This work as been realised in 1999 while I was studying in Strasbourg in the following business school IECS:

Please note that this paper is not a thesis and should not be considered as a progress for the science of information system science. However, its content should be very helpful to understand some basics (in terms of technology and strategy) about ecommerce from a "european view".
 
 

This paper has emphasised a view of electronic commerce as a new market in which investment should be made. Electronic commerce involves much more than simply buying a CD over the Internet! The importance of taking a global perspective and finding the appropriate strategy has been stressed.

In terms of business, the the new market poses a weighty, yet exciting challenge. A successful ecommerce will save money, improve product quality, cut lead times, reduce inventories and, in general, enhance the effectiveness of the supply chain. One of the key issues identified is the ability of the company to understand how it can add value to the product created on the traditional market and then on how different strategies might be required to add value in the digital market. On line goods customisation is a good example of added value creation in this new market.

This three concepts Intranet, Extranet, Ecommerce imply the same technology based on the IP protocol. Within the borders of the company, the “browser” (such as Netscape) is becoming the universal “client”. Externally, ecommerce will remodel the company’s business and its link to their environment. The partners or other market players will also be part of the inter-organisational information system of the company via the Extranet. The next step will be to use this emerging market for extended GroupWare use on the Internet. Informational Technology, previously a simple tool, thus becomes the key driving force of a company’s business strategy.

However, technologies are tools that people can simply choose to use or not. Their effectiveness requires organisational changes rather than technical ones. The digital revolution can only be successful if managers are trained and skilled to run an updated organisation - and if the people want to use it. The successful modern manager will need new skills which have developed through the use of information systems like the Intranet. S/he will more than ever need to decentralise information. The company is no more an sum of different kinds of jobs (functions) but of different kind of processes (information flows).

The Internet revolutionises the dynamics of international commerce and, like any other medium will become a major force in democratisation of capitalism. For example, SMEs will be able to compete more easily in the global marketplace. Consumers will also benefit from the expanded range of products, services, information, learning materials to which Internet gives them access. And if the company is a new market player such as Peapod.com or choix.com, linking the producer and the end consumer in a direct relation, then it is possible that traditional wholesale monopolies will fall….

The emerging digital market is not only a challenge for companies but for the whole society.
 
 

This paper has emphasised a view of electronic commerce as a new market in which investment should be made. Electronic commerce involves much more than simply buying a CD over the Internet! The importance of taking a global perspective and finding the appropriate strategy has been stressed.

In terms of business, the the new market poses a weighty, yet exciting challenge. A successful ecommerce will save money, improve product quality, cut lead times, reduce inventories and, in general, enhance the effectiveness of the supply chain. One of the key issues identified is the ability of the company to understand how it can add value to the product created on the traditional market and then on how different strategies might be required to add value in the digital market. On line goods customisation is a good example of added value creation in this new market.

This three concepts Intranet, Extranet, Ecommerce imply the same technology based on the IP protocol. Within the borders of the company, the “browser” (such as Netscape) is becoming the universal “client”. Externally, ecommerce will remodel the company’s business and its link to their environment. The partners or other market players will also be part of the inter-organisational information system of the company via the Extranet. The next step will be to use this emerging market for extended GroupWare use on the Internet. Informational Technology, previously a simple tool, thus becomes the key driving force of a company’s business strategy.

However, technologies are tools that people can simply choose to use or not. Their effectiveness requires organisational changes rather than technical ones. The digital revolution can only be successful if managers are trained and skilled to run an updated organisation - and if the people want to use it. The successful modern manager will need new skills which have developed through the use of information systems like the Intranet. S/he will more than ever need to decentralise information. The company is no more an sum of different kinds of jobs (functions) but of different kind of processes (information flows).

The Internet revolutionises the dynamics of international commerce and, like any other medium will become a major force in democratisation of capitalism. For example, SMEs will be able to compete more easily in the global marketplace. Consumers will also benefit from the expanded range of products, services, information, learning materials to which Internet gives them access. And if the company is a new market player such as Peapod.com or choix.com, linking the producer and the end consumer in a direct relation, then it is possible that traditional wholesale monopolies will fall….

The emerging digital market is not only a challenge for companies but for the whole society.