List of Figures
1.      Introduction. 2
2.      Literature Review (theoretical
part). 3
2.1        E-commerce. 3
2.2 Customer Experience
Management 4
2.3 Artificial Intelligence (AI). 5
2.4 Augmented Reality. 5
2.5 Internet of Things. 5
3.      Case Study. 6
3.1        Implementation
of Digital Technologies. 6
3.1.1         Strategies
to be used and its benefits. 6
3.1.2
Improved customer experience. 6
3.2 SWOT Analysis. 7
3.3 Legal Framework. 8
3.4 Digital Leadership. 9
3.5 Trends and challenges of
digital technologies. 10
.. 10
3.6 Summary of case study. 11
4.      Recommendation. 12
5.      References. 12
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1.     
Introduction

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Plantronics is a designer,
manufacturer and marketer of lightweight communications headsets, telephone
headset systems, headset accessories, and related services. Plantronics’
headsets are recognised for their safety, reliability, comfort, and sound quality.
Plantronics has come to be highly regarded for leading-edge technological
innovations, particularly for its emerging market products, such as cellular
and computer headsets. The Company’s headset products are used globally for
call centre, mobile, computer and residential applications.

 

In like manner for
different businesses, the street to digital business achievement isn’t clear
and full of troubles of choosing the right key bearing and making due in an inevitably
brutal aggressive condition. Not all who take after the course survive. Be that
as it may, regardless of whether it’s the new companies or a current business,
what they have in like manner is that the individuals who succeed figure out
how to improve to take the privilege key choices about digital innovation,
digital marketing and inventory network management.

 

This report is
planned to analyse the impact of e-commerce strategy for Plantronics with a
portion of the learning and reasonable abilities to explore their association
towards digital business. A key point of this report is to distinguish and
audit the key management choices required by associations moving to digital
business and consider the procedure by which these choices can be taken.

 

 

This report answers the following question:
How should they go about implementing two or more of the aforementioned digital
technologies? What benefit will it bring? What will it look like? How will it
improve their customers’ experiences? Justify why they should do this. What are
the possible implications both internally as well as externally to this change?
What should senior leadership do in order to embed these new technologies into
the company culture? What are some risks and what are the benefits of adopting
these new technologies? Through a systematic research for the benefits and
drawbacks of e-commerce for Plantronics.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2.     
Literature Review (theoretical part)

2.1   E-commerce

 

Management of e-commerce involves organizing purchase-side1
and sell-side2
activities and setting up the plans and resources to deliver the identified
benefits. Today, the web-based social networking or peer-to-peer interactions
that happen between customers on organization websites, web journals,
communities and informal communities have changed the progression of online
commerce.

Likewise, the overexcited consumer
appropriation of mobile technology stages by means of mobile sites and mobile
applications offers new stages to interact with customers which must be
evaluated and prioritized. Deciding which of the many emerging technologies and
marketing approaches to prioritize and which to ignore is a challenge for all
associations.

 

However, Introducing new technology isn’t all that is required for
success in presenting e?commerce and digital business. Clearly defined objectives, creating the
correct culture for change, blend of abilities, partnerships and authoritative
structure are seemingly more imperative.

 

The
principle business drivers for presenting e?commerce and digital business are
opportunities for increased revenues and reducing costs, however numerous other
benefits can be identified that improve customer service and corporate image.
Consumer reception of the digital technology is limited by absence of
imperative, cost of access and security fears. Business reception tends to be
restricted by perception of cost, making return on investment hard to evaluate.

 

Assessment of an association’s existing digital business capabilities is
a beginning stage for the future development of their digital business
strategy. An example of a fundamental stage model reviewing capabilities for
sell-side and purchase side e-commerce is appeared in Figure 1.1. This shows
how companies will introduce more complex technologies and extend the range of
processes which are digital business-enabled.

 

2.2 Customer
Experience Management

 

Improvements to the user centered designs (UX) of
systems have been extended to consider the context of access of systems within
the location of the user. This is known as customer experience management (CXM). The
development of UX to CXM has been prompted by:

 

? The use of smartphone and mobile devices.

 

? The website experience being closely integrated to
other online company platforms, including company social network pages and
email communications.

 

? The integration of offline customer service with
online customer service through services such as livechat and call-back
integrated into websites.

 

CXM is not a one- off activity during creation of a
new site, but an ongoing process of improvement using analytics and structured
testing as part of a conversion
rate optimisation (CRO) programme. CRO is increasingly being used by companies
to improve the commercial contribution of online presence to a business.

Dealing
with the technology and customer database necessary to deliver service is a key
aspect of digital marketing and requires close interaction between marketers
and the IS department or external experts.

 

The 5Ms
provide another useful framework inside the Altimeter (2010) report which can
be used for reviewing strategy implementation. The 5Ms are:

 

1 Monitoring. Reviewing the method of
social listening and deriving bits of knowledge.

2 Mapping. Discovering relationships
between singular customers or grouped segments utilizing different social
stages, e.g. Facebook and Twitter or email marketing.

3 Management. Processes for implementing
and reviewing strategy. More report detail on crusade management would be
helpful here.

4 Middleware. The software instruments
and APIs used to screen and gather knowledge.

5 Measurement. The measures used to
assess social marketing effectiveness and ROI. (Altimeter, 2010)

 

5
M

2.3 Artificial
Intelligence (AI)

 

Artificial
Intelligence is an accumulation of cutting edge advances that enables machines
to detect, grasp, act and learn. It is set to change business in ways we’ve not
seen since the Industrial Revolution; in a general sense rehashing how
organizations run, contend and flourish. At the point when actualized
comprehensively, these innovations help enhance profitability and lower costs,
opening more imaginative occupations and making new development openings.

 

The accompanying are imperative parts of AI, among others: improvement
of heuristical strategies for the arrangement of issues; portrayal of learning;
treatment of normal dialect; securing of information; artificial thinking and
rationales and devices. Among its primary applications, we have the
accompanying: acing frameworks; preparing of characteristic dialect;
acknowledgment of principles; mechanical autonomy; canny databases; trial of
hypotheses and diversions. Utilizing of savvy methods and endeavoring to create
PC applications gave of sensible or organized cases database, to help in the
undertaking of the investigation of actualities includes a troublesome work.

 

 

2.4 Augmented
Reality

 

 

Augmented Reality blends genuine propelled data got
consistently with a modernized camera in a webcam or then again phone to make a
program based propelled depiction or experience reflecting the present reality.

 

Applications of augmented reality can be as
straightforward as a content notice or as confused as a guideline on the best
way to play out a hazardous surgical system. They can feature certain
highlights, improve understandings, and give available and opportune data.
Phones applications and business applications by organizations utilizing
augmented reality are a couple of the numerous applications driving augmented
reality application improvement.

 

2.5 Internet of
Things

 

Internet of Things (IoT) is an ecosystem
of connected physical articles that are available through the internet. The
‘thing’ in IoT could be a man with a heart monitor or a vehicle with worked
in-sensors, i.e. objects that have been relegated an IP address and can gather
and exchange data over a network without manual help or intercession. The
inserted technology in the articles causes them to interact with inner states
or the outside condition, which thusly influences the choices taken.

 

The combination of in-home
remote headways influences a significantly engaged condition as gadget makers
to modify their things to no less than one innovations and test what blends
will exhibit most addressing customers..

 

Moreover, the expanding combination of
versatile applications with associated audio gadgets broadens item plan into
the application space, where the client involvement in the application turns
out to be similarly as imperative, or maybe more critical, than gadget outline
by righteousness of the application turning into the central purpose of
collaboration with the gadget.

3.     
Case Study

 

3.1   Implementation
of Digital Technologies

 

Advances in
the earphone and headphone innovation are the critical factors attributing
expanded item deals. The most productive headway in the field of audio
innovation, especially in the customer section, is the noise cancelation and
wireless network.

 

In the
course of recent years, these advances have risen as key patterns with makers
underscoring on creating items that give quality audio and spare a client from
the issues of wired items; in this way, clearing route for remote items.

 

3.1.1       
Strategies to be used and its benefits

 

·        
Customer needs and wants (from the product) – the
website is a mechanism for explaining how the product proposition meets these
needs and wants.

·        
Cost to the customer (price) – online the customer is
likely to be comparing prices to other websites and traditional purchasing
sources.

·        
Convenience (relative to place) – online this is the
quality of customer experience in terms of the ordering process and fulfilment.

·        
Communication (promotion) – the website itself coupled
with the methods of driving traffic to the site, such as search engine
marketing and email marketing.

 

a. Develop global communal: Plantronics
will focus on specific ‘relatively less-?penetrated, large markets’ such as Brazil,
India, Mexico and Japan through the use of e-commerce and Internet of things
technology.

 

b. Develop products to deliver the most captivating
user understanding: By using advanced
technology and integrating it with the headphones Plantronics can attract a
large portion of headphones market.

 

c. Build a accessible infrastructure: Plantronics should build a scalable
infrastructure commensurate to the industry size and customer’s requirements.

 

d. Plantronics Platform: Plantronics will develop a platform to for
e-commerce and augmented reality through which a large customer base can be
reached to try the unparalled quality and technology provided by Plantronics.

 

 

3.1.2 Improved customer experience

 

Plantronics will improve the customers experience
through following manner:

·        
Personalised
recommendations for existing customers.

·        
Development
of email welcome strategy for new online customers as part of development of an
integrated contact or e?CRM strategy delivered through personalised web and email messages and
traditional direct communications.

·        
Introduce
blogs or RSS feeds to encourage return visitors.

·        
Introduce
more participation through customer communities

Source:
Implementing e-commerce, digital solutions

 

 

 

The above figures shows the implementation of
ecommerce platform along with IoT technology in Plantronics.

 

3.2 SWOT
Analysis

 

 

Possible
implications:

 

a.)    International Marketplace – What used to be a single physical
marketplace located in a geographical area has now become a borderless
marketplace including national and international markets. By becoming
e-commerce enabled, businesses now have access to people all around the globe.
In effect all e-commerce businesses have become virtual multinational
partnerships.

 

b.)    Operational Cost Savings – The cost of creating, processing,
appropriating, putting away and retrieving paper-based data has decreased.

 

c.)    Mass Customization – E-commerce has revolutionized the way
consumers purchase products and ventures. The processing takes into
consideration products and services to be customized to the customer’s
requirements.

                                  

d.)   Lower Telecommunications Cost – The Internet is considerably cheaper than
value added networks (VANs) which were based on leasing telephone lines for the
sole use of the organization and its authorized partners. It is likewise
cheaper to send a fax or e-mail by means of the Internet than direct dialing.

 

e.)    Digitization of Products and Processes – Particularly on account of software and
music/video products, this can be downloaded or e-mailed directly to customers
by means of the Internet in computerized or electronic organization.

 

f.)     No time Constraints – Businesses can be contacted by or contact customers
or suppliers at any-time.

 

3.3 Legal
Framework

 

By method for the three directives, European
legislators have created an altogether practicable legal framework for
e-commerce members in the internal market. A solid emphasis has thereby been
placed on the presentation of consumer protection benchmarks through improved
and comprehensive data to customers and expansive standard possibilities for
pulling back from contracts. This approach makes perfect sense, given that the
trust of customers can thereby be strengthened.

 

The Directive on Electronic Commerce
institutes legal certainty with the presentation of the nation of root
principle for providers of e-commerce exchanges. Generally, this means the law
of the nation applies in which an organization is domiciled. Together with the
Distance Selling Directive, it provides a framework for consumer protection.
Customers of online services have to be given better data about product offer
and provider. 3

 

Plantronics has to adhere to the existing legal
framework for carrying out is e-commerce business but it will be a worth for a
cause looking to the high potential given above and it will also help
Plantronics management to strategically define its guidelines for the required
as per the given directives.

 

 

 

 

 

 

 

 

 

3.4 Digital
Leadership

 

Following matrix summarises the leadership role and
take to embed the new technology by differentiating the levels of planning and
the focus areas on which senior management buy-in is required

 

Level

Strategy Process and
performance improvement

Structure

Senior management buy-in

Focus area

Unplanned

Limited
Online
channels not part of business planning process.
Web
analytics
data
collected,
but
unlikely to
be
reviewed or
actioned

Experimentation
No clear
centralised
e?commerce
resources
in
business.
Main
responsibility
typically within IT

Limited
No direct
involvement
in
planning
and little
necessity
seen for
involvement

Content
focus
Creation
of online
brochures
and
catalogues.
Adoption
of first
style guidelines

Diffuse Management

Low-level
Online
referenced
in
planning, but with limited channel-?specific objectives. Some campaign
analysis by interested staff

Diffuse
Small central
e?commerce
group or single manager, possibly with steering
group
controlled by marketing. Many separate websites,
separate
online
initiatives,
 

Management
becomes
aware of
expenditure
and
potential
of online
channels

 
Increased
emphasis on driving visitors to
site
through pay-?per-click search
marketing
and
affiliate marketing

Centralised management

Specific
channel
objectives
set.
Web
analytics
capability
not
integrated
to give
unified
reporting
of
campaign
effectiveness

Common
platform
for
content
management
and
web
analytics.
Preferred-?supplier
list of digital
agencies.
Centralised,
independent
e?commerce
function,
but with some digital-?specific
responsibilities
by country, product or brand

Directly
involved in
annual
review and
ensures
review
structure
involving
senior managers
from
Marketing,
IT,
operations and
finance

Conversion
and
customer
experience
focus
Initiatives
for
usability,
accessibility
and
revision
of
content
management
system
(including
search
engine
optimisation)
are
common at
this
stage

Integrated
and optimised

Multichannel
process
The
interactions
and
financial
contribution
of
different
channels
are well
understood
and
resourced
and
improved
accordingly

Integrated
Majority
of digital
skills
within
business
and
e?commerce
team
commonly
positioned
within marketing or
direct
sales operation.
‘ Front? end’
systems
development
skills typically retained in
e?commerce team

Integral
Less
frequent
in?depth
involvement
required.
Annual
planning
and
six-?monthly or quarterly
review

Optimisation
focus
Initiatives
to
improve
acquisition,
conversion
and
retention
according to
developments
in
access
platform
and
customer
experience
technologies.
May use
temporary
multidisciplinary
team to
drive
performance

 

3.5 Trends and
challenges of digital technologies

 

Following are the recent and projected trends for the
industry in which Plantronics will be working by implementing the new
technology.

 

Source:
Economic Intelligence Unit, Morningstar

 

 

.

 

Experts figure the worldwide brilliant headphones
market to develop at a CAGR of 19.35% amid the period 2016-2020. (Deloitte,
2017)

 

Source:
Statista ,2018

 

 

Some of the benefits for Plantronics will be:

 

·        
Reduces Costs for Inventory Management.

·        
Reaching Global Market.

·        
Better monitoring of consumer buying habits and
interests.

·        
Reduction in labour cost.

·        
Reduce advertisement cost.

 

Plantronics will also be posed to certain risks which
are as follows:

 

·        
Increased
Security threats.

·        
Data
Privacy.

·        
Identity
and access management.

·        
Compliance
and Regulatory requirements.

·        
Attack
against connected devices.

 

3.6 Summary of
case study

 

From the above discussion, it can be concluded that
Plantronics will be benefited from the adoption of new technology adoption
related to IoT and e-commerce business, it will increase the scalability and
improve the company financials, and the company will be able to map up with the
latest technological trends.

 

However, with every great opportunity comes some risks
such as risk of identity theft. Non-adhering to the directives and guidelines,
non-performance, upper management reluctant for change and IT risk but these
risks can be mitigated using proper technology and positive approach from the
management.

 

4.     
Recommendation

 

Through this research on the new technology it is
clear that adopting the new technology of augmented reality combined with
Internet of Things and the stepping up into e-commerce environment will benefit
Plantronics in technological advancement and reaching out high quality goods to
its increased customer base.

 

Augmented reality can
possibly be a tremendous jump in the way we see the world much more than what
the coming of PCs and cell phones at any point did.

 

The reconciliation
offers enormous open door for Plantronics to investigate the potential and make
practical business offers for the client ecosystem. In this way, be it speedier
and more proficient repair and upkeep of items amid after-deals benefit or
enchanting the clients at purpose of offer by offering moment customisation and
configuration administrations for another super-earphones they are going to
arrange, the potential outcomes are huge.

 

The incorporated
technology will open up different conceivable outcomes towards shrewd
assembling and change plant, process and secondary selling operations for
Plantronics.

 

The adoption of latest
technology combined with e-commerce platform will support Plantronics in a new
direction of growth and building a huge customer base combined with an advance
customer experience to the new technology world.

 

Trust from management
and the customer is a critical factor for Plantronics and through the above
mentioned ways of handling the responsibility and the expertise of Plantronics
strategic management will keep the company on track and will be successful in
gaining the trust and building a more sophisticated and advance environment.

5.     
References

 

a.    
Chaffey,
D. (2011). E-business and e-commerce management. Harlow: FT
Prentice Hall.

 

b.   
Kipper,
G. and Rampolla, J. (2013). Augmented reality. Waltham, Mass.:
Syngress.

 

c.    
Greengard,
S. (2015). The internet of things. Cambridge, Mass.: MIT Press.

 

d.   
Gopinath,
S. and Stanyek, J. (2014). The Oxford handbook of mobile music studies.
Oxford u.a.: Oxford Univ. Press.

 

e.    
Forbes.com.
(2018). Forbes Welcome. online Available at:
https://www.forbes.com/sites/jacobmorgan/2014/05/13/simple-explanation-internet-things-that-anyone-can-understand/#613598961d09
Accessed 09 Jan. 2018.

 

f.    
Plantronics.com.
(2018). Plantronics | Redirect. online Available at:
http://www.plantronics.com/common/redirect.jsp?url=/us/about/ Accessed 08 Jan.
2018.

 

g.   
Deloitte
United States. (2018). Internet of Things | Deloitte US. online
Available at: https://www2.deloitte.com/us/en/pages/consulting/topics/the-internet-of-things.html
Accessed 9 Jan. 2018.

1 E-commerce transactions
between an organization and its suppliers and other partners.

2 E-commerce transactions between
an organization and its customers.

3
http//europa.eu.int/comm./internal_market/en/media/eleccom/2k-442.htm.

 

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