- Presents an overview on developing e-business models, channel management and integration
- Demonstrates practical use of the concepts and methods using in-depth case studies from a variety of industries
- Provides tools and methods for implementation of e-business strategies
This is the fourth edition of a unique textbook that provides extensive coverage of the evolution, the current state, and the practice of e-business strategies. It provides a solid introduction to understanding e-business and e-commerce by combining fundamental concepts and application models with practice-based case studies.
An ideal classroom companion for business schools, the authors use their extensive knowledge to show how corporate strategy can imbibe and thrive by adopting vibrant e-business frameworks with proper tools.
Students will gain a thorough knowledge of developing electronic and mobile commerce strategies and the methods to deal with these issues and challenges.
Has Nike lost its stride?
Summary
Set in 2024, the case describes the trajectory of Nike's success and how it had recently lost its way. The company was experiencing its worst slump in more than 10 years. Since 2020, CEO Donahoe oversaw a significant shift away from wholesale, with a focus on direct channels and a suite of apps. However, direct-to-consumer DTC sales failed to make up for the losses from previous wholesale partners. At the same time, competition from a new breed of smaller players increased. Critics claimed that the sportswear giant's product innovations had lagged, allowing nimble competitors to chisel away at its market share. Sales were flat or down in all geographies. In response, Donahoe announced a three-year, 2 billion cost cutting plan that involved laying off 2 of workers, which in turn created a sense of crisis at Nike. Investors also suffered as the stock performed worse than the broader market in the last three years. To make matters worse, a class action suit was filed against Donahoe and CFO Matthew Friend for misleading the market about the company's underperformance. How could Nike's top management team execute a strategic turnaround by building upon the company's core strengths of brand equity, product innovation and sports marketing? They had to reevaluate past strategies, rethink their assumptions and chart a comeback to restore the company to its former growth trajectory and market dominance.
Reference
IMD-7-2598
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Nike
Industry
Consumer Goods, Footwear
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Aluminium Cyclo Enterprises Malaysia: How to manage a supply chain disruption?
Summary
In 2024, the management of Aluminium Cyclo Enterprises (ACE), was concerned that the European Union (EU) export rules for ferrous and non-ferrous scrap were becoming more restrictive. Not just the EU, but close to 43 countries had restricted the e...
Reference
IMD-2665
Copyright
©2025
Copyright owner
IMD Copyright
Industry
Manufacturing, Metal Products
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Quiz: What are the pitfalls of marketing to women?
Summary
Women make more than 80% of purchasing decisions, but most brands struggle to reach, engage, and convert female customers. Do this short quiz to test your knowledge of marketing to women, and read on for tips on avoiding the pitfalls.
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China’s pharmaceutical sector: innovation meets demographic-driven demand
Summary
Explore how innovation, R&D, and policy reforms are reshaping China’s pharmaceutical sector amid rising healthcare demand and demographic shifts.
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6 new roles for marketing managers utilizing AI
Summary
As AI systems become increasingly adept at generating creative content across multiple modalities, Michael Yaziji identifies six new roles the marketing manager can undertake to become the orchestrator of an infinitely productive AI team.
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You are not your role: how to lead without losing yourself
Summary
Taking up a new leadership post can mean a dramatic shift in the way others see you – and how you define yourself. It is vital to learn how to separate your true self from the demands and expectations of the role.
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Keep an eye on marketing if you want to avoid a car crash - Su-Mei Thompson IMD business school for management and leadership courses
Summary
Campaign failures at Apple, Bud Light, & Jaguar show why boards must prioritize marketing oversight. Insights from Su-mei Thompson.
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Can Dodge muscle into the electric vehicle market?
Summary
In late 2022, Tim Kuniskis, CEO of the Dodge brand (part of the Netherlands-based Stellantis automobile corporation), announced that 2023 would be the last production year for its popular “muscle car” models, the Dodge Charger and Challenger. Thes...
Reference
IMD-7-2608
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Stellantis Group
Industry
Automotive;Automotive, Automobiles
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Sea2see: Seastainable vision
Summary
BARCELONA, JANUARY 2023. What started in 2016 as a humble entrepreneurial attempt to contribute to a more sustainable future had turned into a solid eyewear brand present in major Western markets. François van den Abeele was even more excited by the rapid development of the Sea2see Foundation, which he set up in Ghana. But success brought its own new questions and issues. From the start, he had relied on the superb craftmanship and dedication of an Italian frame manufacturer. Over time that relationship had turned into a mutual dependency: He was now one of its major clients but, reciprocally, had developed a key supplier risk. What if something happened to that relationship? Should he develop a broader set of suppliers and, if so, how could that be done without antagonizing a great working relationship? Recycling very much set the stage for the brand’s sustainability claims, but it also took massive amounts of time to manage. As other companies started to develop their own fishing net recycling supply chains, did it still make sense to invest so much time in the upstream phase or should he pour his energy into his beloved brand? Finally, maybe it was also time to revisit the growth/profitability dilemma and open up the capital to increase the speed of growth, all for the benefit of the environment as impact fed on scale.
Reference
IMD-7-2564
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Sea2see
Industry
Consumer Goods, Optical Products
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Nonmarket strategy
Summary
The Swiss start-up Planted makes plant-based meat substitutes with remarkable environmental benefits. Its “beef” requires 97% less CO2 and 81% less water than meat from cows, while its “chicken,” also from pea protein, involves 77% less CO2 and 81...
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