SEMESTER IV E-BUSINESS Context The breadth and depth of penetration of Internet access both within India as well as globally,

has fostered a radical rethink in terms of how business is conducted. E-business involves using the Internet infrastructure for the entire gamut of activities from reaching prospective customers, taking orders and fulfilling these orders as well as providing after-sales service. Retail, fashion, telecom, engineering sourcing and services are only a few examples of industries that have successfully leveraged this model. This sub ect defines e-business and identifies its key value propositions. It discusses e-business models, their re!uirements for success and e-business strategies. Objectives The ob ectives of this elective sub ect are" #. To introduce and define the concept of e-business and to identify its key elements.
$. To identify key value propositions of e-businesses, traditional and

innovative e-business models, success factors and strategies

%. Illustrate these concepts with current and relevant case studies from

international as well as Indian contexts Content Outline A Brief Historic l Retros!ective of t"e Internet er # $e% Milestones &' Cloc( Hours)
o o o o o

Introduction of the Internet and the &&& phenomenon &eb presence" 'tatic and (ynamic The rise and decline of E-)ommerce Illustrative Examples of Key Milestones *essons from +istory" ,ew successes, many failures

*" t is E-business+ &, Cloc( Hours)

o o o

- &orking (efinition 'imilarities and differences with brick-and-mortar businesses -re E-businesses simply extensions of traditional businesses.

Revised by Prof. Ghate and visiting faculty in August 2013

T"e v lue !ro!osition for e-business over tr -ition l business# T"e ./s revisite- &, Cloc( Hours)
o

Illustrative Examples of E-business value propositions n- Activities of n E-business &. Cloc(

Sco!e0 Structure Hours)

o o

'cope of -ctivities - ,rom order to delivery to repeat order The 'torefront" )ustomer -c!uisition, /rder 0lacement, )ustomer Retention The ,ulfillment 1ackend" Enterprise 'upport from /rder placement through processing to delivery E-payment processing Integration of the 2alue )hain )ustomer 'ervices and Engagement Illustrative Examples of E-business Structures

o o o o

T%!es of e-businesses &' Cloc( Hours)

o o o o o

'ingle-entity v3s multi-entity 4portal-based5 product web stores /nline 'ervices 1usinesses +ybrid e-businesses Innovative E-businesses Illustrative Examples of types of E-businesses

E-business Mo-els &. Cloc( Hours)

o o o o o

0roduct3'ervice 0rovisioning 6odels Revenue and 6oneti7ation 6odels )ommunity-based3)ollectivity 6odels )ollaborative 6odels Illustrative Examples of Business Models

An l%sis of Critic l 1 ctors for Success of E-business &. Cloc( Hours)

o o o o o o o

'trong 1usiness Idea )lear 2alue 0roposition (efinite 1usiness Roadmap ,lexibility for )ourse )orrection 'calability -ligning Technology 2ision with the 1usiness 2ision Illustrative Examples of Critical Success Factors

E-business Str te2ies &, Cloc( Hours)

o o o o

Entry strategies 8rowth and Evolution Exit 'trategies Illustrative Examples of E-business strategies

C se Stu-ies &Instructor-le-0 stu-ent-le- if !ossible) &3 Cloc( Hours)

Note !opics t"at "ave been allocated more t"an # cloc$ "ours eac"% s"all include atleast & "our of illustrative examples'case studies( 4in(s In!uts 1ro5# 6arketing, 'ervices 6arketing, ,inance, /perations and Information 'ystems Out!uts To# 'trategic 6anagement Recommended 1ooks " Text "
1 OBrien, J.A.. Introduction To Information Systems: Essentials For T e Internet!or"ed E#Business Enter$rise%#1&t 'e! (el i)Tata *c+ra!#,ill -u.lis in/ 0om$any 1imited)2&&2, 345i, -$67& 2. 8ala"ota, 9.)9o.inson, *.%E#Business: 9oadma$ For Success%, 9eadin/)Addison#:esley -u.lis in/ 0om$any, Inc.)2&&&, 3i4, -$ ;<=

Reference "

Revised by Prof. Ghate and visiting faculty in August 2013

#.'teinbuhler, 9.3(eitel, +.6.3(eitel, 0.:. ;E-1usiness -nd E-)ommerce ,or 6anagers<, =ew (elhi30earson Education 0vt.*td.3$>##,?xxvii, 0p @AB $. : iteley, (.%E#0ommerce: Strate/y, Tec nolo/ies And A$$lications% 'e! (el i)Tata *c+ra!#,ill
-u.lis in/ 0om$any 1imited)2&&2, 35i,-$ 26>

$NO*4E67E MANA7EMENT Context # 9nowledge is a fluid mix of experienced learning, values, contextual information, and insight that provides a framework for evaluating and imbibing new experiences and information. 9nowledge management 4965 is a process of identification, creation, evaluation, preservation, exchange and sharing of knowledge. 1usiness today is under pressure due to far reaching impact of globali7ation, cut throat competition, demanding customers, compelling business partners and stakeholders. 96 has become an essential higher layered function in business organi7ation as knowledge is a critical input in driving the business in the environment of global competition. It is an input to strategy development, critical problem solving. 96 needs extensive use of Information C )ommunication Technology 4I)T5.9nowledge is a single most factor which adds to core competency and adds to competitive strength. The knowledge obsoletes over time needs continuous revitali7ation or creation. 9nowledge needs management with specific goal C purpose. Objective#
)reating awareness, understanding, and application of 9nowledge

for competitive strength of the organi7ation.

-ble to identify the knowledge needs of the organi7ation and

build 9nowledge 6anagement 'ystems which will provide the needs.

-ble to create knowledge portals as a platform for knowledge

access.
)reate 9nowledge products, patents, and knowledge property

rights
-ppreciate +R role in 96 C96'

Content Outline # Introduction to knowledge Economy.

9nowledge Economy. The changing landscape of the business in boundless world 'hift from traditional economy to 9nowledge Economy. 0aradigm shift in the way business is re!uired to be done. &hy 96 now.

&hat is knowledge.

Revised by Prof. Ghate and visiting faculty in August 2013

 9nowledge C Its attributes Types of knowledge 1usiness benefits of 9nowledge 9nowledge life cycle.

9nowledge 6anagement.
&hat is knowledge 6anagement. 96 0rocess. 9nowledge =etworking. Thematic analysis of 96. 'E)I 6odel of knowledge management cycle. )ritical success factors of 96.

9nowledge 6anagement 'ystems.

8eneric model /f 96. 96 (evelopment cycle. 96 application cycle 96' life cycle (esign of 96' Implementation of 96

96 Tools C Technology
Role of different I)Ts in 96 cycle. -pplication of 8roupware and workgroup technology. Implementing Dnified communication technology. -pplication of (&, (6 and 1I for 9nowledge building. (eveloping search engines. (esign and Dse of Intelligent agents in 96.

+R functionEs role in 96.

Recognition of knowledge as a power of +R. -bility to map knowledge needs and current +R competencies. Role in knowledge building organi7ation. 6anaging +R for building a learning organi7ation.

 Emphasi7ing 9nowledge driven )reativity C Innovation (esigning +R function processes for 96 facilitation.

)reating knowledge products, patents adding to intellectual property.

(eveloping 9nowledge portals 9nowledge 0roducts. Dsing Intelligent -gents and 9nowledge products in business

processes (6.

)ase studies.

In!ut 1ro5 # (ata 6anagement C 1usiness Intelligence Out!ut To # 'trategic 6anagement, 'trategic Initiatives Reference books for reading" #. (rucker 0. ,, )ost capitalist Society, 1utterworth- +einemann. (avenport, T. 0rusak * *or$ing $no+ledge, +1'chool 0ress, 1oston, D'-.
$. %. F. A. H.

9rough 8, Ichi o 9, =onaka I( Enabling Kno+ledge Creation, /xford Dniversity press =ew york. =onaka, Iku iro C Takeuchi, +irotaka, !"e $no+ledge Creating Company, /xford Dniversity press,=ew Gork. 0arlby, (, !"e )o+er of Kno+ledge , business -uide to KM, 9068 6anagement )onsulting. &aman :awadekar, Kno+ledge Management !ext . Cases% Creating a learning organi/ation. T6+ IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII

Revised by Prof. Ghate and visiting faculty in August 2013

S8STEMS EN7INEERIN7 Context # 'ystems engineering is an interdisciplinary field of engineering that focuses on how to design to meet usersE re!uirements through system solutions. Issues such as reliability, logistics, coordination of different sub systems, evaluation measurements and control, and other disciplines including technology become more difficult when dealing with large, complex 'ystems. 'ystems engineering deals with work-processes, optimi7ation methods, and risk management tools in such pro ects. It overlaps technical and human-centric disciplines such as control engineering, industrial engineering, organi7ational studies, and pro ect management. 'ystems engineering ensures that all likely aspects of a system are considered, and integrated into a whole. 'ystems engineering focuses on analysing and eliciting customer needs and re!uired functionality early in the development cycle, documenting re!uirements, then proceeding with design synthesis and system validation while considering the complete problem, the system lifecycle. /b ectives of the course" J )reate a foundation for systems thinking for problem solving.
J J J J

(evelop skills of systems analysis and design. (evelopment. 9now and apply different models of 'ystems (esign and

*earn Tools, Technologies for development of systems and its maintenance. )onduct system performance audit.

Content Outline#
J J J J J J J J J

S%ste5s T"in(in2# An Eco 'ystem of a system.

!!ro c" to /roble5 solvin2

'ystems Theory, Types of systems, =ature of system, 'ystems a framework of people, structures, and processes.

+andling of systems for development, management, C maintenance. 6odels, 0rototypes, Tools C Technology and Interfaces. (rivers of 'ystems S%ste5 An l%sis Identifying scope, Issues and system solution ideas.

J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J J

Re!uirement Engineering" -nalysis C 6anagement.

Identifying and working with users, stakeholders, system sponsors. 'etting system goals" /peration C 0erformance (eveloping high level system architecture (eveloping system abstraction" 'ystem 6odel. Technology enablement for performance. Est blis"in2 t"e o!er tin2 environ5ent Dnderstanding the problem Identifying processes, use cases and scenarios Identifying system operation Dnderstanding system capability S%ste5 6evelo!5ent (eveloping plan 3 workflow of system development. )hoosing development model. Identifying risk C mitigation strategies. (eveloping specifications for re!uirements. (eveloping internal system design and architecture Identifying 3 bounding domain solution. Identifying architecture components and configuration Identifying system interfaces S%ste5 6esi2n Identifying the system lifecycle )onsidering reliability, availability, maintainability )onsidering manufacturing, produce ability 6anaging the development 4budget, staff, etc.5 )onsidering +uman 'ystems Integration 3 +uman ,actors Dsing modelling and simulation techni!ues. Verific tion n- V li- tion Test and Evaluation of the system 'ystem 0erformance Review. 0erformance -udit

Revised by Prof. Ghate and visiting faculty in August 2013

J J J J J J J J J

6e!lo%5ent /l nnin29 Time schedule. 0reparing for implementation. -ddressing change management issues. Training, creating awareness. Investment planning C 1udgeting. Installation C TestingK 'olving locali7ation customi7ation issues. 0reparing 'ystems -cceptance 0lan

In!ut 1ro5 # Information 'ystems, 'ystems thinking Out!ut To # 'trategic Initiatives. Reference Boo(s #

Introduction to 'ystems -nalysis and (esign :effrey *. &hitten, *onnie (. 1entley, T6+. (esigning ... 1y :amshid 8hara edaghi. 69 0ublications. 1y 'tephen 8. +aines, +R( 0ress.

'ystems Thinking" 6anaging )haos and )omplexity" - 0latform for The )omplete 8uide to 'ystems Thinking and *earning 6odern 'ystems -nalysis and (esign, H3e 1y :effrey -. +offer, 0earson 1usiness Information 'ystems" -nalysis, (esign and 0ractice 1y 8raham
)urtis, (avid 0. )obham, 0earson Education IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII