By Andreas Pinterits
Since the web has turn into a standard software of way of life, many businesses have brought e-commerce channels as well as their conventional revenues channels. Such e-commerce channels in general percentage a similar markets with conventional channels which exposes them to a suite of percentages and demanding situations. as a way to enjoy the percentages and to grasp the demanding situations of e-commerce, a suitable functionality size is essential.
Andreas Pinterits develops a functionality dimension approach to deal with the several specifications of offline and on-line revenues channels. the writer discusses diverse tools for measuring shopper channel switching behaviour throughout the paying for technique. ultimately, he demonstrates the sensible use of the version by way of a exhibit implementation.
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Additional info for Coordinating Internet Sales with Other Channels: A Performance Measurement Model
The evolution of performance measurement systems 31 Return On Investment (ROI) is a well-known traditional performance measurement system. It was developed by Du Pont, a multi-national chemicals and health care company [Chan77]. Traditional frameworks usually covered solely ﬁnancial aspects of organizational performance. Return On Investment splits up one key measure, Return divided by Capital, into the sub-ratios Return on Proﬁt, Capital Turnover, Return, Turnover, etc. 1. The concept includes the monitoring of all determining factors, which differentiates the concept from simple performance measures.
2. The distinction into different perspectives assures that not only ﬁnancial measures (lagging indicators), but also leading indicators are included into the performance measurement system. For planning and controlling organizational performance the focus lies on the leading indicators. These should also reﬂect the strategic direction of the company [Glei01]. Soon after the introduction of the concept its implementation in companies was documented and published in a number of cases [KaNo93]. 3.
Hansen identiﬁed a number of factors inﬂuencing the strategic decision regarding e-commerce business models. These factors can be categorized into companyrelated factors, product-related factors, business-related factors, and infrastructure-related factors [Hans98]. Accordingly, they inﬂuence the business model of bricks and clicks companies. In this case the effects may apply to the e-commerce channel, the coordination of e-commerce channels with other channels, or the overall business model of the company.
Coordinating Internet Sales with Other Channels: A Performance Measurement Model by Andreas Pinterits