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By Andreas Pinterits

Since the net has turn into a typical instrument of lifestyle, many businesses have brought e-commerce channels as well as their conventional revenues channels. Such e-commerce channels ordinarily percentage an identical markets with conventional channels which exposes them to a collection of percentages and demanding situations. for you to enjoy the percentages and to grasp the demanding situations of e-commerce, a suitable functionality size is essential.

Andreas Pinterits develops a functionality dimension method to deal with the various specifications of offline and on-line revenues channels. the writer discusses diversified equipment for measuring patron channel switching behaviour in the course of the buying strategy. eventually, he demonstrates the sensible use of the version through a exhibit implementation.

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Additional info for Coordinating Internet Sales with Other Channels: A Performance Measurement Model

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Soon after the introduction of the concept its implementation in companies was documented and published in a number of cases [KaNo93]. 3. 2: Balanced Scorecard [KaNo92] The requirement of linkage of operations and strategic goals is summarized by Kaplan and Norton the following way: “The scorecard puts strategy and vision, not control at the center. ”[KaNo92] The scorecard ought to be designed to reflect the strategic goals of a business unit in a set of performance measures. The design facilitates the translation of strategic goals into target values of the performance measures included into the scorecard.

Perhaps the product is too bulky to be stored in a local store or is so sense-appealing that it cannot be sucessfully sold in online channels. In such cases, the customer can obtain information and recommendations about the product over one channel and purchase over the other [GuGa00]. 24 2. E-commerce multichannel retailing In some cases, the range of goods and services can be expanded by the operation of multiple channels. This is the case when the website provides added-value services for customers [GuGa00].

3. 2: Balanced Scorecard [KaNo92] The requirement of linkage of operations and strategic goals is summarized by Kaplan and Norton the following way: “The scorecard puts strategy and vision, not control at the center. ”[KaNo92] The scorecard ought to be designed to reflect the strategic goals of a business unit in a set of performance measures. The design facilitates the translation of strategic goals into target values of the performance measures included into the scorecard. The target values are communicated via the scorecard.

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