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Appendix C: Summaries of Research

IDIOM TECHNOLOGIES, GLOBALIZING E-BUSINESS: A 360-DEGREE RETURN ON INVESTMENT (ROI) PERSPECTIVE

This paper explores the range of returns that companies can expect on their investment in e-business globalisation. The 360-degree approach considers factors such as improvements in customer service, brand equity, market effectiveness and the ability to adapt quickly to changing market conditions.

Main Findings

Globalisation Newbies - Many firms see an opportunity to use the Internet to serve their "foreign" customers better. However, most of these firms have not yet made significant Web investment outside their domestic markets.

Wiser veterans
- Some firms have created international sites in response to real or perceived market needs, but found they were unable to effectively manage their new locations. Such firms now seek more efficient and cost-effective ways to manage their international sites, eliminate cost, improve the quality of their offerings and reinforce their brand.

Sidelined Global Travellers
- Firms that allowed local business units to set their own on-line agendas, have a resulting fragmented international presence.

The Web is one of several critical channels for communicating, collaborating and transacting with customers, partners and employees. Thus, a firm should seek the means to create, manage and deliver their value to global audiences - regardless of the medium.

The 360 degree analysis of ROI should consider:

  • Revenue share from global and multicultural markets. Even as US Web growth slows down, Internet usage in Latin America, Asia and Europe is on the rise. Furthermore, planners need not look only abroad for new markets. For example, ethnic Americans online represent opportunities, with the Census Bureau noting that although 3% of Americans are Asian, Web researchers estimate that 69% of them already use the Web. Similar on-line cultural dynamics can be found in Canada, Germany and the UK;
  • Improved Customer Service. Companies like Sony and BMW offer their international customers the ability to serve themselves with features like frequently asked questions (FAQs) and product information in their preferred languages. This localisation of information has become a cost of doing business;
  • Improved Brand Penetration and increased brand equity. On the Web, visitors go to names they know. Last year, the top 10 Web sties accounted for 60% of all customer traffic. The challenge for firms is to ensure that the brand attributes are correctly and consistently represented in each of their target markets;
  • Lower cost of business operations. Cost reduction is a major driver as companies automate key business functions like product catalogues. An AMR Research study found that cost reduction is most often cited by CIOs and IT executives as the principal driver of their e-business investments. Companies will seek to improve their supply chains and their network of trading partners; and
  • Improved time to market. A company can roll out and publicise revisions to its service offerings much faster through its Web sites than it can through updating and publishing hardcopy collateral.

For firms undertaking their first globalisation project, questions to be addressed include: "Which competitors are in our target markets? Which markets should we enter first? Is what we offer appropriate for the market that we are targeting?"

For firms with more globalisation experience, they will be focusing on how to eliminate costs and reduce the inefficiencies of current processes.

Implications for eVET

It is important that the markets eVET is planning to enter have sufficient infrastructure in place or at the very least, the capacity to supply, to support eVET's on-line products.

If eVET is considering setting up branches in overseas markets, it is essential all business units create, manage and deliver eVET products in a consistent, cooperative manner so as not to communicate a fragmented international presence.

EVET could consider different target markets within a particular country, such as different cultural and learning needs. This presents an opportunity for eVET.

 

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