“Analysing the conceptual logistical framework
that derives from Electronic Commerce adoption, in the development of the
remote areas”
Nikolaos Karanassios[1],
Alexandros Alexandrakis[2],
Jacques Guenot[3], Steve
Poluha[4],
Ioannis Chamalis[5]
Abstract
E—Business is
considered to create the universal village as an instrument of bringing at the
desktop every participating enterprise, no matter where it is in the world.
After some preliminary research in the remote parts of Serres, there is an
indication of shortcomings connected with logistics of both provision and
distribution. Several ways of confrontation of the difficulties are then
proposed.
Keywords: Logistics, E-commerce, E-business, buyer,
distribution
E-business is an
expanding alternative to traditional ways of completing commercial transactions
in all possible combinations among the participants; businesses consumers,
bankers, transporters, advertisers, fiscal authorities and other kinds of
intermediaries, as well as intangible service providers.
The evolution of the
Internet, especially the philosophy on which it is based, end to end
connection, permits the adoption of the idea that, in the global economy and
information flow, even remote areas have the same chance to compete. Under this
presumption the buyer’s end does not care where the supplier’s end is. It is
enough that the buyer gets enough information about the commodities or services
from a reliable source to be convinced to place an order.
Presuming that the
reliability of information published is convincing, terms of competition are
not equal, when the supplier is producing commodities or providing services in
less developed areas. One of the shortcomings is directly connected with the logistics
facilities the supplier uses, either as an organizational component of his
firm, or as a characteristic of his business environment, resulting from
territorial infrastructure and functions.
Remote areas are
called so, not just because of their distance from the administration centers,
tending to be population and thus consumer centers as well, but in the sense of
transportation facilities. As an example, we may call an island remote, even when
it is just a few miles away from the capital, if there is no port or airport,
or if there is, without any regular transportation.
Remote areas are also
less developed; otherwise they may easily be called “far” instead. Local
development may be correctly measured by the pro capita annual revenue,
whatever it’s source. This index is relative to other local economies. Whenever
a local economy enjoys higher citizen standards, either consumes natural
resources in order to create wealth or exploits the combination of business
environment variables with intrinsic organizational once.
After the first step,
which is transportation, considered as external business environment, the
internal organizational variable step follows. Whatever the level of
organization of the firm, environmental restrictions limit the firm’s
competitive advantage in terms of organization, if the business environment
does not adapt to global competition requirements.
Buyers, either end
consumers or businesses, expect their supplier to be prompt when they place an
order, to deliver just in time, to trust payment and quality (quantity as well)
of the commodities or services ordered. They do not accept any excuse at all,
either natural calamity or people activity (or strike). They have alternatives
and they use them in order to continue their route to their own objectives.
Suppliers get the
money after they convince the buyers that they will provide them with the
satisfaction they promise. It is their responsibility, whatever the
difficulties, to satisfy the buyer in spite of all involved occurrences. When
they fail to do so, clients find other suppliers.
Producers of
commodities and service providers, namely suppliers, know that very well and
they do not take more responsibilities that they can bare. E-business is
addressed to the liberty of Internet, so suppliers do not have the chance
either to negotiate the terms of a transaction or take into consideration any
particular circumstances of individual conditions. The overall business system
has to be fine-tuned to a general offer, which on one hand has to be attractive
for the potential client wherever he resides and with a guaranteed result on
the other.
To their own concern,
suppliers may organize their production and stocking system in the most
sophisticated way, in order to meet the requirements of a global demand, never
mind the location of their productive premises. This is not adequate to meet
the expectances of the buyers. Local infrastructure, ranging from “hard”
(roads, ports and the alike) to transportation systems and their organization
have to be as regular as to bring the ordered items in time, at the promised
quality and quantity, in the promised shape together with all other promised,
commonly expected or even insinuated, accompanying services.
The firms operating in
remote areas do not have typical facilities of this kind, but current
technology, together with successful examples brought to light, represent a
vast amount of techniques to combine both in an enterprise, as well as a public
level, in order to bypass the geographical dead ends and exploit the
opportunities.
Venturing in
E-business forces the involved enterprises to review their commercial
functions. Traditional delivery puts, in many ways, the customer with the
producer or seller on the established distribution chain, together with the
establishment of commercial transactions themselves.
The critical factors
of E-business may be viewed as a sequence of preliminary actions, leading to
the decision whether to venture in e-business or not, preparatory actions,
leading to a business plan and functional actions, leading to executive plans.
Preliminary actions
include market survey and evaluation, feasibility evaluation, strategic
orientation and the description of the potential reactions of the competitors.
Preparatory actions
involve the preparation of the business plan as well as all the necessary
negotiations with bankers, transporters, lawyers, suppliers of all kinds,
service providers, technology transfer operators, key persons, insurance
agencies, financial operators, fiscal authorities and advertisers.
Executive plans are
well-documented timetables describing who does what, at what cost, under what
terms of payment, with what penalties for failure after a clear description of
deliverables.
It is proposed to
isolate the most dangerous, in terms of potential failure, components of
e-business, so that conclusions about the importance of the discussed matters
become evident.
E-business has always
been the expected “value added” of Internet. Hypertext and the ability to add
pictures and lately videos in the pages of World Wide Web, as well as applets
with attractive effects, have taken www pages to the top of advertising media.
The ever-expanding
number of pages generated the need for search engines and portals. Traditional
promotion is used to advertise portals. It can be said that WWW is rather a
cost effective advertisement with multiple capabilities assimilating
television, than a revolution, as it has been initially thought of.
Since WWW
advertisement can be created in-house, many enterprises have created their own
pages, while Internet Providers started to undertake site creation, based
mainly on their ability to use HTML and Java.
The question often
posed by the entrepreneurs and advertisers alike is connected with the target
group to contact through Internet advertisement.
Shops in cities tend
to concentrate in specific parts and streets, according to the merchandises
they sell, so potential clients have the opportunity to visit most of them
without wandering about the city in search of competitors. Search engines and
portals assimilate the market by gathering site names and presenting them by
category of goods or services they advertise.
It is vital for
E-businesses to advertise to their target group in order to diminish the cost
per contact, so marketers invent all possible tricks, ranging from competitions
with a prize up to direct e-mail.
There is still a
drawback in both advertisement and other promotional tools for E-business, so
that it can be said that their market is not yet mature to a level to create
credibility and trust under some kind of standards.
Traditional
advertisement has to follow certain rules under the responsibility of both
advertised enterprises and the advertisers. Those rules are law enforced in all
western countries, protecting the potential consumer from fraud.
The size and history
of advertised firms create a felling of trust to potential clients the same way
the size and luxury of shop windows in a commercial street; This kind of
standards do not appear in promotion through the web. Other kind of standards
does not seem to be proposed. Hackers and the publicity hacking get from the
media, make potential consumers to suspect whatever appears in web pages.
Human networks are
widely used as a promotional tool in order to deviate trust from the electronic
systems to individuals.
On the other hand,
legal regulation of web advertisement and promotion would severely damage
Internet freedom and equal terms of information diffusion.
E-mail facilities
incorporation into web pages that advertise companies and their products
created the first ideas about E-business. The shopping basket common procedure
of E-commerce imitates the super-market shopping.
The shopping basket of
an electronic shop is virtual, so is the exposition of merchandises. The buyer
has to decide whether to trust the images and the corresponding promises of
both the virtual shelves and the enterprise behind them. The buyer does not have
the opportunity to either feel or compare it with other similar products, in
any other term but the price. Similarly, the buyers cannot be sure that they
will get what exactly they have ordered.
A question is often
raised about the security of the contents of the e-mail, since the system
administrator of the mail server can have access to the files containing email
and even change them. There are several security techniques, but even when they
are used, potential consumers do not know anything about them or the level of
security they provide to the users.
Another question about
on-line ordering is whether the supplier is able to use multiple copies of the
ordering e-mail, with variations of the original order and thus send goods to
the buyer that he never ordered.
It is much easier when
the ordered item is new software or a newer version. The supplier, usually,
gives a taste of the look and feel of the software package of a non fully
operating trial version. It is not rare to download the software and buy only
the license to use it.
When e-business
concerns tele-work, for example on-line legal or medical assistance, consulting
or similar services, the agreement between the service provider and receiver is
a totally different procedure than ordering. In such cases both sides
negotiate, either through a routine of options or in a liberal form, what will
be the expected deliverable, in what timetable and at what price and terms of
payment.
The orders received
show the level of success of both overall e-business and the promotion
campaign. The commercial transaction between the buyer and the supplier does
not end with ordering. It is an open question until a one-time-buyer becomes a
customer.
Global economy is
supposed to bring equal opportunities to every individual as a consumer and
every enterprise up to the same level of competition, after the abolition of
the various forms of commercial barriers. Nevertheless, enterprises have to
deliver their products to their clients from the place their production takes
place to the residence of the client.
Several organizational
factors have to be taken into consideration when E-business is being planned.
The most important are cited, under the hypothesis that potential clients may
place orders from practically anywhere in the world, expecting a home delivery.
Preparing E-business
transportation changes from a well-experienced distribution chain in a
determined geographical area to a global and complicated transportation system.
The distribution chain does not exist any more, when either client-to-business
or business-to-business orders may arrive from any place in the world.
Under this business
environment, the enterprise must prepare a transportation plan, which should
include the most important subjects, from packaging requirements to different
transporters agreements for every possible destination.
When a customer goes
to the shop of a retailer he is able to collect the items meeting his
requirements, move to the cashier and take them away. There is no delivery
time.
When an enterprise
reaches an agreement with a supplier, delivery time is one of the most
important parts of the agreement, some times even more than price.
In E-business, the
buyers base their decision on an overall evaluation, in which delivery time
plays a significant role. Picturing an offer with long or uncertain delivery
time discourages the web page viewer to place an order. Firms wishing to
succeed in e-commerce have to be prepared to send their goods to even
impossible or exotic destinations by calculating the delivery time to each one
of them after an assessment of the available transporters.
Calculating the
expected delivery time is not enough for e-commerce success. Firms have to keep
their promises about the delivery time by dispatching in due time and
inspecting the transporter’s route to their client, taking all necessary
actions to avoid delays.
Delivery has to be
done in a well-determined time because buyers expect the ordered items to be
received in proper time, as they have their own plans. If the buyer is a firm,
either will expect to feed-in it’s production system or fill-in the shelves of
the shop with up-to-date merchandises. When goods arrive earlier than expected,
warehousing capacity disorder may be created, when they arrive later than
expected, the production plans cannot be respected, shop shelves may remain
empty, merchandises may become out of fashion or obsolete.
Forwarding of goods is
not just a matter of moving them from the supplier to the client and securing
the time it takes. According to their destination, the type of transporter, the
nature of the goods, their volume and value, different documents have to be
issued, most of them by the selling firm.
For this global
variety of destinations, different check-lists have to be prepared because of
the different fiscal and legal obligations of the different countries,
different customs office procedures and even international money transfer
restrictions require different documents and in some cases, even a special
permission.
The selling firm wants
usually to know that the person or firm that has ordered them receives the
items forwarded. This is not just a way of guaranteeing the imbursement,
because in many cases clients pay when they place their order.
Delivery verification,
under another point of view, would prevent possible fraud by the transporter,
but even this is very uncommon, especially with well-established transporters
who safeguard their reputation, using their own verification system.
The selling firms
frequently use verification of receipt as an organizational tool, which
discriminates complete deliveries from the pending ones, so the effectiveness
of the transporter can be evaluated, delivery time estimation may be refined
and necessary actions may be taken in order to keep the promised delivery time.
Insurance of forwarded
items is not necessarily a matter of risk management. E-commerce is usually
based on items with relatively small value, so the risk to lose either a part
or all of the item’s value is consequently small either. Insurance is generally
used as a convincing claim of delivery integrity, thus as a promotional tool.
Insurance costs, on
the other hand, do not really affect the overall price that the purchaser has
to pay.
The buyer decides to
pay the cost of an item (or a service) expecting to get satisfaction out of it.
Guaranteeing satisfaction as much as possible means to convince more buyers and
therefore getting orders. The limits of a guarantee are quite visible. There is
one more factor to take into consideration. Disputes over satisfactory product
or service may always appear between the selling and buying parties, so there
must be an impartial evaluator of the degree in which a product or service
corresponds to what was explicitly ordered.
For various reasons
clients order items and by the time they receive them they have changed their
minds. Questions arise about rejections forecast, as they represent not just
the cost of the items, but also all additional costs of freight, insurance,
administrative costs and depreciations.
It is also
questionable whether the seller will bear the return freight, concede the item
to the transporter, ask the transporter to destroy it or direct it to others.
All cases are possible, so a mix of such decisions is a part of e-commerce
plan.
Payment concerns
transfer of money, so it is imperative to maximize security.
In many cases payment
takes effect at the same time with ordering.
In other cases, a down
payment is required with the order, while remittance is connected with the
acceptance, not just receipt, of the ordered items.
Payment may also be
done on delivery; either to the transporter, or to another involved body
(usually a bank) after the verification of acceptance.
The use of credit
cards is widespread, although there is still a lot of mistrust about the use of
plastic money over the Internet.
A sales procedure is
not complete with payment. In addition to the continuation of supporting the
sold items, usually through a help-desk or technical assistance and in some
cases maintenance, there are also other after sale services to consider.
The better after sale
services are provided to the clients the better a new generation of items are
prepared.
Venturing in any kind
of business means undertaking the risk to loose the capital, which is
necessarily invested in tangible and intangible assets, as the means to obtain
profits.
The most popular
technique to diminish the risks is business planning. The most accurately the
business plan is prepared, the less risky the investment becomes.
E-business represents
a fast way to respond to the market demand, so the products or services, as
marketable subjects, are directly connected to innovation. Defining innovation
as a new way of doing business, little precedence exists and it is almost impossible
to use statistics with some level of confidence. Logical sequences and
procedures testing gain importance over experience.
Some of the most
important components of planning e-business are cited.
Goods or services have
to be produced before they are offered. Production has to be planned in
accordance with the availability of technology and know-how and has to take
into serious consideration the weakness in predicting the level of demand.
In most cases
subcontracting agreements are the most essential part of the business plan.
While demand is almost
unpredictable, production and stock levels are uncertain and the production
flow is undetermined, provisions management takes a dominant position in terms
of importance.
This becomes more
decisive when the production system is using subcontracting as an expansion
buffer, because there are no predetermined lots. The provision system becomes
complicated to plan and control while provisions transportation equally affects
the ability to follow a reverse provision system, which is following the
evolution of orders.
Products design has to
be specific for e-commerce use. Web page spectators are not able to put hands
on the product and feel it, they can just see it and presume its real “look and
feel”. Even if 3D animation is included in the web page, the product remains an
image, which has to be convincing to the page browsers.
Packaging design has
to take into deep consideration the distance that the product has to travel
until it reaches the hands of the buyer and the possibility to change various
transporters during its route.
The uppermost
enterprise function is always planning, but when e-business comes in question,
planning is one of the last procedures. It is only possible to make feasible
plans, when control is gained over transportation matters of all input, like
raw material, parts or finished products from subcontractors, packaging
material, technology and know-how, design, innovation and patent use.
Controlling such a
complicated system means to find alternative ways of implementation that bypass
local inconveniences when they appear and be prepared to resolve such kind of
problems.
E-business is an
attractive action field for established and would be enterprises, because of
the vast publicity of successful initiatives.
Basing strategic plans
on previous success is a totally wrong approach. The activity of the sector
evolution is rather driving to an exhausted opportunities framework than an
innovating competition ground.
Investing in
activities that appear appealing because there seems to be an apparent
competitive advantage, does not apply in ventures of e-business, as long as
they can be considered new. The competitive advantage, if any, is in most cases
rather connected to innovation than typical market assessment. The classic
matrices of strategic decision-making do not apply in E-business, as long as
they are considered a break-through.
Strategic decisions
for such kind of business should be based on organizational parameters, such as
speed of reaction, resistance to changes, level of multicultural work
environment adaptation, degree of abilities to compile complexity and
systematic innovation creativity.
Areas having an
economic development level below the average of the geographic unit in which
they belong, may be easily called remote. When such an area is also accessible
with difficulties, then it becomes distant, in spite of the physical distance
from nearby places with a higher degree of evolution.
There may be
availability of connection facilities, but if there is no traffic of persons
and or goods, even then an area may be called remote, because it is away from
economic activities. When there is no economic activity or its level is much
lower than neighboring areas, then other development parameters are also low,
take culture as an example.
In a few words, the
level of flow of wealth is the one that makes an area remote and not just the
difficulty to reach it.
Calling an area remote
or exotic takes one more consideration other than the difficulty to get there;
this is the standard of living and consequently the ability of the inhabitants
to create local wealth.
Local wealth is
created by either investments or the retention of a part of the passing-through
values. Investments produce either goods or services, which are exported to
other places or substitute the imported ones. Exporting commerce plays the same
role, since it brings back values, in the form of currency, from other places.
Accumulation of commercial revenues and the respective knowledge of the market
is the usual first step for investments exploiting either natural resources or
other characteristics, such as available labour at favourable conditions,
incentives, fiscal facilities etc.
Initial capital and
market knowledge are very important but not adequate for successful local
investments or even the appeal of foreign ones. Other factors play crucial
roles and have an increasing importance to all the involved parties in an
investment, such as subsidizing authorities, banks, shareholders,
subcontractors, consultants, partners and even major suppliers and clients.
One of the most
critical factors for an investment decision is the availability of local skills
and intellect. This is what makes the difference of the level of development
between the most and the less developed areas. Areas with a higher level of
development already have the necessary intellectual capital which is able to
create local skills and reproduce itself, meaning that higher education
institutions located in the most developed areas gather the most successful
scientists and the best performing students and some of them climb up the
academic ladder.
Remote areas suffer
from shortage of intellectual capital. Even when locals reach high academic or
just scientific standards, they leave because of much better opportunities in
either academic or financially rewarding terms, or both. Firms, on the other hand,
tend to remunerate skilful employees according to the living costs of the
location of their work and not after a cost / benefit analysis which takes into
consideration even demand and supply intensity. They practically motivate them
to move into more developed areas, usually big cities.
This creates a vicious
circle of skills scarcity, which affects the performance and development of the
academia, in terms of intellectual level of personnel that is unable to reach a
critical mass, being unable to produce enough skilled graduates and use
researching and consulting abilities to the benefit of the local enterprises at
the same time. Consequently, less developed academia is unable to bring in
enough students with ambitions, strong will to learn, high devotion to their
goals and ready to follow a demanding study program.
Academia reputation is
earned step by step and goes hand in hand with the evolution of local industry.
The more academia is being used by local enterprises the better they perform in
terms of increment of skills availability in all ends; graduates, academic
personnel and infrastructures. The more academia concerns about the prospective
needs of local industry, getting involved deeper and deeper in the productive
system, the better performs.
E-business contains
e-consulting and e-learning but these tools may damage local skills
availability, create a deterioration of local academia and harm the local
intellectual resources, if they are improperly used. The correct use of these tools is not a dogma; it is a perpetual
procedure of reaching agreements between the academia and local investors as
well as extroversion of the academia itself after acknowledging that a closed
academic domain is not academia at all.
Local development
strongly depends on the ability to plan the flow of goods at both directions,
provisions and sales, as well as of persons, either carrying incoming know-how
or as sales persons.
The ability to plan
improves as more transportation alternatives appear. If there is only one road
or only one transport enterprise, it is not the enterprise to produce any plan
but whoever has the authority to control either the road or the transporter.
The local enterprise simply adapts to the plans, if any, or just the
circumstances of availability of transportation facilities. Take for example
the Aegean islands under cabotage, where trucks can only be carried by a
limited number of shipping companies, with a limited capacity. It is the same
when a place has only access to railway transportation, or when only one road
transporter operates.
Transportation
planning, under this point of view, is also heavily depending on availability,
when it is subject to climatic conditions. Islands and highlands alike are
limited by weather conditions.
Even when the climatic
incidence does not create planning difficulties and even when there are
alternatives for the selection of the transporter, if a certain destination has
no traffic, no matter how far it is, becomes very distant, unless covered by proprietary
transportation means.
Availability of third
party Logistic facilities is also a determinant of transportation planning
ability, as well as ability to follow the plans.
The degree of
isolation, in respect of some or all of the above conditions, makes an area
remote.
Supporting
organizations that are supposed to promote development of remote areas are
evaluated by their successful operations in terms of the number of enterprises
supported, number of jobs created, sales volume augment and local financial
support obtained. Supporting organizations are evaluated equally, no matter the
initial degree of development of the area they operate in and cover.
Both national and
European supporting organizations ended up with a concentration in highly
developed areas, since it is much easier to be viable and successful. Financial
authorities controlling those organizations, from their point of view, act as
investors seeking a fast and high return on their investment and prefer
reporting achievements than goals realization.
Supporting
organizations represent only the tools of implementation of development
policies, especially when they promote cohesion. SMEs base their activities
mainly on the common use of expertise, since they are not able to pay the cost
of in-house functions, such as accountants and tax consultants, engineers,
designers, advertisers and trainers to name a few. The local availability of
this kind of consulting with as many as possible alternative choices, represent
the level of favourable environment. Lack of local consulting with an
acceptable degree of effectiveness, monopolies created by the national or
international organizations or even private consulting firms, prevent
enterprises to use their facilities because entrepreneurs have a feeling of
conceding the control of their business to improper hands. Whatever the kind of
monopoly, instead of leading all enterprises to their services, drives them
away, directing monopolizing consultants to shortage of clients.
The existence and
operation of Logistic enterprises in a determined area is also a common
facility to be used in order to diminish ill effects of isolation.
The business
environment in remote areas seems to be unfavourable for E-business, because of
the difficulties in logistics. On the other hand, remote areas represent the
proper strategic environment, because of their social structure and values, the
need for development and familiarity with bypassing discouraging circumstances.
Strategic parameters
are strongly recommending remote areas enterprises to exploit the dynamics of
small societies through E-business. Obstacles and problems regarding operative
parameters, mainly connected with Logistics, can be resolved with a profound
preparation and a careful selection of one or more options.
Merging with Logistics
enterprises is an alternative to proprietary logistics, which gives the
opportunity to share responsibility of prompt delivery.
Subcontracting the
logistics function to a specialized enterprise is also a valid option, since
the producer can treat all transportations as if it were one. The logistics
company is the one that has to plan and execute the task of prompt delivery,
with all related paperwork.
Transportation time
estimation uncertainty of remote areas, together with the additional costs of
transportation between production location and transportation nodes, may be
faced with a centralized warehouse near the nodes, as a redistribution buffer.
They can refill the
buffer using logistical computations using the most sophisticated tools of
self-adjusting stock limits.
The market of E-commerce
is universal but still the flow of goods follows the economic rules of expected
demand. For example, it is not probable to have big sales to small populations
with low income and you cannot expect orders from places with restricted use of
Internet or even with foreign currency prohibitions.
Under this point of
view, warehouses nearing the markets with the higher sales, respond better to
delivery time and may be chosen, in spite of additional costs.
Using distributors is
risky, because buyers become the distributors clients and the producer is
gradually falling to the role of the distributor’s subcontractor.
When the buyers are
enterprises, familiar to the usage of agents for their provisions, agents may
be used for the transportation organization and load tracking.
Agreements with
logistic enterprises resolve the problems of transportation and warehousing. It
is their job to determine the stock limits and places, calculate the estimated
delivery time, take responsibility for delays and defects given to
transportation and track the route of travelling goods.
In such cases,
agreements with only one logistics enterprise has the danger to be unable to
cover in due time all destinations and depend on the accuracy of its services.
The idea of using
Internet for E-business as an instrument of remote areas development started in
1994, when the European Business and Innovation Centre of Serres participated
in a Telematics European project.
Already in 1996 the
little or no success it was evident and created the necessity of isolating the
reasons appeared.
The limited number of
enterprises of Serres permitted to use “participative observation” together
with the traditional survey of questionnaires. Surveyed enterprises are 84,
covering all activities, from food processing to electronics.
The survey has been
executed in three phases. In all of them, the questions have been asked to top
management or owners while visiting their establishments. Questions have been
explained in detail and answers have been verified using practical examples of
their procedures. The visiting questioners were familiar with both the visited
enterprise and the manager or owner has always been their personal
acquaintance.
The first survey took
place from November 1997 to January 1998.
The second survey took
place from October to December 1999.
The third survey took
place from February to March 2001.
Although there has
been a great expansion of the use of Internet and recently E-commerce has been
widely advertised by the public authorities, there has been no significant
change in the enterprise aptitude, as seen in the previous surveys.
In all three surveys
there was no change in the behaviour of the entrepreneurs towards
confidentiality of the volumes of sales, systems of provisions, distribution
chains, control systems and future plans. They also tended to show that they
are preparing E-business, while this did not verify in all but one (out of 80)
cases, when Internet Providers have been crosschecked. Throughout verifying
questions, all of the entrepreneurs have been found in contradictions about
their E-business preparation or strategy.
The vast majority, or
even the total (if “why not” may be taken as an affirmative answer) wishes to
have a web page as a promotional tool, while they all expect orders in the
traditional way, which is fax in only 23% and, either telephone or during a personal
contact, all the rest.
The major logistical
concern is load tracking, even when the enterprises send or receive goods using
private transportation means and in respect of E-Business is trust of either
the provenience of the order or the payment.
Throughout the surveys
there has been a gradual change of top managerial generations; the newest
managing generation is mainly composed by persons with a higher education
degree (73%), with an average age of 47 years old.
The radical change of
top management (86%) did not have any effect on the conceptual level of the
functions of E-business. The change of the number has not been significant,
since 3 of the initially surveyed companies do not work any more, while 2 have
been split and one has moved operations to Thessaloniki.
Without having any
substantial data about the conceptual level during the first and second
surveys, comparing notes of the answers on similar questions and their
verification, as recorded after the “participative observation” the
entrepreneurs, although they are not the same, have all (except 4 cases) a
great difficulty to comprehend the functions of E-business, while they all
consider this kind of operations appealing, without any exception.
There is a general
confusion between Internet promotion and E-business.
On a regional level,
there have been developed two E-business facilities. One is an initiative of
the Chamber of Commerce, which started as Internet use promotion activity, in
the form of a common action with the European Business and Innovation Centre and
now is an E-Commerce node and the other is a product of E-Commerce
administration Software, created and commercialised by a local S/W house.
Use of Internet by
local enterprises is quite widespread, as much as information retrieving is
concerned; covering 58% verified cases out of 95% of positive answers (the rest
was contradictory) of the surveyed companies, average in E-mail use, covering 40%
of verified cases out of 90% of positive answers (they have an e-mail address
but they do not check it) and insignificant in respect of other uses of
Internet with only casual use of only 3 companies.
The vast majority,
85%, has a Web page, but with a very slow rate of updating, with an average of
16 months.
In conclusion, it may
be stated that the preparation degree is elevated in terms of technology but
very low in terms of exploitation and knowledge.
Remote area
enterprises are far behind in adaptation to the needs of E-business. Enterprise
systems plan and control all business functions, namely: promotion and sales,
production and quality, provisions and dispatches, transactions monitoring and
reporting, cash flow forecasting and credit policy issuing, debts and credits
balance, client orders handling and servicing, personnel recruitment and
administration, legal compliance and licence obtaining, under an estimation of
market rules, competition reactions, risks and strategic positions.
This chaotic
framework, because of its complicated occurrences, accumulates additional
complications when E-business comes to question. Assessment of local
enterprises brought to light the most significant adaptation weaknesses:
accounting systems and logistics.
Accounting systems,
either proprietary or shared, monitoring transactions and safeguarding legal
and fiscal obligations, discourage entrepreneurs, as the entire sample
revealed, because of the rigidity of the fiscal system. What has been deducted
from the interviews is that all of the local entrepreneurs have experienced
aggravation by the fiscal authorities whenever they have undertaken business
initiatives that weren’t explicitly prescribed by the fiscal law. E-business,
operating in a global environment, appears to the entrepreneurs as a certain
route to implications with the authorities.
Logistics, for all of
the local interviewed enterprises, seems to be ignored. Logistic enterprises do
not provide their facilities in remote areas, unless after the initiative of
the local enterprises, while they only operate in densely populated places,
while local enterprises are trying to satisfy their logistics maters with
either proprietary transportation organisation and means, or proprietary
organisation and public means, like railway or truck companies, Post Office or
Courier facilities and similar combinations.
Adaptation level seems
to be at the lowest point, because the most critical factors are external to
the enterprises, while enterprises have little or no knowledge at all of the
available instruments.
As a result of the
observation of the local enterprises, there has been evident that they need
information about all aspects of E-business. The availability of logistical
facilities seems to be the major success factor.
The social partners,
like public authorities, either national or local, the entrepreneur’s
organisations, like Chambers of Commerce, Engineering, Economics and others,
Associations and non profit organisations, have all to undertake the tasks of
preparation of the remote area key operators. If preparation is limited to
information dissemination, then expectations for a change may well be predicted
as minimal, based on the past experience. Hands-on paradigms have to be
organised, minimising risks and testing co-operation. Subsidies have to be
driven to shared logistical facilities, so that both the costs and the time of
provision and delivery come to equal terms with businesses located in densely
populated areas.
Enterprises have to
plan their gradual adaptation to E-business, starting with the facilitation of
their key persons in getting involved in the preparatory actions, such as
participation in virtual and case study driven training, negotiations with
potential service providers, compilation of subsidy claims and open discussion
forums.
Service providers,
such as Accountants, ISPs, transporters and consultants, have to adapt
themselves to the requirements of E-business, so that they will be able to
assist the evolution of remote area enterprises, increasing their significance
in the same time, through the organisations they all belong.
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[1] Nikolaos Karanassios, MBA (Bocconi), born in Em.Papas Serres, 1954, As. Professor of TEI of Serres, Faculty of Economics and Business, Department of Business Administration, CEO of the Serres EC Business and Innovation Centre, Phone +30/321/49229, Fax: +30/321/45716, E-mail: nk@teiser.gr
[2] Alexandros Alexandrakis Ph.D., As. Professor of TEI of Serres, Faculty of Economics and Business, Department of Accounting, Phone +30/321/49268, Fax: +30/321/45716, E-mail: alex_alek@teiser.gr
[3] Jaques Guenot Ph.D., born in Switzerland 1942, Professor of Geometry at the Universita’ della Calabria, Vice president of the “Centro Ingegneria Economica e Sociale”.
[4] Steve Poluha, MBA (Glamorgan), born in UK 1964, visiting professor of As. Professor of TEI of Serres, Faculty of Economics and Business, Department of Business Administration,
[5] Ioannis Chamalis, Engineer, born in Thessaloniki 1972, public Relations at the Serres EC Business and Innovation Centre, Phone and Fax: +30/321/64849, E-mail: chamalis@bic.the.forthnet.gr