This book is for individual and companies who want to learn more about the new possibilities of the E-Services revolution that is about to take place.

How legacy firms can combine their traditional strengths with the power of data and digital ecosystems to forge a new competitive strategy for the digital era. How can legacy firms remain relevant in the digital era? In The Future of Competitive Strategy, strategic management expert Mohan Subramaniam explains how firms can leverage both their traditional strengths and the modern-day power of data and digital ecosystems to forge a new competitive strategy. Drawing on the experiences of a range of companies, including Caterpillar, Sleep Number, and Whirlpool, he explains how firms can benefit from data’s enlarged role in modern business, develop digital ecosystems tailored to their unique business needs, and use new frameworks to harness the power of data for competitive advantage. Subramaniam presents digital ecosystems as a combination of production and consumption ecosystems, which can be used by legacy firms to unlock the value of data at various levels—from improving operational efficiencies to creating new data-driven services and transforming traditional products into digital platforms. He explores the ways sensors and the Internet of Things provide new kinds of customer data; presents the concept of digital competitors—other firms that have access to similar data; discusses the new digital capabilities that firms need to develop; and addresses privacy and security issues associated with data sharing. Who needs this book? Any firm that wants to revitalize traditional business models, offer a richer customer experience, and expand its competitive arena into new digital ecosystems.

In The Future of the Internet: And How to Stop It Jonathan Zittrain explores the dangers the internet faces if it fails to balance ever more tightly controlled technologies with the flow of innovation that has generated so much progress in the field of technology. Zittrain argues that today's technological market is dominated by two contrasting business models: the generative and the non-generative. The generative models - the PCs, Windows and Macs of this world - allow third parties to build upon and share through them. The non-generative model is more restricted; appliances such as the xbox, iPod and tomtom might work well, but the only entity that can change the way they operate is the vendor. If we want the internet to survive we need to change. People must wake up to the risk or we could lose everything.

Doing business on the Internet places new demands on organisations and those determining strategy and direction. It challenges many of the basic assumptions about the structure of business processes, be they channels of distribution, product marketing, customer service or resource management. The Internet does, and will continue to have, a powerful influence on the way we conduct business. In Internet Strategies Dick Stroud sets out to provide a practical guide to this decision-making process, taking a truly strategic approach that shows how companies can exploit the internet for their advantage, now and in the future. Packed with practical advice, diagnostic tools and a range of possible strategies, this book is the ideal read for those recognising the need to embrace all that this new medium has to offer in a way that is relevant and sensible for their business.