The document provides an overview of business process reengineering and total quality management. It defines business process reengineering as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. It discusses underlying premises, definitions, rationales, and steps for implementing business process reengineering. The document also defines total quality management and its principles such as customer focus, continuous improvement, and employee involvement. Benchmarking and sigma six quality standards are also briefly introduced.

1. Reaching Strategic Edge
Prof. Prashant Mehta
National Law University, Jodhpur

2. REACHINGSTRATEGICEDGE
• Business Process Reengineering can be used as a Strategic Tool
• Benchmarking
• Basics of TQM and how it leads to organizational success.
• Concept of Sigma Six Quality Standards
• Overview of Some Contemporary Issues in Strategic Management

3. BusinessProcessReengineering
• "... the fundamental rethinking and radical redesign of business processes to
achieve dramatic improvements in critical contemporary modern measures
of performance, such as cost, quality, service, and speed."
• "encompasses the envisioning of new work strategies, the actual process
design activity, and the implementation of the change in all its complex
technological, human, and organizational dimensions."
• Business process is simply set of activities that transform a set of inputs into
outputs for another person or process.
• Business process involves purchasing raw materials, logistics movement of
finished goods, developing new products etc.

4. Business ProcessReengineering
UnderlyingPremises
• The business process is a series of activities occurring within a company that
lead to a specific end.
• In many cases, the business process is actually a collection of interrelated
processes that function in a logical sequence to achieve the ultimate goal.
• Eg: Most often, the business process focuses on meeting the needs of the
customer and delivering a good or service that will fulfill that need.
• Business Process involves number of steps performed by different people in
different departments that helps in analysis, appraisal and redesign for
achieving higher efficiency and effectiveness in quality of output.
• Set of interrelated processes comprise a business system and redesign of
processes improves performance of the business enterprise.

5. Business ProcessReengineering
UnderlyingPremises
• BPR focuses on critical and core business processes of the company that
creates value by the capabilities and it provides crucial competitive
advantages to the firm.
• Eg: In FMCG industry marketing and brand management are core processes.
• In electronics/ semiconductor industry new product development is core process.
• Core processes may change over a period of time . The operational
excellence of company is a major basis for competitiveness.
• The business strategy of company should be oriented towards leveraging its
operational excellence into the market place.
• Processes needs to be managed not the functions.
• Customer focus organization should realign in terms of process orientation.

6. BusinessProcessReengineering
UnderlyingPremises
• For considering totally new ways of redesigning processes, each and every
concept, assumption, purpose, and principle, needs to be abandoned
temporarily.
• Continuous improvement is a deficient approach when a company is far
behind the industry standards, and needs rapid quantum leaps in
performance.
• Dramatic improvement in performance is the prerequisite for overcoming
competition.
• How to compete is more important than deciding about where to compete.

7. Definitionof BusinessProcessReengineering
• Reengineering is the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical,
contemporary measures of performance, such as cost, quality, service, and
speed. This definition comprises four keywords: fundamental, radical,
dramatic and processes.
• Fundamental - Understanding the fundamental operations of business is the first
step prior to reengineering. Business people must ask the most basic questions
about their companies and how they operate: Why do we do what we do? and
why do we do it the way we do? Asking these basic questions lead people to
understand the fundamental operations and to think why the old rules and
assumptions exist. Often, these rules and assumptions are inappropriate and
obsolete.

8. Definition of Business ProcessReengineering
• Radical - Radical redesign means disregarding all existing structures and
procedures, and inventing completely new ways of accomplishing work.
Reengineering is about business reinvention, begins with no assumptions and
takes nothing for granted.
• Dramatic - Reengineering is not about making marginal improvements or
modification but about achieving dramatic improvements in performance. There
are three kinds of companies that undertake reengineering in general. First are
companies that find themselves in deep trouble. Second are companies that
foresee themselves in trouble because of changing economic environment. Third
are companies that are in the peak conditions.

9. Definition of Business ProcessReengineering
• Processes - Process is the most important concept in reengineering. In classic
business structure, organization are divided into departments, and process is
separated into simplest tasks distributing across the departments. The preceding
order-fulfillment example shows that the fragmented tasks - receiving the order
form, picking the goods from the warehouses and so forth - are delayed by the
artificial departmental boundaries. This type of task-based thinking needs to shift
to process-based thinking in order to gain efficiency.

10. Rationalof BusinessProcessReengineering
• Increase in process efficiency
• Improvement in Customer Service
• Reduction in Cost
• Data and Information Sharing through use of IT
• Reduction in redundant and duplicate processes
• Reuse technology
• Leverage new technology as key changers and efficiency enablers
• Foster Fundamental Rethinking
• Forster comprehensive and efficient effort where impact is high
• Reorganize and improve inefficient business processes
• Deal how business works rather than structure
• Reposition as market leader and turn the companies position around
• Become industrial leader

11. ImplementingBPR in Organizations
• The two main approaches employed in BPR are process redesign and
process re-engineering, and these are examined below. The approaches are
based on taking a holistic and objective view of the core processes that are
needed to accomplish specific business objectives without being
constrained by what already exists (i.e. 'clean slate').
• BPR covers a range of activities that result in radical change, to either
individual processes or to the total organization. The main differences
between the two approaches are that the latter involves greater structural
change and risk while the former is quicker and less costly to implement but
with potentially fewer benefits and improvements.
• A. System Redesign – identify and understand the existing processes and
then work through them systematically to create new processes and
deliver the desired outcomes
• B. Clean Slate Approach – Fundamentally rethink the way that the product
or service is delivered and design new process from scratch.

12. ImplementingBPR in Organizations
• Steps in BRP are as Follows:
• Determining Objectives and Framework – Objectives are the desired end results of
redesign process and they provide focus, direction, and motivation for the
redesign process.
• Identify Customers and Determine their Needs – The purpose is to redesign
business process that clearly provides added value to customers.
• Study the Existing Process – Provides base for reengineering and understand what
and why of the targeted process.
• Formulate and Redesign Process Plan are real crux of reengineering process. In
this step alternative processes are considered and the best is selected.
• Implement the Redesign process to achieve dramatic improvements. This is joint
responsibility of designers and management to operationalise the new process.

13. Roleof InformationTechnologyin BPR
• Information technology has transformed business processes to great extent
today with faster response to change.
• A reengineered process has speed, accuracy, adaptability and integration of
data and service points, is focused on meeting customers needs
expectations quickly and adequately. IT has resulted in:
• Compression of time
• Overcoming restriction of Geography and Distance
• Restructuring Relationships
• Thus IT improves business value by increasing EFFICIENCY (by way of
improved productivity), EFFECTIVENESS (by way of better management),
INNOVATION (by way of improved product or service)

14. Central Trust of BPR
• Reduction in total cycle time of a business process by removing unwanted and
redundant steps and simplifying systems and procedures and eliminating transit
and waiting times, Improvement in quality and reduction in cost
• Reengineering is not partial modification or marginal improvement in the existing
business process, it is redesigning the process entirely and radically.
• BPR aims at utilizing IT for evolving network processes, instead of automating
existing processes which are based on certain assumptions about technology,
people and goals of the organizations which may be no longer relevant in today's
context.
• Reengineering requires viewing process from cross functional perspective.
• BPR involves massive organizational change with changes in all areas of operations
beyond recognition. Commitment of top management is critical for success of
BPR.

15. Problemsof BPR
• Process Simplification is Common - True BPR is Not
• Desire to Change Not Strong Enough and Reliance on existing process too
strong
• The Existing Process Not a Blank Slate
• Process under review too big or too small
• The Costs of the Change Seem Too Large
• BPR Isolated Activity not Aligned to the Business Objectives
• Allocation of Resources
• Poor Timing and Planning
• Keeping the Team and Organization on Target

16. Benchmarking
• Benchmarking is the continuous, systematic process of measuring one’s
output and/or work processes against the toughest competitors or those
recognized best in the Industry.
• Benchmarking is the process of improving performance by continuously
identifying, understanding, and adapting outstanding practices found inside
and outside the organization.
• Benchmarking is the process of comparing one's business processes and
performance metrics to industry bests and/or best practices from other
industries.
• Why are others better, How are others better, What can we learn, How can we
catch up, How can we become the best in our sector……………………

17. Benchmarking
• Benchmarking helps organizations get ahead of competition by using
information and applying it to improve their processes and systems.
• Concept of benchmarking is much boarder than controlling as there are
major strategic dimensions involved.
• Benchmarking is the continuous search for and adaptation of significantly
better practices that leads to superior performance by investigating the
performance and practices of other organizations (benchmark partners). In
addition, it can create a culture to facilitate the change process.
• Benchmarking means to measure the best practices of leading businesses,
and learn and adapt them for use in your business. Benchmarking is
Making Best Practices Your Daily Practice.

18. Benchmarkinghas Three Main Features
Continuous method of measuring and comparing a
firm’s business processes against those of another
firm.
Discover performance gaps between one’s own
processes and those of leading firms.
Incorporate leading firm’s processes into one’s
own strategy to fill the gaps and improve
performance.

19. OperationalDefinitionof Benchmarking
Benchmarking is a technique of identifying,
understanding and adapting superior practices
from organizations locally and world wide to
improve performance and achieve
priority business results.
Comparing business
processes, not only performance
measures
Improvement, not evaluationExternal focusLearn from others
A structured technique

20. Benchmarking= Copying
• Benchmarking is not a method for 'copying' the practices of competitors,
but a way of seeking superior process performance by looking outside the
industry. When Benchmarking a System, Adapt What You Find, Don’t Just Copy It
• Benchmarking is not just making changes and improvements for the sake of
making changes, benchmarking is about adding value. Benchmarking makes
it possible to gain competitive superiority rather than competitive parity.
• Benchmarking is a tool for continuous improvement of the management of
processes in companies to help them to gain world leadership.
• Benchmarking is critical to formulating a knowledge-based plan of action to
achieve objectives. A benchmark is a standard that provides a measuring-
stick for relative performance.

21. Benchmark
• A benchmark is an organization recognized for its exemplary operational
performance.
• There are many benchmarks in the world including:
Toyota for
Scandinavian Airlines for
Motorola for
Intel for
Honda for
Processes
Design
Training
Service
Rapid product development

22. Benchmarkingand ManagementFunctions
• Maintenance Operations
• Assessment of Total Manufacturing Costs
• Product Development
• Product Distribution
• Customer Service
• Plant Utilization Levels
• Human resource Management

23. Benchmarking
• Benchmarking is a tool for Total Quality Management (TQM).
• Benchmarking is basically learning form others.
• Bench marking is time and cost efficient because it involves imitation and
adaptation rather than pure invention.
• Benchmarking helps in:
• Performance Improvement
• Creative Thinking
• Meeting Quality Standards
• Meeting Customers Expectations
• Coping with Competitive Markets
• Product and Process Improvement
• Cost Reduction

24. TheBenchmarkingProcess
• Benchmarking Process lacks Standardization. The important steps are:
• Determine which functional areas within your operation are to be
benchmarked -- those that will benefit most from the benchmarking
process, based upon the cost, importance and potential of changes
following the study.
• Identify the key factors and variables with which to measure those
functions -- usually in the general form of financial resources and product
strategy.
• Select the best-in-class companies for each area to be benchmarked --
those companies that perform each function at the lowest cost, with the
highest degree of customer satisfaction. Eg. FedEx or Wal-Mart in logistics).

25. TheBenchmarkingProcess
• Measure the performance of the best-in-class companies for each
benchmark being considered -- from sources such as the SEC, companies
themselves, articles in the press or trade journals, analysts in the market,
credit reports, clients and vendors, trade associations, the government or
from interviews with other organizations willing to share their prior research
or "swap" it with you.
• Measure your own performance for each variable and begin comparing
the results in an "apples-to-apples" format to determine the gap between
your firm and the best-in-class examples. Always feel free to estimate
results, as exact measures are usually disproportionately difficult to obtain
and often do not significantly add value to the study.

26. TheBenchmarkingProcess
• Specify those programs and actions to meet and surpass the competition
based on a plan developed to enhance those areas that show potential for
compliment. The firm can choose from a few different approaches -- from
simply trying harder, to emulating the best-in-class, changing the rules of
the industry or leapfrogging the competition with innovation or technology
from outside the industry.
• Implement these programs by setting specific improvement targets and
deadlines, and by developing a monitoring process to review and update
the analysis over time. This will also form the basis for monitoring, revision
and recalibration of measurements in future benchmarking studies.
• Most of the measures in a benchmarking process are in financial resources
and product strategy

27. Levelsof Benchmarking
• There are three levels of benchmarking:
• Internal benchmarking (within the company)
• Competitive or strategic benchmarking (Industry and competitors)
• Benchmarking outside the industry.

28. Total Quality Management(TQM)
• TQM is people focused management system that aims at continual increase
in customer satisfaction at continually lower real cost.
• TQM is total system approach which is integral part of high level strategy.
• TQM works horizontally across all functions, departments, involves all
employees from top to bottom, extends backward and forward to include
supply chain and customer chain.
• TQM is a set of management practices throughout the organization, geared
to ensure the organization consistently meets or exceeds customer
requirements. TQM places strong focus on process measurement and
controls as means of continuous improvement.

29. Total Quality Management(TQM)
• The concept of TQM emerged in USA where quality control was simply to
control or limit the creation of defective items in an industrial processes.
• Total quality management is based on the ideas of W. Edward Deming,
Philip B. Crosby, and Joseph M. Juran, quality-control experts in the United
States and Japan (associated with the Toyota production system).
• A more effective focus was to prevent a defective product from being
created, rather than screening out.
• Quality need not be restricted to production management rather be
extended to include administrative process, service industry and all spheres
of organizational activity.
• Most quality problems are system induced and not related to workmanship.

30. Total Quality Management (TQM)
• Total Quality Management (TQM) is a management strategy aimed at
embedding awareness of quality in all organizational processes.
• TQM requires that the company maintain this quality standard in all aspects
of its business. This requires ensuring that things are done right the first
time and that defects and waste are eliminated from operations.
• TQM is
• Total - made up of the whole
• Quality - degree of excellence a product or service provides
• Management - act, art or manner of planning, controlling, directing,….
• “Do the right things right the first time, every time.”

31. Modelfor TQM
Outstanding
Leadership
Product,
Services
and
Process
Systems
and
Procedures
People
power
CONTINUOUS
SYSTEMATIC
IMPROVEMENT
BENCHMARKING
CUSTOMER
FOCUS
MEETING/
EXCEEDING
CUSTOMER
EXPECTATI
ONS

32. PrinciplesGuidingTQM
• Implementing TQM required organization wide support:
• A sustained top management commitment to Quality which is sustained and real.
• Focusing on Customer and satisfaction of customer
• Preventing poor quality of products and services rather than Detecting and
sorting out defects. This saves cost and time
• Universal Quality Responsibility shared by everyone in the organization.
• Quality Measurement means Where are we and where are we going
• Continuous Improvement and Learning is needed in order to focus o
improvement efforts appropriately. Continuous improvement refers to both
incremental and breakthrough improvements both in product and services,
developing new business opportunities, reducing errors, defects, and wastes,
improving responsiveness and cycle time improvement, effective use of resources.

33. PrinciplesGuidingTQM
• Identifying root cause of problems and implementing corrective actions that
address problems at root cause.
• Employee Involvement in TQM process and Empowerment will provide with
necessary tools and authority to achieve organizational goals and objectives
effectively.
• The Synergy Team will help address the problems and challenges of continuous
improvement and by developing quality circles. Improving quality requires the
establishment of effective metrics. We must speak with data and facts not just
opinions.
• Thinking Statistically means reducing process or product design variation, and
statistical methods ideally suited to support this objective.
• Inventory Reduction and Just in Time inventory that is by reducing the inventory
levels quality improved.

34. Principles Guiding TQM
• Value Improvement means the ability to meet or exceed customer expectations
while removing unnecessary cost.
• Supplier teaming means developing long term relationship with few high quality
suppliers, rather than simply selecting those suppliers with lowest initial cost.
• Training is basic to TQM process where employees are trained and empowered
continuously.
• “A Customer’s impression of quality begins with the initial contact with the
company and continues through the life of the product.”
• Customers look to the total package - sales, service during the sale, packaging,
deliver, and service after the sale. Quality extends to how the receptionist answers
the phone, how managers treat subordinates, how courteous sales and repair
people are, and how the product is serviced after the sale.

35. TQM and Traditional Management Practices
• Organizational Structure – TQM views the enterprise as a system of
interdependent interconnected processes, linked laterally over time through
a network of collaborating internal and external suppliers and customers.
• Organizational Change – TQM environment changes constantly and so
management should provide leadership effectively for success of TQM.
• Team Work – It is through Quality circles, Steering Committees, Self
Directed Teams in departments work together towards self optimization
through cross functional teamwork.
• Motivation and Job Design – TQM managers provide leadership rather than
intervention in processes. People are motivated to make meaningful
contribution.

36. TQM and Traditional Management Practices
• TQM requires changes in organizational processes, beliefs, attitude, and
behavior. The differences are:
• Strategic Planning and Management – Quality planning and strategic
planning cannot be distinguished in TQM. Measures such as customer
satisfaction, defect rates, and process cycle times receive as much attention
in the strategic plan as financial and marketing objectives.
• Changing Relationship with Customers and Suppliers – Traditional
management places customer outside the enterprise and within the domain
of marketing ad sales, whereas in TQM everyone inside the enterprise as
customer of internal / external supplier, and a supplier of an external /
internal customer.

37. TraditionalApproachvsContinuousImprovement
Traditional Approach
• Market-share focus
• Individuals
• Focus on ‘who” and “why”
• Short-term focus
• Status quo focus
• Product focus
• Innovation
• Fire fighting
Continuous Improvement
• Customer focus
• Cross-functional teams
• Focus on “what” and “how”
• Long-term focus
• Continuous improvement
• Process improvement focus
• Incremental improvements
• Problem solving

38. Value-basedApproach
Manufacturing Dimensions
• Performance
• Features
• Reliability
• Conformance
• Durability
• Serviceability
• Aesthetics
• Perceived quality
Service Dimensions
• Reliability
• Responsiveness
• Assurance
• Empathy
• Tangibles

39. Benefitsof TQM
• Advantages unique to TQM:
• It makes the company a leader and Fastens the team work.
• Makes the company more sensitive to customer needs.
• Makes the company adapt more readily to changes.
• Benefits to company
• Quality improves.
• Increased productivity.
• Staffs are more motivated.
• Cost reduced.
• Benefits to customer
• Fewer problems with product/services.
• Better customer care, Greater satisfaction.
• Benefits to staff
• Empowerment, More training and more skills.
• More recognition of achievement.

40. CompetitiveBenefits of TQM

41. TQM ImprovesProfitability:

42. Six Sigma and Management
• Six Sigma at many organizations simply means a measure of quality that
strives for near perfection. Six Sigma is a disciplined, data-driven approach
and methodology for eliminating defects in any process from manufacturing
to transactional and from product to service.
• The word Sigma is a statistical term that measures how far a given process
deviates from perfection. The central idea behind Six Sigma is that if you can
measure how many "defects" you have in a process, you can systematically
figure out how to eliminate them and get as close to "zero defects" as
possible and minimizing the variability in manufacturing and business
processes that does not meet customer specifications. Specifically it means
a failure rate of 3.4 parts per million or 99.9997% perfect.

43. Whatis Six Sigma
• Six Sigma's aim is to eliminate waste and inefficiency, thereby increasing
customer satisfaction by developing and delivering near-perfect products
and services as per the customer expectation.
• Six Sigma follows a structured methodology, has defined roles for the
participants, is a data driven methodology, and requires accurate data
collection for the processes being analyzed and putting results on Financial
Statements. Six Sigma is a business-driven, multi-dimensional structured
approach to:
• Improving Processes, Lowering Defects, Reducing process variability, Reducing
costs, Increasing customer satisfaction, and Increased profits

44. GE’sKey Conceptof Six Sigma
At its Core, Six Sigma revolves around a few key concepts:
Critical to Quality Attributes most important to Customers
Defect Failing to deliver what customer wants
Process Capability What your process can deliver
Variation What the customer sees and feels
Stable operations Ensuring consistent, predictable, processes to improve
what the customer sees and feels
Design of Six Sigma Designing to meet customer needs and process capability

45. Six Sigma Methodology
• Six Sigma has following two key methodologies:
• DMAIC: refers to a data-driven quality strategy for improving processes. This
methodology is used to improve an existing business process.
• DMADV: refers to a data-driven quality strategy for designing products &
processes. This methodology is used to create new product designs or process
designs in such a way that it results in a more predictable, mature and defect free
performance.
• There is one more methodology called DFSS - Design For Six Sigma. DFSS is a
data-driven quality strategy for designing design or re-design a product or
service from the ground up.

46. Six Sigma Methodology
• DMAIC Methodology:
• This methodology consists of following five steps.
• Define --> Measure --> Analyze --> Improve -->Control
• Define : Define the Problem or Project Goals that needs to be addressed.
• Measure: Measure the problem and process from which it was produced.
• Analyze: Analyze data & process to determine root causes of defects and
opportunities.
• Improve: Improve the process by finding solutions to fix, diminish, and prevent
future problems.
• Control: Implement, Control, and Sustain the improvements solutions to keep the
process on the new course.
• In the subsequent session we will give complete detail of DMAIC Methodology.

47. Six Sigma Methodology
• DMADV Methodology:
• This methodology consists of following five steps.
• Define --> Measure --> Analyze --> Design -->Verify
• Define : Define the Problem or Project Goals that needs to be addressed.
• Measure: Measure and determine customers needs and specifications.
• Analyze: Analyze the process for meet the customer needs.
• Design: Design a process that will meet customers needs.
• Verify: Verify the design performance and ability to meet customer needs.

48. Six Sigma Methodology
• DFSS Methodology:
• DFSS - Design For Six Sigma is a separate and emerging discipline related to Six
Sigma quality processes. This is a systematic methodology utilizing tools, training
and measurements to enable us to design products and processes that meet
customer expectations and can be produced at Six Sigma Quality levels.
• This methodology can have following five steps.
• Define --> Identify --> Design --> Optimize -->Verify
• Define : Identify the Customer and project.
• Identify: Define what the customers want, or what they do not want.
• Design: Design a process that will meet customers needs.
• Optimize: Determine process capability and optimize design.
• Verify: Test, verify, and validate design.

49. What’s New About Six Sigma
• The Customer: Customers define quality. They expect performance,
reliability, competitive prices, on-time delivery, service, clear and correct
transaction processing and more. Today, Delighting a customer is a
necessity. Because if we don't do it, someone else will! Hold the Customer
• The Processes should produce ROI: Defining Processes and defining Metrics
and Measures for Processes is the key element of Six Sigma. Quality requires
to look at a business from the customer's perspective, In other words, we
must look at defined processes from the outside-in.
• How Employees/ Management Operates: The company must involve all
employees and must provide opportunities and incentives for employees
besides having a well defined role with measurable objectives.
•

50. Six Sigma as a Systemof Management
• A business is a collection of processes, including the leadership process and
each business process has inputs that include suppliers, assets, resources
(capital, material, people), and information. The process also has a vision,
measures, policies and procedures, and output that include products or
services for customers. Every business has variances and there must be a
process to handle excessive variances in the organization which lowers
profitability.
• Six Sigma is essentially a comprehensive yet flexible system for achieving,
supporting, and maximizing business profits. It takes place at front lines of
the organization. Better understanding of customers, clearer processes,
meaningful measures, and powerful improvement tools are important.

51. Six Themes of Six Sigma
1. Genuine Focus on the customer is top priority. The measures of six sigma
performance begins with the customer. Six sigma improvements are defined
by their impact on customer satisfaction and value.
2. Data and fact driven management - Six sigma takes the concept of"
management by fact" to a new more powerful level. Six sigma managers will
know what data or information do they really need and how to use them for
maximum benefit .
3.Process focus, Management, and improvement - In six sigma , process are
where the action is, whether designing the products and services,
measuring performance, improving efficiency, customer satisfaction or even
running the business, six sigma positions the process as the key vehicle of
success.

52. Six Themes of Six Sigma
4.Proactive management signifies acting in advance of events the opposite
of being "reactive". Six sigma has tools and practices that replace reactive
habits with a dynamic , responsive proactive style of management.
5.Boundary-less collaboration means breaking down barriers and improve
teamwork, up, down, and across organizational lines. It expands
opportunities for collaboration as people learn how their roles fit into and
can recognize and measure interdependence of activities in all process.
6.Drive for Perfection; Tolerance for Failure - No company will get
anywhere close to six sigma without launching new ideas and approaches,
which always involves some risk. Any company that makes six sigma its goal
will have to constantly pushed to be ever-more-perfect (since the
customer's definition of "perfect" will always be changing) while being
willing to accept and manage occasional setback.

53. Strategies for Internet Economy
• Impact of Internet and rapidly changing e-commerce environment is
profound.
• Internet has changed everything / driving force of revolutionary
proportions.
• E-commerce has changed the character of markets, created new driving
force which has enormous potential for reconfiguring its value chain and
affects companies competitiveness.
• Internet economy presents opportunities and threats that demand strategic
response and requires managers to craft bold strategies.

54. What Is Internet Technology
• Internet is integrated network of servers, high speed computers, digital
switches and routers, telecommunication equipment and lines (fibre optical
lines criss-crossing the world), individual users computers that allows
transfer of data in digital form at very high speed.
• The bandwidth of the line determines the capacity / speed of data transfer.
• Digital switched moves the traffic along the lines and routers decided which
way to direct the traffic and how to handle requests of users effectively.
• Users gain access to network through LAN server or internet service
provider. Many specialized software's are required to make internet
function and infuse it with e-commerce capabilities.

55. Impact of the Internet and E-Commerce
• Impact on external industry environment
• Changes character of the market and competitive environment
• Creates new driving forces and key success factors
• Breeds formation of new strategic groups
• Impact on internal company environment
• Having, or not having, e-commerce capabilities tilts the scales toward
valuable resource strengths or threatening weaknesses
• Creatively reconfiguring the value chain will affect a firm’s
competitiveness vis-à-vis rivals

56. Characteristics of Internet Market Structure
• Internet is composed of
• Integrated network of users’ connected computers
• Banks of servers and high-speed computers
• Digital switches and routers
• Telecommunications equipment and lines

57. Supply Side of the Internet Economy
• Major groups of Internet and e-commerce firms comprising the supply side
include
• Makers of specialized communications components and equipment
• Providers of communications services
• Suppliers of computer components and hardware
• Developers of specialized software
• E-commerce enterprises
• Business-to-business merchants
• Business-to-consumer merchants
• Media companies
• Content providers

58. Strategy Shaping Characteristics
E-COMMERCEENVIRONMENT
• Internet makes it feasible for companies everywhere to compete in global
markets
• Competition in an industry is greatly intensified by new e-commerce
strategic initiatives of existing rivals and by entry of new, enterprising e-
commerce rivals
• Entry barriers into e-commerce world are relatively low. On-line buyers gain
bargaining power because they confront far fewer obstacles to comparing
the products, prices, and shipping times of rival vendors.
• Internet makes it feasible for firms to reach beyond their borders to find the
best suppliers and, further, to collaborate closely with them to achieve
efficiency gains and cost-savings.

59. Strategy Shaping Characteristics
E-COMMERCEENVIRONMENT
• Internet and PC technologies are advancing rapidly, often in uncertain and
unexpected directions
• Internet results in much faster diffusion of new technology and new ideas
across the world.
• E-commerce environment demands that firms move swiftly - “at Internet
speed”.
• Internet and e-commerce technology open up a host of opportunities for
reconfiguring industry and company value chains
• Capital for funding potentially profitable e-commerce businesses is readily
available

60. Strategy Shaping Characteristics
E-COMMERCEENVIRONMENT
• The internet makes it feasible for companies to reach beyond their borders
to find the best suppliers and further to collaborate closely with them to
achieve efficiency gains and cost savings.
• E-commerce technology opens up a host of opportunities for reconfiguring
industry and company value chains.
• The internet can be economical means of delivering customer service.
• Needed e-commerce resource in short supply is human talent, in the form
of both technological expertise and managerial know-how.

61. Effects of the Internet and E-Commerce
• Can produce important shifts in an industry’s competitive forces
• Alters industry value chains, spawning substantial opportunities for
increasing efficiency and reducing costs
• Affects a company’s resource strengths and weaknesses
• Rapid pace of technological change with an often uncertain direction

62. Overview of E-commerceBusiness Models
and Strategies
• Provide new opportunities to put
a globally-connected Internet
infrastructure in place
• Build out
telecommunications system
• Install millions of servers
• Provide high-speed Internet
connections to billions of
businesses and households
• Develop software and
networks to create a wired
global economy
• Offer potential to exploit business
opportunities in a globally wired
e-commerce environment
• Business-to-business sales
• E-procurement
• Business-to-consumer sales
• E-retailing
• Provide content
• Provide services to users

63. StrategicManagement in Non Profit and
GovernmentOrganization
• Business organizations can be classified into commercial (profit is main
aim)and non commercial (social, charitable, educational) on the basis of
interest they have. Eg. Help Age India, Child Relief and You etc.
• The main aim is to provide service to members, beneficiaries or public at
large.
• Non commercial organizations helps to meet the needs not met by business
organizations and may not have owner in true sense.
• Through innovative approach, motivation, productivity, and strategic
management non profit organizations out perform business organizations.
• Non profit firms often functions as monopoly and depend totally on outside
finance justifying requests for needed financial support based on strategy.

64. Educational Institutions
• Education plays a vital role in shaping the future of the nation. In higher
education, stakeholders include students, employers, funding agencies, and
society, as well as internal stakeholders such as faculty and staff. The strategic
plan should chart the broad course for the entire institution for the next five
years.
• Educational institutions, like other service organizations, can differentiate
themselves based on types of programs, delivery systems, student clientele,
location, and the like. Joining hands with industry to deliver value based
education and make graduates more employable.
• Emerging global trends, new economic challenges and the rapid growth of
information technology has placed higher education in a much sharper focus
and hence its performance assessment becomes essential.

65. Medical Organizations
• Advances in diagnosis and treatment of chronic diseases are creating
entirely new servicescape to deliver day care service right at your door step.
• Deep and effective collaboration with doctors with reallocation of resources
from acute to chronic area in home and community setting.
• Backward integration of services like ambulance service, waste disposal
service, and diagnostic services.
• Internet has changed the strategic landscape of healthcare services and
healthcare delivery by sharing information, test reports etc.
• Free standing out patient centres, home health services, cardiac
rehabilitation, preferred service provider, skilled nursing, etc.

66. GovernmentAgencies and Departments
• Central, State, Municipal agencies, Public sector units, are responsible for
formulating, implementing, and evaluating strategies that uses tax payers
money in most cost effective way to provide services and programs.
• Government organizations have less strategic autonomy as compared to
private organizations.
• Strategic issues get discussed and debated media and legislatures.
Sometimes issues get politicized resulting in fewer strategic alternatives.
• Government agencies use strategic management approach to develop and
substantiate the formal request for funding of projects.