TABLE OF CONTENTS The secret of success is constancy of purpose.
(Benjamin Disraeli)
In many respects, developing a k-business is no different from developing any other business. You need a good business idea, a viable business plan and the right resources to implement it. But there are additional considerations where the product is knowledge and where the Internet is used for marketing and delivery. One consideration is time-to-market. A new k-business must be created in months not years, if it is not to be overtaken by events. Additionally, dependence on human talent means that more attention must be given to attracting and retaining the right talent.
This chapter looks at the main factors to address when planning and building a sustainable k-business. After introducing a generic k-business framework, the rest of the chapter is based on the acronym kbiz.com. [1] K is for knowledge, the primary asset of a k-business. B is for business concept, the idea and business model that lay the foundations for revenue generation and profitability. I is for incubation, the process of nurturing the idea from concept to reality. Z is the Z-factor, derived from the German zusammen - together. It is the process of integrating the many different facets of implementation, including the content, technology and organizational elements. C stands for customer experience: how you add extra value as well as meeting customers' general expectations. O is for operational excellence, an area where many fast-growing businesses, especially dot.coms, have fallen down badly. Finally, M is...
