E-assistance (B2B) to textile industry-a vision

Introduction

In this modern world lot ofinnovations and inventions are emerging day by day, as a result all thingsmostly comes under in one box, that is called computer and internet, satellite,etcin the concept of e- commerce have its own dimensions, as a part the B2BModels is co integrate with textile industry.

Definition of B2B e-Business Models

First, what is business-to-businesse-commerce? Business-to-business in general is defined as commercial businessbetween trading partners. An electronic market is defined as an informationsystem that links together buyers and sellers to exchange information, products, services and payments through computers and networks. Business-to-business e-commerceis a combination of these two definitions where the information system is theInternet. The benefits of using the Internet to do business include thepotential to lower costs by selecting suppliers, establishing prices, ordering goods, and paying bills electronically. Transactions can be completed regardlessof location, buyers and sellers can be matched in a digital forum for pre-sale, sales transactions, and post-sale activities. It is important to realize that businessmodels and strategy is not the same thing. Business models describe how thepieces of a business fit together, but do not take into account competition. Acompetitive strategy explains how a company will do better than their rivals bybeing different. Businesses, online or not, must have both in order to besuccessful. According to the article Process Models and Business Models AUnified Framework, there are two types of models in e- Commerce, a businessmodel and a process model. Business models define the what in an ecommercesystem and are concerned with value exchanges among business partners, and the process model defines the how, focusing on the operational and procedural aspects needed tomake the system work. The focus of this paper will be on how business modelsadd value to an ecommerce system.

Internet Characteristics

Some basic characteristics of theInternet must first be described in order to understand the impact thatbusiness-to-business e-commerce will have on an organization.

First, the broadcasting model of theInternet is different from the traditional broadcasting models, for examplethose of television or radio. The Internet allows for a many-to-manycommunication model versus the traditional one-to many models. In other words,any user of the Internet can also be an information provider.

Second, consumers not only interactwith humans, but also with intelligent agents. This second characteristic alsoleads to a third, namely consumer competence. It is important to address theskill level of the customers. The website should be user-friendly so that the companydoes not have to train customers on how to use the site. The Internet alsoallows for a wealth of information to the customer and an unprecedented level of choice. Companies must consider how to help customers to make correctdecisions with so many choices available.

Finally, the balance of power hasshifted with the use of the Internet toward the consumer. With this shift,issues of online privacy and security must be addressed. This also brings intoplay the importance of trust, and the role of the brand name becomes even moreimportant online. The brand offers value to customers when purchasing online bylowering search costs, quality knowledge, and inspiring trust. Some trustissues that customers may look for before doing business with a supplier onlineinclude: the generalized reputation or perception of the supplier, customerexpectations for security, privacy and confidentiality, assurances provided by the supplier such as certifications or guarantees, and the reports of othercustomers.

Additional factors that mayinfluence a customers further transactions with an online supplier include:accuracy of order fulfillment, punctuality of order fulfillment, and the natureof any interactions with customer relations, resolution of any disputes, subsequentcommunications from the supplier, and any communications from other supplierswith whom customer information was shared [6]. In addition to thecharacteristics discussed above, according to an article in IntegratedManufacturing Systems, Internet technology is changing the way of product development, ranging from information gathering, product managing and commerce to product development and maintenance. It is important to understand how using e-business canchange the entire organizational structure.

These new attributes lead to new customer consequences. Customers can more easily compare prices and product offerings; search costs are lower, and they have a wealth of information at their fingertips. These customer consequences can be used either in favor of or against the organization. The lower search costs and the ability to easily compare prices and product offerings can lead to more competition for the firm, and the large amount of information available can be overwhelming to the customer, along with the possibility of a large amount of alternatives to consider.

Companies can turn these consequences around, however, by providing customers with decision-making aids and by making all the information that a customer may need available on the website. They can also customize the website for individual customers, so that they only see products and services that are of interest to them, thus cutting down on the overload of information and alternatives.

E-Business Models

The literature available on the subject of B2B e-commerce business models varies greatly. According to the article, Examining E-Business Models: Applying a Holistic Approach in the Mobile Environment, the business literature defines business models from different viewpoints, each focusing on different components. This leads to a fragmented and confusing picture regarding the shape and role of e-business models and the factors that distinguish successful business models. Based on the e-business models found in literature, taxonomy was developed containing the following seven categories:

1. Sourcing models,

2. Ownership models,

3. Service-based models,

4. Customer relationship management models,

5. Supply chain models

6. Interaction models, and

7. Revenue models.

It is important to note, however, that many companies will have e-business solutions that fall into more than one of these categories.

E-business Models and Textiles

As in most other industries, the textile industry uses a combination of the e-business models discussed above. This section discusses some of the textile companies whose e-business ventures have been discussed in the literature, and relates them to the categories of e-business models discussed in Part II of this paper. In addition to the companies covered in the literature, companies listed as textile companies in the Thomas Register were visited and categorized. First, the companies written about in the literature will be discussed.

BASF was one of the first firms to offer an e-commerce option to the textile industry, specifically carpet manufacturers and designers, in 2001. Their site offers sales, customer support, and technical support. The web application gives customers accurate and secure order placement and information 24 hours a day. It also offers order tracking, including manufacturing status, shipping status, shipping carrier and expected arrival date. Information services are also available on any BASF carpet product, including material safety data sheets.

The BASF website fits into several of the e-business categories, including the ownership model, the service-based model, the customer relationship management model and the interaction model.

Risks in B2B E-Model

Enterprise risk management has moved to the forefront of corporate concerns amidst regulatory requirements within the United States and increased pressure from boards of directors, stockholders, and the general public. At the same time, internal auditors have assumed the responsibility of ensuring adequate internal controls are in place across the enterprise.

One reality confronting many corporate executives is that enterprise risk is not enterprise-centric but emanates from an extended enterprise and includes relationships with vendors, customers, and outsourcing providers. Indeed, in todays environment, internal auditors can no longer simply compete in an organization versus organization environment, but rather survival is dictated through successful supply chain competitiveness. Inevitably, these extended-enterprise relationships are heavily dependent on information technology-based systems linked through increasingly tight business-to-business (B2B) e-commerce linkages.

Conclusion

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