| Acknowledgments | p. x |
| Introduction | p. xiii |
| Defining the eProcess Edge | p. 1 |
| From Internet Innovation to eProcess Execution | p. 3 |
| The eProcess Strategy | p. 5 |
| The eProcess Advantage | p. 10 |
| Process Blindness | p. 13 |
| The New Economy Is Not New Any More | p. 17 |
| A Sample eProcess Business | p. 18 |
| eProcess Issues | p. 26 |
| The Economics of an eCommerce Company | p. 26 |
| Why Process Matters | p. 33 |
| What Exactly Is eCommerce? | p. 34 |
| What Are the Rules for the eCommerce Economy? | p. 35 |
| How Much Does eCommerce Matter to Businesses? | p. 41 |
| What Are the Keys to eCommerce Business Success? | p. 43 |
| What About the Costs and Payoffs? | p. 46 |
| How Does a Company Decide on What Marketspace It Should Target? | p. 47 |
| What Executive and Policy Decisions Do Managers Need to Make? | p. 49 |
| Are the Answers to All These Questions Different for a Startup Company and an Established Company? | p. 49 |
| eProcess as a Core Competence | p. 50 |
| Redefining "Process" for the Internet Era | p. 59 |
| Process History | p. 60 |
| Processes in eCommerce | p. 63 |
| eProcess: Prioritization, Coordination, and Sourcing | p. 78 |
| Capability Sourcing Options | p. 81 |
| eProcess Is Redefining New Processes and Organizational Performance | p. 86 |
| The Relationship Imperative | p. 87 |
| Value Networks: Targeting eCommerce Relationships | p. 89 |
| From EDI to Value Network | p. 92 |
| The Relationship Web in a Value Network | p. 96 |
| Target Relationships | p. 102 |
| Value Networks: A Basis for Organizing and Competing | p. 105 |
| The Basic Company Model Utilizing Value Networks | p. 106 |
| Defining Relationships: Touch and Texture | p. 111 |
| The Challenge of Online Relationships | p. 112 |
| Relationships: Establishing Context Through Personalizing Content | p. 114 |
| Texture and Touch: Creating an Environment for Relationships | p. 116 |
| Relationship Types: Configurations of Texture and Touch | p. 118 |
| The Relationship Infrastructure | p. 129 |
| Texture and Touch: Determine the Type of Relationship | p. 134 |
| Valuing and Sourcing eProcess Capabilities | p. 137 |
| eProcess Capability Matrix | p. 138 |
| Classify Capability | p. 142 |
| Operational Sourcing | p. 155 |
| A Portfolio of Capabilities | p. 158 |
| Assess eProcess Capabilities | p. 161 |
| Delivering eProcess Results | p. 167 |
| Embedding Business Rules in Software | p. 169 |
| A Brief Academic Exercise | p. 170 |
| Recurrence: The Value of Embedding Rules in Software | p. 176 |
| Electronic Process Sourcing | p. 179 |
| Guidelines for Embedding Rules | p. 184 |
| Embed Rules: Create the Relationship Through Software | p. 193 |
| Out-Tasking and In-Sourcing | p. 195 |
| Clearing Out-Tasking Hurdles | p. 197 |
| Leveraging Value Network Assets | p. 198 |
| Out-Tasking Capabilities: Raising Efficiency and Operations | p. 206 |
| In-Sourcing: Building Identity and Priority Assets | p. 211 |
| In-Sourcing Relationship and Development Capabilities | p. 212 |
| The "Net" Effect: What an eProcess-Enabled Process Looks Like | p. 217 |
| The Out-Tasking and In-Sourcing Agenda | p. 222 |
| Be Exceptional: People Plus Process Plus Technology | p. 225 |
| What Does It Mean to Be Exceptional? | p. 226 |
| The Technology Side of Exceptional eProcess | p. 234 |
| Conclusion: Designing the Customer Experience | p. 235 |
| Managing an eCommerce Business | p. 237 |
| Managing Business and Technology | p. 238 |
| Managing a Networked Business | p. 240 |
| Integrating the Business | p. 248 |
| Managing Across Channels: Channel Harmonization | p. 258 |
| An eProcess Executive Agenda | p. 265 |
| Conclusion | p. 269 |
| Notes | p. 277 |
| Bibliography | p. 285 |
| Index | p. 289 |
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