Presentation to UBC Commerce Faculty April 28, 2000 www.SierraSystems.com UBC: eComm Boom-Agenda What is eCommerce? The Business Value Chain The Impact on Developers and Engineers Business Change & New Skills Market Positioning Supply-side Metrics Sell-side Metrics Summary and Questions www.SierraSystems.com Business Drivers for Future Growth in Internet E-Business Applications Global Mergers and Acquisitions Growth Outside “First World” Massive Dislocations in Value/Power in Supply Chain Ubiquitous Customer Connectivity More Power to the Customer © 2000 Giga Information Group Reinvigorated IT Competitive Environment Massive Changes in Value Licensing Economic Models Continued Productivity Growth in the Global Economy Think E-business, Not E-commerce E-commerce is the Cause, E-Business is the Effect E-Business is about Structural Transition and Business Transformation from Old Business Models to New Business Models E-Business Requires Effective Inter-Enterprise Integration Processes and Technology E-Business is not a Technology Issue; It is a Serious Top Management Strategy Success is all about Execution © 2000 Giga Information Group www.SierraSystems.com Let’s have a Guess at the Size B2B in 1998 - US$ 43 billion Forecast for 2003 - US$ 1.3 trillion Perspective in terms of total B2B trade: – Only 9.4% of total – Forrester Research www.SierraSystems.com Five Main Categories of Business Price Discovery - matching buyers and sellers – eBay, eTrade, Letsbuyit.com Needs matching – Grand and Toy Innovation – Linux development, Business Objects Product design and delivery – Manufacture and assembly Distribution (Transmission Services) – Banks networks, gas distribution networks Don Tapscott www.SierraSystems.com The eCommerce Matrix Business Business Consumer Source: The Economist Consumer B2B GM/Ford EDI networks B2C Amazon Dell C2B Priceline Accompany C2C EBay QXL Lessons From Big Pioneers Where U.S. Fortune 500 Companies Are in E-Commerce Phase 3: Low Will We’ve Got a Lot of E-Commerce Stuff Going on but Where’s the Pay-Off? High Will Low Skill High Skill 3 of 16 10 of 16 We Know E-Commerce Is Critical and We’ve Started Phase 1: Phase 4: E-Commerce Is Giving Us Competitive Advantage Phase 2: 1 of 16 High Will High Skill 2 of 16 Low Will Low Skill I Guess We Should Do Something With E-Commerce Opportunities New ways for sellers to move products and services into the market? New products? Production Roles Suppliers Revenue from organizing reducing, selling information? Sellers New exchanges for bidding and trading? Transactor Seller’s Agent Consumption Roles Buyer’s Agent Buyers Information Provider Infrastructure Revenue from taking on online market risk? New ways for buyers to find products and services? Market Trust Supporting Roles New ways to provide market infrastructure Stages of Web Functionality LEVEL 4 - Leading Personalized content ~ Secure commerce ~ Advertisement serving ~Advanced searching ~ Custom usage reporting ~ Custom Java applets ~Advanced user management and access control LEVEL 3 - Advanced User profiling ~ Authentication ~ Access control ~ Electronic Commerce ~ Online support ~ Basic Advertisement serving ~ Legacy integration Chats and Forums ~ Dynamic publishing ~ Imported partner content ~ Advanced reporting LEVEL 2 - Standard Basic Profiling ~ Content Management ~Basic searching ~ Personalized Email ~ Electronic catalog LEVEL 1 - Entry Static content ~ Simple animation effects/Java Script ~ “Stock” usage reporting Getting Started With eCommerce Identification Assessment Do we need to do something? Are we already involved in a project? Are the things we’re doing today the right things? If not, what are the right things? Supply Chain How do we best deploy our limited resources and focus on our real objective? Implementation Directed Discovery eCommerce Affects the Entire Business Where Do You Start? Supply Side Internal Operations Suppliers Sales and Marketing Agents R&D / Knowledge Mgmt End User Finance Sales Reps Supply Chain Mftg Distributors HR Retailers Vendors Market Facing Start Here! Start by understanding and getting closer to the customer! Value Chain of a Differentiator Firm Infrastructure Corporate’s support in sales and marketing Superior management information system Technology Development Proprietary Process Unique Equipment HR Management Effective Training Career development for staff Procurement Handling of inputs that minimizes damage Delivery on time Inbound Logistics Facilities that enhance the firm’s image Team work Application eng support Advanced Unique vehicle Most repeat testing/evaluation response to scheduling techniques customer’s quotation Extensive training on application and marketing Highest quality incoming parts Transportation suppliers that minimizes damage Statistical process control Reliable & high quality products Short cycle time Flexible labour Rapid timely delivery Handling that minimizes damage Accurate and responsive order processing Operations Margin Outbound Logistics Highest quality replacement parts Superior technical literature & sales aid Latest trade & product seminar High customer face time Marketing and Sales Extensive buyer tracking Complete field stocking of replacement parts Service Margin The Internet Reshapes the Value Chain The new Internet value chain Customer Acquisition Customers found through •Affiliate networks •Shopping bots •Portals/hub sites •Ad networks © 2000 Giga Information Group Ordering/ Payment In B2C: •Direct sales by manufactures •Retailers pass orders and payment to supplier, take a commission. In B2B: •Hub Sites facilitate orders •End users buy directly with purchasing cards Production •Build to order becomes more common •Orders sent to component makers for just-in-time assembly •Suppliers take on greater role in building quick-toassemble modules Delivery •Manufacturer ships to customer •Shippers like FedEx move into home delivery business •Suppliers take on greater role in building quick-to assemble modules Service Relationship Management •Retailer takes on more service & support •Service becomes a new sales opportunity •Customer relationship management becomes a reality, not just an aspiration Rebuilding the Value Chain Manufacturer/ publisher Wholesaler/ distributor E-retailer Reintermediation Portal/ aggregator Sources: Benchmark Capital; The Economist Consumer Disintermediation Re-engineering the Customer Experience Purchase Criteria Customer Anger Preferences Power Decision-Making Process Purchase Occasion Buyer Behavior Functional Needs Systems Economics © 2000 Giga Information Group Customer Priorities Content & Experience Channel Integration Content & Transaction Assets The Evolving Value Chain The Internet is blurring traditional boundaries between what companies, customers and suppliers do and what services they offer. Traditional Roles Customer & Retailer Buying: •Research •Decision •Order •Payment © 2000 Giga Information Group Customer Manufacturer & Suppliers Producing: •Source •Buy •Build •Assemble Manufacturer Distributor & Retailer Retailer & Customer Delivering: •Distribution •Shipping •Pick-up •Set-up Supplier Servicing: •Questions •Problem •Resolution •Repair Distributor Internet Roles Manufacturer & Retailer Reselling: •Identify Need •Match Need with Product •New Order Retailer The Internet Reshapes the Value Chain Potential Impact of Internet on Business Processes (0-2 = Small; 3-4 = Some; 5-6 = Medium; 7-8 = A Lot; 9-10 = Major) Customer-Oriented Processes: Acquiring customers Taking order/billing/getting paid Making the product Delivering the product Serving the customer Deepening relationship Internal Processes: Developing the product Procuring supplies Hiring/retaining employees Raising capital Tracking/managing money Managing risk © 2000 Giga Information Group 0 2 4 6 8 10 Positioning in a Mind You see what you expect to see – Past conditioning Build a leadership position in the prospect’s terms – NOT YOUR terms!!! Change dethrones leaders – So, if you are not a leader, look for the hole Don’t trick the prospect, build trust www.SierraSystems.com The Internet’s Impact on Industries Because the Internet allows assisted self-help, it affects industries where self-help was not an option before — like brokerage Percent of Customers Distribution of Customers by Self-Help Preference 10 Distribution of Customers, Pre-Internet 8 6 4 Internet Shifts Curve This Way Distribution of Customers, PostInternet 2 0 No Self-Service Mixed Self-Service With Help When Needed No Human Help The Internet’s Impact on Industries It also affects industries where self-help has become the norm — like books, computers or groceries Percent of Customers Distribution of Customers by Self-Help Preference 10 Distribution of Customers, Pre-Internet 8 6 4 Distribution of Customers, Post-Internet Internet Shifts Curve This Way 2 0 No Self-Service Mixed Self-Service With Help When Needed No Human Help E-Commerce for Small and Mid-Sized Companies Process Solution Closing sale/taking order/getting paid Connectivity with trading partners Acquiring customers Delivering the product Billing/getting paid Procurement Commerce service providers IP-based EDI Competitive bidding Outsourcing logistics EBBP Hosted e-procurement service www.SierraSystems.com Positioning in the Deeper Forest Do it the “Amazon way” – have a button on every page searched – whether relevant or not Tune the features to fit the search routines – yeild a high level of returns for searches – provide a repetitive recognition of name Structure the features to mirror the the touchpoints of the complimentary community – regular association with supportive businesses – eCommunity - A Group of Common Interest www.SierraSystems.com Benefits of Integrating with your eCommunity Example: BP Amoco (BP Chemicals) – 7 million tons of production per year – Manual collating of information from shipping brokers – Implemented an Extranet linking brokers, BP units and customers globally – Resulted in a flexible system requiring minimal resources – Global tracking efficiency www.SierraSystems.com Expectations of the Prospect Target your sector – move from the local to the global view Once you have the interest – don’t let go – continue to build trust – perform in your prospect’s terms People want instant reliable information Your Value Chain becomes your delivery key www.SierraSystems.com The Sell-Side E-Commerce Value Cycle Attracting customers, marketing products Displaying products User profiling Pre-sales support Product configuration Advertising User feedback Customer Customer service Technical support User authentication Price negotiation Ordering & payment Billing Post-sales activities Fulfillment/ distribution Negotiating prices, accepting orders Impact of Internet on Sell-Side Business Processes 0 2 4 6 8 External Customer Processes: 10 Attracting customers/ marketing products 1. Acquiring customers for products 2. Taking the order/billing Billing 3. Making the product 4. Delivering the product Customer service 5. Serving customer after sale 6. Relationship management Relationship mgmt. Internal Processes: 7. Developing the product 8. Procuring supplies and inventory 9. Hiring/retaining employees 10. Raising capital (debt/equity) 11. Tracking/managing money 12. Managing risk 0 2 4 6 8 10 (0-2 = Small; 3-4 = Some; 5-6 = Medium; 7-8 = A Lot; 9-10 = Major) Innovations in Closing the Sale: FreeMarkets Source: FreeMarkets Procurement Goal: most cost-effective management of procurement activities Situation: “When did you order it… ?” – Procurement inundated with paper – 70% of orders high-volume, low-dollar items (comprise only 3% of accounts payable) Challenge: an intranet application to provide “one-stop shopping” – Automated ordering & tracking, strategic procurement partner interface, online hiring of outsourced services www.SierraSystems.com Solution: MS Market Online ordering and resources – Order office goods, locate approved vendors, initiate purchase orders, track vendor payments, and submit expenses Automatic transaction approvals – Electronically routed, sent to approving authority when required Web app built on Microsoft platform – Server: Windows NT & BackOffice Products (IIS, SQL Server, Site Server Enterprise ) – Client: Windows NT Workstation (32-bit OS), Microsoft Office, Microsoft Internet Explorer 4.0 www.SierraSystems.com January 1998 MS Market Activity January MS Market activity – $155M and 23,951 requisitions processed worldwide The number of year-to-date MSMarket users is: – 9,494 requisitioners, 2,496 approvers who are not also requisitioners. – 11,990 People in the process Domestic activity: – 16,638 requisitions – $115M International activity: 7,313 requisitions $40.5M Current month volumes equate to an annual run rate of over $1.6B. www.SierraSystems.com Results Rules removed, red tape reduced – Can place order in 3 minutes or less – No need to go through admin assistant Better business practices – Uploads transactions directly into SAP – Handled $1.6 billion in orders last year – 12 employees redeployed to advantage Flexible deployment for IT – Incremental changes to app without reloading each desktop – Reliable, only 3% of orders require help www.SierraSystems.com Savings P.O. Costs reduced from $60/per to $5/per (saved 30 minutes/order by automating data entry) Requisition to P.O. time reduced from 2 weeks to 8 minutes $1.6M/yr in CP staff redeployment (12 FTEs) $4-6M in additional supplier price and payment discounts On track for 5-10% decrease in ~$2B/yr spend Scalability Time savings for employees www.SierraSystems.com Information Fragmentation On average, business information resides in 7 systems 75% claimed lack of integration caused problems: – Consistency and compatibility of data – Extraction and collation of data Only 10% thought their automated processes communicated well with the value chain. © 2000 Giga Information Group www.SierraSystems.com E-Business Application Strategies Buy vs. Build-&-Integrate, Buy and Build-&-Integrate Loosely coupled plug ‘n’ play – Whether business units or companies Customer-centered business process innovation New and rapidly evolving business processes Stick to the knitting…specialize in core competency Form and break business relationships rapidly Powerful content aggregator as central mover, vs. federated association of more equal players All require more flexible, business process-driven application solutions, that can be sliced and diced in many ways © 2000 Giga Information Group www.SierraSystems.com Build versus Buy Internet Client/ Server M’frame S Y S T E M M A N A G E M E N T Presentation Services Applications and Application Development Tools Packaged Applications Object Oriented Tools 4GL Tools, 3GL API Network Computers Web Browser Application Enabling Services Personal Computer TP Monitors Work Flow Event Services Mail Intelligent Agents Telephony Terminals Comm. Services Conversational Remote Proc. Call Messaging Object Services COM/DCOM CORBA Data Access Services Desktop Workgroup Department Division Enterprise Dist. Services Directory, Time Security, Transactions SNA ATM Channel WAN IPX LAN Physical Networks • Presentation Services • Application Packages • Development Tools • Application Enabling Services • Data Access Services Common Transport Semantics Transport Services TCP/IP NETBIOS APPN Common architecture Signaling & Control Plane • Comm. Services • Object Services • Distributed Services Best-Practice SoftwareDevelopmentLifeCycle 7-Month Process Purchase and Play With Tool Initiation, Evaluation Business Testing, a.k.a. Requirements! 2nd Iteration Deploy 0 Have Idea, Buy Tool © 2000 Giga Information Group 1 2 Training 3 Prototypes 4 5 Throw Out First Iteration 6 7 Evaluate Planning is everything, plans are nothing. Lessons Learned BPR and outsourcing essential – Senior management involvement Project successful because of teamwork – Business, IT, consultant/vendor – BUT, production support group wasn’t involved early enough Must design for all workflow exceptions – – – – Some steps/issues left out of the process Involve users in acceptance testing early on Talk to workers, not just management Dig deeper, longer www.SierraSystems.com Lessons Learned • Look for integration points - Workflow, E-Forms, Output - Legacy renewal and workflow • Hire necessary skills and experience - Web development - Client/Server • Do not develop “homegrown” workflow within applications - “workflow is at the heart of e-business” • Deploy slowly (pilots & phased implementation) • Involve business partners at the beginning • Focus on bandwidth and security issues © 2000 Giga Information Group www.SierraSystems.com Thank you UBC Commerce Community Questions? [email protected] 604.891.6255 www.SierraSystems.com
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