Artifacts and Self-Assessments of Competencies

Table of Contents

Introduction1

Discussion3

Step 1 - Situation Analysis3

Strengths3

Weaknesses4

Opportunities5

Threats5

Step 2 - E- Marketing Strategic Planning5

Project Planning and Change Management6

Entry and Growth Strategy7

Support Services9

Social Media Integration9

Informational Content10

Step 3 - Objectives10

Step 4 - E- Marketing Strategies11

Step 5 - Implementation Plan12

Search Engine Optimization13

Keywords13

Online Customer Relationship Management14

Step 6 - Budget15

Step 7 - Evaluation17

Self-Assessment17

Conclusion19

References20

Appendices22

Artifacts and Self-Assessments of Competencies

Introduction

According to the estimations of the International Data Corporation, the United States expenditure on the IT sector will show an increment of US$ 0.27 billion by the end of 2013 (Lee 2007). Moreover, it has also been estimated that the American firms will spent a large part of the expenditure on the telecommunication sector. This amount is estimated to be US$ 603 million (Lee 2007); whereas, the telecommunication sector will include business-to-business (B2B) and electronic commerce (e-commerce). Over the last few years, B2B e-commerce technologies have become significant in various business models. In addition, the technology has gained global importance and has left behind other types of electronic commerce. It has show rapid growth with respect to revenues in e-commerce.

In spite of the entire benefits and contributions of the B2B e-commerce sector, there have been confusions regarding its use. Furthermore, the sector has failed to adopt the significant technologies as compared to other industries, especially in the area of B2B business model in supply chain of goods and services (including procurement and distribution). It has not been found in great detail, the reason how some companies have successfully implemented the technology, while others could not. Other concerns related to this technology are that there are few studies which have been carried out regarding the area (Supply Chain Council, 2003). These studies mostly address strategic marketing of online services, customer relationship management, and designing phase of e-fulfillment systems. These concerns highlight the discrepancies which exist in the current knowledge on issues related to diffusion of B2B e-commerce and execution in the procurement, supply chain, and distribution of goods and services among corporations.

Various factors have been found during an analysis of a related literature. Those factors have a significant impact on the performance of B2B e-commerce. The factors include B2B e-commerce policies and strategies developed at the organizational level, the ability of a company to successfully adopt IT investment evaluation methodology (IEM) and IT benefits realization methodology (BRM), and the maturity level of an organizational IT infrastructure (Supply Chain Council, 2003).

It is essential for organizations to consider these factors with respect to strategic alignment and socio-technical views. An organization can efficiently meet its e-commerce objectives if it manages to develop an effective plan related to the formulation, and execution of B2B e-commerce policy. This will require the organizations to channel their resources and capabilities toward the accomplishment of those objectives. These capabilities can help the company to modify and enhance its identifiable and specific business processes. Furthermore, it can improve and upgrade the capabilities and resources to positively affect the maturity level of the organizational IT infrastructure. The level of an organizational IT infrastructure refers to a ...