FEMP fiscal year 1999 ESPC business strategy development summary report[Energy Saving Performance Contract]

Organizations have adopted business intelligence solutions with a mixed degree of benefits. Some businesses highlight significant outcomes, while others identify limitations or shortfalls in the benefits derived. Notably, the alignment of business strategy with the adoption of business intelligence processes has been an important predictor of firms being able to achieve organizational wide benefits. The chapter uses a case study approach to document the informational needs achieved through aligning organizational strategy and the adoption of business intelligence solution at two distinct companies. The adoption approaches used by each firm, although different, reflect the important areas in which business intelligence is most useful—strategic alignment, governance, and information presentation.

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BSC-Based Framework for E-Business Strategy

Electronic Commerce ◽

10.4018/978-1-59904-943-4.ch044 ◽

2011 ◽

pp. 536-547

Author(s):

Fen Wang ◽

Guisseppi Forgionne

Keyword(s):

Business Strategy ◽

Business Models ◽

Business Management ◽

Management Control ◽

Strategy Development ◽

Business Climate ◽

Business Decisions ◽

The Balanced Scorecard ◽

New Business ◽

And Performance

E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic e-business management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).

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The business strategy development process

Process-based Strategic Planning ◽

10.1007/3-540-27342-5_17 ◽

2005 ◽

pp. 293-313

Keyword(s):

Business Strategy ◽

Development Process ◽

Strategy Development

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Service-based business models in the Swedish railway industry

Journal of Quality in Maintenance Engineering ◽

10.1108/jqme-06-2021-0051 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Mirka Kans ◽

Anders Ingwald

Keyword(s):

Business Strategy ◽

Service Management ◽

Business Models ◽

Business Environment ◽

Strategy Development ◽

Railway Vehicle ◽

Content Type ◽

Railway Industry ◽

Business Opportunities ◽

New Business

PurposeThe purpose is to describe new business opportunities within the Swedish railway industry and to support the development of business models that corresponds with the needs and requirements of Industry 4.0, here denoted as Service Management 4.0.Design/methodology/approachThe study is an in-depth and descriptive case study of the Swedish railway system with specific focus on a railway vehicle maintainer. Public reports, statistics, internal documents, interviews and dialogues forms the basis for the empirical findings.FindingsThe article describes the complex business environment of the deregulated Swedish railway industry. Main findings are in the form of identified business opportunities and new business model propositions for one of the key actors, a vehicle maintainer.Originality/valueThe article provides valuable understanding of business strategy development within complex business environments and how maintenance related business models could be developed for reaching Service Management 4.0.

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