E-Commerce Maturity Model (Compariosn of Four Models)
Contents
Introduction 2
Wrycza et al. 's Research (2007) 3
Rao et al. 's research (2003) 5
Prananto et al. 's research (2004) 7
Alonso Mendo and Fitzgerald 's research (2005) 9
The usefulness of using E-Commerce Maturity Model (ECMM) 11
Conclusion 14
Reference 14
Introduction
In today 's economy, organisations try to gain strategic and operational advantages over other competitors in their industry because of the rapid advance of technology and globalisation. Companies can have great opportunities to sell their products to new customers, to buy cheap raw materials from new suppliers and to have new business partners in other countries via internet. Therefore, many organisations have introduced E-business as a critical part of business strategies. E-business is not a jargon, which can be used in technical ways within a particular group of people, anymore. Frank (1997, cited in (Ramsey and McCole, 2005) described the new age without internet enabled capabilities as "trying to compete today without a sales force or a telephone." Willcocks et al (2000) emphasise that it is wrong to ask "What are you doing about e-business?" instead of "What should I be doing about e-business?". Introducing E-business is not an option, but an imperative for survival in competitive today 's economy.
According to CENSUS (2000, 2007) in US, retail e-commerce sales have been significantly increased from $29 billion in 2000 to $108 billion in 2006. E-marketer (2007) also reports that the total retail online sales were $132.9 billion in 2006 and they will reach approximately $407 billion in 2011. In addition, 80 % of global economic growth is originated in SMEs and 99% of North America and Europe 's businesses are SMEs (Jutla et al., 2002). Thus, US, European Union and other governments has encouraged and supported e-business adoption to SMEs, as a new growth engine of global economy (Rao et al., 2003; OECD, 2001). However, despite of the advantages of
Introduction 2
Wrycza et al. 's Research (2007) 3
Rao et al. 's research (2003) 5
Prananto et al. 's research (2004) 7
Alonso Mendo and Fitzgerald 's research (2005) 9
The usefulness of using E-Commerce Maturity Model (ECMM) 11
Conclusion 14
Reference 14
Introduction
In today 's economy, organisations try to gain strategic and operational advantages over other competitors in their industry because of the rapid advance of technology and globalisation. Companies can have great opportunities to sell their products to new customers, to buy cheap raw materials from new suppliers and to have new business partners in other countries via internet. Therefore, many organisations have introduced E-business as a critical part of business strategies. E-business is not a jargon, which can be used in technical ways within a particular group of people, anymore. Frank (1997, cited in (Ramsey and McCole, 2005) described the new age without internet enabled capabilities as "trying to compete today without a sales force or a telephone." Willcocks et al (2000) emphasise that it is wrong to ask "What are you doing about e-business?" instead of "What should I be doing about e-business?". Introducing E-business is not an option, but an imperative for survival in competitive today 's economy.
According to CENSUS (2000, 2007) in US, retail e-commerce sales have been significantly increased from $29 billion in 2000 to $108 billion in 2006. E-marketer (2007) also reports that the total retail online sales were $132.9 billion in 2006 and they will reach approximately $407 billion in 2011. In addition, 80 % of global economic growth is originated in SMEs and 99% of North America and Europe 's businesses are SMEs (Jutla et al., 2002). Thus, US, European Union and other governments has encouraged and supported e-business adoption to SMEs, as a new growth engine of global economy (Rao et al., 2003; OECD, 2001). However, despite of the advantages of