ASSIGNMENT ON

INTERNATIONAL BUSINESS

Topic:E-Business Strategy

Submitted by
S.Thamizh selvi,
II-MBA
18.1.10
 E-Business Strategy
E-Business Strategy, which replaces the Online Action Plan, provides a
corporate framework for ensuring Centrelink makes the most of eBusiness opportunities
to meet Centrelink's goals.

E-Business is an important element of Centrelink's business. The E-Business Strategy's

primary goal is to accelerate, steer and integrate all E-Business activity into Centrelink
business. It aims to use E-Business to offer customers services that respond to their
individual needs and circumstances. The Strategy also aims to take advantage of
opportunities to provide better services to customers through the business, community
and government sectors.

Centrelink's direction for E-Business incorporates the provision of more service delivery
options for customers while protecting the individual's privacy and security and
Centrelink's position as a trusted provider of Government Services.

E-business strategy characteristics

E-business strategies share much in common with corporate, business and marketing
strategies.

These typical quotes summarizing the essence of strategy could equally apply to each,
strategy:

• “Is based on current performance in marketplace”

• “Defines how we will meet our objectives”
• “Sets allocation of resources to meet goals”
• “Selects preferred strategic options to compete within a market”
• “Provides a long-term plan for the development of the organisation”
The E-business strategy imperative
Many ask why a separate E-business strategy is required.

But, think about the implications if e-business strategy is not clearly defined. I have seen
these in many organisations:

• Missed opportunities and from lack of evaluation of opportunities or insufficient

resourcing of e-business initiatives. These will result in more savvy competitors
gaining a competitive advantage;
• Inappropriate direction of e-business strategy (poorly defined objectives, for
example with the wrong emphasis on buy-side, sell-side or internal process
support);
• Limited integration of e-business at a technical level resulting in silos of
information in different systems;
• Resource wastage through duplication of e-business development in different
functions and limited sharing of best practice. For instance, each business unit or
region may develop a separate web site with different suppliers without achieving
economies of scale

E-business channel planning strategies

An important aspect of E-business strategies is that they should create new “e-channel
strategies” for organizations.

An E-channel strategy defines how a company should set specific objectives and develop
specific differential strategies for communicating with its customers and partners through
electronic media such as the Internet, E-mail and wireless media.

E-channel strategies define specific goals and approaches for using electronic channels.
This is to prevent simply replicating existing processes through e-channels, which will
create efficiencies but will not exploit the full potential for making an organization more
effective through e-business.
Without specific goals and strategies to communicate the benefit of E-channels for
customers and partners, adoption of the new channels will be slow relative to a structured
approach. We will see in the section on objective setting that key metrics about online
contribution can be set which suggest the percentage and value of leads, sales, services
and purchases that are facilitated through e-commerce transactions.

E-channel strategies also need to define how electronic channels are used in conjunction
with other channels as part of a multi-channel e-business strategy.

This multi-channel e-business strategy defines how different marketing and supply
chain channels should integrate and support each other in terms of their proposition
development and communications based on their relative merits for the customer and the
company. Finally, we also need to remember that e-business strategy also defines how an
organization gains value internally from using electronic networks, such as sharing
employee knowledge and improving process efficiencies through intranets.

To summarize;

• E-business strategy is a channel strategy

• Specific E-business objectives need to be set to benchmark adoption of e-
channels.
• E-business strategy defines how we should:

1. Communicate the benefits of using e-channels 2. Prioritise audiences or partners

targeted for e-channel adoption 3. Prioritise products sold or purchased through e-
channel 4. Achieve our e-channel targets

• E-channel strategies thrives on creating differential value for all parties to a

transaction
• BUT e-channels do not exist in isolation, so we still need to manage channel
integration and acknowledge that the adoption of e-channels will not be
appropriate for all products or services or generate sufficient value for all
partners.
This selective adoption of e-channels by business according to product or stakeholder
preference is sometimes referred to as “right-channelling”.

• E-business strategy also defines how an organization gains value internally from
using electronic networks, such as through sharing employee knowledge and
improving process efficiencies through intranets.

The Purpose of E-business Intelligence

Monitoring the Internet for nefarious activities against your enterprise is ineffective
because the Internet is too large to find all the violators. Instead, use E-business
intelligence to implement a process that combats the worse Internet violations perpetrated
against your business.

This 4-step process consists of:

• Understanding the scope the Internet represents. The Internet changes every second
of every day. It is growing exponentially from its estimated 800 million pages with
no end in sight. This is not a matter for guessing. It is critical that you have the
correct answers to questions such as:

What is our exposure on the Internet?

Do we have adequate tracking and trending information?

What issues will affect the bottom line today and in the future?

How do we position for growth?

 Putting together numbers, contingencies, and scenarios that simulate or project
possible outcomes can help baseline what types of trends can and should be tracked
over time.

• Developing policies and procedures. All web sites are not created equal. This
justifies applying different consequences and treatment for those that violate your
business. Depending upon the offensiveness and offense, appropriate responses from
your business come from official corporate policies and procedures. For example,
unsanctioned web sites can be divided into four categories. Those that are
unprofitable are ignored by your business; those that are positive can be either
exploited or sanctioned by you; those that are negative require correction and
monitoring to ensure continued compliance; those that are illegal must be eliminated.

• Implementing proactive measures that are both repeatable and sustainable. Your
business’ responsiveness is predicated on E-business criteria. For example, offenses
perpetrated by fan clubs might justify notification to desist by registered mail while
commercial ventures make their case in court. Begin with actions/behaviors that truly
affect your bottom line business and then be consistent and persistent about how they
are remedied.

The strategies
• Strategy 1: Delivering the vision of eGovernment.
• Strategy 2: Moving Centrelink to integrated, e-enabled service delivery.
• Strategy 3: Advancing self service.
• Strategy 4: Connecting with the community.
• Strategy 5: Making it easier for business to do business with Centrelink.
• Strategy 6: Creating quality eBusiness services through Centrelink people,
processes and technology.
• Strategy 7: Protecting Government outlays.
 • Strategy 8: Protecting the individual's privacy and security and maintaining
Centrelink's trusted provider status..

Overview

Centrelink's E-Business strategies incorporate the E-Government objectives set out in the
Australian Government's E-Government strategy, Better Services, Better Government,
prepared by the National Office for the Information Economy (NOIE) in 2002.

These strategies include:

1. Achieve greater efficiency and return on investment.

2. Ensure convenient access to government services and information.
3. Deliver services that are responsive to client [customer] needs.
4. Integrate related services.
5. Build user trust and confidence.
6. Enhance closer citizen engagement.

Strategy 1: Delivering the vision of E-Government

Delivering the vision of E-Government is about ensuring Centrelink contributes to

delivering the Australian Government's E-Government vision detailed in the Better
Services, Better Government strategy. This strategy is also about collaboratively and
openly working with other government agencies to deliver integrated services to the
Australian people in a manner that links government, community, business, customers
and Centrelink as one virtual group. This strategy also encompasses Centrelink's work
with local, state, federal and foreign governments.

Activities to be considered within the scope of the strategy include:

• deploying new services consistent with the Better Services, Better Government
strategy
 • identifying the E-Business enablers and engaging resources to make sure the
enablers are there
• collaborating with other government agencies
• participating in the Information and Communications Technology (ICT)
Governance and Investment Framework (i.e. Information Management Strategy
Committee, supported by a Deputy CEO Information Technology and NOIE
initiatives and inter-agency working groups/committees)
• creating opportunities for working with international governments in an electronic
environment consistent with the International Dimensions of the government
online framework (A/A6/1.4).

Strategy 2: Moving Centrelink to integrated, e-enabled service

delivery

Moving to integrated e-enabled service delivery is about changing Centrelink to embrace

electronic service delivery as another way of delivering service. This strategy is about
understanding what has to be done to reach this objective and recognising this is new
territory. This strategy links directly with Centrelink's Digital Business Strategy.

Activities to be considered within the scope of the strategy include:

• delivering future business capability through upgraded Information Technology

systems (Refresh)
• ensuring E-Business is designed on Value Chain and Value Network principles
(assumes capability re-use)
• adjusting business processes, practices and policies in line with the Business
Process Re-engineering methodology to encompass E-Business as an enhanced
way of doing business
• availability of resources to support an e-enabled environment (plan, design,
implementation, maintenance)
• implementing Centrelink's E-Business Strategy
 • implementing E-Business quality assurance processes in line with Centrelink's
Quality Assurance Framework
• legislative and regulatory framework
• usability and accessibility guidelines
• record management and a record keeping strategy
• principles, standards and guidelines
• monitoring and supporting the components of the technology
• quality data.

Strategy 3: Advancing self service

Advancing self service is about appropriately extending the use of self service delivery
options across the service delivery channel in a manner consistent with Centrelink's
service delivery model. It aims to integrate channels, streamline service delivery, harness
technological opportunities and reduce the rate of growth in more expensive channels
without negative consequences to outcomes while maintaining or increasing service
delivery choice.

Activities to be considered within the scope of the strategy include:

• researching and investigating opportunities for self service online and through
natural language voice technologies
• using E-Business to provide flexibility and choice in integrated service delivery
across all channels, adding value to customer service, meeting demand, improving
the customer experience, lowering cost of overall channels and preventing rework
• ensuring the self service delivery channel maximizes efficiency and effectiveness
of customer self service delivery
• a channel management framework and cross channel management.

Strategy 4: Connecting with the community

Connecting with the community enables a better customer experience for customers of
Centrelink and community organizations through the use of communication and
information technologies. It also creates greater efficiencies for Centrelink and the
community organization (service providers).

Activities to be considered within the scope of the strategy include:

• being the facilitator - linking government and community services

• assisting our customers by using expertise in the community and business
• investigating and pursuing opportunities for using the online service delivery
channel to provide flexible service in emergency situations (business continuity
planning, emergency management and disaster recovery).

Strategy 5: Making it easier for business to do business with

Centrelink

Making it easier for business to interact with Centrelink reduces the compliance
obligations on business by using information and communication technologies to provide
innovative, cost effective and efficient ways for business to do business with Centrelink
and integrating with other government agencies.

Activities to be considered within the scope of the strategy include:

• reducing the costs of compliance obligations for business

• Centrelink's Positioning Strategy (includes self service)
• electronic data confirmation and lodgement
• promoting the use of E-Business to provide links with business for the benefit of
mutual customers
• using E-Business as an opportunity to create efficiencies for business in the
medical, retirement, financial and child care sectors
• progressing and incrementally introducing E-Business trading, procurement and
payment options with suppliers of goods and services to Centrelink (as
technologies and supplier readiness allow)
• E-Business corporate systems, including payment systems.
Strategy 6: Creating quality eBusiness services through
Centrelink people, processes and technology

Creating quality E-Business services through Centrelink people recognizes people make
E-Business happen. It recognizes while E-Business involves different skills from
business skills, there are also similarities. It is also about using E-Business to enable new,
more efficient work practices and training systems. It recognizes people help drive,
develop and change 'the way we do things around here'.

Activities to be considered within the scope of the strategy include:

• changing the organisational culture to incorporate E-Business as a key medium or

mode of integrated service delivery
• harnessing the influence of Customer Service Officers, business analysts and
Guiding Coalition members (and their senior staff) in expanding and successfully
implementing electronic service delivery
• staff who are E-Business savvy (training, knowledge, experience and skills)
• implementing identified and universal Centrelink E-Business procedures
• focusing on E-Business as a tool for corporate (internal) services.

Strategy 7: Protecting government outlays

Protecting government outlays is about ensuring Centrelink provides services and

entitlements to those who are legally eligible, detecting and where appropriate
prosecuting those who commit fraud, preventing unintended abuse of Centrelink and
government resources and creating opportunities for electronic transfer of data. This
strategy ensures Centrelink is able to prosecute such cases in a court of law using
electronic evidence. This strategy also ensures the protection of staff and corporate
resources in an electronic environment and ensures transparency and accountability of
our services.

Activities to be considered within the scope of the strategy include:

 • detection, review and subsequent prosecution of fraudulent/criminal activity in an
e-environment
• creating opportunities for electronic transfer of data.

Strategy 8: Protecting the individual's privacy and security and

maintaining Centrelink's trusted provider status

Protecting the individual's privacy and security and maintaining Centrelink's trusted
provider status is about ensuring the government and people of Australia continue to trust
Centrelink as a government service provider. This strategy is about ensuring access via
information and communication technologies is appropriate, auditable and ensures
transparency and accountability of our services.

Activities to be considered within the scope of the strategy include:

• access and authentication management in an e-environment

• engendering confidence in the security of our electronic services
• security
• legislative and regulatory framework in the security context
• researching, investigating and pursuing opportunities to use technology solutions
to help identify external users.

Business is a competitive business. The addition of E-business makes it even more so.
Whether your enterprise is the eater or the eaten is a matter of being attentive to the
eyeballs. Either affiliate to drive people to your site or cut bait because time costs you in
competitors
My Top 10 Internet marketing Strategy
issues
.

From this perspective not just of e-retailers, but also other types of online business such
as publishers, consumer brands, charities, and business-to-business relationship-building
organizations.

Internet marketing strategy Issue 1. The E-marketing planning

process

The integration of e-marketing-specific objectives, strategies and activities into the

traditional annual marketing planning process.

Internet marketing strategy Issue 2. Organising and resourcing

for e-marketing

As the importance of online channels increases, the structure of the marketing

organisation and responsibilities may need to change to maximize the opportunities
available through new media.

Internet marketing strategy Issue 3. Defining the Online value

proposition (OVP)

To achieve increased customer usage of online channels (web, e-mail, wireless), a

distinct, detailed differentiated proposition must be developed for these online channels
and it must be clearly communicated online and offline.

Internet marketing strategy Issue 4. E-brand value

How does the Internet contribute to and influence brands?

Internet marketing strategy Issue 5. Setting the e-
communications mix

Defining the proportion of online spend on different elements of the communications

mix.

Internet marketing strategy Issue 6. E-mail marketing integration

(Touch strategy)

Integrating different forms of marketing e-mail, i.e. rented list, house list e-blasts, service
e-mails and e-newsletters with traditional communications, i.e. direct mail, advertising,
etc to achieve maximum response.

Internet marketing strategy Issue 7. E-CRM

Using online channels (web, e-mail, wireless messaging linked to customer databases) to
build and deepen relationships with customers.

Internet marketing strategy Issue 8. Building and exploiting

customer knowledge

Customer knowledge is profiling information and research characterising customers

including their characteristics, communications preferences, behaviours and perception of
service.

Internet marketing strategy Issue 9. E-marketing automation

Developing personalized marketing messages delivered by web and e-mail in response to

customer events and behaviours.
Internet marketing strategy Issue 10. E-channel optimization

Developing a continuous improvement process to monitor the effectiveness of web and e-

mail marketing.

So how have these strategies issues changed in the past 2 years, and how do they
compare to IMRG priority issues? From the strategy workshops I run as part of
consulting I think this list holds up well. There are close links between my top 10 issues
and IMRG e-retail priority issues. Specifically, many of my strategy issues can be
thought of performance drivers to achieve the main 3 issues from the IMRG study of
customer acquisition, conversion and retention.