ELECTRONIC COMMERCE AND THE SOCIAL ENTERPRISE
Module 4 introduces online presence for business and information security policies. E-commerce can result in a radical change in the manner business operate, but it needs to be integrated with the rest of the business. Some of the integration includes, planning, competition of resources, and interfaces to other internal systems. Sometimes companies join an alliance or consortium of companies to explore E-commerce implementation. Most electronic payment systems know who the buyers are, and it is therefore necessary to protect their identity. Other private issues may involve tracking of Internet user activities through cookies and in-house monitoring of web services.
Everyday sales items purchased online have almost doubled between the year 2006 and 2010 and it is expected that these figures will keep doubling by 2020. A few years back, E-commerce was not expected to be what is now. It is now clear that all businesses need to provide online services sooner or later to remain in the market. The same is true for mobile commerce.
In order to identify what businesses need to do to start their online presence, go over the background readings and any other elective readings you find useful. When you have read the articles listed in the background material and any other relevant reading you could find, imagine that you want take advantage of the Internet and communication technologies for your business. These include the tools, business strategies, and information security needed to orderly implement electronic and mobile commerce.
The final case in this course explores some of the concerns manager face as they adapt to an increasingly technological environment. The Case “How Starbucks is Changing to a Digital and Social Enterprise” is a thought provoking case and may challenge you to consider some of the actions to take if placed in similar circumstances. The case can be found at Caution-https://sites.google.com/site/efraimturban/online-files < Caution-https://sites.google.com/site/efraimturban/online-files > Chapter 1 or at Caution-https://drive.google.com/file/d/0B01kmYbW3pyfbmlmNVNiOVowd1E/edit?pli=1 < Caution-https://drive.google.com/file/d/0B01kmYbW3pyfbmlmNVNiOVowd1E/edit?pli=1 >
1. How is Starbucks changing to a Digital and Social Enterprise? What are the drivers for this change? 2. In what ways you think Starbucks increases its brand recognition with its E-Commerce initiatives? 3. Is the E-Commerce system bringing Starbucks closer to its customers? Is it changing consumer behavior? Why and why not?
Note: this case study was selected from the book Electronic Commerce
A Managerial and Social Networks Perspective by Turban, E., King, D., Lee, J,. Liang, T., & Turban, D. For more info see: Caution-http://www.gallaugher.com/chapters < Caution-http://www.gallaugher.com/chapters >
The Case should be 4-5 pages for the answer, excluding cover page and reference list.
Your assignments will be graded following these expectations:
1. Precision: the questions asked are answered. 2. Clarity: Your responses are clear and show your good understanding of the topic. 3. Breadth and depth: The scope covered in your paper is directly related to the questions of the assignment and the learning objectives of the module. 4. Critical Thinking: It is important to read the “required readings” posted in the background material plus others you find relevant. Your paper should include relevant concepts from these readings and incorporate your reactions and examples that illustrate your reflective judgment and good understanding of the concepts. 5. Your paper meets the page requirements, not counting the cover page or the references pages.