The interactive technology is so upon us; so all over us. And everybody loves the action. But feeling the real thrill are those among us betting on the ‘business-to-consumer’ or ‘business-to-business’ transaction concepts and raring to go the online way. Good thinking. But getting the most out of the dot-com magic is another story.
Strategy, strategy, strategies…seem overwrought, but we are sharing just the same: “Five Internet Dot-Com Guides and Strategies.” We actually like the “footing” part because it charges us to get a good grip of what the web has to offer. Because just when we think we are completely in the web of things…these five guides poke on us.
Posed wistfully as questions — and then the bottom-lines:
What’s your strategic vision for the dot-com operations? Approach the issue of strategic vision in no precise terms but rather as a continuous cycle involving enhancements on current business models and creating future business models through selective experimentation. Know that the Internet is a swiftly evolving entity – that, even, is an understatement.
How do you govern the dot-com operations? Daunting, to say the least. In oversight, the governance of dot-com business is best seen as a trade-off between how firms differentiate and integrate two major categories of decision: Operational (human resources, production, logistics, sourcing, sales and marketing) and Financial (investment logic, funding sources, and performance criteria).
How do you allocate key resources for the dot-com operations? We are told to assemble resources from multiple sources and manage them on a dynamic basis. Because this reality: The overall logic of resource allocation for the dot-com is different from the predictable models of the physical world. The bottom line. Effective strategies for the dot-com world are based on the pattern and timing of resource deployment.
What’s your operating infrastructure for the dot-com operations? Digital infrastructure should be designed and deployed to enhance customer value propositions; i.e., make it easier for customers to do business without sacrificing customer trust. Maximize the use of relevant linkages with partners and alliances.
Is your management team aligned for the dot-com agenda? To a greater extent, the dot-com operations require a pattern of leadership alignment that varies greatly from other business transformations. Never should we treat dot-com operations as an extension of technology-led business initiatives. The dot-com world is about value creation.
Points to ponder, those are. Mind you, mind us — these five are interrelated, so we’d better be checking that not one is left in isolation — in the name of effective strategizing. The end note is: If we focus on one dominant issue and let it be the driving force while paying scant attention to the other issues, will come that cold sweaty moment realizing the ramifications and conflicts…too late.
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