某咨询战略分析工具ecommercecouw.pptx

bcE-CommerceKnowledge SharingAugust 1999,Bain Beijing Office1e-commerceInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda2e-commerceYears to Reach 50 Million Users:Radio=38TV=13Cable=10WWW=5User adoption of the World Wide Web has dramatically outpaced the growth of other communications media,setting the stage for revolutionary changes.U.S.Internet Adoption3e-commerceYears to Reach 50 Million Users:Radio=38TV=13Cable=10WWW=5User adoption of the World Wide Web has dramatically outpaced the growth of other communications media,setting the stage for revolutionary changes.U.S.Internet Adoption4e-commerceInternet User Growth*Rest of world includes all non-U.S.countries in 1996-97 and 1999-2003Source:Computer Industry Almanac;Internet Industry Almanac;Bain analysisOn-line usage is skyrocketing,with future growth being fueled by global penetration.PRELIMINARY U.S.Europe78M179M163M148M135M103M55M35MCAGR(1996-1998)(1999E-2003E)CAGR57%27%50%15%Asia Rest of World*WorldwideU.S.5e-commerceInternet PenetrationSource:Jupiters 1998 Online Shopping Report,Simbas Electronic Marketplace 2002,Forresters 1998 Telecom StrategiesInternet penetration in both consumer and business markets is significant.CAGR(1997-2002E)1%4%13%44%PRELIMINARYOnline as%of Computer Households:52%77%Shopping as%of Online Households:17%59%1,000 employees100-1,000 employees100 employeesPercent of U.S.Business(1998)ConsumerBusiness6e-commerceInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda7e-commerceIndustry Value ChainBusiness participation occurs in five distinct market segments.UserAccessInternetInfrastructureIntermediariesApplicationsEnablersAccess devicesInternet service providersNetwork access equipmentTechnology and software enablersService enablers,e.g.:-professional services-data management-affiliate programsSupport enablers,e.g.:-payment systems/transaction clearing-distribution-web servicesPortalsWeb agents(e.g.,BOT)Commerce service providersVirtual trading communitiesContentCommerceCommunicationCommunityHardware/transmission equipmentBackbone transport8e-commerceIndustry Value ChainBusiness participation occurs in five distinct market segments.UserAccessInternetInfrastructureIntermediariesApplicationsEnablersAccess devicesInternet service providersNetwork access equipmentTechnology and software enablersService enablers,e.g.:-professional services-data management-affiliate programsSupport enablers,e.g.:-payment systems/transaction clearing-distribution-web servicesPortalsWeb agentsCommerce service providersVirtual trading communitiesContentCommerceCommunicationCommunityHardware/transmission equipmentBackbone transportNortel Networks Dell3ComAmerican on lineCompany examplesNortel Networks LucentCiscoCompany examplesMicrosoftIBMOracleYahooAmerican on lineAmazonDell9e-commerceIndustry Value ChainInternetInfrastructureUserAccessIntermediariesApplicationsEnablersContentCommerceCommunicationCommunityThis is E-Commerce!10e-commerceE-Commerce Growth By Segment(United States)Source:IDC;Jupiter;Forrester;Analyst Reports;Bain analysis;eMarketerPRELIMINARYHowever,the vast majority of growth will be drivenby applications.11e-commerceSegment ComparisonInternet traffic drives the perception that E-Commerce is a consumer phenomenon,but the larger revenue opportunities lie in business to business commerce.Percent of TotalPercent of TotalCAGR(1998-03E)97.7%49.6%Internet TrafficE-Commerce Revenue12e-commerceWeb Business ModelsTradingBuyingSellingUsing the New MediumCreating the New MediumContextConnectionContentCommunityCommerceWeb business models can be sorted according to the benefit they are delivering the user.UserBenefit:Current revenue sources:Connection to the InternetFinding what you want on the webUser fees Phone company kickbacksHosting chargesAdvertising HostingList rentalCo-marketingCurrent Major Players:AOLUUNetWorkHomeAOLYahooNetscapeExciteInforma-tion,entertain-ment,etc.Interaction with others sharing same interestEasier access to things people want to buyAccess to buyers and easier selling relationsMarketplace to buy and sell with other visitorsAdvertisingUser feesAdvertisingSalesBuying advantageCommis-sionsAOLOneSourceCNNBBCAOLYahooChemdexVerticalNetACiscoDellSchwabTravelcityGE TPNPeBayAPhone MarketFree-13e-commerceInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda14e-commerceThe Internet is a major discontinuity that will redefine the strategic landscape in every industry.Product customization/qualityGeographic proximityMechanical innovationTransportation infrastructureScale economiesMass marketingUbiquitous reach to all stakeholdersDramatically lower cost interactionsComplete,symmetric,“free”informationWell ordered,multi-tiered distributionEfficient,optimized physical touch relationshipsTruly unique user experience-deeper customer relationships-broader reachComplete restructuring of industry supply chainsLower cost and enhanced productivityCraft Based EconomyIndustrial RevolutionMass ProductionInternet/Information RevolutionSuppliersDIstrIbutorsManufacturingResellersCustomers Internet ImpactInternet Revolution15e-commerceInternet ImpactImpact OverviewThese result in dramatic changes across company relationships with customers,suppliers,employees and other stakeholders.Customer Relationship ManagementSupply Chain IntegrationInternal Business Management16e-commerceImpact OverviewCustomer Relationship Management EvolutionDescription:Example:Multi-tiered distribution modelMass marketingLimited inventoryFew value-added servicesTraditional ModelProducer“Bricks and mortar”bookstoreDistributorRetailerConsumerE-Commerce ModelStreamlined distribution modelTargeted marketingScale inventory and selectionRobust range of value-added servicesAProducerProducerProducerCommunityRetailerValue-Added ServicesConsumerE-Tailer17e-commerceCustomer Relationship Management Evolution(Benefits of E-Commerce Model)A is a compelling example of an E-Commerce customer relationship model.Efficient purchase process-quick log-in-search by title,subject,author-read reviews,recommendations-one-click ordering-receive books by mailSuperior selection and availabilityAdjacent product offerings-e.g.,music,video,othersValue-added services-reviews-proactive,tailored recommendationsBenefits to CustomersBenefits to FirmSubstantially lower costs-infrastructure-inventory-personnelDeep customer relationship-one-to-one marketing-potential for higher loyalty-purchases across other product lines-more frequent purchasesBroader customer base-geographic reach-expanded pool of profitable customers18e-commerceSource:Fortune Magazine;Bain Estimates;Jupiter Communications 1998Revenue growth of new entrants like Amazon is fueled by offering greater selection and a superior shopping experience.Product SelectionImpact Overview Revenue EnhancementCustomer Interaction CostSearch Process:Information desk linesImmediateBooks sorted by sectionBooks sorted by title,subject,author,keyword,proactive suggestionScanningQuerying19e-commerceImpact OverviewCost Reduction*Assumes 15%inventory carrying costs*Assumes fully loaded employee cost of$30KSource:OneSource,Business Week,Hummer Winblad,OnesourceOnline retailers have a substantial cost advantage over traditional retailers.7.8%Estimated Savings:Lower infrastructure costs(Rental Expense/Sales)Percentage of Revenue5.4%*Better inventory management(Days Inventory)Days Inventory20e-commerceImpact OverviewSupply Chain Integration EvolutionDescription:Multiple buyer-seller interfaces in bidding processIndividual company scale in buying/sellingCatalog-based selection and purchasing-outdated inventory listings-manual processTraditional ModelExamples:Traditional industrial modelSupplierSupplierSupplierBuyerBuyerBuyerSingle bidding interfaceScale benefits shared across participantsVirtual marketplace connecting suppliers and customersUp-to-date online inventory listingsOnline order-taking processTPN(GE)ChemdexE-Commerce ModelSupplierSupplierSupplierBuyerBuyerBuyerVirtual Community/Industry Consortium21e-commerceImpact OverviewSupply Chain Integration Evolution(Chemdex Example)Chemdex is a powerful example of an E-Commerce customer relationship model.Lower costs-marketing 8leverage marketing through Chemdex presence-distribution8catalogs-overall cost reduced by 15%of revenueIncreased sales-decrease buyer transaction costs will increase demandBenefits to SuppliersBenefits to CustomersIncreased convenience due to online product inventory-more accurate(updated daily)-consolidated(130 suppliers participating)-space-saving(frees up shelf space in customers offices)-comprehensive(five times more products than biggest paper catalog)Lower costs-more efficient ordering/purchasing process8transaction cost reduced from$100 to$10 or$2022e-commerceImpact OverviewSupply Chain Integration Evolution(Company Extranets)Description:Multi-tiered distribution modelMultiple purchase order triggersBlock ordering(manual)Limited data sharingTraditional ModelSupplierSupplierSupplierProducerExample:Traditional Food ManufacturerDistributor/WholesalerRetailerConsumerPurchaseP.O.P.O.P.O.P.O.P.O.E-Commerce ModelIntegrated purchasing/Production ModelSingle purchase order triggerAutomatic just-in-time orderingDetailed Data SharingSupplierSupplierSupplierDreyers Grand Ice CreamProducerRetailerConsumer23e-commerceImpact OverviewInternal Business Management EvolutionDescription:Hierarchical,functionally-oriented communication-barriers to sharing information cross-functionally-slow to share information verticallyMultiple systems throughout organization-redundant-incompatibleLinear cross-functional work processes-serially processed-multiple handoffs-iterativeTraditional ModelE-Commerce ModelFully-networked,flat information exchangeFully compatible information systemsUniversal access to informationCollaborative work environment24e-commerceInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda25e-commerceStrategicOperationalOrganizationalThere are a number of potential impediments to successfully implementing an Internet strategy that need to be aggressively managed.Key Success FactorsImpedimentsIntegration of physical and electronic business processesIntegration of legacy systems with new online systemsAccess to and management of required technologyConsistent operational excellenceRight organizational structure to optimize business in physical and electronic world-integrated organization may slow E-Commerce development-separate E-Commerce organization may not leverage core assets effectivelyTraditional business model metrics may be inadequate/inappropriateBuilding capability to develop and retain required E-Commerce skillsChannel conflictBrand management in multiple mediums-ability to deliver consistent value propositionProduct pricing strategy-customization options-bundlingAbility to create/sustain differentiation onlineAbility to develop required strategic relationshipsWinning against new breed competitors26e-commerceKey Success FactorsImperativesOur experience highlights the following characteristics of winning companies:Take action early-set direction-launch experimentsEstablish framework within which decisions can be takenOrganize for success-recruit talent-secure fundingForm partnerships-critically assess capability gaps27e-commerceInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda28e-commerce Industry ExperienceBain has worked with companies across Internet market segments in a variety of industries.Access=Bain ExperienceInfrastructureEnablersIntermediariesApplicationsHigh TechTelecommunicationsRetailFinancial ServicesConsumer ProductsIndustrial ProductsMediaLogisticsManufacturingIndustries:Venture CapitalInternet Market Segment:29e-commerceBain E-Commerce ClientsAOLArrow ElectronicsBeedo ABDACOMDatacastDEXFiatGreat Universal StoresHewlett PackardLatticeMetacreationsMicrofocusCitibankCommonwealth BankDellFlemingGruppo FinivestGroupe BullHewlett PackardRosewood CapitalUPSAmerican ExpressLeo Burnett Cable&WirelessDisneyEquantEstee LauderFordGapHiltonNordstromUnileverVirginVodafone/AirtouchNikeRecent ClientsCurrent ClientsRecent Client DiscussionsMotorolaNortelOptusPrivate Equity PracticeSilicon GraphicsTandyTelecom ItaliaUS WestVIP CallingVisteon30e-commerce