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of any business model, a business model of e‐services should be carefully designed around a strong understanding of specific customer needs. Current theoretical debates recognize service innovation with benefits realization as the engine for growth of e‐services and as offering substantial potential of achieving c‐ Government implementation.
Engage multi‐sectors and co‐create with customer experiences for making projects work and continuous improvement. The evidence indicates that realizing benefits of interoperability projects requires marketing strategies for cooperation and coordination among a wide variety of participants across the organization, and for building strong working networks with engagement. From experience, the need for multi‐sectors connecting and exchanging information across organizational boundaries is growing and has various contexts. Since service innovation is the outcome of complex interactions among a wide variety of actors and individuals, the co‐creation of firms and organizations through customer experiences becomes necessary for sustainability of c‐Government development. It is also important to have a framework and platform to provide a suitable basis for multi‐sectors and their communities to create a value chain of services and continuous improvement.
Build in‐house capacity, especially in understanding one’ s own business processes, and empower citizens with IT alignment. In order to maintain and extend existing services, government personnel and stakeholders need to be trained and learn by working on project initiatives instead of only using consultants. Learning by doing and with practice is the basis of a creative service design for providing a service value proposition. Each value proposition consists of a selected bundle of services that caters to the requirements of a specific customer segment. In this sense, c‐Government could be implemented actively and sustainably. Moreover, citizen empowerment with IT alignment for self‐services and for accessing information, social, economic and political opportunities could ensure that investment in implementation would be spent wisely and is worthwhile, and would also maintain good customer relationships.
Need to set up an investment scheme for information exchange or services, operating under a particular business model, and harvest the benefits from the outputs and outcomes of both technical and nontechnical aspects of interoperability implementation; for example political, legal, and socio‐cultural. The potential success of a promising project relies on aligning investment schemes among the defined communities and showing them how to harvest the benefits of interoperability and information integration, such as providing faster, smarter and cheaper services to the public or reduce costs while increasing productivity. Creating and delivering service value and maintaining customer relationships incur costs. Therefore, it can be useful to define cost structure for obtaining economies of scale and economies of scope.
The above‐mentioned lessons learned brought out several challenges that needed to be addressed. The participants in the forum on“ SWOT analysis and c‐Government Roadmap 2013‐2015 establishment” that took place in September 2012( Kawtrakul et al, 2012) pointed out the success factors that are conducive to creating sustainable and scalable e‐services for Roadmap implementation. Table 1 addresses the challenges, success factors and proposed solutions to these challenges:
• The value proposition is one of the key success factors in maintaining services offered to consumers and in customer relationships. The value proposition is an aggregation of benefits that c‐Government offers to consumers. It leads to two challenges of customer value creation: 1) Benefits realization: i. e., the value we deliver to the customer, and 2) Quality of services: i. e., the customer needs we are actually satisfying, such as localization( tailored services), and better performance with cost reduction. In recent years, since the concepts of mass customization and customer co‐creation have gained importance, applying IT enabling services and social networks will take advantage of economies of scale.
• Human capital is one of the most important assets required to make a project work and allow an enterprise to create value and offer a value proposition. Human capital development is related to: How to create awareness, change behaviour“ made to order” and change attitudes, particularly among government agencies toward accepting new ideas and sharing data or information for public service improvement and participation. Making c‐Government knowledge and skills available through internal expertise will build in‐house capacity to maintain and extend existing services. Empowering people to participate and increase accountability and transparency is a new mindset to be embedded in existing institutions and organizations, and will need time and effort in pursuit of such goals.
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