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From .com to .profit: Inventing Business Models That Deliver Value and Profit
 
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From .com to .profit: Inventing Business Models That Deliver Value and Profit (Hardcover)
by Nick Earle (Author), Peter G. W. Keen (Author)
3.0 out of 5 stars  (2 customer reviews)

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Product details

  • Hardcover: 216 pages
  • Publisher: Jossey Bass (18 Sep 2000)
  • Language English
  • ISBN-10: 0787954152
  • ISBN-13: 978-0787954154
  • Product Dimensions: 23.6 x 16.3 x 2.3 cm
  • Average Customer Review: 3.0 out of 5 stars  (2 customer reviews)
  • Amazon.co.uk Sales Rank: 1,076,851 in Books (See Bestsellers in Books)
    (Publishers and authors: Improve Your Sales)
  • Other Editions: Audio CD (Audiobook) |  Unbound  |  All Editions

  • See Complete Table of Contents

Product Description

Amazon.co.uk Review
Ever wondered how Cisco became the poster child of the Internet age, while 3Com fell by the wayside? With literally hundreds of tales of Internet strategies gone right and wrong, From .com to .profit argues that any business can learn the lessons of those who have already ventured online. The tales of failure--especially given 2000's stock market crash--are compelling, particularly those of once strong companies such as Delta Airlines and Kmart. The winners, the book argues, illustrate that success in today's business environment means using the web as more than a place to replicate offline business. Instead, these companies have used the Internet to redefine their business, by cutting costs, improving products and services, and improve collaboration and relationships.

More worrying are the companies that missed the Internet boat, and cast themselves adrift from the competition. US retailer Kmart allowed Wal-Mart to seize the lead in electronic supply chain management--and never recovered. There are, the authors claim, a thousand other potential examples: "What if Stelios opened an Internet café next to a Virgin Megastore? What if he then installed personal jukeboxes capable of downloading and storing music? What's to stop people going into Virgin, browsing CDs and then walking straight past the till to download the music next door?" The examples are compelling, provided you can wade through the Hewlett-Packard sales talk. One of the book's authors, Nick Earle, is president of HP's e-services division, which focuses on offering services on the Internet. He is well placed to comment on reinvention--HP is in the midst of its own transformation into web giant. The second author, consultant Peter Keen, is an advisor to the US Government on technology, and has written almost 20 books on the Internet business.

If nothing else, From .com to .profit provides great anecdotes, but potentially offers far more--a starting point for creating your own Cisco, eBay or Amazon. --Sally Whittle

Review
"This book provides the solid business basics that companies need to move from the old era of .com to the next era of .profit."(Euro Business, March 2001)

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2 of 3 people found the following review helpful:
2.0 out of 5 stars Packed with 'e-truisms', its value is questionable, 26 April 2001
By A Customer
Marketing executives at San Francisco-based publishing house Jossey-Bass must be furious. Their plan was to promote From .com to .profit as the advice of "the man driving Internet strategy at Hewlett-Packard". But today's high-tech careers move at Internet speed, and by the time the book was published in September 2000, the man in question, Nick Earle, HP's erstwhile president of E-services Solutions, had left to join B2B software leader, Ariba. This turn of events - a clear problem for Jossey-Bass - makes the book's transparent marketing bias even more ludicrous. From the foreword by Ann Livermore, president of HP's enterprise and commercial business, to the thinly-veiled advertisement for HP's E-speak software in the book's conclusion, From .com to .profit is little more than a profile-raising exercise for Earle and his former employer. While the book concedes that "HP came dangerously close to being left behind" as far as the Internet is concerned, it steadfastly - but rather questionably - maintains that the company is now "back in the forefront".

Neither does Earle fail to lavish praise on his new employer. "Ariba's business model is superb," he remarks. He also refers to