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Cyber Commerce Reframing - The End of Business Process Reengineering? (Hardcover, 2002 ed.): Uwe G. Seebacher Cyber Commerce Reframing - The End of Business Process Reengineering? (Hardcover, 2002 ed.)
Uwe G. Seebacher; Assisted by L.B. Juszczyk
R1,734 Discovery Miles 17 340 Ships in 10 - 15 working days

The ultimate guide to how to redesign and rethink - reframe - your projects, initiatives and even your very business model, Cyber Commerce Reframing (CCR) shows you how to turn your company around in the Cyber Economy towards maximum use of information technology by additionally saving investments already made. In his vivid and hands-on book, the author provides you the insights of what went wrong with web-based business by examining failed companies all over the world. CCR constitutes an alternative to business process reengineering and optimization, which were partly not as successful as during the 80s and 90s in delivering expected results as they precondition too much additional investments, neglect organizations' uniqueness and often miss the starting point. Having designed, planned, supported and implemented CCR solutions at various companies of different size, the description of the work with corporate clients facilitates the task of incorporating CCR's novel ideas in your company.

Cyber Commerce Reframing - The End of Business Process Reengineering? (Paperback, Softcover reprint of the original 1st ed.... Cyber Commerce Reframing - The End of Business Process Reengineering? (Paperback, Softcover reprint of the original 1st ed. 2002)
Uwe G. Seebacher; Assisted by L.B. Juszczyk
R1,567 Discovery Miles 15 670 Ships in 10 - 15 working days

The goal of this book is to create awareness for a change in mind-set that we will all have to face and go through. The necessity for this new mind set is being driven by the situation that a completely new business world, a new reality, is being created at the point where the phenomenon commonly referred to as the "new economy" converges with the well-known old economy. During the very late 1990s, this new reality was being driven by an almost incredible increase in yields in the financial markets, where conventional but value-driven and stable stocks such as Philip Morris, General Electric, or Bayer, did not attract as many investors as before - if we can call some of them investors at all. Companies in the high-tech or the new market segments are all part of the new economy. This new economy has created new business ideas, business models, and a new reality, in which chief executive officers (CEOs) were in the mid twenties and had basically no clue as to what real business is and how much a dollar counts. Now, as this convergence is happening, the painful reality and the business rules of the old economy get us back down to earth. The CEOs become more senior, business plans are validated more carefully, and just having the famous ." com" in your company name does not get you any further or lead you to any of required money."

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