Globalization of Indian Business
The document explains how digital networks extend globalisation by integrating business processes end-to-end. It distinguishes e-business—all online business activity across marketing, design, procurement, service, HR, and documentation—from e-commerce, which is the buying/selling and payments subset. Core models include B2B (orders, inventory, distribution, e-payments—cutting intermediaries, costs, and improving transparency), B2C (retail to consumers), C2C (peer exchanges), and C2B (consumer-driven price discovery). Execution needs capable people, hardware/software, dependable connectivity, interoperable systems, and strong security.
Adoption is slowed by strategic gaps (unclear goals/metrics), financial doubts (ROI on tech, telecom, talent), technical hurdles (system integration, legacy constraints), and institutional issues (security, trust, and legal awareness). National e-readiness—infrastructure and user capability—shapes pace and depth of use.
Key applications are e-marketing (data-driven product, price, promotion, distribution), e-procurement (complete online purchasing with global reach and control), e-HR (integrated digital HR), and e-trade documentation/EDI (paperless workflows). Strategically, firms should build on current models while experimenting, choose between a separate e-business unit or integration (often better), commit resources or outsource selectively, and deliver superior online experiences—personalisation, speed, and streamlined transactions. For India, e-business amplifies post-liberalisation integration: lowering costs, widening markets, transferring technology, and boosting competitiveness—while raising familiar risks around inequality, disruption, and cybersecurity.