Venture Management:

E-Business

E-Ventures

Building and Managing e-Business Ventures

By Vadim Kotelnikov, Founder, Ten3 BUSINESS e-COACH – Innovation Unlimited!, 1000ventures.com

Primary source of information: “The Asian Manager’s Handbook of E-Commerce”, Rajesh Chackrabarti and Vikas Kardile; “The E-Myth Contractor”, Michael E. Gerber; and “IndiaSoft” Conference Materials

"The key to success in e-venture is not technology, but value addition and customer satisfaction. Technology should serve, not rule."

           

Strategic Framework for Growth

  • Know the global market and trends

    • Where is the need?

    • What is the solution?

    • What is the cost?

  • Leapfrog – partner with enabling technologies

    • Professional services

    • Value-added products / services

  • Dig inside business value chain

    • Identify needs

    • Develop innovative solutions

  • Invest in training and education

    • Provide training

    • Encourage self-learning

    • Coach

Challenges for the IT Leader

 

 

Tips for Building a "Winner" Website

  • The central objective: to capture the attention of the viewer, exceed his expectations, leave a positive impact in his mind and turn him into a repeat visitor.

  • Simplicity: Your site should be easy to read and not messy.

  • Leanness: Avoid irrelevant materials at all cost. Convey your core message and avoid any distractions.

  • Shortness: Avoid too much text in your pages. A picture can be better than pages of words.

  • Speed: Downloading time is crucial. If your web page takes to long to load, you are more likely to lose a large number of potential visitors.

  • Consistency: The different web pages is your site should have a consistent layout; a common design or a motif so that the site as a whole leaves a unified impression in the mind of the visitor.

  • Ease of navigation: Be sure to have a site map and a search engine.

  • Updating: Update your content regularly.

  • Privacy: Promise – and deliver! - privacy to your visitors about their names or e-mail addresses, etc.

  • Security: Provide information about the security and encryption procedures followed by your site, particularly if you transact and accept payments over the site.

  • Contact information: Provide contact information clearly on the site.

 Discover much more!

Business Model

New Business Models

Enterprise-wide Business Process Management (EBPM)

8 Essential Principles of Enterprise-wide Business Process Management (EBPM)

Process Thinking

Project Management

  Ten3 Mini-Courses   Presentation:    View    Download

Smart Business Architect (150 slides)   ► Demo

Synergizing Business Processes

Synergizing Value Chain

New Management Model  (45 slides)

Venture Management

 

 

Before You Begin: Questions to Answer

  • Why do you want to go online?
  • What business do you want to be in?
  • How will your online business add value to your customers?
  • How should you align your offline and online business?

e-Venture Opportunity: Paradigm Shift

  • Old Model
    • IT development
    • IT installation
    • IT maintenance
    • IT enhancement
  • New Model
    • Solution development
    • IT integration services
    • Bridging the “business-IT divide”
    • Rethinking the value chain and enterprise business process management (EBPM)
    • IT enhanced processes
    • Remote services
 

Basic Guidelines

  • Adding Value to the Customer: Your e-venture will be successful only if it really adds value to the customer. Your unique selling proposition (USP) and value proposition has to clear, compelling and easily understood by the customer. Whatever technology features you use, if it doesn’t provide meaningful benefits to the customer, all the show and tech-effects will end in nothing.

  • Deliver value-added online services: Delivering online services is not a benefit in itself unless it clearly improves upon the traditional offline offering.

     

    Use the power of Internet Technology – easy and fast access to information, building communities to cross-pollinate ideas, capability to process a large quantity of information, or providing tools for effective decision-making - to enhance your product’s value online.

  • Get market feedback: Conduct careful opinion surveys amongst your current customers to find out how you can serve them better by adopting online methods. Make suggestions to the customers in such surveys as they may not always come up with the ideas themselves. Your e-initiative has to be customer-centric and not based on just some exciting ideas. Many a seemingly great ideas has perished for the lack entrepreneur’s execution skills and lack of takers in the marketplace.

 

 Discover much more in the FULL VERSION of e-Coach

 

Choice of Technology – Technology Should Serve, Not Rule...

Build, Buy or Rent?...

Reducing IT Project Risk...

Major Issues Involved in Setting Up and Running an e-Venture...

Developing a Business Plan for e-Venture...

Managing Radical Projects...

 

 

 

Bibliography:

  1. "Reducing IT Project Risk - Methods Used in the IT Selling and Buying Process", White Paper by Ruben Melendez, President and CEO, Glomark Corporation


 

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We invented Business e-Coaching in 2001

Today, we have customers in 100+ countries!

Our customers:

3M, ABB, Adidas, Alcatel, American Express, Bayer, Boeing, British American Tobacco, BP, Canon, Cisco, Citigroup, Colgate, Corning, Deloitte, Ernst & Young, Fujitsu-Siemens, GE, Goldman Sachs, HP, Hitachi, Huyndai, IBM, Intel, Johnson & Johnson, JP Morgan Chase, KPMG, Lufthansa, Microsoft, Motorola, Nokia, Oracle, Samsung, Shell, Siemens, Sony, United Bank of Switzerland

Ten3 Mini-courses: SMART & FAST sets Full version of Ten3 Business e-Coach Ten3 Business e-Coach (home page)

Ten3 Business e-Coach, version 2008

Inventor, Author & Founder – Vadim Kotelnikov

© Vadim Kotelnikov, GIVIS