E-Business and The New Economy
General concepts of Internet and E-Business
Introductory to The New Economy
Strategy Concepts
eStrategy Concepts
Value Generation
The most basic definition of e-business is simply this: “using the Internet to connect with customers, partners and suppliers”. But the term also implies the transformation of existing business processes to make them more efficient.
In order to fit into e-business, companies need to be able to "unlock" the information stored in their backend databases, so that they can share information and conduct electronic transactions with customers, partners, and suppliers. via Internet.
For some, this change will mean having to transplant their business and their know-how to the new Web environment, in search of greater efficiency. We will call these models “Transplanted Models”.
For many companies, entering the world of e-business means adopting new business models designed specifically for the Web, which will be what we will later define and explain as "Native Models" (merchandise and product auctions, direct product sales to B2C and C2C customers, online commerce in cooperatives, etc...).
Without a doubt, embarking on the e-business project both reconsiders and analyzes the business strategy to be implemented, as well as foresees and designs a technological plan that supports change.
• What is the difference between e-business and electronic commerce (ecommerce)?
On some occasions, both terms are used interchangeably. However, for purists, e-commerce only refers to online transactions.
On the other hand, the term e-business encompasses online transactions, but also includes online exchanges of information. In this sense, e-business coincides with the technology-business disciplines of Customer Relationship Management and Supply Chain Management.
The term New Economy was coined by the economist Brian Arthur, although it was popularized primarily by Kevin Kelly, the editor of "Wired" magazine.
The new economy is a term that was coined in the late 1990s to describe the evolution, in the United States and other developed countries, from an economy based primarily on manufacturing and industry to a knowledge-based economy, due to partly to new advances in technology and partly to globalization.
The first time the term New Economy was handled publicly was on December 30, 1996 by BusinessWeek Magazine in Michael J. Mandel's report called "The Triumph of the New Economy" (read report/English).
In financial markets, the term has been associated with the rise of dot-com companies. This included the emergence of the Nasdaq as a rival to the New York Stock Exchange (NYSE), a large number of companies launching IPOs, the rise in value of dot-com shares over companies established, and the frequent use of tools such as stock options.
Like many things that seem too good, the 2001 recession (via Bubble .com) discredited many of the more extreme predictions made during the boom years. However, subsequent research strongly suggests that productivity growth was stimulated by heavy investment in information technology.
In game theory, a player's strategy is a complete plan of action for any situation that may arise; completely determines the conduct of the player.
A player's strategy will determine the action the player will take at any point in the game, for any sequence of events up to that point. This field was studied by theorists such as John Forbes Nash and Noam Chomsky.
A strategy profile is a set of strategies for each player that fully specifies all actions in a game. A strategy profile should include only one strategy for each player.
The mathematical description of a behavior is related to programming and algorithms.
The concept of strategy is sometimes (wrongly) confused with that of movement. A move is an action that a player takes at a certain point in the game (for example, in chess, moving White's bishop from a2 to b3).
A strategy, on the other hand, is a complete algorithm for playing the game, implicitly listing all the moves of all the players for each game situation. The number of moves in tic tac toe is 4 or 5 (depending on whether the player starts or not, and considering that neither player can skip a turn), while the number of strategies is over 6 billion.
A pure strategy provides a complete definition for the way a player can play a game. In particular, it defines, for each possible choice, the option that the player takes. A player's strategy space is the set of pure strategies available to the player.
A mixed strategy is an assignment of probability to each pure strategy. It defines a probability over the strategies and reflects that instead of choosing a particular pure strategy, the player will randomly choose a pure strategy based on the distribution given by the mixed strategy. Of course, every pure strategy is a mixed strategy that chooses that pure strategy with probability 1 and any other with probability 0.
This strategy describes the use of digital and interactive technologies to achieve a personalized approach within all areas. The e-Strategy also has the following six priorities:
- an integrated online information service for all citizens.
- integrated personal online help.
- a collaborative approach to teaching and learning that transforms.
- A good quality training and support package for practitioners.
- a leadership and development package for organizational capacity in ICT.
- a common digital infrastructure for aid transformation and reform.
Strategy is a design pattern for software development.
The Strategy pattern allows you to maintain a set of algorithms from which the client object can choose the one that suits it and exchange it according to its needs.
The different algorithms are encapsulated and the client works against a context object or Context. As we have said, the client can choose the algorithm they prefer from among those available or it can be the Context object itself that chooses the most appropriate for each situation.
Any program that offers a specific service or function, which can be performed in various ways, is a candidate to use the Strategy pattern. There can be any number of strategies, and any of them can be swapped for another at any time, even at runtime.
Being able to see in advance how the functionalities that are expected to behave on prototypes or on already elaborated parts of the final system offers a very stimulating and enriching "feedback" that generates ideas and possibilities that are impossible to conceive at first, and could hardly be included when writing. a detailed requirements document before starting the project.
The manifesto does not state that they are not needed. The documents are documentation support, they allow the transfer of knowledge, they record historical information, and in many legal or regulatory issues they are mandatory, but it is emphasized that they are less important than the products that work. Less transcendental to add value to the product.
Documents cannot substitute, nor can they offer the richness and value generation that is achieved with direct communication between people and through interaction with prototypes. For this reason, whenever possible, the use of documentation, which generates work that does not add direct value to the product, should be preferred and reduced to an indispensable minimum. If the organization and the teams communicate through documents, in addition to losing the richness that interaction with the product gives, it ends up drifting to use documents as barricades between departments or between people.