Introduction
The contemporary business environment is highly competitive, and an online presence is necessary to withstand competition. While companies can utilize various methods to promote their e-business, small brick-and-mortar enterprises must be careful in selecting due to having limited resources compared to more prominent, more experienced corporations. The current firm can choose between such technology solutions as cloud computing and business analytics and intelligence. However, one of them is likely to be better at meeting the company’s requirements.
Technology Solutions
Selecting the most beneficial option for creating a sufficient online presence is a demanding task, which can be approached using a decision matrix (DM). Appendix A of the current report contains Table 1 with DM for the two identified solutions. DM allows for better resolution by assessing each option based on relevant technological requirements (TRs), scored from 0 to 5, with a higher number representing the more suitable alternative. Each TR is also ranked from 0 to 5 depending on its importance for the final decision (Mind Tools Content Team, n.d.). For example, the primary objectives are developing a digital presence, encouraging growth, and intensifying the focus on the client. Consequently, TRs 1 and 5 in DM are evaluated as 5, while TR 6 of providing reporting is estimated as 3. Accordingly, DM for the two potential assists in determining the most relevant for the business’s purposes.
Cloud Computing Technology
The first potential solution for helping the company under discussion start operating online is cloud computing (CC). The technology scored 5 in meeting TR 1 due to CC allowing small firms to establish themselves and introduce new products while promoting e-commerce (Attaran, 2020; Sohaib et al., 2019). CC’s correspondence with TR 2 is likely to be rated as three since, while facilitating supply chains’ work, the solution does not focus on storage matters (Attaran, 2020). However, CC fulfills TR 3 well, which can be evaluated as 5, because of providing information visibility and pay-as-you-go models (Attaran, 2020; Sohaib et al., 2019).
TRs 4 and 5 can also be estimated as five since the technology enables information sharing and collaboration alongside customer relationships and service management (Attaran, 2020). Nonetheless, CC does not appear to correspond with TR 6, as it is unclear how well the solution provides reporting. CC’s ability to meet TR 7 can be scored as four since CC can increase productivity and enhance client connections (Attaran, 2020; Sohaib et al., 2019). CC meets TRs well for the current business.
Several gaps should be considered when considering the use of CC. First, cloud services differ in performance, pricing, and specification (Sohaib et al., 2019). Therefore, the company selecting such a technological solution should be mindful of choosing a vendor to address the firm’s specific needs better. Second, data privacy and storage are among the primary challenges of applying CC since protecting and storing customer data is likely to be challenging (Almarabeh & Majdalawi, 2019). Third, security is also a primary CC concern because information may be accessed and altered during processing (Almarabeh & Majdalawi, 2019). Although CC meets the majority of TRs moderately well, if the solution is implemented, the enterprise will likely have to overcome substantial obstacles.
Business Analytics and Intelligence Technology
The second possible technology option is business analytics and intelligence (BAI). The approach’s primary feature is interpreting information and generating relevant action plans (Zhao, 2021). The solution has several advantages, yet its ability to meet TRs 1 can be evaluated as 0 since BAI is oriented toward handling data rather than creating an online presence (Verma & Sharma, 2021; Zhao, 2021). BAI also does not correspond well with TRs 3 and 5, which can both be ranked as 1. BAI may provide details about customer contacts and order status but cannot control online payment (Verma & Sharma, 2021; Zhao, 2021).
The technology can facilitate particular but not all TRs 2, 4, and 7 operations, which can all be scored as 3. For example, BAI can oversee inventory and offer insights on shipping, sales, and client relationships, yet it needs help to direct these processes (Verma & Sharma, 2021; Zhao, 2021). However, BAI can be invaluable in producing reports about the business’s various functions, like operational efficiency, consumer trends, and marketing, ranking TR 6 as 5 (Verma & Sharma, 2021). BAI only meets some TRs well but addresses several influential elements.
Companies considering the adoption of BAI should be aware of the option’s gaps. BAI’s preliminary deficiency and strength are that the technology is focused on analyzing data and generating reports. This feature implies that BAI can facilitate better decision-making based on obtained information but cannot control processes that deliver the knowledge (Verma & Sharma, 2021; Zhao, 2021). Moreover, while business analytics and business intelligence are closely connected, the two methods are also distinct. The former prioritizes predicting future trends, whereas the latter assesses current operations (Zhao, 2021). Therefore, firms adopting BAI must understand that the solution is helpful but only for some problems and has emerged from two different methods.
Recommendations
Recommended Solution
Out of the investigated options, the one that can be recommended for the business under discussion is CC. As evident from the above examination and DM in Appendix A, CC is better at meeting TRs for the company compared to BAI. Nonetheless, there are more reasons for suggesting CC over other technology. First, CC is more appropriate since the primary objectives are establishing an online presence, facilitating growth, and focusing on the client. BAI can offer valuable information on the listed elements, but CC is the one that enables the achievement of the goals (Attaran, 2020; Sohaib et al., 2019; Verma & Sharma, 2021).
Second, since the brick-and-mortar firm is small and is only starting to enter e-business, there may need to be more data for BAI to analyze regarding its digital operations to offer meaningful insights. Although both of the reviewed options have certain deficiencies, CC is the better solution for entering the digital market.
Overall Benefit
The overall benefit CC presents is assisting the company in improving its operations and facilitating its e-business. For instance, CC can enhance efficiency by running different applications and handling data for investment savings, sustainability, simplified operations, and making the firm’s functioning more dynamic (Attaran, 2020). CC can also position the business for future online growth by forcing the firm to reinvest in itself and develop further. For example, CC will likely place the company in an expanded supply chain with increased productivity and new technologies (Almarabeh & Majdalawi, 2019; Attaran, 2020; Sohaib et al., 2019).
Conclusion
Overall, the advantages of implementing CC include flexibility, reliability, and reduced costs of managing e-business (Almarabeh & Majdalawi, 2019). CC may only meet some technological requirements for the firm, yet the solution can substantially assist the company in starting to function online.
References
Almarabeh, T., & Majdalawi, Y. K. (2019). Cloud computing of e-commerce. Modern Applied Science, 13(1), 27-35. Web.
Attaran, M. (2020). Digital technology enablers and their implications for supply chain management. Supply Chain Forum: An International Journal, 21(3), 158-172. Web.
Mind Tools Content Team. (n.d.). Decision matrix analysis. Mind Tools. Web.
Sohaib, O., Naderpour, M., Hussain, W., & Martinez, L. (2019). Cloud computing model selection for e-commerce enterprises using a new 2-tuple fuzzy linguistic decision-making method. Computers & Industrial Engineering, 132, 47-58. Web.
Verma, C. P., & Sharma, V. (2021). Business intelligence and its vital role in e-commerce. International Journal of Research Publication and Reviews, 2(8), 823-833.
Zhao, Y. (2021). Transformation of business analytics from business intelligence. E3S Web of Conferences, 253, 1-4. Web.
Appendix A
Decision Matrix
Table 1. Decision Matrix for Technological Solutions.