咨询管理及战略管理知识分析工具(英文版)dqno.pptx

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1、 bcE-CommerceKnowledge SharingAugust 1999,Bain Beijing Office1e-commerceInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgenda2e-commerceUser adoption of the World Wide Web has dramatically outpaced the growth of other communications med

2、ia,setting the stage for revolutionary changes.U.S.Internet Adoption3e-commerceUser 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 include

3、s 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%A

4、sia 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 C

5、omputer 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-commerceIndus

6、try 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

7、-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 Chai

8、nBusiness participation occurs in five distinct market segments.UserAccessInternetInfrastructureIntermediariesApplicationsEnablersAccess devicesInternet service providersNetwork access equipmentTechnology and software enablersService enablers,e.g.:-professional services-data management-affiliate pro

9、gramsSupport enablers,e.g.:-payment systems/transaction clearing-distribution-web servicesPortalsWeb agentsCommerce service providersVirtual trading communitiesContentCommerceCommunicationCommunityHardware/transmission equipmentBackbone transportNortel Networks Dell3ComAmerican on lineCompany exampl

10、esNortel Networks LucentCiscoCompany examplesMicrosoftIBMOracleYahooAmerican on lineAmazonDell9e-commerceIndustry Value ChainInternetInfrastructureUserAccessIntermediariesApplicationsEnablersContentCommerceCommunicationCommunityThis is E-Commerce!10e-commerceE-Commerce Growth By Segment(United State

11、s)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

12、 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

13、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

14、,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-sionsAOLOneSourceCNNBBCAOLYahooChemdexVert

15、icalNetACiscoDellSchwabTravelcityGE 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 industr

16、y.Product customization/qualityGeographic proximityMechanical innovationTransportation infrastructureScale economiesMass marketingUbiquitous reach to all stakeholdersDramatically lower cost interactionsComplete,symmetric,“free”informationWell ordered,multi-tiered distributionEfficient,optimized phys

17、ical touch relationshipsTruly unique user experience-deeper customer relationships-broader reachComplete restructuring of industry supply chainsLower cost and enhanced productivityCraft Based EconomyIndustrial RevolutionMass ProductionInternet/Information RevolutionSuppliersDIstrIbutorsManufacturing

18、ResellersCustomers 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 Management1

19、6e-commerceImpact OverviewCustomer Relationship Management EvolutionDescription:Example:Multi-tiered distribution modelMass marketingLimited inventoryFew value-added servicesTraditional ModelProducer“Bricks and mortar”bookstoreDistributorRetailerConsumerE-Commerce ModelStreamlined distribution model

20、Targeted 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 rel

21、ationship 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 recommendat

22、ionsBenefits 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 profit

23、able 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 Proces

24、s: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 Winbla

25、d,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 Evolut

26、ionDescription: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 int

27、erfaceScale 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 OverviewSup

28、ply 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 wi

29、ll 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 c

30、atalog)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 sha

31、ringTraditional 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 SharingSupplierS

32、upplierSupplierDreyers Grand Ice CreamProducerRetailerConsumer23e-commerceImpact OverviewInternal Business Management EvolutionDescription:Hierarchical,functionally-oriented communication-barriers to sharing information cross-functionally-slow to share information verticallyMultiple systems througho

33、ut 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-co

34、mmerceInternet 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.

35、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 w

36、orld-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

37、 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 FactorsImperative

38、sOur 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-commerceInte

39、rnet 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 ExperienceInfrastructureEnablersIntermediariesApplica

40、tionsHigh TechTelecommunicationsRetailFinancial ServicesConsumer ProductsIndustrial ProductsMediaLogisticsManufacturingIndustries:Venture CapitalInternet Market Segment:29e-commerceBain E-Commerce ClientsAOLArrow ElectronicsBeedo ABDACOMDatacastDEXFiatGreat Universal StoresHewlett PackardLatticeMeta

41、creationsMicrofocusCitibankCommonwealth BankDellFlemingGruppo FinivestGroupe BullHewlett PackardRosewood CapitalUPSAmerican ExpressLeo Burnett Cable&WirelessDisneyEquantEstee LauderFordGapHiltonNordstromUnileverVirginVodafone/AirtouchNikeRecent ClientsCurrent ClientsRecent Client DiscussionsMotorolaNortelOptusPrivate Equity PracticeSilicon GraphicsTandyTelecom ItaliaUS WestVIP CallingVisteon30e-commerce