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Date Created: 12/21/15
The results of our research into e-commerce online payment for school in Ghaziabad applications Executives are paid to cast a cold eye on new technologies unless the company can use these technologies to generate a return that exceeds their cost of capital. Our research has found that large organizations are finding that traditional capital budgeting methods are difficult to apply to projects that employ Internet technology. Despite the difficulty of applying such traditional investment evaluation disciplines, there are a few very successful e-commerce applications. The results of these applications are measured by their measurable impact on companies' profits. This chapter presents the results of our research into e-commerce online payment for school in Ghaziabad applications. It describes the methods that executives are actually using to determine the costs and benefits of e-commerce applications. It presents case studies of some of the most successful e- commerce applications, including Cisco System's Cisco Connection Online. Based on these case studies, the chapter presents ten principles that characterize the most successful e-commerce applications. The chapter concludes by examining some less successful e-commerce applications, and highlighting three common e-commerce application pitfalls and how to avoid them e-commerce forces executives to adopt a nontraditional approach to measuring the payoff of a project. In traditional financial analysis, managers project the cash out- and inflows associated with a project. Discounting for the time value of money, managers calculate the net present value (NPV) of the project. If the net present value of the project is positive, then managers should fund the project because it will generate value for the company in excess of the cost of the capital required to fund the project. If the net present value of the project is negative, managers should decline to fund the project because it will subtract from the company's value. If managers attempt to apply this traditional approach to analyzing e-commerce projects, they run into some practical difficulties. While the cash outflows associated with the project may be quantifiable, it is virtually impossible to estimate the cash inflows that the project will generate. In the case of e-commerce for service provision, the future "cash inflows" are estimates of the number of people that will not need to be hired because the e-commerce application will perform a traditional process more efficiently. In the case of e- commerce for selling and distribution, the "cash inflows" may be measured in terms of the value of not falling behind competitors who are pursuing e-commerce initiatives. As a result of the serious challenges involved in estimating the cash inflows associated with many e- commerce initiatives, executives are forced to make up a new way of measuring the payoff that will lead to the decision regarding whether or not to fund a proposed e-commerce online payment for school in Noida initiative. The experience of many companies studied for this book suggests that executives are developing such measurement approaches. What emerges from the research is a new attitude on the part of executives toward both the cash in- and outflows associated with e-commerce projects.
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