ChapterE-commerce business models电子商务模式ppt课件

.,Slide2-1,CHAPTER2,Createdby,DavidZolzer,NorthwesternStateUniversityLouisiana,E-CommerceBusinessModelsandConcepts,.,Slide2-2,OpeningCaseStudy:whoswho?,.,Slide2-3,.,Slide2-4,.,Slide2-5,SampleCaseAnalysis,Question1:analyzebothAmazonandB,.,Slide2-6,Whattoconsider?这两家企业的“五种竞争力”分别是什么？1）供应商的讨价还价能力2）购买者的讨价还价能力3）潜在竞争者进入的能力4）替代品的替代能力5）行业内竞争者现在的竞争能力,.,Slide2-7,Question2:compareandevaluatethebusinessmodelsusedbyAmazonandB,.,Slide2-8,Question3:howviable(切实可行)iseachbusinessmodel?Explainyouranswer.Answer:1)putyourselfintoit;makeadecision,choosingyourfavorablebusinessmodel;2)whatkindofstyleofthebookstoreitwillbeifyouweretheowner?howwouldyouimprovetheshoppingexperience?,.,Slide2-9,Question4:whichcompanywilldominatethebookretailingindustry?Explainit.Answer:1)investigateonlinetofindoutthecurrentsituationofthesetwocompanies;2)analyzewhythesituationhappen?3)makeareservedpredictionorforecast.Asfortheunfavorableone,discussaboutitspossibilitiestomakealiving.,.,Slide2-10,LearningObjectives,Identifythekeycomponentsofe-commercebusinessmodels.DescribethemajorB2Cbusinessmodels.DescribethemajorB2Bbusinessmodels.Recognizebusinessmodelsinotheremergingareasofe-commerce.Understandkeybusinessconceptsandstrategiesapplicabletoe-commerce.,.,Slide2-11,E-CommerceBusinessModels,BusinessmodelasetofplannedactivitiesdesignedtoresultinaprofitinamarketplaceBusinessplanadocumentthatdescribesafirmsbusinessmodelE-commercebusinessmodelabusinessmodelthataimstouseandleveragetheuniquequalitiesoftheInternetandtheWorldWideWeb.stillprofit!,.,Slide2-12,EightKeyIngredientsofaBusinessModel,.,Slide2-13,EightKeyIngredientsofaBusinessModel:(1)ValueProposition,Defineshowacompanysproductorservicefulfillstheneedsofcustomers.Questions？Whywillcustomerschoosetodobusinesswithyourfirminsteadofanothercompany?（KOZMO）Whatwillyourfirmprovidethatotherfirmsdonotandcannot?,.,Slide2-14,EightKeyIngredientsofaBusinessModel:(2)RevenueModel,Describeshowthefirmwillearnrevenue,produceprofits,andproduceasuperiorreturnoninvestedcapital.E-commercerevenuemodelsinclude:advertisingsubscriptiontransactionfeesalesAffiliateWhatelse?,.,Slide2-15,EightKeyIngredientsofaBusinessModel:(2)RevenueModel,Advertisingrevenuemodelacompanyprovidesaforumforadvertisementsandreceivesfeesfromadvertisers(Yahoo)Subscriptionrevenuemodelacompanyoffersituserscontentorservicesandchargesasubscriptionfeeforaccesstosomeorallofitofferings(ConsumerReportsorWallStreetJournal),.,Slide2-16,Subscriptionrevenuemodel,.,Slide2-17,Subscriptionrevenuemodel,.,Slide2-18,Subscriptionrevenuemodel,.,Slide2-19,EightKeyIngredientsofaBusinessModel:(2)RevenueModel,Transactionfeerevenuemodelacompanyreceivesafeeforenablingorexecutingatransaction(eBayorE-Trade),.,Slide2-20,Transactionfeerevenuemodel,Aquestion:Whatarethedifferentrevenuestreamsfromebaysoperation?Isebayactingasanagentorabrokeramongtransactions?,.,Slide2-21,Transactionfeemodel,.,Slide2-22,EightKeyIngredientsofaBusinessModel:(2)RevenueModel,Salesrevenuemodelacompanyderivesrevenuebysellinggoods,information,orservices(GaporDoubleClick)Affiliaterevenuemodelacompanysteersbusinesstoanaffiliateandreceivesareferralfeeorpercentageoftherevenuefromanyresultingsales(MyPoints),.,Slide2-23,Salesrevenue,.,Slide2-24,Affiliaterevenuemodel,.,Slide2-25,FivePrimaryRevenueModels,.,Slide2-26,EightKeyIngredientsofaBusinessModel:(3)MarketOpportunity,MarketopportunityreferstothecompanysintendedmarketspaceandtheoverallpotentialfinancialopportunitiesavailabletothefirminthatmarketspacedefinedbytherevenuepotentialineachofthemarketnicheswhereyouhopetocompeteMarketspacetheareaofactualorpotentialcommercialvalueinwhichacompanyintendstooperate,.,Slide2-27,MarketspaceandMarketOpportunityistheSoftwareTrainingMarket,.,Slide2-28,EightKeyIngredientsofaBusinessModel:(4)CompetitiveEnvironment,ReferstotheothercompaniesoperatinginthesamemarketplacesellingsimilarproductsInfluencedby:howmanycompetitorsareactivehowlargearetheiroperationsthemarketshareofeachcompetitorhowprofitablethesefirmsarehowtheypricetheirproducts,.,Slide2-29,CompetitiveEnvironment(contd),DirectcompetitorscompaniesthatsellproductsorservicesthatareverysimilarandintothesamemarketsegmentExample:PandTIndirectcompetitorscompaniesthatmaybeindifferentindustriesbutthatstillcompeteindirectlybecausetheirproductscansubstituteforoneanotherExample:CNN.comandESPN.com,.,Slide2-30,Directcompetitors：priceline,.,Slide2-31,Directcompetitors:travelocity,.,Slide2-32,EightKeyIngredientsofaBusinessModel:(5)CompetitiveAdvantage,Achievedbyafirmwhenitcanproduceasuperiorproductand/orbringtheproducttomarketatalowerpricethanmost,orall,ofitscompetitorsAchievedbecauseafirmhasbeenabletoobtaindifferentialaccesstothefactorsofproductionthataredeniedtheircompetitors-atleastintheshortterm,.,Slide2-33,EightKeyIngredientsofaBusinessModel:(5)CompetitiveAdvantage,Asymmetry（不对称）existswheneveroneparticipantinamarkethasmoreresourcesthanotherparticipantsFirstmoveradvantageacompetitivemarketadvantageforafirmthatresultsfrombeingthefirstintoamarketplacewithaserviceableproductorservice,.,Slide2-34,EightKeyIngredientsofaBusinessModel:(5)CompetitiveAdvantage,UnfaircompetitiveadvantageoccurswhenonefirmdevelopsanadvantagebasedonafactorthatotherfirmscannotpurchaseLeverage（杠杆作用）whenacompanyusesitscompetitiveadvantagetoachievemoreadvantageinsurroundingmarketsEg:amazonenteredonlineauctionsector,.,Slide2-35,EightKeyIngredientsofaBusinessModel:(6)MarketStrategy,TheplanyouputtogetherthatdetailsexactlyhowyouintendtoenteranewmarketandattractnewcustomersMarketingmixBestbusinessconceptswillfailifnotproperlymarketedtopotentialcustomersCaserecall:,.,Slide2-36,EightKeyIngredientsofaBusinessModel:(7)OrganizationalDevelopment,DescribeshowthecompanywillorganizetheworkthatneedstobeaccomplishedWorkistypicallydividedintofunctionaldepartmentsMovefromgeneraliststospecialistsasthecompanygrows,.,Slide2-37,EightKeyIngredientsofaBusinessModel:(8)ManagementTeam,EmployeesofthecompanyresponsibleformakingthebusinessmodelworkStrongmanagementteamgivesinstantcredibilitytooutsideinvestorsAstrongmanagementteammaynotbeabletosalvageaweakbusinessmodelShouldbeabletochangethemodelandredefinethebusinessasitbecomesnecessary,.,Slide2-38,MajorBusiness-to-Consumer(B2C)BusinessModels,.,Slide2-39,MajorBusiness-to-Consumer(B2C)BusinessModels,.,Slide2-40,MajorBusiness-to-Consumer(B2C)BusinessModels,Portalofferspowerfulsearchtoolsplusanintegratedpackageofcontentandservicestypicallyutilizesacombinessubscription/advertisingrevenues/transactionfeemodelmaybegeneralorspecialize(vortal),.,Slide2-41,Generalportal：Aol,.,Slide2-42,Verticalportal：iboats,.,Slide2-43,MajorBusiness-to-Consumer(B2C)BusinessModels,E-taileronlineversionoftraditionalretailerincludesvirtualmerchants(onlineretailstoreonly)clicksandmortare-tailers(onlinedistributionchannelforacompanythatalsohasphysicalstores)catalogmerchants(onlineversionofdirectmailcatalog)onlinemalls(onlineversionofmall)ManufacturerssellingdirectlyovertheWeb,.,Slide2-44,Clicksandmortar,.,Slide2-45,catalogmerchants,.,Slide2-46,onlinemalls,.,Slide2-47,Manufacturedirectsale,.,Slide2-48,MajorBusiness-to-Consumer(B2C)BusinessModels,ContentProviderinformationandentertainmentcompaniesthatprovidedigitalcontentovertheWebtypicallyutilizesanadvertising,subscription,oraffiliatereferralfeerevenuemodel,.,Slide2-49,example:wsj,.,Slide2-50,example:cnn,.,Slide2-51,MajorBusiness-to-Consumer(B2C)BusinessModels,TransactionBrokerprocessesonlinesalestransactionstypicallyutilizesatransactionsfeelrevenuemodel,.,Slide2-52,Financialservice,.,Slide2-53,careers,.,Slide2-54,Travelservice,.,Slide2-55,MajorBusiness-to-Consumer(B2C)BusinessModels,MarketCreatorusesInternettechnologytocreatemarketsthatbringbuyersandsellerstogethertypicallyutilizesatransactionfeerevenuemodelServiceProvideroffersservicesonlineCommunityProviderprovidesanonlinecommunityoflike-mindedindividualsfornetworkingandinformationsharingrevenueisgeneratedbyreferralfee,advertising,andsubscription,.,Slide2-56,MarketCreat：Priceline,.,Slide2-57,Caseanalysis:priceline,Strength（1）独创的商业经营模式，实现了连接生产者和消费者的桥梁作用：提出“nameyourprice”独特的商业模式；依托信息共享和互联网的强大交流功能创造了对商品和服务计价的全新方式。成为连接生产者和消费者的桥梁网络中间商，帮助消费者进行购买决策和满足需求，使客户可以对旅游项目、酒店、租车甚至是家庭金融服务报出价格。同时Priceline通过向卖主（航空公司、酒店、金融服务公司）询问是否有商家接受客户提出的报价，帮助生产者掌握产品销售状况，降低生产者为达成与消费者交易的成本费用。,.,Slide2-58,Caseanalysis:priceline,（2）创新的零售渠道和零售价格系统：通过建立的网络平台，使得客户在商品的品牌、特性与（或）卖主的低价格之间求得平衡；客户可以通过P提供他们的期望价格和产品；卖方通过P获得市场需求信息（产品需求和价格），在根据此客户需求特征提供可获了的产品，实现获利；正因为，满足了这种供需需求，得以使P这一平台获得了生存空间。,.,Slide2-59,Caseanalysis:priceline,(3)庞大的注册用户群体：案例中提到的：自1998年4月开始运行以来，Priceline已经有超过1600万的注册用户。庞大的注册用户群体使P有了获利的基础。2002年，Priceline销售了290万张机票，410万酒店入住定单，280万的车辆出租日。,.,Slide2-60,Caseanalysis:priceline,（4）良好的品牌知名度P是当时因特网上继A之后的第二大著名电子商务品牌。在亚洲地区，包括中国大陆、香港、台湾、地区，印度、泰国等地提供服务，还在其他许多国家设有办事处。美国2/3的成年人听说过P和自定价格商业模式。,.,Slide2-61,Caseanalysis:priceline,（5）与一系列知名企业建立合作：2002年与eBay签定关于Priceline为eBay独家提供机票和酒店服务订购业务；2003年3月，与T签定协议，实现合作；2003年3月，Priceline与Budgethotels公司（一个酒店订购联盟）签定协议，建立一个共有品牌的网站，并开始涉足航运订购业务。,.,Slide2-62,Caseanalysis:priceline,Weakness（1）不良的财务状况（2）领导人短浅的经营目光（3）不必要成本的增加（4）多种经营带来的风险：Priceline在1998年10月将业务范围扩展到酒店预定，到1999年1月又把家庭理财服务纳入其中，1999年末又加入了车辆出租甚至新车销售。为了扩展销售商品范围以及Priceline这个品牌，Priceline做了大范围的（自然也是代价昂贵的）广告。这对公司的财务带来负担。在Priceline进入新的经营领域食品和汽油时，对于客户购买和产品定价并没有执行到位。,.,Slide2-63,Caseanalysis:priceline,1.3opportunity商家总是有额外的存货或者产能，这样如果他们不以更低的价格卖给零售商或者不愿意为低价商品做宣传，他们将以较低的价格出售这些商品。Priceline确信它的商务模式对于那些有有效期的商品以及更新迅速的商品是最理想的（例如航空公司不会出售已经起飞的航班的机票，酒店房间也是如此），而Priceline也并不想把它自身的发展也会被限制在这些十分有限的行业中。,.,Slide2-64,Caseanalysis:priceline,1.4threat（1）Priceline的盈利模式容易被复制。（2）不良的报道：亏损、股票时涨时落（3）社会安全的影响（4）竞争对手（5）全球网络经济泡沫,.,Slide2-65,Caseanalysis:priceline,“自我定价系统”的商业模式：Priceline是深入挖掘“淡季”资源的典型。在“淡季”，较多的旅游资源供较少的消费者选择，因而存在大量临近“保质期”的旅游商品。Priceline使得消费者只需要在线提供自己期望的产品和价格，剩下的都会由Priceline完成，这不仅降低了消费者的购买价格，还节约了交易成本，因而赢得“淡季”客户的青睐。,.,Slide2-66,Caseanalysis:priceline,当Priceline集合越多的旅游供应商信息到自己的数据库中的时候，它就越有可能帮助消费者寻找到满足自己定价的产品，因此，有效整合分散的旅游供应资源也成为Priceline成功运作的关键。当然对供应商角度来说，Priceline的商业模式为他们提供了直接的需求信息，使缺乏消费时间弹性的产品（如：过期的机票是不能再使用的、旅馆的房间空了一天就是浪费）提高了使用效率，因此他们存在与Priceline合作的动力。通过专利保护，来抬高商业模式被复制的门槛和进入壁垒Priceline于1998年创立，其创始人JayWalker当时将这种商业模式注册为专利。这将使得20年内模仿者无法自由复制Priceline的商业模式，提高了行业进入壁垒。,.,Slide2-67,Caseanalysis:priceline,近年来它主要通过两种方式：其一是在航空酒店之外，尝试着把“NameYourPriceSystem”应用到其他产品上，相继推出了“新车自我定价”、“不动产贷款自我定价”等服务。其二则是在地域上的扩张，通过收购进入欧洲市场，把“自我定价”的商业模式复制到欧洲酒店、航空领域。,.,Slide2-68,Caseanalysis:priceline,2009年11月，Priceline以91.7亿美元的市值一举超越另一强大竞争对手Expedia。而根据Priceline最新年报显示，在全球旅游业遭受金融危机负面因素打击下，Priceline2009年的销售收入和净利润仍然分别达到其2006年的2.1倍和6.7倍。,.,Slide2-69,思考：,1、其业务模式的核心是什么？2、你认为Priceline最终会成功还是会失败？3、Priceline如何影响旅游服务业？,.,Slide2-70,Serviceprovider,.,Slide2-71,CommunityProvider,.,Slide2-72,InsightonTechnology:G-SearchingforProfits,WebshottestsearchengineStartedin1998bytwoenterprisingStanfordgradstudentsUsesoutsidecriteriatovalidatethatasearchresultislikelytoberelevantthemoreoutsidelinkstherearetoaparticularpage,thehigheritjumpsinGooglesrankingstructure,.,Slide2-73,MajorBusiness-to-Business(B2B)BusinessModels,.,Slide2-74,MajorBusiness-to-Business(B2B)BusinessModels,B2BHubalsoknownasmarketplace/exchangeelectronicmarketplacewheresuppliersandcommercialpurchaserscanconducttransactionsmaybeageneral(horizontalmarketplace)orspecialized(verticalmarketplace)E-distributorsuppliesproductsdirectlytoindividualbusinesses,.,Slide2-75,MajorBusiness-to-Business(B2B)BusinessModels,B2BServiceProvidersellsbusinessservicestootherfirmsMatchmakerlinksbusinessestogetherchargestransactionorusagefeesInfomediarygatherinformationandsellsittobusinesses,.,Slide2-76,InsightonBusiness:E-SBreakstheMold,B2Bmarketplace3,500membercompaniestradinggloballyUsesprivatenegotiationmodelratherthanauctionmodel,.,Slide2-77,BusinessModelsinOtherEmergingAreasofE-Commerce,.,Slide2-78,BusinessModelsinOtherEmergingAreasofE-Commerce,C2CBusinessModelsconnectconsumerswithotherconsumersmostsuccessfulhasbeenthemarketcreatorbusinessmodelP2PBusinessModelsenableconsumerstosharefileandservicesviatheWebwithoutcommonserversachallengetofindarevenuemodelthatworks,.,Slide2-79,BusinessModelsinOtherEmergingAreasofE-Commerce,.,Slide2-80,BusinessModelsinOtherEmergingAreasofE-Commerce,M-commerceBusinessModelstraditionale-commercebusinessmodelsleveragedforemergingwirelesstechnologiestopermitmobileaccesstotheWebE-commerceEnablersBusinessModelsfocusonprovidinginfrastructurenecessaryfore-commercecompaniestoexist,grow,andprosper,.,Slide2-81,E-commerceEnablers,.,Slide2-82,SevenUniqueFeatureofE-CommerceTechnology,.,Slide2-83,SevenUniqueFeatureofE-CommerceTechnology,UbiquityAltersindustrystructurebycreatingnewmarketingchannelsandexpandingsizeofoverallmarketCreatesnewefficienciesinindustryoperationsandlowerscostoffirmssalesoperationsEnablesnewdifferentiationstrategies,.,Slide2-84,SevenUniqueFeaturesofE-CommerceTechnology,GlobalReachChangesindustrystructurebyloweringbarrierstoentry,butgreatlyexpandsmarketatthesametimeLowerscostofindustryandfirmoperationsthroughproductionandsalesefficienciesEnablescompetitiononglobalscale,.,Slide2-85,SevenUniqueFeaturesofE-CommerceTechnology,UniversalStandardsChangesindustrystructurebyloweringbarrierstoentryandintensifyingcompetitionwithinanindustryLowerscostsofindustryandfirmoperationsbyloweringcomputingandcommunicationscostsEnablesbroad-scopestrategies,.,Slide2-86,SevenUniqueFeaturesofE-CommerceTechnology,RichnessAltersindustrystructurebyreducingstrengthofpowerfuldistributionchannelsChangeindustryandfirmoperationscostsbylesseningrelianceonsalesforceEnhancespost-salesupportstrategies,.,Slide2-87,SevenUniqueFeaturesofE-CommerceTechnology,InteractivityAltersindustrystructurebyreducingthreatofsubstitutesthroughenhancedcustomizationReducesindustryandfirmcostsbylesseningrelianceonsalesforceEnabledifferentiationstrategies,.,Slide2-88,SevenUniqueFeaturesofE-CommerceTechnology,Personalization/CustomizationAltersindustrystructurebyreducin