| Electronic Commerce for Managers |
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BIS B870
Electronic Commerce for Managers
| Introduction |  |
Welcome to BIS B870 Electronic Commerce for Managers.
Today's business environment is more challenging than ever before. This is due, in large part, to the phenomenal growth and relentless innovation coming from e-commerce. Most established businesses now regard their e-commerce capabilities and Web presence as critical components for their success. Startups have taken advantage of e-commerce business models and technologies in order to build new businesses without incurring large investment costs. As a result, managers at firms of all shapes and sizes have had to acquire comprehensive grounding in e-commerce in order to be effective and successful in their jobs.
BIS B870 Electronic Commerce for Managers is a one-year, ten-credit foundation course. The course aims to equip students with a broad understanding of e-commerce opportunities, applications and technologies in order to guide them in formulating, implementing and managing e-commerce strategies and business models. It covers the theoretical foundations, technology infrastructure, business models, marketing approaches, legal and ethical constraints, societal issues, online payments and security issues, and the management of e-commerce operations. It also looks at the inclusion of relatively recent trends such as social media, mobile applications and cloud computing into e-commerce strategies.
| What this course helps you do | |
Aims
This course aims to:
Equip you with the managerial knowledge needed to exploit e-commerce opportunities and develop e-commerce strategies for business organizations.
Examine contemporary business models, marketing approaches, business applications and implementation issues related to e-commerce.
- Enable you to critically evaluate and design alternative e-commerce solutions to increase the effectiveness and competitive advantages of business organizations.
Course learning outcomes
Upon the completion of BIS B870 Electronic Commerce for Managers, you should be able to:
Formulate and evaluate e-commerce initiatives based on the application of e-commerce theory, business and technology concepts.
Critically review and evaluate e-commerce business models and their role in organizational efficiency and competitiveness.
Critically evaluate various digital marketing strategies.
Identify and analyse the infrastructure components, enabling technologies, major legal and ethical issues, and security measures for e-commerce.
| Working through this course | |
Materials
In addition to this Course Guide, this course will have ten study units. There may be a number of supplementary readings, case studies or articles taken from relevant journals and textbooks. Please ensure that you have all of these materials available.
Study units
The ten study units in this course are:
Unit 1 Introduction to e-commerce
Unit 2 E-Commerce infrastructure: The Internet and the World Wide Web.
Unit 3 B2C E-commerce: Online retail, services and media
Unit 4 B2B E-commerce: Supply chain management and collaborative commerce
Unit 5 E-commerce marketing concepts
Unit 6 E-commerce marketing communications
Unit 7 Social networks and online communities
Unit 8 Online security and payment systems
Unit 9 Implementing and managing e-commerce
Unit 10 E-commerce environment: Ethical, social and political issues
Unit 1 introduces basic e-commerce concepts and traces the evolution of e-commerce from the early 1990s up to the present. It follows the rapid rise of Web 2.0 and mobile commerce in recent years, and surveys current e-commerce developments in Hong Kong and China. Five types of business models based on e-commerce are introduced, including B2C and B2B. The unit also looks at the changes in the business environment and business strategy brought about by e-commerce and mobile commerce. It discusses concepts needed to formulate a business strategy that takes advantage of mobile device's unique capabilities such as presence and portability. It ends with a look at how generic business strategies such as differentiation and cost competition can be adapted to the online environment.
Unit 2 covers the technology platforms which make up the basis of the e-commerce infrastructure, namely, the Internet and the World Wide Web. Internet-based features which support e-commerce functions, such as search engines, cookies, streaming media, social media, online software and Web services are also covered. Relatively recent trends such as cloud computing and mobile computing will be highlighted. The components of the mobile ecosystem which enable businesses to deliver mobile services to customers will be outlined.
Unit 3 covers business-to-consumer business models and revenue strategies. It will discuss current developments, opportunities and challenges within the online retail, financial services, travel services, career services, online content, online publishing and online entertainment sectors. Mobile opportunities and applications in B2C e-commerce are outlined. The impacts of B2C, and media convergence, in particular, on traditional, offline businesses will also be covered.
Unit 4 discusses the scope and history of B2B e-commerce. It describes how procurement, logistics, materials tracking and collaborative supply chain processes can be supported by e-commerce. The unit also looks at how supply chain management systems and technologies have made it possible to reorient supply chains towards real-time consumer demands. Mobile opportunities and applications in supply chain management and other enterprise applications are outlined. Businesses also conduct transactions with each other via Net marketplaces and private industrial networks, and applications within these areas will also be discussed.
Unit 5 covers the sources of consumer data on the Internet and the methods by which this data can be analyzed and transformed into valuable marketing insights. It also explains e-commerce marketing as part of a larger set of concepts within the marketing discipline. Some of the important concepts from marketing used to explore e-commerce include price dispersion, segmentation, targeting and positioning. The unit begins with a description of the online consumer population. It goes through methods by which data about online customers and website visitors are collected and analyzed, such as Web transaction logs, cookies, data warehouses, operational and analytical customer relationship management systems. Next, it describes basic e-commerce marketing strategies for entering new markets, acquiring and retaining customers, pricing and handling distribution channel conflicts. Lastly, it covers the use of mobile commerce for reinforcing the firm's brand image and customer relationships.
Unit 6 looks at the major forms of online marketing communications, which includes online advertising, email marketing, social marketing and online communities. The unit also looks at the need to integrate online and offline marketing efforts, and at the various metrics that can be collected to understand the firm's marketing effectiveness. The goal of most online marketing communications is to direct visitors to the website for more information. The unit looks at how websites are organized and designed to increase their effectiveness in capturing and engaging the customer's attention. It closes with a section on the use of the mobile platform for advertising and for customer interaction.
Unit 7 begins by tracing the evolution of online communities over the last fifteen years, starting from portals, then online auctions, and finally, the current wave of social networks. It looks at the basic operations, features, and business models for different kinds of online communities. It also illustrates how businesses can use these online communities in a broad range of internal and external business functions. For example, aside from marketing, social networks can also be used in sales, customer support, or research and development.
Unit 8 introduces various threats against online businesses and outlines technical as well as administrative means of safeguarding against these threats. Government regulations and security organizations, which are instrumental in safeguarding and promoting Internet and e-commerce security are also discussed. Related to the issue of security is the issue of accepting and processing online payments. Various e-payment schemes are discussed in this unit. Emerging mobile payment systems which can turn mobile phones into mobile wallets are also covered. Security issues, implementation issues, benefits and limitations behind each payment option will be highlighted.
Unit 9 covers the process of planning, designing, building, testing, implementing and managing an e-commerce site. The different hardware and software components of an e-commerce infrastructure, as well as factors to be considered when evaluating hardware and software choices, are also discussed. The unit then goes through the pros and cons of various development strategies (e.g. in-house development versus outsourced development, use of licensed software vs. hosted software).
Unit 10 covers the environmental factors which affect the operations, activities and business models of e-commerce businesses. These factors range from privacy, information rights, government regulations, intellectual property, copyright, taxation, court jurisdiction issues, online protection for children and controlling of certain online activities (e.g. gambling, medical trade) within the context of e-commerce.
Set textbook
This course is designed to take advantage of the following prescribed textbook:
Laudon, K C and Traver, C G (2020) E-Commerce 2019: Business, Technology, Society, 15th edn, Pearson Education Limited.
Audiovisual materials / Software
You will need to access the Internet frequently, so Web access capability is necessary for this course.
For those who do not have Internet access, the OUHK's computer labs provide Web access that is sufficient for this course.
Readings
You may be instructed in the study units to read articles or other supplementary materials. These will be available online or provided as hard copies at the backs of the study units.
E-Library E-Reserve readings
You may be instructed to read articles in the E-Library E-Reserve. To read these items, go to the OUHK E-Library and click on 'E-Reserve'. Log in, click 'Accept/Agree' on the Copyright Restrictions page, fill in the 'Course Code' box, and click 'Search'.
Assignment File
There are three assignments for grading. A specific Assignment File is provided for this purpose. You can check for more information on assignments in the Course Guide section on 'Assessment' that follows, and in the Assignment File itself.
Presentation Schedule
The Presentation Schedule is available on the Online Learning Environment (OLE). It gives the dates for completing assignments, and attending tutorials, day schools, and so on.
Assessment
This course is designed to assist you in moving easily from the subject material to the assignments and examination. You are expected to apply concepts and techniques introduced during the course in attempting the assignments. Most problems require qualitative and narrative responses.
There are informal assessments in this course. The informal assessment includes self-assessed activities and self-tests stipulated in each unit. The formal assessment includes three assignments and one three-hour final examination. Assignments must be submitted to your tutor for formal assessment according to the stated deadlines. The non-assessed activities are not part of your formal assessment, but it is very important that you complete all these activities as you work through the units.
Assignments
There are three assignments in this course. You need to complete the material in the relevant units before working on the assignments. Some assignments are Internet-based case studies, therefore you will need to visit websites before answering these questions.
More specific instructions are confined to the Assignment File itself. The assignments account for 40% of the total course assessment. You must submit all assignments to your tutor for marking.
Assignment 1 covers material from Units 1, 2 and 3.
Assignment 2 covers material from Units 4, 5 and 6.
Assignment 3 covers material from Units 7, 8 and 9.
How to submit assignments
You must use word processing software (such as Microsoft Word) to prepare the assignments, and submit the assignments via the Online Learning Environment (OLE). All assignments must be uploaded to the OLE by the due date.
Failure to upload an assignment in the required format to the OLE may result in the score of the assignment being adjusted to zero.
How to prepare your assignments electronically
You are expected to prepare clear, accurate, well-structured and grammatically correct work that does not contain spelling errors. Markers have been instructed to take these factors into account when marking all forms of assessment.
File name of your assignment
It is important that you name your file as follows: course code + 's' + the first eight digits of your student number + the assignment number (a1, a2, etc.). For projects, use Project no. (p1, p2, etc.).
Assignment submission extension policy
The assignment policy of the University as stated in the Student Handbook should be observed. You are required to submit assignments for a course in accordance with the dates communicated by the course coordinator. You may apply for a submission extension on the grounds of illness, accident, disability, bereavement or other compassionate circumstances.
Applications for extensions of up to seven days should be submitted to the tutor. The tutor shall consider valid and unexpected emergencies on an individual basis. Normally, documented proof of the extenuating circumstances is not required for extensions of up to seven days. The tutor shall decide and advise the student of the revised date for submission.
For extensions of over seven days, you should note the following:
If you require an extension of more than seven days on the grounds of illness, accident, disability, bereavement or other compassionate circumstances, they are required to complete an 'Application Form for Assignment Extension over seven days' and submit it to the Course Coordinator.
Supporting documents must be submitted along with the application for extension of over seven days to justify the claim.
Applications for extension should normally be lodged before or on the due date.
- Applications are considered by:
- the Course Coordinator for extensions of 8 to 21 days; and
- the Dean for extensions of over 21 days.
After an assignment is submitted via the OLE, it is your responsibility to check that the assignment has been successfully submitted. Extension applications due to any problem with uploading will not be accepted. The University cannot accept any responsibility for assignments that are not received by your tutor due to any problem with submission via the OLE. As a precaution, you are advised to keep a copy of each assignment you submit.
According to the University's policy, no extension of the due date will be allowed for the final assignment. This policy will be strictly enforced. Any late submission of the final assignment will result in the score of the assignment being adjusted to zero.
Final examination and grading
The final examination accounts for 60% of the total course assessment, and it is three hours long. The final examination covers materials from all ten units and links back to the course and unit objectives. You will need to demonstrate that you can meet those objectives in this examination. The final examination will consist of case studies and open-ended essay questions to reflect your achievement in the course learning outcomes.
Course marking scheme
Assessment Course area covered Weighting Assignment 1 Units 1, 2 and 3 12% Assignment 2 Units 4, 5 and 6 14% Assignment 3 Units 7, 8 and 9 14% Final examination 60% Total 100%
| Course overview | |
The following table gives a general overview of the course structure. It suggests the amount of time you should allow for completing units and provides a broad schedule for you to plan your work. These times are intended as a guide only and should be adjusted to fit your personal needs more closely. This estimation includes time for reading the units, completing activities, self-tests and assignments, attending tutorials and day school, and preparing for your final examination.
Unit Title Study time
(weeks)Assignment 1 Introduction to e-commerce 3 2 E-commerce infrastructure: The Internet and the World Wide Web 3 3 B2C e-commerce: Online retail, services and media 3 Assignment 1 4 B2B e-commerce: Supply chain management and collaborative commerce 3 5 E-commerce marketing concepts 3 6 E-commerce marketing communications 3 Assignment 2 7 Social networks and online communities 3 8 Online security and payment systems 3 9 Implementing and managing e-commerce 3 Assignment 3 10 E-commerce environment: Ethical, social and political issues 3 Revision 2 TOTAL 32
| How to get the most from this course | |
The course materials include a printed Course Guide, study units and Assignment File. You do not have to subscribe for other additional materials, though we do suggest that you keep up-to-date on this topic by reading newspapers often.
There are a total of ten units in this course. Each of the ten units consists of three weeks of work and includes specific objectives, directions for study, commentaries on the activities, and summaries of key concepts and techniques. The units direct you to work on exercises and activities related to the material covered. They can both help you gauge your progress and reinforce your understanding of the material covered in the unit. More importantly, they give examples to help you fully understand the concepts presented in the text, and can assist you in applying these concepts and techniques in the working environment. Together with the assignments, these activities will assist you in achieving the learning objectives of the individual units of the course. Also, you can read quality journals, websites and newspapers on related issues and events in banking to keep in pace with the latest development.
Please note that the biggest temptation that students face, when they are short of time, is just to read the course materials. When they get to a learning activity or self-test, they flip straight to the back of the study unit to see the suggested answer. It saves the time, and students still know the correct answer, right? Wrong! Terribly wrong! Many contemporary educationists believe that learning is not a process that happens when people listen to lecture or read a book passively. They think that learning takes place as people actively construct the knowledge. Do not take a shortcut that compromises your learning. Attempt the learning activities and self-tests presented in the study units.
When done properly, working with fellow students on difficult learning activities or assignments can be beneficial. However doing so without acknowledging the contributions of other students in your own work is plagiarism. It has happened that after enough cosmetic changes had been made, the act of cheating may not be caught by the tutor who is marking the assignment. But in this case, the student's learning will suffer and it will show in the final examination. Be an honest and virtuous student.
Tutors and tutorials
This course will have 21 hours of tutorials. Compared to the mega classes attended by hundreds of students in a typical university, the tutorials with 30 students or so at OUHK provide a good opportunity for you to meet your classmates and to get to know your tutor. You will find that support and encouragement from classmates and tutors are very helpful.
Attendance in tutorials is optional, but you are urged to take advantage of them. You can get the most from tutorials by pre-studying the relevant materials, making comments and asking questions. Remember that learning does not happen passively. Your active participation in tutorials is crucial.
Your assignments will be marked and commented on by your tutor, who will keep an eye on your progress and assist you if you encounter problems during the course. Marked assignments will be returned to you as soon as possible.
It is good practice to keep a copy of each assignment submitted for marking, so that you can always refer to queries with the tutor during discussion. Please contact you tutor should the following arise:
You do not understand any part of the study units or the assigned readings.
You have any difficulty with self-tests.
- You have a question or problem with the assignment, or with your tutor's comments on or grading of an assignment.
Details of the dates, times and location of the tutorials as well as the name, email address and phone number of your tutor will be sent to you in due course.
It is strongly recommended that you attend all the tutorials which will provide considerable assistance in your study of this course. Moreover, you will have the chance to meet fellow students and be with other distance learners who are studying at the OUHK.
While you may think you are studying on your own, it doesn't need to be that way. You can be in regular contact with your tutor and, once you've met for the first supplementary lectures, you can be in contact with your fellow students. Make a point, when you meet fellow students, to exchange phone numbers or email addresses. In this way, you will be well on the way to developing a learning network of your own.
Tutorial will be held throughout the course. Tutorials will be based on the major course units and tutors may also introduce further explanation, examples and readings. Full details are given in the Presentation Schedule.
Day school
There will be one day school scheduled for the course. Day school may possibly include seminars on specific topics, and case discussions.
Please note that day school attendance is not compulsory.
Online Learning Environment
This course is supported by the Online Learning Environment (OLE). You can find course materials and the latest course information from the OLE. Through the OLE, you can also communicate with your tutors, the Course Coordinator as well as fellow students. For details about the OLE and how to access it, please refer to the Online Learning Environment User Guide.
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Case studies are a useful and increasingly popular form of learning and assessment in the OUHK's School of Business and Administration. In this section we will look at why case studies are used and then suggest some learning strategies that you can use to approach case studies. We will also briefly discuss some problems that you may encounter as you learn from case studies.
What is a case study approach to learning?
One main purpose of a case study is to explore an issue or a number of issues in relation to an organization. The intention is to get you to carefully diagnose an organization; to focus on key problems, and to suggest how these might be resolved. Often the case is a real-life account of an organization which you are required to analyse in order to focus on a problem. Usually, the information that is provided is incomplete and you are often expected to observe developments in the organization over a period of time. The case study approach is an excellent opportunity to actively apply material that you have read and conceptual knowledge to the reality of an organization.
At the OUHK, case studies may be used as part of assignments, exams, study units, or day-school exercises. You normally are given some information about a company (this could be both text and graphical information, such as figures and tables). You are then asked to think about some problems related to the company and to use concepts and apply theories that you have learned in your course to propose possible solutions for the company.
Let's have a look at two kinds of case study questions that you might be asked to work through in your courses. The first example is quite structured, while the second is much more open-ended.
Two examples of case study questions
Read the case study entitled 'ABC Consultants' and consider the following issues:
Using your understanding of the resource-based model, what measures could be taken to improve ABC's returns?
Drawing on your broad understanding of the consultancy industry, assess ABC's relative competitiveness and its profit potential.
To what extent do internal factors account for ABC's financial weaknesses?
Based on your assessment of ABC's financial weaknesses, formulate a new strategic intent and develop a mission statement for ABC.
Read the case study entitled 'XYZ Industries'.
Identify the key problems that are currently faced by XYZ's management.
- Propose viable solutions to these problems.
Why case studies?
As you can see from the above examples, a case study approach to learning requires a great deal of thinking and often will not easily yield a quick 'wrong' or 'right' answer. However, case studies are also good preparation for dealing with real-life business problems. Cases may be short and relatively simple, or longer and complex. The purpose is the same for both types: to give you an opportunity to develop your skills in analysing the strengths and weaknesses of the organization under examination, to consider the processes at work within the organization, and to make decisions about future actions.
Case studies are not meant to replace textbooks, but rather to ask you to draw connections between theories and practice and to apply abstract ideas, concepts, and principles to specific concrete situations. Consequently, case analysis develops a number of skills that are crucial in business. In particular, they help you to:
analyse complex, unstructured, sometimes ambiguous situations;
identify critical issues and problems;
question your own and others' assumptions;
improve your problem-solving skills;
develop your ability to find alternatives and make informed decisions;
make decisions with incomplete information and think strategically;
self-educate yourself and draw on a broad range of resources and knowledge; and
- present and justify recommendations in writing.
You may find that there are many possible 'right' answers to the questions in a case study. This illustrates that there is often no single best way to responsibly manage and solve real-life business problems.
Some guidelines for analysing case studies
The following strategies should help you to successfully analyse case studies:
1 Read the case and become familiar with the facts
First, skim read the case to obtain a general understanding of the main point(s). Highlight or underline the pertinent points as you read.
Read the case again, and this time note down critical facts (such as names, time sequences, and where events occurred). Try to understand how events have influenced decisions. Identify the important individuals or stakeholders, and try to assess the importance of supporting information in the case. How reliable is this supporting information? Are there any gaps in the information that is given?
Make a note of any questions that you have as you read the case.
2 Assess the context of the case
Try to understand the environment of the organization and the wider context of the case.
Ask yourself questions about:
The state of the organization: What is the state of this organization: good, bad or in-between? Usually this involves thinking about interpersonal relationships, and assessing production or financial problems.
Key players and systems: How do systems and people operate in this organization? Why do they operate like this? Are the systems undergoing change? How successful are the changes? Is there someone who could sabotage any future strategy? Is there someone who can ensure the success of a future strategy?
Significant trends: How does this industry operate? What are the main or unique characteristics of the industry? What were they five or ten years ago, and what are they likely to be in the future? What impact are trends likely to have on the organization under investigation? How does this organization's performance compare with that of competitors?
- Constraints: Clearly identify all constraints in the case. A constraint may be viewed as anything (usually beyond the control of the organization) that may prevent an otherwise feasible course of action from becoming a success. What is outside the control of individuals in the case study? For example, it is unlikely that any company or individual in Hong Kong could prevent a foreign government from imposing tariff barriers on imports.
A SWOT analysis is a good way to get a better understanding of the organization and the context or environment in which it is operating.A SWOT analysis considers the Strengths and Weaknesses of the organization, and the Opportunities and Threats which the organization faces in the external environment.
3 Recognize the case's symptoms
Read the case again and as you read, try listing all the symptoms of the case. The symptoms of a case are not the problems, but they may help you to identify the problems. Symptoms are all the things that are undesirable or that are not as expected. For example, falling sales could be a symptom of several problems such as poor market segmentation, poor product quality, or problems in a supply chain. At this stage of your analysis, you should just try to observe all the symptoms, and avoid prematurely identifying problems or suggesting solutions. Like a doctor who consults a patient, you first need to observe and note all the symptoms before you can give a definite diagnosis of the problem. Think about how the symptoms may be interrelated. Relationship diagrams, like the one below, may help you to see the relationships between symptoms.
4 Diagnose the case's problems
After you have a good sense of the symptoms, you're ready to determine key issues that need to be analysed more closely. You are now diagnosing the situation, like a doctor diagnosing a patient's symptoms. Ask yourself 'what seems to be the trouble in this organization?' and make a list of what you now perceive to be the key problem(s). You will probably need to go back to the details of the case and as you do this, you may add to or refine your list of potential problems.
If there are several problems, you need to order and prioritize them. You might want to number problems according to how you perceive their importance, or make a matrix, like the one below, which shows relationships between various criteria and each problem.
Criteria Problem #1 Problem #2 Problem #3 Importance: what will happen if the problem is not addressed? Urgency: how quickly must this problem be solved? Centrality: To what extent does this problem cause others? Solvability: Can this problem actually be solved? Also try to establish if there are relationships or themes in common among the various problems. Perhaps different problems in your list are actually variations of a broader central problem.
Ask yourself what assumptions you have made about the case. Are these assumptions reasonable, and are they supported by the facts? Would other people objectively suggest the same problems, based on the facts that you have? Are you suggesting problems that are not supported by the facts of the case?
After you have considered and put into order the possible problems and questioned your assumptions relating to these problems, you should write a statement of the problems as you perceive them. Avoid suggesting solutions at this stage.
Once you have a problem statement, you need to find evidence in the case to support your problem diagnosis. Also, try to identify ideas, concepts and theories from your textbook and course units which help to explain what is happening in the case.
5 Formulate criteria for a 'good' solution and identify possible constraints to solutions
Before you propose a solution, you need to consider the characteristics of a 'good' solution. Obviously, your solution should bring benefits such as improved productivity, reduced costs or greater profits. However, it also needs to be viable and to accommodate the constraints that you have already identified, i.e. Is the solution legal? Is there a budget for this solution? Does it conflict with the organization's culture?
Try to brainstorm alternative solutions. Aim to generate a broad and creative range of options and then try to rate each according to various criteria.
The following matrix demonstrates how this can be done.
Cost Ease of implementation Impact on organization culture Impact on profits Option 1 *** * * ** Option 2 * *** *** ** Option 3 ** * * *** Also refer to ideas, concepts and theories from your course materials as you consider and assess each possible solution.
It's often wise to propose a solution that allows for plausible alternatives if it should fail. Managers use the term satisfice when they are considering acceptable alternative solutions, that is, the solution is able to satisfy the situation while also making some realistic sacrifices to existing constraints. Therefore, it is a satisficing rather than a maximizing solution.
Finally, don't forget to consider the possibility of taking no action. What will actually happen if no action is taken? Are any (or all) of the solutions less viable than taking no action at all?
6 Recommend a viable solution
After you have assessed the merits and pitfalls of each alternative solution, select the best solution for the situation.
Remember that the solution needs to be viable. Can the recommended solution be introduced? Are there the resources and the willingness to implement it? Be realistic about what may work. Explain why it is the best solution within the constraints of the existing context and explain how it can be applied to the organization. Suggest a time-frame for the solution's implementation.
Outline possible strategies for implementing your solution, either partially or completely. As many feasible courses of action as possible should be considered before you choose the one that seems the most likely to succeed. The more ideas you have, the greater your chance will be of finding a solution that will work well. The complexity of most organizational problems means that it is highly unlikely that one idea alone will correct the situation. Usually a combination of actions is required, and these need to be funded differently, timed carefully and staffed as necessary.
7 Present your solution as a written recommendation
Review your final solutions and then prepare a set of written recommendations. These should clearly outline your proposed solution in relation to the problems that you have identified. Your recommendations should also include details of why these solutions are the most appropriate given the circumstances and constraints of the case. Finally, you need to clearly state how and when your proposals will be implemented.
Your tutor and your course Assignment File can provide some guidelines on how to present your recommendations.
Some mistakes to avoid as you analyse cases
When you first tackle case studies, you should be careful to guard against the following mistakes:
One of the most common mistakes made in case analysis is repeating or simply summarizing the facts of the case. Your tutor is already very familiar with the case details, so you do not have to restate them. You are required to use and analyse the facts, not repeat them. Your analysis should contain only enough case material to support your arguments. Therefore, be analytical!
You may often be tempted to just deal with symptoms and ignore the causes of the problem. It is very important to analyse the background of the case (and the climate in which the events of the case unfold).
Avoid discussing problems in isolation and do not overlook their interrelatedness. If you try to think in terms of 'systems' rather than in terms of individual problems, you are more likely to avoid this pitfall.
Students often fail to state the assumptions underlying their analysis. If any important assumptions have been made, have you questioned them and are they reasonable and appropriate? Avoid selectively using and interpreting case material in order to justify a preconceived solution.
Practical limitations and constraints may sometimes be overlooked. For example, a recommendation that a whole team be fired is probably unrealistic.
A very common mistake is poor integration of the facts in the case with the concepts, principles, and theories in the textbook. Such integration is vital. Ask yourself if relevant theories from your course have been fully and constructively applied.
- Finally, recommendations are too often not spelled out in detail or are unrealistic. A timetable for implementing them is also often not given.
Analysing cases poses many challenges, and this is one reason the case study method is so rewarding. It is a very active form of learning. It offers you a risk-free opportunity to gain managerial and organizational experience and should greatly increase your confidence to make informed decisions in the real world.
Good luck and we hope you enjoy working through the cases that you encounter!
| Summary | |
BIS B870 Electronic Commerce for Managers is designed to provide you with managerial knowledge needed to exploit the opportunities of e-commerce. You will consider a range of problems and solutions related to the development of e-commerce strategies and systems to improve the competitiveness of business organizations. The course focuses on issues such as the role of e-commerce in organizational efficiency and competitiveness; the technology infrastructure of e-commerce; the impact of the Internet, social media and mobile technologies on e-commerce marketing strategies; the functions of online communities in e-commerce; the design, development and management of e-commerce systems; and the environmental factors which affects the development of e-commerce businesses.
By the end of this course, you will hopefully develop the knowledge and possess the skills that are needed to analyse and solve real-life business e-commerce management problems, as well as lead the implementation and operation of e-commerce solutions.
Good luck!
| A note about the developer of this course | |
Jenny Lim is currently teaching and developing tertiary-level courses covering e-commerce, information technology and information management in Hong Kong.
She was previously a Program Manager in a New York Web design firm, where she helped design and develop Web-enabled database applications for clients in the financial, professional services, and entertainment industries. She was also a Project Leader in the Business Solutions group of a leading e-commerce retailer, where she was involved in implementing web-based procurement applications.
Prior to her Web industry experience, she was a systems analyst and programmer of back-office software applications in the financial industry. She was also a senior technical staff member at a Big 4 consulting firm, where she participated in systems development, testing and integration projects on the mainframe, mid-range and personal computer platforms.
| About the Lee Shau Kee School of Business and Administration | |
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