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Ecommerce Vs EBusiness
While the words Commerce and Business don't have much difference in English and in fact are largely interchangeable as nouns describing organized profit-seeking activity, there is a difference between eCommerce and eBusiness. The difference is quite artificial, but different terms do carry different meanings. The first wave of thinking about electronic business was a reaction to the success of Amazon and Dell in selling products over the Internet. Electronic business transactions involving money are "eCommerce" activities. However, there is much more to eBusiness than selling products: what about marketing, procurement and customer education? Even to sell on-line successfully, much more is required than merely having a website that accepts credit cards. We need to have a web site that people want to visit, accurate catalog information and good logistics. In brief, you need business acumen coupled with with a robust Ecommerce Platform. The term "eBusiness" was introduced as a deliberate attempt to say to people: "Your first understanding of eCommerce was too narrow. To be successful, we need to think more broadly."

E-business goes far beyond e-commerce or buying and selling over the Internet, and deep into the processes and cultures of an enterprise. It is the powerful business environment that is created when you connect critical business systems directly to customers, employees, vendors, and business partners, using Intranets, Extranets, ecommerce technologies, collaborative applications, and the Web. Dell Computer gets a lot of attention as a pioneering e-business today and is the best example of this form of business. It sells $ 15m worth of computers from its websites each day. The company has created a ‘fully integrated value chain ’ – a three-way information partnership with its suppliers and customers by treating them as collaborators who together find ways of improving efficiency across the entire chain of supply and demand. Dell's suppliers have real-time access to information about its orders. Through its corporate extranet, they can organize their production and delivery to ensure that their customer always has just enough of the right parts to keep the production line moving smoothly. By plugging its suppliers directly into the customer database, Dell has ensured that they will instantly know about changes in their demand. Similarly, by allowing entry to customers into its supply chain via its website, Dell enables them to track the progress of their orders from the factory to their doorstep. Successful new-businesses can emerge from nowhere. Trends suggest it takes little more than two years for a start-up to emerge out of nowhere, formulate an innovative business idea, establish a web-presence and reach a dominant position in its chosen sector. The high valuation of the stocks of such start-ups and the massive amount of venture capital flowing into their businesses is proof enough that complacency is foolhardy here. America has already reached a threshold in e-business, from where it is set to accelerate into hyper-growth, as per Forrester Research. Britain and Germany will go into the same level of hyper-growth two years after America, with Japan, France and Italy, a further two years behind.
In the past the rules of business were simple – Beat the competition, squeeze your suppliers and keep your customers in the dark. But with increased collaboration in the completely networked world, uncertainties arise. Nobody can predict how the customer with all the perfect market information available at his disposal will respond to the rapidly shifting business alliances and federations or how companies will manage such customers. The need of the hour is a good strategy. Have a Look at few successful ebusiness companies which have backed opportunities provided by ebusiness with right strategy and are earning respectable business rewards. Early e-commerce companies have used their understanding of the technology’s potential and the absence of any competition to steal a march and enter markets that would previously have been closed to them, but in future simply having a good business idea and being technologically smart might not be enough. The global giants, after taking a while to see the opportunity seem to have worked out how to adapt their multi-layered supply chains and diverse distribution channels and are finally getting into the race.

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