Contents
1. Introduction
2. Executive Summary
3. Background of the company
4. RFID and its significance
5. Wireless Technology
6. Potential of RFID
7. M-commerce and its significance
8. Information Technology
9. Potential of M-commerce
10. Barriers of M-commerce and RFID implementation
11. Issues relating to technology
12. Conclusion and Recommendation
13. References
Introduction
MIS begins where computer science ends. Computer scientists deserve accolades for developing and delivering ever more advanced forms of information technology: hardware technology; software technology; and network technology. Yet because no technology implements itself, there is more to MIS than just information technology. In a sense, an information system is an instantiation of information technology, where the same information technology can be instantiated in different ways. One dimension of MIS, therefore, is that it involves not just information technology, but also its instantiation. There are the rich organizational and political processes whereby a given set of information technology is instantiated and there are the rich organizational and political processes pertaining to the continual managing, maintaining, and changing of the information technology so as to sustain the instantiation. MIS involves the information system and the organization (1999).
An information system and its organizational context each have transformational effects on the other. They are more like the reagents that react to and change each other's properties in a chemical compound than the inert elements that retain their respective properties in a chemical mixture. The reactive process is what leads some MIS researchers to describe MIS phenomena as emergent. In the same spirit, socio-technical systems theory makes the claim that separate efforts to optimize the technical system alone and the social system alone will not only lead to a global suboptimum, but can even be unfeasible in the first place. Equally, the same information system can be a success in one organization but a failure in another, while the same organization can experience success with one information system but failure with another. Hence, the information system and the organizational context must be studied, understood, and managed together, not separately. So another dimension of MIS is that it involves, as reactive and inextricable elements, both an information system and its organizational context ( 1999).
MIS researchers seek to contribute to the documentation, innovation, or illumination of better ways in which people in organizational contexts can use, manage, and maintain information technology. MIS involves what some people own research subjects themselves consider to be a profession and corporate function. Unlike the situation for most behavioral scientists, the relationship between MIS researchers and their research subjects is that the latter are constituents to whom the former are responsible and whom, to some extent, they must serve. Without MIS as a profession or corporate function, there would be no reason for MIS research ( 1999).
The management information system (MIS) is the main device currently used to computerize the majority of agency functions. To guarantee the effectiveness of a MIS, the design must be compatible with cognate agencies. For example, if an information system is being installed in a mental health agency, the data collected should be pertinent to other relevant service providers, not to mention all founders. The core data collected by any agency should focus on clients, workers, treatment outcomes, and the processes critical to service delivery (1991).This information should allow managers to view immediately how clients are served, the types of services that are provided, and the quality of treatment that is offered. This critical output allows agencies to conduct other important activities that are essential to the accountability process, such as cost-benefit analysis. When designing an information system, files are normally in a free-form or fixed-format. Free-form is often adopted to record a client's assessment, treatment, and follow up. This strategy allows personnel to describe clinical activities in great detail. However, the data that are gathered are often difficult to summarize and condense (1991).
Executive Summary
As years pass by new technologies and communication techniques are known. These technologies build a bridge between companies and its clients. The technologies help companies in gaining a better understanding of the clients and it makes clients experience easier and convenient way to transact their business. Two new technologies being integrated into business systems and strategies is RFID and M-commerce. These two technologies provide a different and a better way to serve clients. These two technologies revolutionize the way clients are served and give the clients a different experience in transacting with companies.
A company that makes use of these two technologies is Sony Corporation. This company is constantly evolving and bringing itself to newer heights. The paper will discuss about the background of Sony Corporation a company who is starting to make use of RFID and M-commerce technology. The paper will discuss about RFID its concept and significance. The paper will discuss about m-commerce and its concept and significance. Moreover the paper will discuss about the Potential of RFID and M-commerce. The paper will look into the barriers of M-commerce and RFID implementation. Lastly the paper will discuss issues relating to technology, management and organizational issues. The information acquired will be used to create a conclusion and recommendation.
Background of the company
Sony Corporation is a Japanese electronics manufacturer, with headquarters in Tokyo. Sony designs, manufactures, and sells electronic equipment. It is a leader in the development of consumer electronics goods, such as videocassette recorders, cellular and cordless telephones, compact disc equipment, and television systems. Sony also manufactures computers and related devices ( 2003). Sony actively encourages innovation by its employees. Design engineers are given budgets and time for innovation and experimentation. The company holds an annual contest in which engineers show off their prototypes; bonuses are awarded to those whose prototypes are selected for eventual manufacture and marketing. Sony continually makes and offers new products, most of which are tested in the Japanese market. Sony has been particularly successful in the United States market; however, it is outsold in Japan and elsewhere by Matsushita, another Japanese electronics giant (2003). Sony started with twenty people in 1946, and has grown to 8,000 people in twenty years. In keeping up with such a rapid growth, the company could not depend on the usual yearly hiring of freshmen. Sony gathered a wide variety of personnel by such methods as personal acquaintance, and public announcement. As a result, school history and seniority are never considered by Sony's management. Only the ability and qualifications of a person are considered basic factors for personnel assignments. However, as the company started to grow, Sony's management began to face pressure from the traditional Japanese social influences. To maintain its freedom to act, management thereupon decided to delete a man's school history from his personnel record. It was a bold step to take in Japan. But it resulted in greatly boosting morale, among Sony employees. This decision created a sensation and was highly appreciated by the people who are trying to introduce modern management in Japan (1969).
On the other hand, Sony management became aware that it was a mistake to disappoint the men and their families by completely abolishing the seniority promotion system. For the seniority concept is a firmly established business and social practice in Japan. Still, to keep active and adjustable to keen international competition, and to the fast-developing electronics technology, Sony must have flexibility in personnel management. A compromise has therefore been developed. Sony gives such titles as assistant manager, manager, and general manager to people on the traditional seniority basis. But the functions and the range of responsibility of a section or department are set according to the capacity of the person who assumes the management of that section or department. To carry this idea out, Sony, being flexible, changes its organization as frequently as necessary (1969).
Sony Corporation, considered the most progressive in the Nikkei Corporate Reform Survey, has a very high foreign ownership of 45.3 per cent. This exceeds the total ownership of Japanese financial institutions which run at only 14.9 per cent. This unique characteristic may well be the main stimulus for Sony's pioneering position in quasi-US corporate reform (2001). In a transnational corporation, strategic decision making is either centralized, decentralized, or a combination of both. The level of autonomy granted to a foreign subsidiary depends on a number of factors, including the type of product or service being sold, capital and resource requirements, and the financial impact that the affiliate's performance has on the company's overall operations. In a centralized management approach, foreign subsidiaries have limited decision-making authority and most important matters are made by senior-level managers. The Sony Corporation, for example, is very much a centralized company. The company's board of directors is mostly Japanese and strategic decision making occurs principally in the Tokyo headquarters (2001).
Radio Frequency Identification
Radio frequency stands for electromagnetic waves of a wavelength suitable for wireless communication. In place of a bar code, an RFID system uses a plastic tag, sometimes as small as two matches laid side by side. Embedded in it is a digital memory chip the size of a pinhead. For the most part, the tag contains more information than a bar code. Because radio is used, tagged products do not have to be aligned carefully for scanning. In its more sophisticated read-write version, RFID has an even more stunning advantage. Without touching or removing the tag, a user can alter the information on it. The user can change the itinerary of a component on the factory floor, for example, or the destination of a shipment or break it up into smaller segments headed for various cities. Compared with the RFID, the bar code is somewhat dumb. RFID is one of the important items in supply chain management ( 2003).
In a typical read-write application, a product with an RFID tag moves down a conveyor or through a warehouse door aboard a forklift truck. The tagged product passes a gate or checkpoint, with a stationary antenna the size and shape of a small dinner plate. A transmitter sends a burst of radio waves through the antenna to the chip inside the tag to read the information stored in it, to change the information, or to impart a new message. The tiny RFID tag has an antenna of its own, a loop of copper plating (f 2003). RFID tags are tiny, it carry between 64 and 96 bits of information and have a life of at least ten years. They are inexpensive and can be energized and activated by radio waves from a scanner/receiver in close proximity, or can be hooked up to a battery. After being activated by the transmitter's power, the RFID tag then passes the information to the retailer's stock system. RFID tags have already been trailed and applied in a variety of applications. Applications that give different benefits to different kinds of businesses.
McDonald's and KFC are trialing RFID tags; the US Department of Defense will be incorporating RFID tags to improve the management of inventory through hands-off processing; Nokia is incorporating the tags in some of its mobile phones; theme parks are providing them on wristbands to identify the positions of children; and the European Central Bank is considering incorporating the tags on new Euro notes to reduce counterfeiting and track illicit monetary flows ( 2003). For retail companies RFID is important and significant. It provides a different way for them to give service to its clients. New store technology will improve reliability for both customer and retailers.
When a customer selects an item and adds this to their shopping trolley, retailers will read the merchandise's RFID tag and present the details to the shopper via shopping trolley mounted visual display. No longer will the customer be disadvantaged by the omission of shelf pricing or getting to the checkout only to be told that the product is not on the system and needs a delaying price check. Through the use of the unique RFID tag the customer will be advised of these details at the point of merchandise access which is the shelf or bin stocking the merchandise. Once the price information absence is detected, the retailer's system can search or calculate the price before the checkout is reached. Aiding the retailer, this technology will indicate the low or out-of-stock situations at the shelf as customers place the item into their trolley, long before the item is removed from the inventory system at the checkouts. Stocks can be replenished earlier as different clients buy the companies products. Staff will have a perpetual inventory rather than depending upon physical stock updates ( 2004).
Wireless Technology
Wireless technology has distinguished itself as a potentially low-cost solution to the issues of universal service and access, in both the developing and developed worlds. At present, costs for wireless access are less distance sensitive, thereby offering access solutions to rural communities and geographically isolated regions. But it is clear that the costs of wireless access services, when compared to wire line access, will soon be significantly cheaper, even for residential and business communities in highly populated cities. This alteration of the cost curves for wireless and wire line access services represents a significant opportunity to employ liberalization to reinforce a significant trend: decreasing costs for access in the telecommunications industry. If increased competition in wireless access can help decrease costs, the increased service penetration that follows should lead to more opportunities for economic and political participation (1997). Wireless technology has also been at the foundation for a third kind of competition in the telecommunications marketplace globally: wireless access. In the United States, the most prevalent form of wireless access has gone under the name of cellular telephony, with mobile phones targeted mostly to high-end customers.
In a number of countries throughout the world, multiple providers have been licensed to provide competing services in a given geography. In most cases, that geography has been national, but, in the United States, a variety of large and smaller companies have developed to provide service in a wide range of service areas (1997). Technology changes culture. That much is clear from the experience most of us have had with the introduction of new technologies in our lifetime, such as the telephone, television, and the computer. There exists a whole wealth of literature on the relationship between technology and culture, ranging from the examination of printing presses and stirrups, to the development of the city, the sciences, and the technologies of the modern age. There are fewer consensuses on what kinds of consistent patterns can be drawn from these diverse examples. Nevertheless, the political and economic scientists have largely agreed on a term for the process particularly modernization (1997). One example of wireless technology is the use of Radio Frequency Identification (RFID). Increasingly different industries are turning to a method called radio-frequency identification (RFID). RFID has a great potential and is said to create positive change for a company who will use it.
Potential of RFID
Radio frequency identification of unique products in distribution and supply chains appears to be a burgeoning revolution for some of the world's largest companies. Companies both large and small produce and distribute billions of products annually to wholesalers and retailers. Tracking shipments, monitoring and controlling inventories, and maintaining inventories represent a significant business effort. While bar codes have provided many advantages in the retail industry, they have also been a major asset on the manufacturing floor. Components and sub-assemblies are bar coded to improve materials handling and increase productivity and maintain inventories at optimum levels (2004). Bar codes are easily scanned with a variety of electronic devices as part of automated data recognition and materials handling systems. However, barcodes are an optical line-of-sight technology where the scanning device must see the barcode to be read and interpreted. Barcode labels may be scuffed, damaged, or wrinkled, which makes it difficult to obtain a valid scan. Additionally, barcodes are not really automatic identification technology, as they are usually read just a few times. It is at the time of the reading that people know anything about the product, such as at a checkout counter (2004).
The concept of radio identification is not new, but a novel invention and innovation brought about by the convergence of a number of technologies. These technologies include the discovery of radio waves, the invention of the transistor and microprocessor, and other developments. Radio identification tags offer many of the same benefits as barcodes, but also include many other advantages. Several significant advantages of RFID tags are that they are radio devices and can be read while they are moving, do not require a line-of-sight positioning, and can store large amounts of data. There are many applications where RFID tags can be used. Some of the more common applications include automatic toll collection, wildlife and livestock tracking, railway car tracking, inventory control and monitoring, and retail anti-theft systems. Current usage of RFID tags is primarily directed toward large shipping containers and palletized goods and high-value goods and products. Radio frequency technology can provide retailers with automatic customer recognition systems to provide more convenient service and speed to customers (2004). RFID helps companies have a more organized and highly advanced way of managing their inventories and supplies. Sony uses this kind of technology to monitor their inventory and supplies. They also use this to monitor the activity of their products when in the different stores they have and when the said products are being shipped to the different locations.
M-commerce
The wireless Internet and its commercial usage, known as mobile commerce (m-commerce), represent opportunities as well as challenges for entrepreneurs. The mobile Internet is in an evolutionary phase similar to the one the traditional Web entered five or six years ago. A limited number of online services are available to users. However, the potential for the mobile Internet has already gained wide acceptance. According to a market research firm the global market for m-commerce is expected to reach $200 billion by 2004. Other people says that companies are beginning to consider m-commerce as a high priority because they are unwilling to make the same mistakes that led them to underestimate the potential of the traditional Web. Companies that view mobile devices merely as additional front-ends for the delivery of Web-based content and services will find it difficult to succeed in the new era of ubiquitous communications and commerce ( 2003).
On the other hand, those entrepreneurs who understand that the mobile Internet is a unique business challenge and opportunity and embrace it as such can build m-commerce strategies that capture market share. Offering information, services, and providing transactions via devices that allow the user full mobility are elements positioned in the core of mobile commerce. M-commerce represents a different business philosophy and requires different business models. It will make the business environment more demanding on companies in an m-commerce environment. A huge number of business opportunities will pop up, and it is up to a new generation of entrepreneurs to take advantage and fully exploit those opportunities. The question is not whether the new technology and its mobile commerce applications should be adopted. The question is when and how to adopt m-commerce. What applications are already profitable for small and medium-sized businesses? How can they be successfully implemented? What is coming up in the technological pipeline? Visionary entrepreneurs, such as , who dreamed of having a computer on every desk, will succeed, will get rich and famous ( 2003).
Mobile network operators are challenged by declining margins in their traditional business. Declining revenue per user represents a phenomenon that will force network operators to implement new services continuously to remain competitive and turn around the trend of the decreasing marginal revenue. Value-added services will become an important new source of revenue and will accelerate the rapid growth of mobile commerce. Forecasts estimate that, by 2010, mobile services will be generating about half of operator’s average revenue per user. The operator’s role as portal providers and content aggregators often through alliances with content and service providers will allow them to offer customers a new, more personalized and comprehensive range of information and services, while enabling them to differentiate themselves from the competition ( 2003).
Growth in mobile commerce is likely to be driven by alliances between banks and telecommunications companies. Both parties have particular strengths which if brought together can add considerable value. Banks have a banking license, credit verification skills and an established retail network. Mobile operators provide a modern brand image and the infrastructure of a mobile network. Both have a large customer base upon which to draw. While some companies have made public their objective to provide financial services when restrictions on the allocation of banking licenses are lifted, others believe that the partnership route is the way forward. So far, banks have taken a cautious approach and built their mobile capabilities for small numbers of customers on a trial basis. They now face the challenge of scaling up the infrastructure to cope with larger volumes of users (2002).
Information Technology
For businesses, information technology (IT) is only a means to an end. Information Technology is the use of knowledge to make and implement commercial decisions. Efficient organizations require established systems to enable them to make the best possible decisions in the situations they are likely to meet. Thus an organizational information system should collect data, analyze and present this as useful information that can be retrieved as the basis of expert knowledge at the point of decision. Once decisions are made they must be passed on to those who implement them, carried out, and the success or failure of the operation monitored ( 2002). Increasingly decisions can be automatically implemented using the technology, thus enabling organizational objectives to be achieved with maximum efficiency. In many cases businesses could even profit from having their physical plant destroyed, but could never recover from losing their information resources. Hence some economists argue that information is a fourth major factor of production which is of increasing importance. However, an important point not so far stressed, is that the business information that has been described is not just a series of isolated lists but is all interrelated. If one piece of information alters then many other items will be affected. In other words a business’s information is a system and should be organized accordingly ( 2002).
The quality of an information system will depend not only upon the excellence of the hardware and the subtlety of the software employed, but also on the accuracy and relevance of the data collected, plus the quality of the human professionals who use the system, This, in turn depends upon the extent to which the organization succeeds in coordinating and motivating employees to achieve corporate objectives. From all of this, and a measure of common sense, some preliminary principles of good information management may be suggested. The contribution which modern information technology particularly through a good information management will ensure that information available to decision makers is appropriate, accurate, timely, easily accessed, economically provided, consistent, safeguarded and of high quality. Many organizations are dependent on information technology and information systems in running the business. These information systems are often very complex and very expensive to develop, therefore organizations need a way to develop such systems in order that they can realize the benefits expected of them. The information systems must deliver the requirements of the business plan or strategy Many cited examples of IT delivering substantial benefits or efficiencies are the result of the convergence between computing and communications technologies ( 2002). For example, a modern supermarket certainly uses computers for pricing products at the checkout and performing related stock control, ordering, accounting and loyalty card tracking. However, the whole system involves the convergence of many technologies, including optics, lasers, materials handling, magnetics, communications and transportation. Take out any of these components and the system would need to be redesigned. Therefore people are likely to see an evolution from IT to ST (system technology). What is often referred to as an information system can be thought of as the brain and nervous system of a wider system of some kind ( 2002).
Potential of M-commerce
In the new decade, the call for information technology will be information, any time, any place and on any device. Accordingly, e-commerce is poised to witness an unprecedented explosion of mobility, creating a new domain of mobile commerce. Mobile commerce, or m-commerce, is the ability to purchase goods anywhere through a wireless Internet-enabled device. Mobile commerce refers to any transaction with monetary value that is conducted via a mobile network. It will allow users to purchase products over the Internet without the use of a PC. The potential of m-commerce is considerable for those willing to develop mobile-specific business strategies. As m-commerce matures, current mobile operators will rely less upon usage fees and increasingly derive revenues from content and services (2001). Additionally, m-commerce is going to bring about a massive change in the way users consume products and services. Mobile devices offer users the ability to receive information and perform transactions from virtually any location on a real-time basis. M-commerce users will have a presence everywhere, or in many places simultaneously, with a similar level of access available through fixed-line technology. Communication can take place independent of the users location. The advantages presented from the omnipresence of information and continual access to commerce will be exceptionally important to time-critical applications (2001).
The agility and accessibility provided from wireless devices will further allow m-commerce to differentiate its abilities from e-commerce. People will no longer be constrained by time or place in accessing e-commerce activities. Rather, m-commerce could be accessed in a manner which may eliminate some of the labor of life's activities. For example, consumers waiting in line or stuck in traffic will be able to pursue favorite Internet based activities or handle daily transactions through m-commerce applications. Consumers may recognize a special comfort which could translate into an improved quality of life. Knowing the location of the Internet user creates a significant advantage for m-commerce over wired e-commerce. Location-based marketing, via global positioning technology, will soon be available in all mobile devices. Through GPS technology, service providers can accurately identify the location of the user. Utilizing this technology, m-commerce providers will be better able to receive and send information relative to a specific location (2001). Since mobile devices like cell phones are almost always on, vendors will know the location of their customers and can deliver promotions based upon the likely consumer demands for that location. Mobile devices are typically used by a sole individual, making them ideal for individual-based target marketing. Mobile offers the opportunity to personalize messages to various segments, based upon time and location, by altering both sight and sound. New developments in information technology and data-mining make tailoring messages to individual consumers practical and cost-effective. Relevance of material and the de-massing of marketing become possible through the personal ownership of mobile devices (2001). M- Commerce’s main potential is it being cost lesser than traditional e-commerce. In e-commerce there are different materials needed to use the marketing technique while in e-commerce the materials needed are lessened. Sony is continuously making use of mobile commerce it takes advantage of this new technology to inform clients about their products and make them buy these products.
Barriers of M-commerce and RFID implementation
Once the strategies are formulated and new technologies are discovered, they need to be implemented. The implementation process should consider the risks involved, with an incremental approach when they are high. For a manufacturing company, smaller quantities of the product are produced. The products are evaluated by comparing them to performance specifications and customer needs. At this point, the seven quality control tools and the daily management techniques are applied. The evaluation phase then detects if the products conform to specifications. If so, full-scale production commences. There is, however, a need to continue routine testing of the production process to ensure that product specifications are still being satisfied. The goal of this phase is to ensure that the company is doing the right things ( 1993). In the implementation of M-commerce and RFID there are different barriers this include the claim that these two if not used well can lead to abuse, conflict with laws and traditions in different countries, technological incapacity of different branches, and limitations of the technology used. In the implementation of M-commerce and RFID a barrier is the claim that these two can be used for abuse. RFID and M-commerce is said to be possibly used for negative things and things that can give more problems to people. In the implementation of M-commerce and RFID a barrier is these two can have conflicts with the laws and traditions of the countries that a certain company is located.
A reason why RFID and M-commerce is not sometimes implemented is due to the conflict with the laws and traditions of different countries. Some countries are so strict in permitting new technologies to be used. While in other countries want to maintain their tradition and contradict new technology. The law in one country is different from one another this prevents the two territories to communicate with each other. Moreover a barrier to the implementation of RFID and M-commerce is technological incapacity of different branches. Not all branches have the same capabilities. Some can accommodate the new technologies while others cannot. This makes implementing RFID and M-commerce more difficult. Lastly a barrier to the implementation of RFID and M-commerce is limitations of the technology used. There are instances where the new technology is not compatible with the technology currently use. This makes the implementation harder and gives companies more problems.
Issues relating to technology
New technologies can affect the marginal productivity of production factors and hence the derived demand for inputs when they are non-neutral and exhibit either capital-saving or labor-saving effects. The direction of technological change has important consequences for the equilibrium levels of the market price for inputs. . New technologies can be either centripetal or centrifugal according to their impact on regional and industrial concentration. In the latter case new technologies, such as electric power and lately advanced telecommunications, favor the even distribution of firms and plants in regional space and the reduction in their minimum efficient size. In the latter, new technologies, such as petrochemistry and assembly lines, may favor concentration when they lead to relevant economies of scale and scope (2002).
The introduction of technological changes in fact is not free nor is it the result of an autonomous process. It requires the intentional investment of dedicated resources to conduct research and development activities, to acquire external knowledge and take advantage of new technological opportunities and to elaborate upon tacit learning processes, to generate localized knowledge. Localized knowledge consists in fact of the accumulation of the benefits of experience and learning by doing, learning by using, learning by interacting with consumers, learning by purchasing.
Firms are able to upgrade the existing technology only when they can blend the generic knowledge made available by new scientific discoveries and general movements of the scientific frontier with their own technological know-how. Hence localized knowledge makes it possible to capitalize on the generic knowledge with the know-how acquired using the techniques currently in use. This dynamic leads firms to prefer to remain in a region of techniques which are close to the original one and continue to improve the technology in use. Firms induced to innovate by irreversibility and disequilibrium in both products and factors markets search locally for new technologies. The direction of technological change is influenced by the search for new technologies that are complementary with the existing ones. The rate of technological change in turn is influenced by the relative efficiency of the search for new technologies.
This is all the more plausible when the introduction of technological changes is made possible by the accumulation of competence and localized knowledge within the firm (Antonelli 2002). As new technologies become available technological changes becomes imminent for companies. New technologies like RFID and M-commerce promote changes in different companies like Sony Corporation. It gives companies a new strategy but additional concerns. It urges people within the company to adjust to changes that abruptly happen so that they can compete with rival companies.
Conclusion/Recommendation
An information system and its organizational context each have transformational effects on the other. They are more like the reagents that react to and change each other's properties in a chemical compound than the inert elements that retain their respective properties in a chemical mixture. Sony designs, manufactures, and sells electronic equipment. It is a leader in the development of consumer electronics goods, such as videocassette recorders, cellular and cordless telephones, compact disc equipment, and television systems. Sony also manufactures computers and related devices. Sony actively encourages innovation by its employees. Wireless technology has also been at the foundation for a third kind of competition in the telecommunications marketplace globally.
RFID has a stunning advantage. Without touching or removing the tag, a user can alter the information on it. The user can change the itinerary of a component on the factory floor. RFID is one of the important items in supply chain management. Radio identification tags offer many of the same benefits as barcodes, but also include many other advantages. Several significant advantages of RFID tags are that they are radio devices and can be read while they are moving, do not require a line-of-sight positioning, and can store large amounts of data. M-commerce represents a different business philosophy and requires different business models. It makes the business environment more demanding on companies in an m-commerce environment.
M-commerce is going to bring about a massive change in the way users consume products and services. Mobile devices offer users the ability to receive information and perform transactions from virtually any location on a real-time basis. M-commerce users will have a presence everywhere, or in many places simultaneously, with a similar level of access available through fixed-line technology In the implementation of M-commerce and RFID there are different barriers this include the claim that these two if not used well can lead to abuse, conflict with laws and traditions in different countries, technological incapacity of different branches, and limitations of the technology used. Since there are different barriers to the implementing M-commerce and RFID companies can find out reasons for these two technologies to be adaptable to the different barriers. In doing so the barriers can be slowly removed or lessened and the technological changes can be initiated.
Companies can also initiate slow addition of these changes to their technology and system. By doing this companies can use the two new technologies and they can help the personnel adjust to the new technologies. Moreover to ensure that the two technologies will not be abused companies must add security tools to it. These security tools should be highly strict and impenetrable to ensure that no other problems will come out. Lastly companies to conquer the barriers can engage in partnerships and collaborations with other companies that are not their direct rivals. Companies can engage in collaboration with others to withstand the barriers. By doing this the coverage of the barrier will be smaller and it is easier for companies to break the barrier. As more companies combine each others assets it will be easier to remove the barriers of implementing the two new strategies.
0 comments:
Post a Comment