Collaboration counts in c-commerce

By William M. Ulrich, Computerworld |  Business

During the past two years, collaborative commerce, or "c-commerce," has become a major focus for many organizations. C-commerce optimizes supply and distribution channels to make an organization more competitive and more profitable. Deploying c-commerce systems and related infrastructures helps companies collaborate up and down the supply chain. Collaboration for the common good must be the prime motivating factor in getting demonstrable value from a c-commerce initiative.

For example, Exostar is an electronic marketplace formed by the aerospace industry to optimize the time it takes to move parts and products. Member companies, which include Raytheon, Lockheed Martin and Boeing, also generate improved customer satisfaction because they can use Exostar to trace product availability through the supply chain. A company acting alone could never accomplish this feat.

C-commerce is the next evolutionary step beyond the simple process of selling goods or services to customers over the Internet. It has emerged as a priority because the Internet has made high-speed, widespread buying and selling possible -- and necessary.

For example, if companies within your industry establish an electronic marketplace to attract buyers and you don't participate, your market share could shrink. Similar risks arise when companies refuse to collaborate in distribution, software development or standards initiatives. With c-commerce becoming a necessity, executives should emphasize ways in which people and institutions can cooperate to reach common goals. A multipronged strategy should consider the following:

  • Positioning technology as an enabling capability and not the solution.
  • Emphasizing collaboration in every aspect of your e-commerce efforts.
  • Formalizing governance structures that build collaborative behavior into the bylaws of jointly created c-commerce organizations.

There is significant hype about the claims of software and integration vendors on c-commerce support. Vendor products facilitate everything from online meeting capabilities to interenterprise workflow management. These tools are important enabling factors in a c-commerce plan, but initiating and deploying a c-commerce effort depends more on the collaborative skills of people.

Companies need to cooperate to build common solutions to shared challenges. This may involve shifting to a more collaborative mind-set when working with business partners, suppliers, distributors, customers and competitors. In doing so, executives and employees must cast aside an "us vs. them" mentality and focus on how they can work with other companies to better serve a common set of requirements.

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