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Strategic factors influencing the transition of businesses

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The purpose of the research (“Strategic factors influencing the transition of businesses as they migrate from place to space, and vice versa: Issues and considerations” ) is to address the issues and considerations faced by companies, mainly retail B2C companies, as they try to establish online presence, migrating from tradition modes of doing business, to adoption of some virtual attributes. It also looks into the challenges that wholly virtual companies face, particularly online retailers (normally called e-tailers) as they realise the need to embrace traditional business processes, in a bid to gain from the advantages of the two worlds (the traditional world and the virtual world). We discussed problems, issues and considerations that these retail companies, both wholly internet based firms and the well known traditional firms face through a case study approach. With the use of different case studies of successful traditional companies, we shed light on what need to be considered while migrating from either of the two platforms elaborated on (the traditional world, and the virtual world)

Contents

1. CHAPTER ONE: BACKGROUND INFORMATION
1.1 INTRODUCTION
1.2 DEFINITION OF KEY TERMINOLOGY
1.3 PROBLEM
1.4 PURPOSE
1.5 LIMITATIONS
1.6 INTEREST IN THIS RESEARCH AREA
1.7 PREVIOUS STUDIES
2. CHAPTER TWO: RESEARCH METHODS USED
2.1. RESEARCHMETHODOLOGY:
2.1.1 THE FOUNDATIONS OF THE PROBLEM
2.1.2METHODOLOGICAL APPROACH
2.1.3 DATA COLLECTION
2.1.2 LIMITATIONS
3. CHAPTER THREE: RESEARCH QUESTION NO. 1
3.1 INTRODUCTION
3.2 LITERATURE REVIEW
3.2.1 PRODUCT CHARACTERISTICS
3.2.2 PRODUCT CLASSIFICATION
3.3 ANALYSIS OF DEFINITION
3.4 FURTHER ANALYSIS
3.4.1 LESSONS LEARNED
3.5 CONSUMER BEHAVIOUR TOWARDS VIRTUAL ADOPTION:
3.6 AMAZON. COMCASE STUDY
3.7 BARNES & NOBLE CASE STUDY
3.8 CONCLUSION
4. CHAPTER FOUR: RESEARCH QUESTION NO. 2
4.1 OVERVIEW
4.2 LITERATURE REVIEW
4.2.1DISTRIBUTION CHANNELS
4.3 PRICING CONSIDERATIONS
4.4 CASE STUDIES
4.4.1 LEVI STRAUSS AND COLGATE-PALMOLIVE: THE INTERMEDIARY SUPPORT STRATEGY
4.4.2 XEROX AND TEXAS INSTRUMENTS: THE DIFFERENTIATION STRATEGY
4.4.3 ESTEE LAUDER AND GENERALMOTORS: CONFLICT AVOIDANCE STRATEGY
4.4.4 DELL AND THE CHANNEL ANSORPTION STRATEGY
4.4.5 COMPAQ ANDWES &WILLY: COMPROMISING STRATEGY
4.4.6 BARNES AND NOBLE AND BARNESANDNOBLE.COM: JOINNING BRICKS AND CLICKS STRATEGIES
4.4.7 AMAZON ANDWATERSTONE STRATEGIC ALLIANCE
4.5 CONCLUSIONS
5. CHAPTER FIVE: RESEARCH QUESTION NO. 3
5.1 LITERATURE REVIEW
5.1.1 BUSINESS MODEL APPROACHES
5.1.2 ADVANTAGES AND DISADVANTAGES OF THE DIFFERENT BUSINESS MODEL APPROACHES
5.2 CASE STUDIES
5.2.1 CASE STUDY 1: IN-HOUSE DIVISION (INTEGRATION): OFFICE DEPOT
5.2.2 CASE STUDY 2: INTEGRATED OPERATION OR IN-HOUSE DIVISION: BARCLAYS
5.2.3 CASE STUDY 3: STRATEGIC PARTNERSHIP (MIXED): RITE AID’S VIRTUAL PARTNERSHIP.
5.2.4 CASE STUDY 4: SPIN-OFF (SEPARATION): BLUETAIL AND ERICSSON, BARNES AND NOBLE AND BN.COM
5.2.5 CASE STUDY 5: FROM A STRATEGIC ALLIANCE (MIXED) TO AN IN-HOUSE DIVISION: AMAZON AND WATERSTONES
5.3 CONCLUSIONS
6. CHAPTER 6: FINDINGS AND FINAL CONCLUSIONS
6.1. AREA OF FURTHER RESEARCH
REFERENCES

Author: Nnaemeka E. Ononiwu, Diana J, Mosquera

Source: Blekinge Institute of Technology

Download Link: Download This Project Report

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