difficulties in measuring and justifying e-commerceJustifying EC (and  translation - difficulties in measuring and justifying e-commerceJustifying EC (and  English how to say

difficulties in measuring and justi

difficulties in measuring and justifying e-commerce
Justifying EC (and IT) projects can be complex, and therefore ,difficult to justify. Let us see why
The EC justification process
The EC justification process varies depening on the siyuation and the methods used . However, in its extreme, it can be very complex . As shown in Figuure 14.3,five areas must be considered in the justification of IT projects. In this section , we discuss the intangible and tangible areas . In Cheaper 1, we discussed ome straegic and tactical considerations
Difficulties in measuring productivity and performance gains
One of the major benefits of using EC is increased productivity. However , productivity increases may br difficult to measure for a number of reasons.
Data and analysis issues
Data, or the analysis of data ,may hide productivity gains . Why is this so? In manufacturing , it is easy to measure outputs and inputs. For example, toyota product motor vehicles a relatively well defined that shows gradual quanity changes over time . It is not dfficult to indentify the resources used to produce these vehicles with reasonable accuracy. However , in service indystries, such as education, social services, or health care delivery, it is more difficult to define what the prodcts are, how they differ in quality , and how they may be related to corresponding benefits and cost
Other generic factors are:
-EC productivity gains in one area my be offset by losses in other areas
-hidden costs and benefits
-incorrectly defining what is measured
Relating EC and its expenditures to organizational performance.
The reason is that the relationship between investment and performance may be indurect;factors such as shared EC and it assets and how they are used can impact organizational performance and make it difficult to assess the value of an investment.
Other difficulties
The long time lags between investment and profit realization may throw off productivity measuarements
Intangible coss and benefits
In many cases EC projecs generate intangible benefits, such as faster time to market, and increased employee and customer satisfaction. These are very desirable benefits , but it may be difficult to place an accurate monetary value on them. For example , it is generally known that e-mail improves communications, but it is difficult to measure the calue of this improverment
Tangible costs and benefits
The costs involved in purchasing hardware , software, consulting ,and support services usually re tangible, aasre
The costs of telecommunication services, maintenance,and direct labor. These costs can be measured .similarly, tangible benefits , including increase profitability, improved productivity, and greater market share, can be measured with relative ease
Intangible costs and benefits
When it cimes to intangible costs and benefits, organizations must develop innocative metrics to track these as accurately as possible. Intangible costs may range from the inclusion of some vague costs such as those resulting from the learning curve during of the incorporatin of an Ec system, to better respond to customer inquiries. Another intanghble cost may result from the need to change or adaption of certain business processes such as building and operating an invetory tracking system . An additional difficulty is separating Ec cost from the costs of routine maintenance of inventory and other relevant iT systems.
Managing inntangible benefits
The first step in managing intangible benefits is to define them (see the opening case of telstra ,
And if possible , specify how they are going to be measured
A simple solution is to make rough estimates of the monetary values of all the intangible benefits and then conduct an ROI or this approach is appealing , but in many case , the simplification assumptions used in these estimates are questionable . I the estimates were too high , a wrong investment may have beenmade. An estimate that is too low may result in disregarding a good investment and potentially losing a competitive advantage. Intangible costs and benefits may be approached in a number of different ways. Several of the methods presente in Setion 14 also can be used o evaluate intangible benefits. For more on intangible costs and benefits, see Ritter and rottger(2008)
One way to deal with intangible benefits is to develop a balanced scorecard for the proposed investment. This approach requires listing both tangible and inttangible goals and their measures . For an example of how this works ,see Asefeso(2014)
These difficulties can cause many companies not to measure the value of IT and EC projects, which can be a risky approach . For those companies that conduct a formal justification , we present a number of methods in
The process of justifying EC and IT Project
Justifying large scale investment is not only about selecting a method ;it is aslo about executing it. The appropriate process is not simple . The major seps of this process , according to Baseline (2006) and the authors experience are:
1 establish an appropriate basis for analysis with your vedor, and then conduct your ROI
2 investigate what metrics to use (including internal and externad metrics) and be sure about thei accuracy
3 justify the costs benefit under approprite assumptions (see the referefces provided in the opening case)
4 verify all data used in the calculation
5 include strategic benefits, including long term ones. Find contributions to competitive advantage. Make sure not to underestimate costs and overestimate benefits(a tendency of many managers)
6. Make data as realistic as possible , and include costs avoidance and risk analysis.

Commit all business partners, as well as suppliers and major customers
The use of gartners hype cycle
Before we introduce the specific methods used in justification, we present briefly the concept of the hype cicle . Organizations can use this tool to assess the maturity level of specific EC technologies so they can develop a strategy befor they invest effort and money in conducting costs benefit and justification analysis.
What is gartners hype cycle ?
A hype cycle is a graphic representation
Of the life cycle of specific IT and EC technologies (cloud computing ,3D printing, e-payment). They term was coine by Gartner. The hype cycle provides a snapshot of technologies , IT methodologies, and management related disciplines overtime.the hype cycle highlights the overhyped technologies versus those that are matured and already have hugh usage in industry. The hype cycle also provides estimates of how long technologies and trends will take to reach maturity. The methodogy and details are presented at gartner.com/technology/research/methodol-ogies/hype-cycle.jsp. Hype cycle can be customized (by Gartner Inc ,for a free) to fit certain industries and companies. Gartner revises the hype cycles once a year
Each hype cycle has five stages that reflect the basic adoption path any technology follows, starting with a trigger point, through over enthusiasm hype,and then enduring disillusionment, befor finally becoming accepted. (note that Gartner developmed the hype cycle to replace the product life cycle, which includes four stages.)
The five stages of the hype cycle re:
1Technology trigger. The generation of media interest and industry exposure in new IT or EC technology, which includes publicity events (such as product launch parties, public demonstrations,or press releases), that result in considerable atention to the technology.
2 peak of inflated expectations. His is the phase of exuberance and overenthusiam, and too much publicity and over-estimation of the technology’s potential. In 2003, augmented reality and the internet of Things were in this stage. The technology performance may not be able to kee up with the promises made by technology leaders, consultants, and financial analysts
Trough of disillusionment. A point where the media no longer care about the technology because its result were disappointing
4 slope of rnlightenment . The usefulness,risks,and benefits of the technology are understood because of the combuned god results and best efforts and practies of many organizations
5. Plateau of producrivity . Thetechnology has shown to have actual benefits . Now on their second or third generation , the methodologies and tools are more stable and consistent. The location of the plateu of the echnology depends on whether the technology is specifically for a niche market or is universal
Application of the hype cycle
Gartner ,Inc, provides an annual report that covers about 102 different hype cycles evaluating over 2,000 different technologies across 75 industries. For information, including a video,see gartner.com/technology/reseach /hype cycle. Gartner Inc, charges fees for providing is repors, which include technology trends. The 2011 and 2014 reports cover many EC technologies such as mobile commerce and devices, microblogging ,augmented reality, green I in data centers,social analytics,cloud computng,context-aware coputing,internet of Thing ,virtual worlds, location-based applications,security,RFID ,video telpresence, and collective intelligence.
An example of how EC technologies were placed on the hpe cycle in the past isavailable t gartner.com/newsroom/id/2575515. The press release provides interesting informaton about several emerging EC technologies. Examination of the hpe cycle can be useful to any organization that seriously considers the emerging tools of e-comerce,m-commerce, and social commerce
Section14.3 review questions
How do organizations measure performance and productivity ? What are the difficulties in measuring performance and productivity?
2why is it difficult to relate EC(IT) investments to organizational performance? List the major reason
. define intangible costs and benefits
Define intangible costs and benefits and explain why they must be considered when justifying an Ec investment
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difficulties in measuring and justifying e-commerceJustifying EC (and IT) projects can be complex, and therefore ,difficult to justify. Let us see whyThe EC justification process The EC justification process varies depening on the siyuation and the methods used . However, in its extreme, it can be very complex . As shown in Figuure 14.3,five areas must be considered in the justification of IT projects. In this section , we discuss the intangible and tangible areas . In Cheaper 1, we discussed ome straegic and tactical considerationsDifficulties in measuring productivity and performance gainsOne of the major benefits of using EC is increased productivity. However , productivity increases may br difficult to measure for a number of reasons.Data and analysis issuesData, or the analysis of data ,may hide productivity gains . Why is this so? In manufacturing , it is easy to measure outputs and inputs. For example, toyota product motor vehicles a relatively well defined that shows gradual quanity changes over time . It is not dfficult to indentify the resources used to produce these vehicles with reasonable accuracy. However , in service indystries, such as education, social services, or health care delivery, it is more difficult to define what the prodcts are, how they differ in quality , and how they may be related to corresponding benefits and cost Other generic factors are:-EC productivity gains in one area my be offset by losses in other areas-hidden costs and benefits -incorrectly defining what is measuredRelating EC and its expenditures to organizational performance.The reason is that the relationship between investment and performance may be indurect;factors such as shared EC and it assets and how they are used can impact organizational performance and make it difficult to assess the value of an investment.Other difficultiesThe long time lags between investment and profit realization may throw off productivity measuarementsIntangible coss and benefitsIn many cases EC projecs generate intangible benefits, such as faster time to market, and increased employee and customer satisfaction. These are very desirable benefits , but it may be difficult to place an accurate monetary value on them. For example , it is generally known that e-mail improves communications, but it is difficult to measure the calue of this improvermentTangible costs and benefits The costs involved in purchasing hardware , software, consulting ,and support services usually re tangible, aasre The costs of telecommunication services, maintenance,and direct labor. These costs can be measured .similarly, tangible benefits , including increase profitability, improved productivity, and greater market share, can be measured with relative easeIntangible costs and benefits When it cimes to intangible costs and benefits, organizations must develop innocative metrics to track these as accurately as possible. Intangible costs may range from the inclusion of some vague costs such as those resulting from the learning curve during of the incorporatin of an Ec system, to better respond to customer inquiries. Another intanghble cost may result from the need to change or adaption of certain business processes such as building and operating an invetory tracking system . An additional difficulty is separating Ec cost from the costs of routine maintenance of inventory and other relevant iT systems.Managing inntangible benefitsThe first step in managing intangible benefits is to define them (see the opening case of telstra ,And if possible , specify how they are going to be measured A simple solution is to make rough estimates of the monetary values of all the intangible benefits and then conduct an ROI or this approach is appealing , but in many case , the simplification assumptions used in these estimates are questionable . I the estimates were too high , a wrong investment may have beenmade. An estimate that is too low may result in disregarding a good investment and potentially losing a competitive advantage. Intangible costs and benefits may be approached in a number of different ways. Several of the methods presente in Setion 14 also can be used o evaluate intangible benefits. For more on intangible costs and benefits, see Ritter and rottger(2008)One way to deal with intangible benefits is to develop a balanced scorecard for the proposed investment. This approach requires listing both tangible and inttangible goals and their measures . For an example of how this works ,see Asefeso(2014)These difficulties can cause many companies not to measure the value of IT and EC projects, which can be a risky approach . For those companies that conduct a formal justification , we present a number of methods in The process of justifying EC and IT Project Justifying large scale investment is not only about selecting a method ;it is aslo about executing it. The appropriate process is not simple . The major seps of this process , according to Baseline (2006) and the authors experience are:1 establish an appropriate basis for analysis with your vedor, and then conduct your ROI2 investigate what metrics to use (including internal and externad metrics) and be sure about thei accuracy3 justify the costs benefit under approprite assumptions (see the referefces provided in the opening case)4 verify all data used in the calculation 5 include strategic benefits, including long term ones. Find contributions to competitive advantage. Make sure not to underestimate costs and overestimate benefits(a tendency of many managers) 6. Make data as realistic as possible , and include costs avoidance and risk analysis.Commit all business partners, as well as suppliers and major customersThe use of gartners hype cycleBefore we introduce the specific methods used in justification, we present briefly the concept of the hype cicle . Organizations can use this tool to assess the maturity level of specific EC technologies so they can develop a strategy befor they invest effort and money in conducting costs benefit and justification analysis.What is gartners hype cycle ?A hype cycle is a graphic representationOf the life cycle of specific IT and EC technologies (cloud computing ,3D printing, e-payment). They term was coine by Gartner. The hype cycle provides a snapshot of technologies , IT methodologies, and management related disciplines overtime.the hype cycle highlights the overhyped technologies versus those that are matured and already have hugh usage in industry. The hype cycle also provides estimates of how long technologies and trends will take to reach maturity. The methodogy and details are presented at gartner.com/technology/research/methodol-ogies/hype-cycle.jsp. Hype cycle can be customized (by Gartner Inc ,for a free) to fit certain industries and companies. Gartner revises the hype cycles once a yearEach hype cycle has five stages that reflect the basic adoption path any technology follows, starting with a trigger point, through over enthusiasm hype,and then enduring disillusionment, befor finally becoming accepted. (note that Gartner developmed the hype cycle to replace the product life cycle, which includes four stages.)The five stages of the hype cycle re:1Technology trigger. The generation of media interest and industry exposure in new IT or EC technology, which includes publicity events (such as product launch parties, public demonstrations,or press releases), that result in considerable atention to the technology.2 peak of inflated expectations. His is the phase of exuberance and overenthusiam, and too much publicity and over-estimation of the technology’s potential. In 2003, augmented reality and the internet of Things were in this stage. The technology performance may not be able to kee up with the promises made by technology leaders, consultants, and financial analystsTrough of disillusionment. A point where the media no longer care about the technology because its result were disappointing 4 slope of rnlightenment . The usefulness,risks,and benefits of the technology are understood because of the combuned god results and best efforts and practies of many organizations5. Plateau of producrivity . Thetechnology has shown to have actual benefits . Now on their second or third generation , the methodologies and tools are more stable and consistent. The location of the plateu of the echnology depends on whether the technology is specifically for a niche market or is universalApplication of the hype cycle Gartner ,Inc, provides an annual report that covers about 102 different hype cycles evaluating over 2,000 different technologies across 75 industries. For information, including a video,see gartner.com/technology/reseach /hype cycle. Gartner Inc, charges fees for providing is repors, which include technology trends. The 2011 and 2014 reports cover many EC technologies such as mobile commerce and devices, microblogging ,augmented reality, green I in data centers,social analytics,cloud computng,context-aware coputing,internet of Thing ,virtual worlds, location-based applications,security,RFID ,video telpresence, and collective intelligence.An example of how EC technologies were placed on the hpe cycle in the past isavailable t gartner.com/newsroom/id/2575515. The press release provides interesting informaton about several emerging EC technologies. Examination of the hpe cycle can be useful to any organization that seriously considers the emerging tools of e-comerce,m-commerce, and social commerceSection14.3 review questionsHow do organizations measure performance and productivity ? What are the difficulties in measuring performance and productivity?2why is it difficult to relate EC(IT) investments to organizational performance? List the major reason. define intangible costs and benefitsDefine intangible costs and benefits and explain why they must be considered when justifying an Ec investment
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在测量和调整电子商务
证明EC困难(它)项目是复杂的,因此,难以自圆其说。让我们看看为什么
EC的评价过程
EC论证过程变化不断深化对siyuation及使用的方法。然而,在它的极端,它可以是非常复杂的。在figuure 14.3所示,五个领域必须考虑其项目的理由。在这一节中,我们讨论了无形的和有形的领域。在便宜1,我们讨论了一些战略和战术上的考虑
困难生产率和绩效收益
应用的一个主要好处是提高生产率的EC。然而,生产力的增加可能会增加一些原因,数据和分析问题,或数据的分析,可能隐藏的生产力收益。为什么这样?在制造业,它是容易衡量的产出和投入。例如,丰田产品汽车相对明确的表明随着时间的推移逐渐量变化。这是不难识别用于生产这些车辆资源合理准确。然而,在服务indystries,如教育,社会服务,或卫生保健,它定义的产品是更困难的,他们是如何在不同的质量,以及他们如何可以相应的效益和成本
其他一般因素有关:
统的生产力在一个地区可以抵消损失在其他领域
隐藏的成本和效益
错误地定义什么是测量
有关EC及其支出的组织绩效。
的原因是投资和绩效之间的关系可能indurect;因素如共享EC和IT资产和如何使用它们可以影响组织的绩效,使其难以评估一项投资的价值。
其他困难
长时间滞后之间的投资和利润的实现可以摆脱生产力measuarements
无形科斯和效益
在许多情况下,电子商务项目产生的无形效益,如更快的上市时间,增加员工和顾客满意。这些都是非常可取的好处,但它可能是很难把一个准确的货币价值对他们。例如,众所周知,电子邮件改善沟通,但很难衡量这种改善
有形的成本和效益的价值
参与购买硬件,软件的费用,咨询,支持服务通常是有形的,aasre
电信服务,维护成本,和直接劳动。这些费用是可以测量的。同样的,实实在在的好处,包括提高盈利能力,提高了生产率,和更大的市场份额,可以测量相对容易
无形成本和效益
在CIMES无形成本和效益,组织必须制定innocative指标来跟踪这些尽可能准确。无形成本的范围可以从一些模糊的成本,如那些从学习曲线中的EC系统存在的夹杂物,更好地应对客户的询问。另一个intanghble成本可能需要改变或某些业务的适应过程如库存跟踪系统的构建与运行。另外一个困难是,从库存和其他相关的IT系统日常维护的成本费用管理inntangible分离EC。
好处
在管理无形效益的第一步是定义(见
Telstra,如果可能的话,开幕式的情况下,指定如何测量
一个简单的解决办法是让所有的无形效益的货币价值的粗略估计,然后ROI或行为,这种方法是有吸引力的,但在许多案例,在这些估计中使用的简化假设是值得商榷的。我估计是太高了,一个错误的投资可能已经有了。一个估计太低可能会导致不好的投资,会失去竞争优势。无形的成本和收益可能会以不同的方式接触到。有多种方法提出了在第14也可用于评估无形效益。更多的无形成本和效益罗特格,看到Ritter和(2008)
应对无形效益的方法之一是建立了投资平衡计分卡。这种方法要求上市的有形和inttangible目标及其措施。例如,这是如何工作的,看到asefeso(2014)
这些困难会导致许多公司无法测量它与电子商务项目的价值,这可能是一个危险的方法。这些公司进行一个正式的理由,我们提出了一些方法
过程证明EC和IT项目
证明大规模的投资不仅是选择方法;它是关于执行。适当的过程是不简单的。这一过程的主要的自雇人士,根据基线(2006)和作者的经验是:
1建立适当的基础上,分析与你的载体,然后进行你的投资回报率
2调查什么指标来使用(包括内部和externad指标)和对他们的准确性
肯定3证明成本效益在适当的假设(看开幕式的情况下提供的referefces)
4验证计算
5所有数据包括战略利益,包括长期的。寻找竞争优势的贡献。确保不低估成本和高估收益(一个趋势,许多管理者)6。使数据尽可能真实,包括成本规避和风险分析。

提交所有的业务合作伙伴,以及供应商和主要客户的
卵巢冠纵炒作周期
使用之前我们介绍用于论证的具体方法,提出了简单的概念炒作期。组织可以使用此工具来评估特定电子商务技术的成熟水平,他们可以发展战略之前,他们投入精力和金钱进行成本效益分析和论证。
卵巢冠纵炒作周期是什么?
炒作周期是一个图形的具体和电子商务技术的生命周期表示
(云计算,3D打印,电子支付)。他们长期被科因由Gartner。炒作周期提供了一个快照的技术,它的方法,和管理相关专业overtime.the炒作周期集锦的言过其实的技术与那些成熟的行业已经有了休米的用法。炒作周期还提供了估计的技术和趋势将采取多长时间达到成熟。的方法,详细介绍在gartner.com/technology/research/methodol-ogies/hype-cycle.jsp。炒作周期可定制(由加特纳公司,为一个自由),以适应某些行业和公司。Gartner的炒作周期进行一年一次
每个炒作周期有五个阶段,反映基本通过路径的任何技术,从一个触发点,通过热情过度炒作,然后持久的幻灭,最终成为接受之前。(注:Gartner的炒作周期、替代产品的生命周期,它包括四个阶段。)
的炒作周期的五个阶段:1重新
触发。新的电子商务或电子商务中的媒介利益和行业风险的产生,包括宣传活动(如产品发布方,公众示威,或新闻),这个结果相当关注的技术。
期望膨胀的2峰。他是繁荣和overenthusiam相,和太多的宣传和估计技术的潜力。在2003,增强现实和互联网的事情在这个阶段。技术性能未必能记着承诺的技术领导人,顾问,金融分析师
幻灭低谷。一个点,媒体不再关心技术,因为其结果是令人失望的
rnlightenment 4坡。有用性,风险,和技术的好处是理解的结果,因为combuned上帝最好的努力和许多组织
5实践。高原producrivity。该技术已证明有实际效益。现在在他们的代或第三代,方法和工具是更稳定和一致的。位置的高原的技术取决于技术是专门为利基市场或是普遍的
应用
Gartner的炒作周期,公司,提供年度报告,涵盖了大约102种不同的炒作周期评估超过2000种不同的技术,在75个行业。信息,包括视频,看到gartner.com/technology/reseach /炒作周期。加特纳公司,收费提供的报告,其中包括技术趋势。2011和2014的报告涵盖了许多电子商务技术如移动商务和设备,微博,增强现实,我在绿色数据中心,云计算,社交分析,上下文感知计算,物联网,虚拟世界,基于位置的应用程序,安全,RFID,视频telpresence,和集体智慧的一个例子。
EC技术在过去是不gartner.com/newsroom/id/2575515置于HPE循环。本新闻稿中提供了一些新兴电子商务技术的有趣的信息。HPE的周期检查可以对任何组织,认真考虑电子商务,移动电子商务的新兴工具有用,和社会商务
section14.3复习题
企业如何衡量绩效和生产力吗?测量性能和生产率的困难是什么?
为什么是它很难与EC(它)对组织绩效的投资?列出主要原因。定义无形成本和效益确定无形资产的成本和收益,并解释为什么他们必须考虑为电子商务投资
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