咨询管理战略组织项目麦肯锡工具评估 The Net Economy.PDF

《咨询管理战略组织项目麦肯锡工具评估 The Net Economy.PDF》由会员分享，可在线阅读，更多相关《咨询管理战略组织项目麦肯锡工具评估 The Net Economy.PDF（42页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、- 1 -The Net Economy Roland BergerHaniel Management ConferenceDuisburg, September 2, 1999Roland Berger & Partner GmbH International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Detroit Dsseldorf Frankfurt Hamburg Kiev Kuala Lumpur LisbonLondon Madrid

2、Milan Moscow Munich New York Paris Prague Riga Rome So Paulo Shanghai Stuttgart Tokyo Vienna Zurich- 2 -A.Status and development of the net economy Roland Berger & Partners 1999- 3 -I. Structural transformation from industrial to information/knowledge/service society1. The featuresIndustrial employm

3、ent declines from 30% to 20%Information/knowledge/service-driven employment and valuecreationCorporations and “employees” work in increasingly virtual, networkedforms of organizationInformation technology and e-technologies determine value addedprocesses/productivity in industry and service companie

4、sBoth on an internal basis and toward customers/suppliers, (global)industries and service providers are setting up networked structures- 4 -2. Europe: On the path to the knowledge/information/service society .Volume of workWest Germany million hoursSource: IAB, Roland Berger & Partners calculationsP

5、riv. services8,5695,1593,0102,0671,40026,09924,62920,12218,15514,68010,2939,3428,7628,4938,5006,8657,0708,52010,15012,7606,2706,7546,5965,5684,25919601970198019901998- 22.2%+ 47.2%+ 85.9%- 43.8%- 83.7%Volumeof work- 17.4%+ 6.3%+ 94.5%+ 170.3%- 19.8%- 84.1%Employ-ment+ 11.0%StateSecondarysectorPrimar

6、ysectorTrade/transport56,08351,77047,00846,09243,610USA ahead in structural change: Now only 300350450EnergyTelecomsInterneteconomy 1998AutomotiveindustryInterneteconomy1999 Avg. growth p.a. 1995/98 +174.5% Europe is rapidly catching upSource: CREC / University of Texas- 11 -3. Seven new economic ru

7、les determine the net economy Growing instead of falling scale returnsThe “value” of networks increases exponentially with the number ofparticipants Virtual value-added structures rather than company size and verticalintegration Mass (segment) marketing replaced by segment-of-one marketing “Imperfec

8、t” markets are turning into “perfect”, transparent markets Many industries organized along stock market principles- 12 - Assets which may not be capitalized, such as and know-how, generatevalue as drivers of economies of scale and scope Share-financed mergers accelerate growth in market share (share

9、holdervalue!) The global market is becoming the “relevant market”Only the world market is large enough to allow network and e-technologyinnovations and capacities to be recouped- 13 -4. Two factors for operative success for companies inthe net economy1) Knowledge / intellectual capital The scarce co

10、mmodity2) Client base The market entry barrierTraditional assets real estate, machines, raw materials arebecoming increasingly insignificant for growth, returns and corporatevalueThe stock exchange revalued corporations long ago: Microsoft 1.4 x General Electric- 14 -5. The four value drivers for co

11、mpanies in the net economy1) Speed The competitive tool2) Capital market access (shareholder value) The growth currency3) Content (utility, solutions, ideas) The creator of value added via the fixed cost commodity network4) Global market and value-added presence The relevant geographic dimension of(

12、virtually networked) economic activity- 15 -III.In the new net economy, all players in the value-addedprocess need to be able to change at a speed faster thanever before danger of substitution!Companies in all branches of the economyLarge, well-established companiesThe “Mittelstand”Start-upsPublic a

13、dministrationIndividual employeesThe yardstick: “Faster, better, cheaper!”The alternative: “Be among the innovators/drivers or retire”- 16 -B.E-commerce a key area in the net economy- 17 -I.E-commerce the new reality of the net economy- 18 -1. E-commerce accounts for almost half of US Internetbusine

14、ssInternet business in the USCenters and segmentationSource: CREC/University of TexasSeattleSilicon ValleyBostonNew York17.1%34.6%48.3%HardwareSoftwareE-commerce(retail)- 19 -2. E-commerce: The net economys growth driverE-commerce volumesUS US$ bnSource: Forrester1481,65919982003+62% p.a.- 20 -81-31

15、9992002Significantly declining costs are driving Internet usageCost of Internet usage in GermanySource: Roland Berger & PartnersCheaper terminalsDMInternet access DM/monthPlummeting TC costsPfennig/minuteDramatic reduction ofsystem costsNo separatecost of accessRapidly decliningTC costs300.-19992002

16、-70%1.400,-FullyequippedInternetPCInternetconsole35019992002-100%-60%- 21 -3. E-commerce: New rules of the game3. E-commerce: New rules of the game6EvolutionRevolutionPastNewmarketingtoolPresentNewsaleschannelNewefficiencydriverFutureNewbusinessmodel- 22 -E-commerce changes/is a substitute for numer

17、ousbusiness modelsSource: Roland Berger & PartnersDramaticchange oftraditionalbusiness modelsTechnologyMarketing/sales applications Internet/intranet/extranet Data warehouse Data-mining Supply chain software Computer telephony integration Kiosk systems Virtual reality Mobile Internet . . . innovativ

18、e sales channel One-to-one marketing Cross-selling Procurement market platform Build-to-order Value-added services Communities of interest- 23 -4. Net economy: Focus on customers rather thanproducts via e-commerceNet economyTraditional economyCompetitionfor productsCompetitionfor customersParadigm s

19、hift The customer defines products/services- 24 -II.B2B the main e-commerce marketof the years to come- 25 -1. B2B in 5 years 93% of the e-commerce market inthe US And the highest growth (80% p.a.)E-commerce by segmentUS 2003 (forecast) %Source: Forrester80,2%13,3%6,5%B2B (goods)B2B (services)B2CUS$

20、 1,659 bn- 26 -2. In the field of B2B, there are four basic businessmodels used in practiceBrokermodelCommunity-buildermodelRetailermodelMarketplace tradermodel Differentiation by source of income and type of income112233Business-to-businesse-commercebusiness models44- 27 -2.1 The e-commerce retaile

21、r sells goods and servicesdirect to customers income via marginThe retailer business modelFeatures Sale of goods and services direct tocustomers/ consumers Profit generated via margin: Dependent onsales input and sales achieved Simple relationship between provider andcustomer, no third parties invol

22、ved Examples: A, Conrad.de, AnbieterSales of goods/servicesDiagramSupplierMain business relationshipRevenue streamOwner of the business modelEUREURPurchase- 28 -2.2 Broker: Limits himself to arranging deals betweencustomers and providers of goods and servicesThe broker business model Arrangement of

23、deals between customersand providers of goods and services,sometimes in his own name Profit generated via commission (sales-related) and fees (transaction-related), bothfrom customers and providers (dependingon the business model) Generally no third parties involved Examples: consors.de, pricescan,

24、ebay, etc.FeaturesBrokerAnbieterPurchasePurchaseDiagramSupplierSupplierEUREURSales ofgoods/servicesMain business relationshipRevenue streamOwner of the business model- 29 -2.3 The marketplace provider establishes a virtualshopping mall and offers additional servicesThe marketplace provider business

25、modelFeatures Provision of a virtual shopping mall, inwhich providers sell their goods and services Profit generated via rental charges, fees(transaction-related) and commission(sales-related) Offer of additional services and guarantees,e.g. payment handling, logistics, detailedmaterials commissioni

26、ng, etc. Examples: Evita.de, SDiagramAnbieterMarketplaceproviderMain business relationshipRevenue streamOwner of the business modelPurchasePurchaseSupplierSupplierEUREUREUREUREUREUREUREUR- 30 -2.4 Community builder: Builds up a demand-orientednet societyThe community-builder business modelCommunityb

27、uilderMember(supplier)Member(supplier) Build-up of a society with mutual interests, inwhich the customer is offered information,goods and services on a certain topicThe aim is to encourage the customer toestablish a relationship with the societywhich amounts to more than just buyinggoods or services

28、 Profit generated via commission, fees,rental charges and one-off payments byintegrated providers and third parties Examples: B, D,Finanztreff.de (partially)FeaturesMember(customer)Member(customer)DiagramEURMain business relationshipRevenue streamOwner of the business modelSale of goods/servicesMemb

29、erMemberEUR- 31 -III.Six key success factors fore-commerce in the net economy(Roland Berger study)- 32 -Six key success factors in e-commerceSix key success factors in e-commerceWebsitelevelIntegration levelStrategy levelStrategicorientationInte-grationof businessprocessesPartner-shipsContentFunctio

30、n-ality(customer side)Marketing- 33 -1. Content: Being first mover is today of moreadvantage than a well-positioned brand16028238366787911611154162532632294Q1Q2Q3Q4Q1Q2Q3Q4Q Went into internet lateA Not a name, but first moverSource: Morgan Stanley Dean WitterA is theno. 1 brand foronline ordersTurn

31、over Barnes & Noble/A1997-99 US$ m Speed SpeedExample- 34 -2. Marketing: German Top 15 do not use it asintensively as international best-practice companiesUsage of database marketing%55%45%10%90%Source: Roland Berger & PartnersRB studyRB studyTop 15(Germany)Top 15(Germany)Best practice(International

32、)Best practice(International)YesYesNoNo- 35 -3. Functionality: Ciscos “front end” is consistently basedupon Internet functionalitiesSource: Roland Berger & Partners 75% of all orders come via the Internet 60% cost advantages because of technical support viaInternet 90% cost advantages because of sof

33、tware downloadsvia the InternetOnlineconfigurationOnline orderBusinessmodelBusinessmodelResultsResultsCustomerCustomer162534Build-to-orderDeliveryTechnical supportonlineOrderstatusProductionplanningCisco: e-based front endExample- 36 -4. Integration: Dell has shortened throughput timesthanks to e-ba

34、sed process integration4. Integration: Dell has shortened throughput timesthanks to e-based process integrationInformationsystemsInformationsystems5-10days5-10days1Order2Configuration3Hardwareproduction4Qualitycontrol5Softwareinstallation6Test7Packaging8Delivery9Service Cost advantages due to build-

35、to-order: 11-18% Cost advantages due to Internet marketing: 30% Cost advantages due to build-to-order: 11-18% Cost advantages due to Internet marketing: 30%Dell: e-based value added chainExample- 37 -5. Partnerships: A is on its way to becomingan omni-store24. 2.Stake in (health products)29. 3.29. 3

36、.29. 3.29. 3.50% stake in (pet products)12. 4.Acquisition of liveB (live auctions)26. 4.Acquisition of E (book and music memorabilia)18. 5. 35% stake in Home G (food supplier)ACooperation strategy 1999 Growing sales/client Growing sales/clientExample- 38 -6. Strategy: Reuters has a strategic approac

37、h towardthe InternetReuters: Steps of the Internet strategySource: Morgan Stanley Dean WitterStakes in Internetstart-ups:Yahoo!InfoseekUS Web Sportsline Strategic goalGain understanding ofInternet processesand technology 1998 sale of sharesEstablishing own services in theinternetE-delivery of news s

38、ervicesNew web-based products forspecific target groups Strategic goal Opening-up new clientsegments (e.g. back offices ofbanks) Making services cheaper Reuters today biggest newsagency on the InternetEntering thee-commerce businessServices and soft-ware for e-brokersand companytreasurers1996-199819

39、96-19981998/19991998/1999Next stepNext stepExample- 39 -C.Summary- 40 -The net economy is replacing the industrial economy In terms of size, growth, value creation and employment Via new economic rules And new success factors And new value driversEurope is 2 to 3 years behind the US net economy Are

40、we catching up?12- 41 -E-commerce is one of the key areas of the net economy withhigh growth rates and substitution potential B2B is a top segmentSix key success factors in e-commerce Content Marketing (one-to-one) Functionality (customer interface) Process integration Partnerships/alliances Strategy/top-management attention34- 42 -The net economy: A fourth growth wave for HanielPer capita GDPt1999Go for it!