Virtual offices (VOs) emerged in enterprises as a result of information and communication technology (ICT) developments that drastically changed the traditional office scenario. The VO is a worksite at which employees can still do traditional office work, but which is situated outside the traditional office. Virtual implies the use of ICT, and VOs are typically equipped with a combination of technologies that enables information workers to recreate the support services of the traditional office. This new scenario has initially been referred to as the VO or telecommuting. Academics in the USA have concluded that both these terms are misleading and nondescriptionptive. Instead, the terms 'telework' or 'teleworkers' are now used; 'tele' meaning 'distance', combined with 'work', implying work that is executed from a distance or away from the traditional workplace. A teleworker is defined as a corporate employee who works at home or at any other workstation during normal business hours for one or more days every month. Telework generates significant benefits for the corporate environment and improves work and personal lifestyle experiences, as well as environmental and social circumstances. It has also contributed to a significant paradigm shift in the corporate management arena.
Viral marketing refers to the power of digital mediums to spread news about a product or service in a similar way that an epidemic spreads. It is one of the newer buzzwords in South African digital marketing. The goal of this article is to investigate the concept of viral marketing and to equip marketers to face challenges and use opportunities provided by viral marketing. It appears that viral marketing is a powerful, but also dangerous marketing tool that marketers must be aware of.
The manner in which business strategy was formulated 10 or even as little as five years ago no longer applies. This phenomenon can to a great extent be attributed to a shift in the strategic importance of information and communication technology (ICT). In this article, strategic thinkers are supplied with a 'bird's eye view' of the interdependency between strategic management and strategic ICT management. By analysing the different perspectives with regard to strategy formulation from both a business point of view and an ICT perspective, a generic model incorporating ICT strategy formulation with business strategy formulation is reported.
In this article, the focus is on customer relationship management (CRM) and personalization, and the practical effect of ageing and lifestyle changes on personalization and CRM. By way of practical examples and scenarios, the inefficiencies of the current behavioural model (backward focusing) of CRM and personalization with regard to ageing individual client profiles are explained. Two forwardfocusing factors impacting on the individual are considered as possible areas of investigation, namely the lifecycle stages of the individual and managing changing expectations of the customer.