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Chapter 5 E-business strategy 265

Before the advent of e-business, many strategy process models had
Debate 5.1
been developed for the business strategies described above. To what
E-business responsibility extent can management teams apply these models to e-business strategy
‘A single person with specific e-business development? Although strategy process models differ in emphasis and
responsibility is required for every terminology, they all have common elements. Complete Activity 5.1 to
medium-to-large business. It is not
discuss what these common elements are.
sufficient for this to be the responsibility
of a non-specialist manager.’

Activity 5.1 Selecting an e-business strategy process model

Purpose
To identify the applicability of existing strategy process models to e-business.

Activity
Review three or four strategy process models that you have encountered in other
modules. These could be models such as those shown in Table 5.1. Note that columns
in this table are independent – the rows do not correspond across models.

Questions
1 What are the strengths and weaknesses of each model?
2 What common features do the models share? List the key elements of an appro-
priate strategy process model.
Answers to activities can be found at www.pearsoned.co.uk/chaffey

Table 5.1 Alternative strategy process models

Jelassi and Enders (2008) Johnson and Scholes McDonald (1999) Smith (1999) SOSTAC™
E-business strategy (2006) Parallel corporate Sequential marketing Sequential marketing
framework strategy model strategy model strategy model (see
Chapter 8)

SWOT summarizing external Strategic analysis Situation review Situation analysis
analysis (e.g. marketplace, (environment, resources, (marketing audit, SWOT
customers, competitors); expectations, objectives analysis, assumptions)
internal analysis (e.g. and culture)
human, financial and
operational)
Mission and objectives Strategic choice (generation Goal setting (mission, Objective setting
of options, evaluation of corporate objectives)
options, selection of strategy)
Strategy formulation to Strategic implementation Strategy formulation Strategy
create and capture value (resource planning, people (marketing objectives and
through sustaining and systems, organization strategy, estimate expected
competitive advantage and structure) results, identify alternative
exploring new market spaces plans and mixes)
Strategy implementation Resource allocation and Tactics
including internal monitoring (budget, Actions
organization, interaction with first-year implementation Control
suppliers and users or plan)
customers