er data acquired, helps to focus such ideals towards the appropriate target market. There are, however many views that Internet advertising will not gain distinctive popularity because of the difficulty in assessing it effectiveness (Ottman, 1996 cited Johns, R.,). While Strauss, J. Frost, R. (1999) believes that advertising on the Internet helps reach its revenue objectives, Johns, R. (1996) suggests that Internet advertising is full of clutter, and therefore proves difficult to gain the attention of the target market. Virtual stores are another significant ideal in which strategic planning can base significant interest in, when addressing E-commerce. Virtual store can provide an inexpensive form of direct sales or help to supplement existing sales channels. (Strauss, J. Frost, R., 1997) By using the Internet, manufacturers are possible to reach the end-consumer without going through intermediaries. (Turban, E. et al, 2000). Successful exponents of such strategies are organisations such as Amazon.com, and their success in the distribution of books. When aligning a strategic plan based around the development of a virtual store, there are some key issues that must be addressed. As with any strategic development, there are usually threats, and virtual stores pose considerable threats due to intense competition. In a marketplace such as the Internet, other company can apply huge pressure, perhaps due to a sustainable competitive advantage. (Strauss, J. Frost, R., 1997) Electronic Cost-cutting By replacing existing print and publishing cost, organisation can use E-commerce for their electronic publishing. Distribution on the Web, as opposed to mail, for example can have a huge impact on cost, and may be a strategic driver. The initial strategy might be for lowered cost of the product offer, and hence lowering cost in documentation distribution may help in the financial control of such a strategy. FIG 2. THE STRATEGY HIERARCHY (Brown, L. 199...
