DD. Phan/Information Management 40(2003)581-590 Firm I ucture: Administration and management distributed financial and planning On-line personnel and benefits administration, sharing and dissemination of company informa time and expense reportin Technology Development rosettanet standard Common Access Manager with Landing Zone application for access control 28 Bit Third-party SSL Encryption and Global Server ID(GSID) vpn Collaborative product design nowledge sharing with value chain partners On line access of r&d information for sales and services Online direct payment and e-procurement via exchanges and market places. disoPeration Outbound marketing and ERP, integrated Integrated Real time Web based nformation ansactons collaboration n line customer ns ustomers and artners on entory On-line monitoring On-line access ofproduct info, and FOn-line collaboration On-line web ailable for sales elivery schedule features. nd knowledge sharin Online tracking Customer-centric, with value chain ocuremen On-line Id CRM that artner llaboration ers loaded On-line ordering and ustomer profi count website Web based ustomer account Web based order hedule, delivery ustomers account Fig. 3. E-business applications of Intels value chain. Building e-business to complement rather than tionships with value chain partners, Intel strength cannibalize traditional ways of competing: Intels ened its strategic market position e-business system was intended to strengthen its Support from top management: Thanks to the early market, profits, and competitive advantage. Intel sion and support from Andy Grove, all Intel e- was able to fend off lower cost substitute products business teams received necessary resources and with its Celeron products while maintaining good cooperation to develop and test the new system profit margins on its Pentium lines. By continuin Focusing on quality of connections: For a global to maintain innovation and tight supply chain rela company like Intel, connectivity can be a realBuilding e-business to complement rather than cannibalize traditional ways of competing: Intel’s e-business system was intended to strengthen its market, profits, and competitive advantage. Intel was able to fend off lower cost substitute products with its Celeron products while maintaining good profit margins on its Pentium lines. By continuing to maintain innovation and tight supply chain rela￾tionships with value chain partners, Intel strength￾ened its strategic market position. Support from top management: Thanks to the early vision and support from Andy Grove, all Intel e￾business teams received necessary resources and cooperation to develop and test the new system. Focusing on quality of connections: For a global company like Intel, connectivity can be a real Fig. 3. E-business applications of Intel’s value chain. 588 D.D. Phan / Information & Management 40 (2003) 581–590