How Internetizer Technologies enables global e-business operations

Global E-Business Marketing

The advent of technology has transformed the manner in which corporations work, inform, discover, converse and do trade. In addition, it has revolutionized industries, ultimately assisting in crafting welfare economies and robust financial marketplaces. The creation of dependable it infrastructure is influential in the growth of every developing business. "Internetizer Technologies," a U.S. based company, has set out to serve its clients by providing the entire Internet business package so as to assist companies run effective business operations on the Internet.

Internetizer Technologies has been a pioneering industry in not only Information but also Communications Technologies. It has assisted online businesses by providing powerful and dependable infrastructures of it, enabling companies of every size and kind to discover business prospects with an interactive authority. Internetizer Technologies has introduced a number of it-related products and has been extremely successful and profitable not only in the local market but also globally. Below we discuss their most successful products.

E-Orders

E-Orders" is a high-level Internet-based "tracking," "booking" and "notification" tool, which aims to help businesses in their everyday operations and functions in a money-making manner. This tool offers state-of-art Internet Technology for time-crucial business functions so as to empower corporations with specific-information from manufacturing phase to deliverance of products. The results given by this tool are a one-stop, incorporated communications package furnished to the requirements of online businesses.

E-talk

E-talk is another tool developed by Interentizer Technologies, which allows effectual and cost-effective client contact via an Internet-based, database-driven email generation procedure. In addition, it can be utilized to notify or inform clients about novel products, events, and other significant matters with just one click, devoid of the irritation of publishing, postage and other labor-intensive procedures. In addition, it allows clients to publish brands/Direct mailers.

Web-designing

Internetizer Technologies has been a pioneering web designing firm, which specializes in not only website designing, but also web-based hosting along with human resources solutions. The company also offers outstanding search engine optimization packages.

Web-Content Management

Web-Content Management is a multi-functional software tool designed to ease the content management of any website. It allows the users to make changes on their web site with downloading the website from the Internet. All changes can be made online easily and promptly.

Interentizer technologies: Current status of Internationalization

Interentizer technologies" has aimed to internationalize by giving opportunities to entrepreneurs, worldwide, and the platform to launch successful and effective e-businesses. They make this possible by making accessible high-quality ecommerce tools at an amazingly cost-effective price. Through innovation, technological superiority and a steady drive to advance service intensity, "Interentizer technologies" has received a status for concentrating on the requirements of its clients. It has established its R&D offices in India

Globalization 3.0:

Globalization 3.0 an be defined as an Internet-facilitated platform for manifold methods of knowledge-sharing and work-allocation regardless of not only time and distance but also geography along with language. This has allowed individuals (entrepreneurs) along with small groups to set up and run their businesses on a worldwide basis. While the transition from globalization 2.0 to globalization 3.0 has been masked by the unfortunate incident of September 11 attacks, the Enron Humiliation, and the dot-com boom. This evolution (globalization 3.0) has been considered as one of the leading historical transformation for mankind (Freidman, 2006).

Comparison between Different Phases of Globalization

Before comparing the three phases of globalization, it is important that we understand the basic distinction between the 3 eras. The first era began in 1492 and lasted till 1820. This is where countries made attempts to internationalize. The second era began in 1820 and lasted till 2000. This is where corporations attempted to globalize. The third era began from year 2000 and it still continues. This era has been dominated by individual entrepreneurs and small groups attempting to establish an international presence. It is important to note that the first two phases of globalization had been developed around white, western people. The third phase has been built around individuals from all over the globe (Freidman, 2006).

In the present era of globalization, individuals have got to ask, in fact, can ask: where can I participate in the global struggles of the present day, and how can I, by myself, work together with people on a global basis? However, it is important to note that globalization 3.0 not only varies from the preceding phases in how it has been reducing and flattening our world and in how it has been giving power to individuals, but it is also distinct in that the first 2 phases of globalization (1.0 and 2.0) had been steered mainly by American and European nations and corporations. However, going forward, this is considered to change dramatically. Globalization 3.0 is simply going to be driven by individuals, individuals who are neither white nor western. Simply put, in globalization 3.0 people will see every human race participating in the growth and development of this global village (Freidman, 2006).

Triple Convergence

The first convergence took place when all ten flatteners united around the beginning of the new millennium. This formed a worldwide, Internet-enabled in performing ground that permitted manifold kinds of cooperation on R&D and work, regardless of not only geography and time but also distance and language. It has been the formation of this platform, with its exceptional characteristics, that is the truthfully significant sustainable penetration that has made this world flat (Freidman, 2006).

The second convergence is the reality that the world is now at the initiation of learning to what Freidman (2006) "horizontalizing" ourselves. Both the business world, as well as, the consumer world is departing from a phase where value had been formed almost wholly in "command & control" warehouses, and entering into a phase where value is will be formed by "connect & cooperate," horizontally (Freidman, 2006). Since, the world is moving away from a "vertical-value-production-model" towards a "horizontal-value-production-model," "Internetizer technologies" has got to change the manner in which it conducts its business and reinvent itself so as to stay competitive in this fast-growing technological world.

The third convergence is that just as the world had become flattened, accidentally, three billion people (from India, China, along with the former Soviet Union), who had not been part of the global economy in any significant way rushed into the playing ground. While only 10% of the population is computer literate, this 10% amounts to a workforce of 300 million, which is twice the amount of workers in United States. This has created a pattern of outsourcing from the West to India and China, predominantly. The straightforward theory is that this "triple convergence" of this world with these novel online business procedures, with these three billion novel players, has become the defining moment of the new millennium (Freidman, 2006).

Since both China and India are moving to the top, "Internetizer technologies" has got to not only set up R&D plants in India and China, but also capture these markets by creating custom-designed products for them specifically. In ten years, "Internetizer technologies" should not only be "made in China/India" but also be "designed in China/India," as well as, "sold in China/India." Furthermore, "Internetizer technologies" investment in on-job education will be crucially significant its success in the growth and development of novel and high value-added Internet tools. Investments in not only education but also innovation will be elemental as will the formation of a competitive workplace atmosphere and targeted rewards for employees.

Challenges to developing and implementing "Globalization 3.0" capability

Strategic Aims

Internetizer technologies" should work insistently to retain its hold in each and every strategic sector at the same time as work through all short-term challenges or dangers to the firm's market. Furthermore, the company should introduce the right HR programs so as to attract the most high-quality workforce and allow managers to work to re-create and revitalize themselves as competitive contestants in the quickly transforming global economy (Barca and Becht, 2001).

Also, at this point in time it is essential for "Internetizer technologies" to create regional growth and development plans. Taking on regional strategic planning is a very important requirement to productively achieve comprehensive strategic development planning. The regional development plans ought to then become part of a wide-ranging "Global Development Plan (Barca and Becht, 2001)."

Tactical Aims

Internetizer technologies" should strive for innovation. Innovation will enable it to augment the value of its products, invigorate established markets, enter novel markets, respond to competitive infringement, test novel technologies, and design substitute applications for present products, etc. For "Internetizer technologies" innovation is not a fashion, it is a requirement as it must acclimatize to altering contest, marketplaces, and technologies (Barca and Becht, 2001).

Furthermore, it should evolve its information and communications infrastructure in a way, which allows its workforce, systems, procedures, and the functions within to interrelate, commune, and manage their dealings in more dissimilar ways and with superior accurateness, efficiency, and awareness than ever before, and authorize flow of information and communications to occur in a horizontal instead of a vertical way. It should offer managers an effectual means to allocate information, information dispensation along with decision making, and control in diverse methods than in the past and revamp and reorder its processes in novel ways to generate and improve competitive advantage. It should re-engineer more well-organized and adaptable work flows as well as draw, production, and delivery and data and communications procedures and corporate documents so that activities can occur in a cooperative and corresponding way instead of a sequential style, and product engineers, developers, marketers, along with blue-collar and white-collar personnel from different parts of the company can collaborate with one another. Not only Authority but also responsibility should be considerably entrusted downward so that different levels of administration and various layers of planning and control can be removed. The corporate structure as a result can be considerably flattened, which will help "Internetizer technologies" stay competitive in this flattened world (Barca and Becht, 2001).

Internetizer Technologies becoming a part of the it infrastructure

The role of brainports is simply to successfully manage and guide the objectives of an organization in a user/client friendly way in an industrial/social setting (Chun, 2001). The tools at the disposal of brainports are media, advertising and marketing strategies and effective and approachable public relations tactics. If all these three coincide then the structure of a company can largely benefit from the application of brainports as part of the technological infrastructure (Chun, 2001).

Brainports as Smart Shipping Ports:

The shipping industry has seen a boost in its growth and expansion in the new millennium and it is because of this growth that the shipping industrialists have applied various forms of information technologies available at hand. One of the main problems that is facing the industrialists is the inbound and outbound transportation of some of the heavy and bulky (in size) merchandise: the developing countries particularly have faced challenges with the loading and export of natural resources as well as the import, loading and transportation of the manufactured merchandise (Chun, 2001).

Even though information technology has been applied effectively since the early 1960s and 1970s, the introduction of brainports as part of the technological structure is fairly recent. In fact, the shipping port and harbors that have been built in the recent past decades have applied the technology effectively to incorporate their systems and management in a way that the end result is attained timely and advantageously (Chun, 2001).

Brainports as Intelligent Cities

The concept of brainports can be compared to the administration of an intelligent city or state. In what way, one might ask. The introduction of the concept of brainports has seen some industries establish and administer individualized and separate transport (rail, road) links so that the transportation of goods and merchandise was not hampered by the communal and public traffic affairs. There are of course quite a few companies who do not have the capital to do so, brainports then further helps them to analyze their own finances and growth as well as the urban growth to achieve a compensation which is the next best in line. It is only the introduction of creative and innovative ideas that can help in the achievement of these compensations and goals (Chun, 2001).

Internetizer Technologies

The "Internetizer Technologies" has incorporated the brainports concept in a developmental scenario because of the simple reason that the "Internetizer Technologies" concept covers new, innovative, improvising and creative notions and their applications, which is what is needed for the growth of the brainports' inclusion in the information technology structure (Chun, 2001).

The "Internetizer Technologies" in its execution of amalgamation with the brainport theory can also structure the employees' activities, tasks, management as well as marketing to be encompassed inside a creative structural design. All individual and group activities can be conducted with a creative aim and outlook in mind, all economic and fiscal discussions can be directed by creative management with substance and representation becoming the main characteristics of every product and service, all customer relations norms can b led by dexterous marketing ploys and experience-experience in not only the merchandise and its specifications but also the societal norms of the community that the product will be manufactured and traded in. In short, everything can be done with far more awareness and a lot more creativity and with an open mind (Chun, 2001).

Infosys

When corresponding with Infosys we dealt with the adoption and execution of the brainport technology in a completely different light. At Infosys the main aim was to bring the industrial world face-to-face with the importance of changing and adjusting the management tactics along with the changing marketing and manufacturing strategies and operations and that neither can work without the growth of the other (Barca and Becht, 2001).

The main focus at Infosys was the development of the concept and promotion of the "offshoring" activities. The downside with this approach was that even though one could see what was wrong with their process, but, had very little margin in observing the processes and the advancements of the competitors and other players in the industrial market. The "offshore" activities mainly had four different trends or patterns that were negative in impact on communal, financial and the competition aspects of the industries: The first disadvantageous situation was the incorporation of 2B+ people in the global market. The developing and Asian countries are reaping grounds for most multinationals as they aim to expand the dimensions of their businesses. The second problem was altering and adjusting the universal demographics. This was a problem as the industries, with their aging nations, focused on the talents and intelligence of the youth of developing countries and used or employed them in the foreign businesses hindering the national growth. The third negative was the ease with advanced equipment. The people all over the world are now embracing technology faster and faster, whether it is gadgets or entertainment, which opens limitless opportunities and windows for communication and connecting with the customers on a more personal and widespread level by anyone at any time. The last disadvantage of the situation was the shift in the law and responsibility. With the changing demographics, the laws and responsibilities of the industries had to change and be adjusted, which meant that incorrect or harmful information could spread rapidly about various industries (Barca and Becht, 2001).

To counter these threats, we suggested Infosys to make four changes in their structural and executive preferences since:

We suggested that they adopt the same price for products as the "china price" which symbolized the prices that are affordable on a large scale by the developing nations of the world, to not allow competition to be based on price but quality and availability. Plus, we also suggested that they should concentrate on utilizing capital where it was most cost effective, concentrate on the market structures for a window for supplementary revenue loopholes, trade where they could make best profits and offer employment to those that had real potential and value for the firm amongst many other things (Barca and Becht, 2001).

We made them aware of the fact that customer knowledge had expanded by leaps and bounds over the years and the industrialists/managers at Infosys should not take this lightly. They need to be innovative and improvise faster and a lot quickly with customer satisfaction strategies and CRM strategies to retain, maintain and increase their clientele (Barca and Becht, 2001).

We also stressed on the need to use the information that the world has access to in a way that is more effective then any other competitor and create the maximum opportunities for the most profits generated. It was not about who had the information anymore, because information is everywhere; it was about who did what with the information at hand. They needed to add information in the approach of "people, process, technology (Barca and Becht, 2001)."

Conclusion

Internetizer Technologies" has to keep in mind to change the management system along with the changing strategies and operations of the manufacturing and marketing processes while staying flexible enough to adapt to the pressures, twist & turns and make the most of the opportunities thrown at them, modify their preferences while being innovative and creative.

While the challenges for "Internetizer Technologies" are numerous, the company should resolutely believe that extraordinary opportunities exist for those companies that accept innovation. At present the fundamental element is to (1) educate and (2) innovate. The essential threat/challenge for "Internetizer Technologies" is whether it is ready to do the things required to be aggressive and cutthroat in this increasingly flattening world.

Internetizer Technologies" should be dedicated to work collectively to manage innovations so as to produce significant and sustainable opportunities for themselves. "Internetizer Technologies" is a small company and since it is small, it can move rapidly once it chooses its direction. It ought to choose that track and move swiftly. The company has got to keep hold of its strongest values, look after its resources, accept lifetime learning and go all-out to preserve a business atmosphere that permits its workforce to contend at the global level. "Internetizer Technologies" can and will be successful if it shares this drive with enthusiasm and resolve.