e - commerce as a part of information sys
TRANSCRIPT
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E-commerce business. technology. society.
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Chapter 1
The Revolution Is Just Beginning
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E-commerce Developments and Themes—2006
More and more people and businesses are using the Internet to conduct commerce
The e-commerce channel is deepening as more products and services come online
Broadband and wireless Internet access are growing
E-commerce business models are being refined to achieve higher levels of profitability
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E-commerce Defined
E-commerce involves digitally enabled commercial transactions between and among organizations and individuals
Digitally enabled transactions include all transactions mediated by digital technology
Commercial transactions involve the exchange of value across organizational or individual boundaries in return for products or services
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E-commerce vs. E-business
We use the term e-business to refer primarily to the digital enablement of transactions and processes within a firm, involving information systems under the control of the firm
E-business does not include commercial transactions involving an exchange of value across organizational boundaries
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Why Study E-commerce? E-commerce technology is different and
more powerful than any of the other technologies that we have seen in the past century.
E-commerce has challenged much traditional business thinking
Information asymmetry From mass marketing to customization
E-commerce has a number of unique features that help explain why we have so much interest in e-commerce
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Seven Unique Features of E-commerce Technology and Their Significance
Is ubiquitous (available everywhere, all the time) Offers global reach (across cultural/national
boundaries) Operates according to universal standards (lowers
market entry for merchants and search costs for consumers)
Provides information richness (more powerful selling environment)
Is interactive (can simulate face-to-face experience, but on a global scale)
Increases information density (amount and quality of information available to all market participants)
Permits personalization/customization
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Seven Unique Feature of E-Commerce Technology
Ubiquity Alters industry structure by creating new
marketing channels and expanding size of overall market
Creates new efficiencies in industry operations and lowers cost of firms’ sales operations
Enables new differentiation strategies Global Reach
Changes industry structure by lowering barriers to entry, but greatly expands market at the same time
Lowers cost of industry and firm operations through production and sales efficiencies
Enables competition on global scale
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Seven Unique Features of E-Commerce Technology
Universal Standards Changes industry structure by lowering
barriers to entry and intensifying competition within an industry
Lowers costs of industry and firm operations by lowering computing and communications costs
Enables broad-scope strategies Richness
Alters industry structure by reducing strength of powerful distribution channels
Change industry and firm operations costs by lessening reliance on sales force
Enhances post-sale support strategies
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Seven Unique Features of E-Commerce Technology
Interactivity Alters industry structure by reducing threat
of substitutes through enhanced customization
Reduces industry and firm costs by lessening reliance on sales force
Enable differentiation strategies Personalization/Customization
Alters industry structure by reducing threats of substitutes, raising barriers to entry
Reduces value chain costs in industry and firm by lessening reliance on sales forces
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Seven Unique Features of E-Commerce Technology
Information Density Changes industry structure by
weakening powerful sales channels, shifting bargaining power to consumer
Reduces industry and firm operations costs by lowering costs of obtaining, processing, and distributing information about suppliers and consumers
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Types of E-commerce
Classified by nature of market relationship Business-to-Consumer (B2C)
Amazon.com Business-to-Business (B2B)
Alibaba.com Consumer-to-Consumer (C2C)
Ebay.com
Classified by type of technology used Peer-to-Peer (P2P) Mobile commerce (M-commerce)
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Potential Limitations on the Growth of B2C E-commerce
Expensive technology Complex software interface Sophisticated skill set Persistent cultural attraction of
physical markets and traditional shopping experiences
Persistent global inequality limiting access to telephones and computers
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Assessing E-commerce: Successes, Surprises and Failures
E-commerce has been a stunning technological success
Early years of e-commerce have been a mixed success from a business perspective
Many visions developed during early days of e-commerce not fulfilled
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Predictions for the Future
Technology of e-commerce will continue to propagate through all commercial activity
E-commerce prices will rise to cover the real cost of doing business on the Web and pay investors reasonable rate of return
E-commerce margins and profits will rise to levels more typical of all retailers
In B2C and B2B, traditional Fortune 500 companies will play growing and dominant role
Number of successful pure online companies will decline and most successful e-commerce firms will adopt mixed “clicks and bricks” strategies
Growth of regulatory activity worldwide
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Amazon @ 15
Story of Amazon in many ways mirrors story of e-commerce itself
Jeff Bezos, VP, D.E SHAW Started in July 1995 Process of continuous change and exploration for
profits What are the reasons why people shop at Amazon? Why wasn’t it profitable from Day 1? When did it become profitable? How many of you have used Amazon recently? What was your experience? Do you think Amazon will remain profitable?
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Chapter 2 E-commerce Models
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Components of e-commerce Business Models
Business Model-Customer value- Scope- Price- Resources- Capabilities- Implementations
Business Model-Customer value- Scope- Price- Resources- Capabilities- Implementations
EnvironmentEnvironment
InternetInternet PerformancePerformance
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E-Commerce Business Models
Business model a set of planned activities designed
to result in a profit in a marketplace E-commerce business model
a business model that aims to use and leverage the unique qualities of the Internet and the World Wide Web.
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Eight Key Ingredients of a Business Model
Key QuestionsBusiness Model Components
Value Proposition Why should the customer buy from you?
Revenue model How will you earn money?Market opportunityWhat marketspace do you intent to serve, and what is its size?
Competitive environmentWho else occupies your intended marketspace?
Competitive advantage What special advantages does your firm bring to the marketspace?
Market strategy How do you plan to promote your products to attract customer?
Organizationaldevelopment
What types of organizational structures within the firm arenecessary to carry out the business plan?
Management teamWhat kinds of experiences and background are important for the company’s leaders to have?
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Value Position Defines how a company’s product
or service fulfills the needs of customers.
Questions Why will customers choose to do
business with your firm instead of another company?
What will your firm provide that other firms do not and cannot?
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Revenue Model Describes how the firm will earn
revenue, produce profits, and produce a superior return on invested capital.
E-commerce revenue models include: advertising model – Yahoo.com subscription model –wsj.com transaction fee model –ebay.com sales model – Doubleclick.net affiliate model – Mypoints.com
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Revenue Model Advertising revenue model
a company provides a forum for advertisements and receives fees from advertisers (Yahoo)
Subscription revenue model a company offers it users content or
services and charges a subscription fee for access to some or all of it offerings (Consumer Reports or Wall Street Journal)
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Revenue Model Transaction fee revenue model
a company receives a fee for enabling or executing a transaction (eBay or E-Trade)
Sales revenue model a company derives revenue by selling
goods, information, or services (Amazon or DoubleClick)
Affiliate revenue model a company steers business to an
affiliate and receives a referral fee or percentage of the revenue from any resulting sales (MyPoints)
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Market Opportunity Market opportunity
refers to the company’s intended marketspace and the overall potential financial opportunities available to the firm in that market space
defined by the revenue potential in each of the market niches where you hope to compete
Marketspace the area of actual or potential
commercial value in which a company intends to operate
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Competitive Environment Refers to the other companies
operating in the same marketplace selling similar products
Influenced by: how many competitors are active how large are their operations the market share of each competitor how profitable these firms are how they price their products
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Competitive Advantage Achieved by a firm when it can
produce a superior product and/or bring the product to market at a lower price than most, or all, of its competitors
Achieved because a firm has been able to obtain differential access to the factors of production that are denied their competitors -- at least in the short term
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Competitive Advantage Asymmetry
exists whenever one participant in a market has more resources than other participants
First mover advantage a competitive market advantage for a
firm that results from being the first into a marketplace with a serviceable product or service
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Competitive Advantage Unfair competitive advantage
occurs when one firm develops an advantage based on a factor that other firms cannot purchase
Brand name Perfect Market
a market in which there are no competitive advantages or asymmetries because all firms have equal access to all the factors of production
when a company uses its competitive advantage to achieve more advantage in surrounding markets
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Market Strategy The plan you put together that
details exactly how you intend to enter a new market and attract new customers
Best business concepts will fail if not properly marketed to potential customers
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Organizational Development Describes how the company will
organize the work that needs to be accomplished
Work is typically divided into functional departments
Move from generalists to specialists as the company grows
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Management Team Employees of the company responsible
for making the business model work Strong management team gives instant
credibility to outside investors A strong management team may not be
able to salvage a weak business model Should be able to change the model
and redefine the business as it becomes necessary
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Major Business-to-Consumer (B2C) Business Models
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Major Business-to-Consumer (B2C) Business Models
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Major Business-to-Consumer (B2C) Business Models
Portal offers powerful search tools plus an
integrated package of content and services
typically utilizes a combines subscription/advertising revenues/transaction fee model
may be general or specialize (vortal)
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Major Business-to-Consumer (B2C) Business Models
E-tailer online version of traditional retailer includes
virtual merchants (online retail store only) clicks and mortar e-tailers (online
distribution channel for a company that also has physical stores)
online malls (online version of mall) Manufacturers selling directly over the
Web
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Major Business-to-Consumer (B2C) Business Models
Content Provider information and entertainment
companies that provide digital content over the Web
typically utilizes an advertising, subscription, or affiliate referral fee revenue model
Transaction Broker processes online sales transactions typically utilizes a transactions feel
revenue model
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Major Business-to-Consumer (B2C) Business Models
Market Creator uses Internet technology to create
markets that bring buyers and sellers together
typically utilizes a transaction fee revenue model
E.g. Auction English auction Dutch auction Sealed-bid auction Double auction
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English Auctions
The bidders announce their bids until no higher bid is forthcoming ‘going . . . going . . . gone!’ Ascending-price auctions Typically set a closing time in advance
Minimum bid plus a reserve price Early buyout price
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Dutch Auctions
Bidding starts at a high price and drops until a bidder accepts the price Descending price auctions
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Sealed-Bid Auctions
Bidders submit their bids independently and are usually prohibited from sharing information with each other
First-price sealed-bid auction The winner pays his amount
Second-price sealed-bid auction The winner pays one increment over the
second-highest bid received
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Double Auctions
Buyers and sellers submit bids to an auctioneer
The auctioneer matches the seller’s offers to the buyer’s offer E.g. New York Stock Exchange
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Major Business-to-Consumer (B2C) Business Models
Service Provider offers services online
Community Provider provides an online community of like-
minded individuals for networking and information sharing
revenue is generated by referral fee, advertising, and subscription
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e-Business Models
Dynamic Pricing Models Name-Your-Price Model Comparison-Pricing Model Demand-Sensitive Pricing Model
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Name-Your-Price Model
Allows customers to state the price they are willing to pay
Priceline.com Demand collect systems
Use shopping bot that takes customer’s bid to the Priceline partners to see whether they will accept the prices for the requested products/services
Intelligent agents
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Comparison-Pricing Model
Allows customers to poll a variety of merchants and find a desired product/service at the lowest price
Mysimon.com Uses intelligent-agent technology Offers discussion groups, customer
ratings, and comparison shopping
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Demand-Sensitive Pricing Model
Group purchasing Individual buyers to shop in large groups to
obtain group discount The more people who buy a product in a single
purchase, the lower the cost per person becomes Mercata.com, mobshop.com, demandline.com
How it works Buyers create requests for quotes (RFQs) Purchasing manager monitors all aggregated
RFQs Manager negotiates through suppliers.
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Major Business-to-Business (B2B) Business Models
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Major Business-to-Business (B2B) Business Models
B2B Hub also known as marketplace/exchange electronic marketplace where
suppliers and commercial purchasers can conduct transactions
may be a general (horizontal marketplace) or specialized (vertical marketplace)
E-distributor supplies products directly to
individual businesses
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Major Business-to-Business (B2B) Business Models
B2B Service Provider sells business services to other firms
Matchmaker links businesses together charges transaction or usage fees
Infomediary gather information and sells it to
businesses
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Case Studies
Should we integrate our Internet business with our traditional business or should we keep the two separate?
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Seamless Model: Office Depot
Two reasons Existing catalog-sales support an Internet
store Existing information systems made it easy
to coordinate online stores and physical stores
Customers’ Benefit Make shopping simple and convenient
Company’s Benefit Cheaper to reach customers
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Seamless Model: Office Depot
Added Value Each customer has its own specialized
view of the OfficeDepot.com site authorization
Provide additional discount for larger customers if they place order on online
Actually increased the traffic at its physical outlet
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Joint Venture Model: KB Toy
Reasons Don’t have much experience with
catalog retailing Tend to focus exclusively on their
physical stores KB Toy and Kbkids.com
KB Toy joined with BrainPlay.com to create Kbkids.com
$80 million
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Joint Venture Model: KB Toy
Operation Separation
Kbkids headquarter: Denver KB Toy headquarter: MA
Integration Share brand: promotion Customer service Purchasing function
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Virtual Partnership
Rite Aid and Drugstore.com Customer benefit
Customers can pick up their Drugstore.com prescriptions at their local Rite Aid
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A Spectrum of Choices
Model Brand Management Operation
Seamless Fully integrated Fully integrated Fully integrated
Joint VentureMostly
integratedSlightly
integratedModerately integrated
Partnership SeparateSlightly
integratedModerately integrated