Finally, A Way to Put Your Internet Portfolio in Order  

Oleh:

Tjan, Anthony K.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 79 no. 2 (2001), page 76-87.
Topik: portfolio; electronic commerce; internet; new economy; portfolio management; strategy formulation

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.16 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Eager to capitalize on the Internet's potential, many companies have allowed scores of on - line projects to bubble up throughout their organizations. The result ? More harm than good, as companies find themselves confusing customers, irritating employees, and wasting bushels of money. In this article, consultant Anthony Tjan explains how companies can do better. By adapting classical portfolio strategy to the digital age, executives can coordinate their Internet initiatives to avoid the needless headaches and spending, he says. Much of the market and industry data that underpin traditional portfolio analysis is unavailable for the Internet space, so Tjan replaces the two criteria used in traditional portfolio analysis - market position and industry attractiveness - with business viability and business fit. Viability captures the available quantitative data about an investment's likely payoff. Fit is qualitative ; it measures the degree to which an investment dovetails with a company's existing processes, capabilities, and culture. Using viability and fit to assess their on - line initiatives, companies can then plot these efforts onto a simple matrix, called an Internet portfolio map. Their location on the matrix will suggest whether each initiative should be invested in, redesigned, sold or spun out, or killed.

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