USA Small Business Case Studies in Mobile App Success

It seemed in the first two phases of the Internet era that upstarts like eToys would rule the future and that technology would replace experience. Experience, distribution, and margins are clearly worth something after all now. We knew we would pass through these phases. Every technology has a honeymoon period; finally, you get down to the basic questions: How 

will technology truly impact busines Why is e-business a major deal Regardless of the company context, CEOs all around are confronted with shareholder expectations for doubledigit revenue growth. Already, CEOs have downssized, reengineered, and slashed expenses. As a result, they are looking at fresh strategic initiatives to produce outcomes and 

many are turning to technology to change the business model—in other words, using eTechnology is no more Rodney Dangerfield of business. technolStructural transformation is driven mostly by this second rule of e-business. Sadly, few firms have created the appropriate information-centric business designs needed to handle problems of ongoing corporate 

Innovation Changing the flow

of information calls for altering not only the product mix but also, maybe more importantly, the business ecosystem in which enterprises compete. through a structural shift is challenging. For instance, IBM and Digital Equipment Corporation (DEC) were positioned to rule the PC market in the 1980s, but they did little as upstarts Compaq, Dell, and Gateway swept through 

market. What then because their focus and dedication were turned elsewhere. DEC's official attitude, even as late as the early 1990s, was that PCs were a niche industry with only limited growth prospects. DEC put itself into a hole from which it could not escape and thus purchased by Compaq, a corporate gym has made it to the executive floor. Though initially 

the impact of technology on corporate strategy may not be obvious, itself must be regarded differently. Chief scientist of Xerox John Seely Brown says, " Seeing differently means learning to question the framework through which we view and frame competition, competencies and business models."[3} Executives have to go outside the current paradigm 

Iit is one of responding to transient 

corporate issues and neglecting the long-term future challengeN , which weaves complex, "-laid" plans depending on a distorted perspective of what the future holds. cannot realistically maintain the status quo. Sadly, too many businesses grow to have a pathology of thinking, learning, and limited innovation exclusively in their own comfort zones. When management 

asks, "What will my new office space look like it's as if they should be asking, "Will the building be standing once the earthquake passes?" instead. Seeing differently starts with realizing that e-business is essentially about structural change e-business: Structural Developmen Where do we observe the effects if e-commerce innovation is changing the 

rules of business and causing structural transformation We find them in the expanding speed of application innovation, the evolution of new distribution channels, and the competitive dynamics that still perplex even the most intelligent manager most businesses set up to handle structural change Not exactly. Almost every company nowadays is stretched to the 

Maximum trying to stay profitable and viable 

in face of unmatched change and uncertainty. And there is no relief in horizon. For instance, the market for encyclues has changed dramatically. Encyclopaedia Britannica has been compelled, thanks to the Internet, to post most of its materials on the Web for free. Yes, freebig step for the tradition-bound business, which hadn't changed its operations since the mid 1990s, when it put its products on CD-ROMs.[four Structural transformation becomes 

more challenging to manage when technological breakthroughs permeate more and more corporate processes since the difficulties of change play out on a much larger scale. As the Internet changes established sectors financial services, retailing, industrial distribution and generates new ones portals, Internet service providers, application service providers 

explosive, virginal marketplaces are emerging everywhere. Increasingly, the structural changes are found in intangibles including branding, customer connections, supplier integration, and the flexible aggregation of important information assets rather than only in tangible assets including processes and goods Like the results of water over time, this 

Conclusion

change from the tangibles to the intangibles of corporate value results in the second rule of ebusiness: relentless and cumulative. Technological change occurs in waves, and just as the water erodes the land, so too technology erodes tactics, driving corporate models to act in ways challenging to forecast. As such, e-business is something conventional, risk-averse companies cannot ignore Since the development of computing itself, e-commerce indeed 

presents the greatest major threat to the business paradigm. While the computer has sped up business, it hasn't fundamentally changed the basis of companies; e-commerce has. Should any firm in the value chain start conducting business electronically, businesses all around the chain have to follow suit or risk being replaced or left out of the transactions. Reevaluating