E-business: Marketing and Virtual Value Chain

Capabilities of a firm are created through tangible and intangible resources and allow them to perform everyday tasks. These capabilities become core competencies when they develop into a

Selecting a business strategy that details valuable resources and distinctive competencies, strategizing all resources and capabilities and ensuring they are all employed and exploited, and building and regenerating valuable resources and distinctive competencies is key. The analysis of resources, capabilities and core competencies describes the external environment which is subject to change quickly. Based off this information a firm has to be prepared and know its internal resources and capabilities and offer a more secure strategy. Furthermore, resources and capabilities are the primary source of profitability. Resources entail intangible, tangible, and human resources.

Digital technology has transformed our world. Smart phones, tablets and web based devices changed our daily lives and the way we communicate. Within digital healthcare infrastructure, creation of Electronic Health Records (EHR) transformed the way care is delivered and compensated. EHR is the digital version of a patients paper chart. EHRs are the real time, patient centered information available for authorized health care providers. Through EHR, health information can be created, managed and shared between providers. EHRs can share the information between providers and organization, so that they comprise information from all clinician involved in a patients care (Aziz & Alsharabasi, 2015). EHR includes many potential capabilities, but three

An electronic health records (EHRs) has the simplest, digital (computerized) versions of patient 's paper charts. But, (EHRs) when fully up and running are so much more than that. EHRs are real-time patient-centered records. They make information available instantly "whenever and wherever it is needed." And they bring together in one place everything about a patient 's health. EHRs can: contain information about a patient 's medical history, diagnoses, medications, immunization dates, allergies, radiology images, lab and test results; offer access to evidence-based tools that providers can use in making decisions about a patient 's care, automate and streamline provider’s workflow, increase organization and accuracy of patient information, support key market changes in payer requirements and consumer expectations. One of the key features of an EHR is that it can

Over the past decade, virtually every major industry invested heavily in computerization. Relative to a decade ago, today more Americans buy airline tickets and check in to flights online, purchase goods on the Web, and even earn degrees online in such disciplines as nursing,1 law,2 and business,3 among others. Yet, despite these advances in our society, the majority of patients are given handwritten medication prescriptions, and very few patients are able to email their physician4 or even schedule an appointment to see a provider without speaking to a live receptionist. Electronic health record (EHR) systems have the potential to transform the health care system from a mostly paper-based industry to one that utilizes clinical

With the introduction of Electronic Health Records, there has been a paradigm shift in the healthcare industry. With the digitization of patient data, sharing details across healthcare settings has become not only easy, but also innately helpful. Most healthcare services have already adopted EHR, and those who haven’t have started doing so.

Effective value chain as a competitive advantage can contribute significantly to the prosperity of a firm in the competitive arena, but it can cause dire situations if not operated properly (Guy, 2011). However, there are conflicts among companies as to how stakeholders think they gain competitive advantage. Porter (1996) suggests: A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at lower cost or do both.

Based on this week’s reading, core capabilities or competencies are defined as the main strength of organization based on their specific knowledge sets, skills, and technical capacities that render organizations competitive advantage in the industry (Bateman and Snell, 2014). When organizations are rooted in well-established core competencies, it would be difficult for competitors to imitate their competitive advantage.

(HealthIT, 2014) Today’s healthcare has been profoundly transformed by computer technology, smart phones, tablets, and web-enabled devices have changed the way we communicate at work and home. Healthcare is full of data and this information is better processed with a seamless flow of information using a digital infrastructure that develops the EHRs. These systems incorporate and control the digital progress that can transform the way healthcare is delivered and compensated. (Levingston,

Physician’s offices and different facilities have modified considerably over the last twenty years. Technology has influenced everything in health care. it 's influenced the means info is unbroken, stored, shared and analyzed. within the future, we will expect technology to still modification and improve the means health care is delivered. it 's the expectation that technology can improve the general public health and reduce the overwhelming price of health supply.

The Personal Health Records (PHRs) are the innovative solution to the problems associated with fragmented communication and lack of interaction among the Medical Record Systems (EMRs) (Henriksen et al., 2008). It allows patients to access their healthcare data in the secure environment and increases patient 's engagement in medical care. The PHRs are also known as patient portals. They help patients in getting relevant medical data from their provider. In spite of recent policy efforts to develop the usage of health informational technologies and increase the accessibility of PHRs in different health institutions, PHR adoption level remains relatively low overall.

For example, some electronic health record software allows a patient portal to be created within the system. A patient portal gives the patient the opportunity to e-mail their physician directly, schedule appointments, view results of their appointments, and to request refills of their prescriptions (HealthIT.gov, 2014). Having the ability to e-mail their physician directly allows the patient to communicate effectively with their doctors to address questions or concerns they may have without having to schedule an appointment. It is also easier for a patient to review a written reply from their doctor instead of trying to recollect the information mentioned in-person or from a telephone conversation (Weaver, Lindsay, & Gitelman, 2012). Health care providers also have the advantage of being able to connect with their patients through the portal. Similar to the connections amongst facilities, having an electronic connection to their patients allows the patients to receive pertinent information from their doctor in a timely manner, regarding conclusive lab results or regarding future appointments. The database of patients allows providers to send e-mails to select patients with a specific condition and update them with new health information as well. This means that those who have been diagnosed with a specific

For a business to be successful and have a competitive advantage, it is important to evaluate the company’s resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive assets owned (tangible or intangible) whereas capabilities are what the company can do with this (Grant, 2010). “Establishing competitive

This strategy emphasizes the use of an organization’s resources and capabilities to achieve a core competence that cannot be imitated by competitors. Furthermore, the resource based school argues that if an organization distinctively improves its internal capability; that is being able to have effective inside machinery to deliver products and services to customers, the organization will enjoy a massive advantage in the market. This school also argues that in order to have a competitive advantage, an organization must have resource and capabilities that are sophisticated to those of competitors (QuickMBA,

To begin with, heterogeneity of capabilities and resources of firms, which is explained as “enduring and systematic performance differences among relatively close rivals”, provides a foundation of the resource-based view (Song, et al.,2006). The implication of this assumption is that core competence conveys the valuable and unique feature of products to customers. The RBV disagrees with the opinion that the resources are homogeneous; if homogeneity is assumed to be essential to develop a proper strategy, the strategy can be easily copied by competitors, which will ultimately result in the dissipation of above-normal rents. Conversely, the unique and fixed resources on hand will lead to outstanding performance and ultimately turn to be a competitive advantage, under the circumstances that sustainable competitive advantage is achieved in an environment where competition does not exist.