth hacking and strategic agility
• Use of scrum, an agile methodology, in digital marketing
• Scrum meetings
• The growth hacking process
• Stage 1: Product market fit
• Stage 2: Growth hacking
• Twenty traction channels to test
• Data analysis
• Adopting digital technologies
• Data and analytics in digital transformation
• How can data be used to transform a business?
• Automated processes
• Integrated digital technologies
• Change management for digital transformation
• Adaptive change
• Transformational change
• The in-between
• Monitoring and governance of digital transformation
• Digitising core legacy systems
• The project management of digital transformation
• Evaluating the success of digital transformation
• Case study 10.4: Walmart’s digital transformation
• Summary
• Exercises
• References
• Web links
• Glossary
• Index
• Publisher’s acknowledgements