战略分析工具-分析方法-E-Commerce Knowledge Sharing英文版.ppt

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1、战略分析工具战略分析工具-分析方分析方法法-E-Commerce Knowledge Sharing英文版英文版Internet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda2e-commerceNote:WWW is Worldwide WebSource:Morgan Stanley U.S.Investment Research:Internet Retail,5/28/97Years to Reach 50 Mill

2、ion 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 Adoption来自来自中国最大的资料库下载中国最大的资料库下载3e-commerceNote:WWW is Worldwide WebSource:Morgan Stanley U.S.Investment

3、 Research:Internet Retail,5/28/97Years 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 Adoption来自来自中国最大的资料库下载中国最大的资料库下载4e-commerceIntern

4、et 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

5、-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

6、)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 eConsult

7、ing ExperienceAgenda7e-commerceIndustry Value ChainBusiness participation occurs in five distinct market segments.UserAccessInternetInfrastructureIntermediariesApplicationsEnablersAccess devicesInternet service providersNetwork access equipmentTechnology and software enablersService enablers,e.g.:-p

8、rofessional 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 tra

9、nsport8e-commerceIndustry Value ChainBusiness participation occurs in five distinct market segments.UserAccessInternetInfrastructureIntermediariesApplicationsEnablersAccess devicesInternet service providersNetwork access equipmentTechnology and software enablersService enablers,e.g.:-professional se

10、rvices-data management-affiliate programsSupport enablers,e.g.:-payment systems/transaction clearing-distribution-web servicesPortalsWeb agentsCommerce service providersVirtual trading communitiesContentCommerceCommunicationCommunityHardware/transmission equipmentBackbone transportNortel Networks De

11、ll3ComAmerican on lineCompany examplesNortel Networks LucentCiscoCompany examplesMicrosoftIBMOracleYahooAmerican on lineAmazonDell9e-commerceIndustry Value ChainInternetInfrastructureUserAccessIntermediariesApplicationsEnablersContentCommerceCommunicationCommunityThis is E-Commerce!10e-commerceE-Com

12、merce 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

13、 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 busi

14、ness 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:AOLUUNetWorkHo

15、meAOLYahooNetscapeExciteInforma-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-sionsA

16、OLOneSourceCNNBBCAOLYahooChemdexVerticalNetACiscoDellSchwabTravelcityGE TPNPeBayAPhone MarketFree-13e-commerceInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda14e-commerceThe Internet is a major discontinuity that will redefine the

17、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

18、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 Revoluti

19、onSuppliersDIstrIbutorsManufacturingResellersCustomers Internet ImpactInternet Revolution15e-commerceInternet ImpactImpact OverviewThese result in dramatic changes across company relationships with customers,suppliers,employees and other stakeholders.Customer Relationship ManagementSupply Chain Inte

20、grationInternal Business Management来自来自中国最大的资料库下载中国最大的资料库下载16e-commerceImpact OverviewCustomer Relationship Management EvolutionDescription:Example:Multi-tiered distribution modelMass marketingLimited inventoryFew value-added servicesTraditional ModelProducer“Bricks and mortar”bookstoreDistributorRe

21、tailerConsumerE-Commerce ModelStreamlined distribution modelTargeted marketingScale inventory and selectionRobust range of value-added servicesAProducerProducerProducerCommunityRetailerValue-Added ServicesConsumerE-Tailer17e-commerceCustomer Relationship Management Evolution(Benefits of E-Commerce M

22、odel)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,other

23、sValue-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 purchasesBr

24、oader 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 Overvi

25、ew 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 empl

26、oyee 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 Invento

27、ry20e-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 mo

28、delSupplierSupplierSupplierBuyerBuyerBuyerSingle bidding interfaceScale benefits shared across participantsVirtual marketplace connecting suppliers and customersUp-to-date online inventory listingsOnline order-taking processTPN(GE)ChemdexE-Commerce ModelSupplierSupplierSupplierBuyerBuyerBuyerVirtual

29、 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%o

30、f 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)

31、-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 p

32、urchase 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 triggerA

33、utomatic just-in-time orderingDetailed Data SharingSupplierSupplierSupplierDreyers Grand Ice CreamProducerRetailerConsumer23e-commerceImpact OverviewInternal Business Management EvolutionDescription:Hierarchical,functionally-oriented communication-barriers to sharing information cross-functionally-s

34、low 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 systemsUnivers

35、al access to informationCollaborative work environment24e-commerceInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda25e-commerceStrategicOperationalOrganizationalThere are a number of potential impediments to successfully implementin

36、g 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

37、 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 retai

38、n 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 ne

39、w breed competitors来自来自中国最大的资料库下载中国最大的资料库下载26e-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 tale

40、nt-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 var

41、iety of industries.Access=Bain ExperienceInfrastructureEnablersIntermediariesApplicationsHigh TechTelecommunicationsRetailFinancial ServicesConsumer ProductsIndustrial ProductsMediaLogisticsManufacturingIndustries:Venture CapitalInternet Market Segment:29e-commerceBain E-Commerce ClientsAOLArrow Ele

42、ctronicsBeedo 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