"E-Business Strategy: How to Benefit From a Hype" and review its alignment between such models as SWOT and Five Forces and the e-business that it uses as a model. In your posting, address the following questions:

"E-Business Strategy: How to Benefit From a Hype" and review its alignment between such models as SWOT and Five Forces and the e-business that it uses as a model. In your posting, address the following questions: Logistics Information Management Paper details: Refer to the reading, "E-Business Strategy: How to Benefit From a Hype" and review its alignment between such models as SWOT and Five Forces and the e-business that it uses as a model. In your posting, address the following questions: • What insights do traditional business strategy analyses offer to an Information Technology or Information Systems professional? • How might these analyses promote or empower effective SISP? • Are there shortcomings to these strategies? For example, what intrinsic Information Technology realities might transcend the limitations of these analyses? • How might you apply the model developed in the article to your organization or an organization with which you are familiar? Logistics Information Management E-business strategy: how to benefit from a hype Floris P.C. van HooftRobert A. Stegwee Article information: To cite this document: Floris P.C. van HooftRobert A. Stegwee , (2001),"E-business strategy: how to benefit from a hype", Logistics Information Management, Vol. 14 Iss 1/2 pp. 44 - 54 Permanent link to this document: http://dx.doi.org/10.1108/09576050110360223 Downloaded on: 14 January 2016, At: 16:01 (PT) References: this document contains references to 17 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 4217 times since 2006* Users who downloaded this article also downloaded: Faramarz Damanpour, Jamshid Ali Damanpour, (2001),"E-business e-commerce evolution: perspective and strategy", Managerial Finance, Vol. 27 Iss 7 pp. 16-33 http://dx.doi.org/10.1108/03074350110767268 Raffaella Cagliano, Federico Caniato, Gianluca Spina, (2003),"E-business strategy: How companies are shaping their supply chain through the Internet", International Journal of Operations & Production Management, Vol. 23 Iss 10 pp. 1142-1162 http://dx.doi.org/10.1108/01443570310496607 G.D. Karagiannopoulos, N. Georgopoulos, K. Nikolopoulos, (2005),"Fathoming Porter's five forces model in the internet era", info, Vol. 7 Iss 6 pp. 66-76 http://dx.doi.org/10.1108/14636690510628328 Access to this document was granted through an Emerald subscription provided by emerald-srm:552352 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related content and download information correct at time of download. Downloaded by Walden University At 16:01 14 January 2016 (PT) E-business strategy: how to benefit from a hype Floris P.C. van Hooft and Robert A. Stegwee Introduction Forecasts that predict the size of online trading revenues in the near future vary widely from a few hundred billion to a few trillion dollars. Who might be right is a guess, but one thing is sure, it will be big! When you have to believe the articles that are written by several Internet gurus, your business will not exist any more in a few years' time. Within organisations the feeling prevails that one cannot afford to sit back and wait. However, it is often not possible to turn the organisation around 180 degrees, as the gurus want you to. This can be caused by lack of management support, insufficient budgets, an organisational culture that will not support the changes needed to make it work, or many other reasons. This paper presents a set of tools to enable managers to identify where in the organisation and how an organisation can benefit from the e-business hype without taking the revolutionary and radical path. King and Clift (2000) argue that the ``e'' ± will soon be dropped and that e-business will be business as it comes to be generally understood. In this paper, various already existing models and theories will be used. We argue that these models and theories still apply when looking from a new e-business perspective. Examples will be given of possible applications to demonstrate the use of these models. However, we do not aim at giving an exhaustive and complete description; organisations are too different from each other and new developments arise every day. Every model and every example will have to be adapted to fit within a specific situation. We aim at providing a framework that describes a process, which in the end will give directions on where e-business opportunities can be found. Based on a definition used by IBM, we define e-business as ``a secure, flexible and integrated approach to delivering differentiated business value by combining the systems and processes that run core business operations with the simplicity and reach made possible by Internet technology''. This implies that e-business is more than just a Web shop on the Internet and can reach into every aspect of the organisation. As e-business will be introduced into an existing organisation, there will be various areas that have to be taken into account when developing an e-business strategy. To The authors Floris P.C. van Hooft is a student of Industrial Engineering and Management and Robert A. Stegwee is Professor and Chair of the Department of Business Information Systems, University of Twente, Enschede, The Netherlands. Keywords Business strategy, Strategic information systems, Information management, Electronic commerce, Information technology, Internet Abstract A fundamental approach to setting up an e-business initiative is needed to fully utilise the capabilities of Internet technology in a specific business setting. Such an initiative has to build on the strengths of the organisation and take full advantage of the opportunities in the market, meanwhile identifying costly unsuccessful projects and preventing unwanted market disturbances introduced by carelessly designed e-commerce solutions. In this paper, a method is presented for the development of an e-business, based on research in the area of strategic information systems planning. The proposed method is designed to help clarify a strategic e-business vision and to solicit management commitment to change and take action on new business opportunities. In addition, it takes into account the unique possibilities of an organisation's IT architecture, thus further advancing the value of past investments in IT. Electronic access The research register for this journal is available at http://www.mcbup.com/research_registers The current issue and full text archive of this journal is available at http://www.emerald-library.com/ft 44 Logistics Information Management Volume 14 . Number 1/2 . 2001 . pp. 44±53