战略分析工具ecommerce

战略分析工具e-commerce2024/3/11战略分析工具ecommerceInternetDevelopmentE-CommerceIntroductionBusinessImpactImpedimentsforE-CommerceBaineConsultingExperienceAgenda2战略分析工具ecommerceNote:WWWisWorldwideWebSource:MorganStanleyU.S.InvestmentResearch:InternetRetail,5/28/97YearstoReach50MillionUsers: Radio = 38 TV = 13 Cable = 10 WWW = 5UseradoptionoftheWorldWideWebhasdramaticallyoutpaced

thegrowthofothercommunicationsmedia,settingthestagefor

revolutionarychanges.U.S.InternetAdoption3战略分析工具ecommerceNote:WWWisWorldwideWebSource:MorganStanleyU.S.InvestmentResearch:InternetRetail,5/28/97YearstoReach50MillionUsers: Radio = 38 TV = 13 Cable = 10 WWW = 5UseradoptionoftheWorldWideWebhasdramaticallyoutpaced

thegrowthofothercommunicationsmedia,settingthestagefor

revolutionarychanges.U.S.InternetAdoption4战略分析工具ecommerceInternetUserGrowth

*Restofworldincludesallnon-U.S.countriesin1996-97and1999-2003Source:ComputerIndustryAlmanac;InternetIndustryAlmanac;BainanalysisOn-lineusageisskyrocketing,withfuturegrowthbeingfueledbyglobalpenetration.PRELIMINARYU.S.Europe78M179M163M148M135M103M55M35MCAGR(1996-1998)(1999E-2003E)CAGR57%27%50%15%AsiaRestofWorld*WorldwideU.S.5战略分析工具ecommerceInternetPenetrationSource:Jupiter’s1998OnlineShoppingReport,Simba’sElectronicMarketplace2002,Forrester’s1998TelecomStrategiesInternetpenetrationinbothconsumerandbusinessmarketsissignificant.CAGR(1997-2002E)1%4%13%44%PRELIMINARYOnlineas%ofComputerHouseholds:52%77%Shoppingas%ofOnlineHouseholds:17%59%>1,000employees100-1,000employees<100employeesPercentofU.S.Business(1998)ConsumerBusiness6战略分析工具ecommerceInternetDevelopmentE-CommerceIntroductionBusinessImpactImpedimentsforE-CommerceBaineConsultingExperienceAgenda7战略分析工具ecommerceIndustryValueChainBusinessparticipationoccursinfivedistinct

marketsegments.UserAccessInternetInfrastructure`IntermediariesApplicationsEnablersAccessdevicesInternetserviceprovidersNetworkaccessequipmentTechnologyandsoftwareenablersServiceenablers,e.g.:professionalservicesdatamanagementaffiliateprogramsSupportenablers,e.g.:paymentsystems/transactionclearingdistributionwebservicesPortalsWebagents(e.g.,BOT)CommerceserviceprovidersVirtualtradingcommunitiesContentCommerceCommunicationCommunityHardware/transmissionequipmentBackbonetransport8战略分析工具ecommerceIndustryValueChainBusinessparticipationoccursinfivedistinct

marketsegments.UserAccessInternetInfrastructure`IntermediariesApplicationsEnablersAccessdevicesInternetserviceprovidersNetworkaccessequipmentTechnologyandsoftwareenablersServiceenablers,e.g.:professionalservicesdatamanagementaffiliateprogramsSupportenablers,e.g.:paymentsystems/transactionclearingdistributionwebservicesPortalsWebagentsCommerceserviceprovidersVirtualtradingcommunitiesContentCommerceCommunicationCommunityHardware/transmissionequipmentBackbonetransportNortelNetworksDell3ComAmericanonlineCompanyexamplesNortelNetworksLucentCiscoCompanyexamplesMicrosoftIBMOracleYahooAmericanonlineAmazonDell9战略分析工具ecommerceIndustryValueChainInternetInfrastructureUserAccess`IntermediariesApplicationsEnablersContentCommerceCommunicationCommunityThisisE-Commerce!!!10战略分析工具ecommerceE-CommerceGrowthBySegment

(UnitedStates)Source:IDC;Jupiter;Forrester;AnalystReports;Bainanalysis;eMarketerPRELIMINARYHowever,thevastmajorityofgrowthwillbedriven

byapplications.11战略分析工具ecommerceSegmentComparisonInternettrafficdrivestheperceptionthatE-Commerceisaconsumerphenomenon,butthelargerrevenueopportunitieslieinbusinesstobusinesscommerce.PercentofTotalPercentofTotalCAGR(1998-03E)97.7%49.6%InternetTrafficE-CommerceRevenue12战略分析工具ecommerceWebBusinessModelsTradingBuyingSellingUsingtheNewMediumCreatingtheNewMediumContextConnectionContentCommunityCommerceWebbusinessmodelscanbesortedaccordingtothebenefittheyaredeliveringtheuser.UserBenefit:Currentrevenuesources:ConnectiontotheInternetFindingwhatyouwantonthewebUserfeesPhonecompanykickbacksHostingchargesAdvertisingHostingListrentalCo-marketingCurrentMajorPlayers:AOLUUNet@Work@HomeAOLYahooNetscapeExciteInforma-tion,entertain-ment,etc.InteractionwithotherssharingsameinterestEasieraccesstothingspeoplewanttobuyAccesstobuyersandeasiersellingrelationsMarketplacetobuyandsellwithothervisitorsAdvertisingUserfeesAdvertisingSalesBuyingadvantageCommis-sionsAOLOneSourceCNNBBCAOLYahooChemdexVerticalNetACiscoDellSchwabTravelcityGETPNPeBayAPhoneMarketF13战略分析工具ecommerceInternetDevelopmentE-CommerceIntroductionBusinessImpactImpedimentsforE-CommerceBaineConsultingExperienceAgenda14战略分析工具ecommerceTheInternetisamajordiscontinuitythatwillredefinethestrategiclandscapeineveryindustry.Productcustomization/qualityGeographicproximityMechanicalinnovationTransportationinfrastructureScaleeconomiesMassmarketingUbiquitousreachtoallstakeholdersDramaticallylowercostinteractionsComplete,symmetric,“free”informationWellordered,multi-tiereddistributionEfficient,optimizedphysicaltouchrelationshipsTrulyuniqueuserexperiencedeepercustomerrelationshipsbroaderreachCompleterestructuringofindustrysupplychainsLowercostandenhancedproductivityCraftBasedEconomyIndustrialRevolutionMassProductionInternet/InformationRevolutionS

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InternetImpact

InternetRevolution15战略分析工具ecommerceInternetImpact

ImpactOverviewTheseresultindramaticchangesacrosscompanyrelationshipswithcustomers,suppliers,employeesandotherstakeholders.CustomerRelationshipManagementSupply

ChainIntegrationInternalBusinessManagement16战略分析工具ecommerceImpactOverview

CustomerRelationshipManagementEvolutionDescription:Example:Multi-tiereddistributionmodelMassmarketingLimitedinventoryFewvalue-addedservicesTraditionalModelProducer“Bricksandmortar”bookstoreDistributorRetailerConsumerE-CommerceModelStreamlineddistributionmodelTargetedmarketingScaleinventoryandselectionRobustrangeofvalue-addedservicesAProducerProducerProducerCommunityRetailerValue-AddedServicesConsumerE-Tailer17战略分析工具ecommerceCustomerRelationshipManagementEvolution

(BenefitsofE-CommerceModel)AisacompellingexampleofanE-Commercecustomerrelationshipmodel.Efficientpurchaseprocessquicklog-insearchbytitle,subject,authorreadreviews,recommendationsone-clickorderingreceivebooksbymailSuperiorselectionandavailabilityAdjacentproductofferingse.g.,music,video,othersValue-addedservicesreviewsproactive,tailoredrecommendationsBenefitstoCustomersBenefitstoFirmSubstantiallylowercostsinfrastructureinventorypersonnelDeepcustomerrelationshipone-to-onemarketingpotentialforhigherloyaltypurchasesacrossotherproductlinesmorefrequentpurchasesBroadercustomerbasegeographicreachexpandedpoolofprofitablecustomers18战略分析工具ecommerceSource:FortuneMagazine;BainEstimates;JupiterCommunications1998RevenuegrowthofnewentrantslikeAmazonisfueledbyofferinggreaterselectionandasuperiorshoppingexperience.ProductSelectionImpactOverview

RevenueEnhancementCustomerInteractionCostSearchProcess:InformationdesklinesImmediateBookssortedbysectionBookssortedbytitle,subject,author,keyword,proactivesuggestionScanningQuerying19战略分析工具ecommerceImpactOverview

CostReduction*Assumes15%inventorycarryingcosts**Assumesfullyloadedemployeecostof$30KSource:OneSource,BusinessWeek,HummerWinblad,OnesourceOnlineretailershaveasubstantialcostadvantageovertraditionalretailers.7.8%EstimatedSavings:Lowerinfrastructurecosts(RentalExpense/Sales)PercentageofRevenue5.4%*Betterinventorymanagement(DaysInventory)DaysInventory20战略分析工具ecommerceImpactOverview

SupplyChainIntegrationEvolutionDescription:Multiplebuyer-sellerinterfacesinbiddingprocessIndividualcompanyscaleinbuying/sellingCatalog-basedselectionandpurchasingoutdatedinventorylistingsmanualprocessTraditionalModelExamples:TraditionalindustrialmodelSupplierSupplierSupplierBuyerBuyerBuyerSinglebiddinginterfaceScalebenefitssharedacrossparticipantsVirtualmarketplaceconnectingsuppliersandcustomersUp-to-dateonlineinventorylistingsOnlineorder-takingprocessTPN(GE)ChemdexE-CommerceModelSupplierSupplierSupplierBuyerBuyerBuyerVirtualCommunity/IndustryConsortium21战略分析工具ecommerceImpactOverview

SupplyChainIntegrationEvolution

(ChemdexExample)Chemdexisapowerfulexampleofan

E-Commercecustomerrelationshipmodel.LowercostsmarketingleveragemarketingthroughChemdexpresencedistributioncatalogsoverallcostreducedby15%ofrevenueIncreasedsalesdecreasebuyertransactioncostswillincreasedemandBenefitstoSuppliersBenefitstoCustomersIncreasedconvenienceduetoonlineproductinventorymoreaccurate(updateddaily)consolidated(130suppliersparticipating)space-saving(freesupshelfspaceincustomers’offices)comprehensive(fivetimesmoreproductsthanbiggestpapercatalog)Lowercostsmoreefficientordering/purchasingprocesstransactioncostreducedfrom$100to$10or$2022战略分析工具ecommerceImpactOverview

SupplyChainIntegrationEvolution

(CompanyExtranets)Description:Multi-tiereddistributionmodelMultiplepurchaseordertriggersBlockordering(manual)LimiteddatasharingTraditionalModelSupplierSupplierSupplierProducerExample:TraditionalFoodManufacturerDistributor/WholesalerRetailerConsumerPurchaseP.O.P.O.P.O.P.O.P.O.E-CommerceModelIntegratedpurchasing/ProductionModelSinglepurchaseordertriggerAutomaticjust-in-timeorderingDetailedDataSharingSupplierSupplierSupplierDreyer’sGrandIceCreamProducerRetailerConsumer23战略分析工具ecommerceImpactOverview

InternalBusinessManagementEvolutionDescription:Hierarchical,functionally-orientedcommunicationbarrierstosharinginformationcross-functionallyslowtoshareinformationverticallyMultiplesystemsthroughoutorganizationredundantincompatibleLinearcross-functionalworkprocessesseriallyprocessedmultiplehandoffsiterativeTraditionalModelE-CommerceModelFully-networked,flatinformationexchangeFullycompatibleinformationsystemsUniversalaccesstoinformationCollaborativeworkenvironment24战略分析工具ecommerceInternetDevelopmentE-CommerceIntroductionBusinessImpactImpedimentsforE-CommerceBaineConsultingExperienceAgenda25战略分析工具ecommerceStrategicOperationalOrganizationalThereareanumberofpotentialimpedimentstosuccessfullyimplementinganInternetstrategythatneedtobeaggressivelymanaged.KeySuccessFactors

ImpedimentsIntegrationofphysicalandelectronicbusinessprocessesIntegrationoflegacysystemswithnewonlinesystemsAccesstoandmanagementofrequiredtechnologyConsistentoperationalexcellenceRightorganizationalstructuretooptimizebusinessinphysicalandelectronicworldintegratedorganizationmayslowE-CommercedevelopmentseparateE-CommerceorganizationmaynotleveragecoreassetseffectivelyTraditionalbusinessmodelmetricsmaybeinadequate/inappropriateBu