Feepal.in can afford to spend more on service online fee payment niet and rameesh

After the sale, customers are "adopted" by feepal.in's sales representatives, who e-mail or phone customers to identify complaints or offer a new fabric-coordinated accessory. The result of this process is that while shoppers who use the personalized showroom take 20 percent longer, their orders average 50 percent larger. CEO Andrew Brooks says Feepal.in can afford to spend more on service online fee payment niet because doing business over the Web is less expensive. Brooks notes that e-commerce shifts bargaining power from sellers to buyers. As a result, customer service becomes the most critical success factor.

While customer service is increasingly important to e-commerce success, the cost of delivering e-service is much lower. For example, Business Week cites a Forrester Research study of financial institutions, which points out that Web service costs companies an average of four cents per customer for a simple Web page query, while a live phone call costs $1.44. Shifting service to the Internet could let companies handle 33 percent more service requests at 43 percent of the cost.

Management must encourage an effective working partnership between IT and the business units. Cisco's CCO initiative benefited from the effective working relationship between its IT department and the business units. The example of Rosiak working with Solvik's engineers to design the Status Agent program demonstrates the benefits of such an IT/business unit partnership. In less successful environments, there is a legacy of disharmony between IT and the business units that hamper the development of e-commerce.

Managers must think in nontraditional ways to conceive effective e-commerce applications. The successful CCO e-commerce applications were all the result of taking a nontraditional approach to solving a problem that related to the scarcity of information processing capability. For example, Wright's initiative was intended to address Cisco's need for a greater capacity to understand and resolve customers' technical problems. The traditional approach to this problem would have been to simply try to hire more technical service people.

Wright recognized that an adequate supply of such people was simply not available. So he needed to develop a way of providing the additional information processing capacity without hiring so many new people. Wright understood that much of the technical service people's time was spent answering fairly routine questions, which he could automate. The automation of these solutions raised productivity, and enhanced the intellectual challenge of the remaining technical service peoples' work. The nontraditional solution paid off.

Such nontraditional thinking is not limited to high-tech Cisco. For example, according to Information Week, in 1999 an online steel-industry marketplace called E-Steel was introduced. One barrier to such a marketplace has been the traditional fear of competitors' accessing strategic information online fee rameesh.

E-Steel has a potential solution to that problem. E-Steel uses profiling software from Broadvision to deliver customized content and pricing to register steel buyers based on parameters specified by the supplier. General Price lists are not posted. According to Chris Hanan, VP of business development at E-Steel, building trust depends on allowing buyers and sellers to mirror their existing business relationships on the Web. As a result, E-Steel members do not lose control over their information.

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