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.

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      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  Plantronics is a designer,manufacturer and marketer of lightweight communications headsets, telephoneheadset 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 technologicalinnovations, particularly for its emerging market products, such as cellularand computer headsets. The Company’s headset products are used globally forcall centre, mobile, computer and residential applications. In like manner fordifferent businesses, the street to digital business achievement isn’t clearand full of troubles of choosing the right key bearing and making due in an inevitablybrutal aggressive condition.

Not all who take after the course survive. Be thatas 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 outhow to improve to take the privilege key choices about digital innovation,digital marketing and inventory network management.  This report isplanned to analyse the impact of e-commerce strategy for Plantronics with aportion of the learning and reasonable abilities to explore their associationtowards digital business. A key point of this report is to distinguish andaudit the key management choices required by associations moving to digitalbusiness 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 digitaltechnologies? What benefit will it bring? What will it look like? How will itimprove their customers’ experiences? Justify why they should do this. What arethe possible implications both internally as well as externally to this change?What should senior leadership do in order to embed these new technologies intothe company culture? What are some risks and what are the benefits of adoptingthese new technologies? Through a systematic research for the benefits anddrawbacks of e-commerce for Plantronics.

              2.     Literature Review (theoretical part)2.1   E-commerce Management of e-commerce involves organizing purchase-side1and sell-side2activities and setting up the plans and resources to deliver the identifiedbenefits.

Today, the web-based social networking or peer-to-peer interactionsthat happen between customers on organization websites, web journals,communities and informal communities have changed the progression of onlinecommerce.Likewise, the overexcited consumerappropriation of mobile technology stages by means of mobile sites and mobileapplications offers new stages to interact with customers which must beevaluated and prioritized. Deciding which of the many emerging technologies andmarketing approaches to prioritize and which to ignore is a challenge for allassociations. However, Introducing new technology isn’t all that is required forsuccess in presenting e?commerce and digital business. Clearly defined objectives, creating thecorrect culture for change, blend of abilities, partnerships and authoritativestructure are seemingly more imperative.

 Theprinciple business drivers for presenting e?commerce and digital business areopportunities for increased revenues and reducing costs, however numerous otherbenefits can be identified that improve customer service and corporate image.Consumer reception of the digital technology is limited by absence ofimperative, cost of access and security fears. Business reception tends to berestricted by perception of cost, making return on investment hard to evaluate. Assessment of an association’s existing digital business capabilities isa beginning stage for the future development of their digital businessstrategy. An example of a fundamental stage model reviewing capabilities forsell-side and purchase side e-commerce is appeared in Figure 1.

1. This showshow companies will introduce more complex technologies and extend the range ofprocesses which are digital business-enabled.  2.2 CustomerExperience Management Improvements to the user centered designs (UX) ofsystems have been extended to consider the context of access of systems withinthe location of the user. This is known as customer experience management (CXM). Thedevelopment of UX to CXM has been prompted by: ? The use of smartphone and mobile devices. ? The website experience being closely integrated toother online company platforms, including company social network pages andemail communications.

 ? The integration of offline customer service withonline customer service through services such as livechat and call-backintegrated into websites. CXM is not a one- off activity during creation of anew site, but an ongoing process of improvement using analytics and structuredtesting as part of a conversionrate optimisation (CRO) programme. CRO is increasingly being used by companiesto improve the commercial contribution of online presence to a business.Dealingwith the technology and customer database necessary to deliver service is a keyaspect of digital marketing and requires close interaction between marketersand the IS department or external experts.

 The 5Msprovide another useful framework inside the Altimeter (2010) report which canbe used for reviewing strategy implementation. The 5Ms are:  1 Monitoring. Reviewing the method ofsocial listening and deriving bits of knowledge.2 Mapping. Discovering relationshipsbetween singular customers or grouped segments utilizing different socialstages, e.

g. Facebook and Twitter or email marketing.3 Management. Processes for implementingand reviewing strategy. More report detail on crusade management would behelpful here. 4 Middleware. The software instrumentsand APIs used to screen and gather knowledge.

5 Measurement. The measures used toassess social marketing effectiveness and ROI. (Altimeter, 2010)  5 M 2.3 ArtificialIntelligence (AI) ArtificialIntelligence is an accumulation of cutting edge advances that enables machinesto detect, grasp, act and learn. It is set to change business in ways we’ve notseen since the Industrial Revolution; in a general sense rehashing howorganizations run, contend and flourish. At the point when actualizedcomprehensively, 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: improvementof heuristical strategies for the arrangement of issues; portrayal of learning;treatment of normal dialect; securing of information; artificial thinking andrationales and devices.

Among its primary applications, we have theaccompanying: acing frameworks; preparing of characteristic dialect;acknowledgment of principles; mechanical autonomy; canny databases; trial ofhypotheses and diversions. Utilizing of savvy methods and endeavoring to createPC applications gave of sensible or organized cases database, to help in theundertaking of the investigation of actualities includes a troublesome work.  2.4 AugmentedReality  Augmented Reality blends genuine propelled data gotconsistently with a modernized camera in a webcam or then again phone to make aprogram based propelled depiction or experience reflecting the present reality. Applications of augmented reality can be asstraightforward as a content notice or as confused as a guideline on the bestway to play out a hazardous surgical system.

They can feature certainhighlights, improve understandings, and give available and opportune data.Phones applications and business applications by organizations utilizingaugmented reality are a couple of the numerous applications driving augmentedreality application improvement. 2.

5 Internet ofThings Internet of Things (IoT) is an ecosystemof 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 workedin-sensors, i.e. objects that have been relegated an IP address and can gatherand exchange data over a network without manual help or intercession. Theinserted technology in the articles causes them to interact with inner statesor the outside condition, which thusly influences the choices taken.  The combination of in-homeremote headways influences a significantly engaged condition as gadget makersto modify their things to no less than one innovations and test what blendswill exhibit most addressing customers.. Moreover, the expanding combination ofversatile applications with associated audio gadgets broadens item plan intothe application space, where the client involvement in the application turnsout to be similarly as imperative, or maybe more critical, than gadget outlineby righteousness of the application turning into the central purpose ofcollaboration with the gadget.

3.     Case Study 3.1   Implementationof Digital Technologies Advances inthe earphone and headphone innovation are the critical factors attributingexpanded item deals. The most productive headway in the field of audioinnovation, especially in the customer section, is the noise cancelation andwireless network.  In thecourse of recent years, these advances have risen as key patterns with makersunderscoring on creating items that give quality audio and spare a client fromthe 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) – thewebsite is a mechanism for explaining how the product proposition meets theseneeds and wants.·        Cost to the customer (price) – online the customer islikely to be comparing prices to other websites and traditional purchasingsources.·        Convenience (relative to place) – online this is thequality of customer experience in terms of the ordering process and fulfilment.·        Communication (promotion) – the website itself coupledwith the methods of driving traffic to the site, such as search enginemarketing and email marketing. a.

Develop global communal: Plantronicswill focus on specific ‘relatively less-?penetrated, large markets’ such as Brazil,India, Mexico and Japan through the use of e-commerce and Internet of thingstechnology. b. Develop products to deliver the most captivatinguser understanding: By using advancedtechnology and integrating it with the headphones Plantronics can attract alarge portion of headphones market. c. Build a accessible infrastructure: Plantronics should build a scalableinfrastructure commensurate to the industry size and customer’s requirements. d.

Plantronics Platform: Plantronics will develop a platform to fore-commerce and augmented reality through which a large customer base can bereached to try the unparalled quality and technology provided by Plantronics.  3.1.

2 Improved customer experience Plantronics will improve the customers experiencethrough following manner:·        Personalisedrecommendations for existing customers.·        Developmentof email welcome strategy for new online customers as part of development of anintegrated contact or e?CRM strategy delivered through personalised web and email messages andtraditional direct communications.·        Introduceblogs or RSS feeds to encourage return visitors.·        Introducemore participation through customer communities Source: Implementing e-commerce, digital solutions    The above figures shows the implementation ofecommerce platform along with IoT technology in Plantronics. 3.2 SWOTAnalysis   Possibleimplications: a.)    International Marketplace – What used to be a single physicalmarketplace located in a geographical area has now become a borderlessmarketplace including national and international markets. By becominge-commerce enabled, businesses now have access to people all around the globe.

In effect all e-commerce businesses have become virtual multinationalpartnerships.  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 wayconsumers purchase products and ventures. The processing takes intoconsideration products and services to be customized to the customer’srequirements.

                                   d.)   Lower Telecommunications Cost – The Internet is considerably cheaper thanvalue added networks (VANs) which were based on leasing telephone lines for thesole use of the organization and its authorized partners. It is likewisecheaper 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 andmusic/video products, this can be downloaded or e-mailed directly to customersby means of the Internet in computerized or electronic organization.  f.)     No time Constraints – Businesses can be contacted by or contact customersor suppliers at any-time. 3.3 LegalFramework By method for the three directives, Europeanlegislators have created an altogether practicable legal framework fore-commerce members in the internal market. A solid emphasis has thereby beenplaced on the presentation of consumer protection benchmarks through improvedand comprehensive data to customers and expansive standard possibilities forpulling back from contracts.

This approach makes perfect sense, given that thetrust of customers can thereby be strengthened.  The Directive on Electronic Commerceinstitutes legal certainty with the presentation of the nation of rootprinciple for providers of e-commerce exchanges. Generally, this means the lawof the nation applies in which an organization is domiciled.

Together with theDistance Selling Directive, it provides a framework for consumer protection.Customers of online services have to be given better data about product offerand provider. 3 Plantronics has to adhere to the existing legalframework for carrying out is e-commerce business but it will be a worth for acause looking to the high potential given above and it will also helpPlantronics management to strategically define its guidelines for the requiredas per the given directives.         3.4 DigitalLeadership Following matrix summarises the leadership role andtake to embed the new technology by differentiating the levels of planning andthe 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 andchallenges of digital technologies Following are the recent and projected trends for theindustry in which Plantronics will be working by implementing the newtechnology.  Source: Economic Intelligence Unit, Morningstar   .  Experts figure the worldwide brilliant headphonesmarket 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 andinterests.·        Reduction in labour cost.·        Reduce advertisement cost. Plantronics will also be posed to certain risks whichare as follows: ·        IncreasedSecurity threats.·        DataPrivacy.·        Identityand access management.

·        Complianceand Regulatory requirements.·        Attackagainst connected devices. 3.6 Summary ofcase study From the above discussion, it can be concluded thatPlantronics will be benefited from the adoption of new technology adoptionrelated to IoT and e-commerce business, it will increase the scalability andimprove the company financials, and the company will be able to map up with thelatest technological trends. However, with every great opportunity comes some riskssuch as risk of identity theft. Non-adhering to the directives and guidelines,non-performance, upper management reluctant for change and IT risk but theserisks can be mitigated using proper technology and positive approach from themanagement. 4.

     Recommendation Through this research on the new technology it isclear that adopting the new technology of augmented reality combined withInternet of Things and the stepping up into e-commerce environment will benefitPlantronics in technological advancement and reaching out high quality goods toits increased customer base. Augmented reality canpossibly be a tremendous jump in the way we see the world much more than whatthe coming of PCs and cell phones at any point did.  The reconciliationoffers enormous open door for Plantronics to investigate the potential and makepractical business offers for the client ecosystem. In this way, be it speedierand more proficient repair and upkeep of items amid after-deals benefit orenchanting the clients at purpose of offer by offering moment customisation andconfiguration administrations for another super-earphones they are going toarrange, the potential outcomes are huge.  The incorporatedtechnology will open up different conceivable outcomes towards shrewdassembling and change plant, process and secondary selling operations forPlantronics. The adoption of latesttechnology combined with e-commerce platform will support Plantronics in a newdirection of growth and building a huge customer base combined with an advancecustomer experience to the new technology world.

 Trust from managementand the customer is a critical factor for Plantronics and through the abovementioned ways of handling the responsibility and the expertise of Plantronicsstrategic management will keep the company on track and will be successful ingaining the trust and building a more sophisticated and advance environment.5.     References a.    Chaffey,D. (2011).

 E-business and e-commerce management. Harlow: FTPrentice 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/#613598961d09Accessed 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.   DeloitteUnited States. (2018).

 Internet of Things | Deloitte US. onlineAvailable at: https://www2.deloitte.com/us/en/pages/consulting/topics/the-internet-of-things.

htmlAccessed 9 Jan. 2018.1 E-commerce transactionsbetween an organization and its suppliers and other partners.2 E-commerce transactions betweenan organization and its customers.3http//europa.

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

 

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