Chapter 2 E-commerce business models電子商務(wù)模式

Copyright 2002PearsonEducation Inc Slide2 1 CHAPTER2 Createdby DavidZolzer NorthwesternStateUniversity Louisiana E CommerceBusinessModelsandConcepts OpeningCaseStudy who swho Copyright 2002PearsonEducation Inc Slide2 2 Copyright 2002PearsonEducation Inc Slide2 3 Copyright 2002PearsonEducation Inc Slide2 4 SampleCaseAnalysis Question1 analyzebothAmazonandB Copyright 2002PearsonEducation Inc Slide2 5 Whattoconsider 這兩家企業(yè)的 五種競(jìng)爭(zhēng)力 分別是什么 1 供應(yīng)商的討價(jià)還價(jià)能力2 購(gòu)買者的討價(jià)還價(jià)能力3 潛在競(jìng)爭(zhēng)者進(jìn)入的能力4 替代品的替代能力5 行業(yè)內(nèi)競(jìng)爭(zhēng)者現(xiàn)在的競(jìng)爭(zhēng)能力 Copyright 2002PearsonEducation Inc Slide2 6 Question2 compareandevaluatethebusinessmodelsusedbyAmazonandB Copyright 2002PearsonEducation Inc Slide2 7 Question3 howviable 切實(shí)可行 iseachbusinessmodel Explainyouranswer Answer 1 putyourselfintoit makeadecision choosingyourfavorablebusinessmodel 2 whatkindofstyleofthebookstoreitwillbeifyouweretheowner howwouldyouimprovetheshoppingexperience Copyright 2002PearsonEducation Inc Slide2 8 Question4 whichcompanywilldominatethebookretailingindustry Explainit Answer 1 investigateonlinetofindoutthecurrentsituationofthesetwocompanies 2 analyzewhythesituationhappen 3 makeareservedpredictionorforecast Asfortheunfavorableone discussaboutitspossibilitiestomakealiving Copyright 2002PearsonEducation Inc Slide2 9 Copyright 2002PearsonEducation Inc Slide2 10 LearningObjectives Identifythekeycomponentsofe commercebusinessmodels DescribethemajorB2Cbusinessmodels DescribethemajorB2Bbusinessmodels Recognizebusinessmodelsinotheremergingareasofe commerce Understandkeybusinessconceptsandstrategiesapplicabletoe commerce Copyright 2002PearsonEducation Inc Slide2 11 E CommerceBusinessModels BusinessmodelasetofplannedactivitiesdesignedtoresultinaprofitinamarketplaceBusinessplanadocumentthatdescribesafirm sbusinessmodelE commercebusinessmodelabusinessmodelthataimstouseandleveragetheuniquequalitiesoftheInternetandtheWorldWideWeb stillprofit Copyright 2002PearsonEducation Inc Slide2 12 EightKeyIngredientsofaBusinessModel Copyright 2002PearsonEducation Inc Slide2 13 EightKeyIngredientsofaBusinessModel 1 ValueProposition Defineshowacompany sproductorservicefulfillstheneedsofcustomers Questions Whywillcustomerschoosetodobusinesswithyourfirminsteadofanothercompany KOZMO Whatwillyourfirmprovidethatotherfirmsdonotandcannot Copyright 2002PearsonEducation Inc Slide2 14 EightKeyIngredientsofaBusinessModel 2 RevenueModel Describeshowthefirmwillearnrevenue produceprofits andproduceasuperiorreturnoninvestedcapital E commercerevenuemodelsinclude advertisingsubscriptiontransactionfeesalesAffiliateWhatelse Copyright 2002PearsonEducation Inc Slide2 15 EightKeyIngredientsofaBusinessModel 2 RevenueModel Advertisingrevenuemodelacompanyprovidesaforumforadvertisementsandreceivesfeesfromadvertisers Yahoo Subscriptionrevenuemodelacompanyoffersituserscontentorservicesandchargesasubscriptionfeeforaccesstosomeorallofitofferings ConsumerReportsorWallStreetJournal Subscriptionrevenuemodel Copyright 2002PearsonEducation Inc Slide2 16 Subscriptionrevenuemodel Copyright 2002PearsonEducation Inc Slide2 17 Subscriptionrevenuemodel Copyright 2002PearsonEducation Inc Slide2 18 Copyright 2002PearsonEducation Inc Slide2 19 EightKeyIngredientsofaBusinessModel 2 RevenueModel Transactionfeerevenuemodelacompanyreceivesafeeforenablingorexecutingatransaction eBayorE Trade Transactionfeerevenuemodel Aquestion Whatarethedifferentrevenuestreamsfromebay soperation Isebayactingasanagentorabrokeramongtransactions Copyright 2002PearsonEducation Inc Slide2 20 Transactionfeemodel Copyright 2002PearsonEducation Inc Slide2 21 EightKeyIngredientsofaBusinessModel 2 RevenueModel Salesrevenuemodelacompanyderivesrevenuebysellinggoods information orservices GaporDoubleClick Affiliaterevenuemodelacompanysteersbusinesstoanaffiliateandreceivesareferralfeeorpercentageoftherevenuefromanyresultingsales MyPoints Copyright 2002PearsonEducation Inc Slide2 22 Salesrevenue Copyright 2002PearsonEducation Inc Slide2 23 Affiliaterevenuemodel Copyright 2002PearsonEducation Inc Slide2 24 Copyright 2002PearsonEducation Inc Slide2 25 FivePrimaryRevenueModels Copyright 2002PearsonEducation Inc Slide2 26 EightKeyIngredientsofaBusinessModel 3 MarketOpportunity Marketopportunityreferstothecompany sintendedmarketspaceandtheoverallpotentialfinancialopportunitiesavailabletothefirminthatmarketspacedefinedbytherevenuepotentialineachofthemarketnicheswhereyouhopetocompeteMarketspacetheareaofactualorpotentialcommercialvalueinwhichacompanyintendstooperate Copyright 2002PearsonEducation Inc Slide2 27 MarketspaceandMarketOpportunityistheSoftwareTrainingMarket Copyright 2002PearsonEducation Inc Slide2 28 EightKeyIngredientsofaBusinessModel 4 CompetitiveEnvironment ReferstotheothercompaniesoperatinginthesamemarketplacesellingsimilarproductsInfluencedby howmanycompetitorsareactivehowlargearetheiroperationsthemarketshareofeachcompetitorhowprofitablethesefirmsarehowtheypricetheirproducts Copyright 2004PearsonEducation Inc Slide2 29 CompetitiveEnvironment cont d Directcompetitors companiesthatsellproductsorservicesthatareverysimilarandintothesamemarketsegmentExample PandTIndirectcompetitors companiesthatmaybeindifferentindustriesbutthatstillcompeteindirectlybecausetheirproductscansubstituteforoneanotherExample CNN comandESPN com Directcompetitors priceline Copyright 2004PearsonEducation Inc Slide2 30 Directcompetitors travelocity Copyright 2004PearsonEducation Inc Slide2 31 Copyright 2002PearsonEducation Inc Slide2 32 EightKeyIngredientsofaBusinessModel 5 CompetitiveAdvantage Achievedbyafirmwhenitcanproduceasuperiorproductand orbringtheproducttomarketatalowerpricethanmost orall ofitscompetitorsAchievedbecauseafirmhasbeenabletoobtaindifferentialaccesstothefactorsofproductionthataredeniedtheircompetitors atleastintheshortterm Copyright 2002PearsonEducation Inc Slide2 33 EightKeyIngredientsofaBusinessModel 5 CompetitiveAdvantage Asymmetry 不對(duì)稱 existswheneveroneparticipantinamarkethasmoreresourcesthanotherparticipantsFirstmoveradvantageacompetitivemarketadvantageforafirmthatresultsfrombeingthefirstintoamarketplacewithaserviceableproductorservice Copyright 2002PearsonEducation Inc Slide2 34 EightKeyIngredientsofaBusinessModel 5 CompetitiveAdvantage UnfaircompetitiveadvantageoccurswhenonefirmdevelopsanadvantagebasedonafactorthatotherfirmscannotpurchaseLeverage 杠桿作用 whenacompanyusesitscompetitiveadvantagetoachievemoreadvantageinsurroundingmarketsEg amazonenteredonlineauctionsector Copyright 2002PearsonEducation Inc Slide2 35 EightKeyIngredientsofaBusinessModel 6 MarketStrategy TheplanyouputtogetherthatdetailsexactlyhowyouintendtoenteranewmarketandattractnewcustomersMarketingmixBestbusinessconceptswillfailifnotproperlymarketedtopotentialcustomersCaserecall Copyright 2002PearsonEducation Inc Slide2 36 EightKeyIngredientsofaBusinessModel 7 OrganizationalDevelopment DescribeshowthecompanywillorganizetheworkthatneedstobeaccomplishedWorkistypicallydividedintofunctionaldepartmentsMovefromgeneraliststospecialistsasthecompanygrows Copyright 2002PearsonEducation Inc Slide2 37 EightKeyIngredientsofaBusinessModel 8 ManagementTeam EmployeesofthecompanyresponsibleformakingthebusinessmodelworkStrongmanagementteamgivesinstantcredibilitytooutsideinvestorsAstrongmanagementteammaynotbeabletosalvageaweakbusinessmodelShouldbeabletochangethemodelandredefinethebusinessasitbecomesnecessary Copyright 2002PearsonEducation Inc Slide2 38 MajorBusiness to Consumer B2C BusinessModels Copyright 2002PearsonEducation Inc Slide2 39 MajorBusiness to Consumer B2C BusinessModels Copyright 2002PearsonEducation Inc Slide2 40 MajorBusiness to Consumer B2C BusinessModels Portalofferspowerfulsearchtoolsplusanintegratedpackageofcontentandservicestypicallyutilizesacombinessubscription advertisingrevenues transactionfeemodelmaybegeneralorspecialize vortal Generalportal Aol Copyright 2004PearsonEducation Inc Slide2 41 Verticalportal iboats Copyright 2004PearsonEducation Inc Slide2 42 Copyright 2002PearsonEducation Inc Slide2 43 MajorBusiness to Consumer B2C BusinessModels E taileronlineversionoftraditionalretailerincludesvirtualmerchants onlineretailstoreonly clicksandmortare tailers onlinedistributionchannelforacompanythatalsohasphysicalstores catalogmerchants onlineversionofdirectmailcatalog onlinemalls onlineversionofmall ManufacturerssellingdirectlyovertheWeb Copyright 2004PearsonEducation Inc Slide2 44 Clicksandmortar catalogmerchants Copyright 2004PearsonEducation Inc Slide2 45 onlinemalls Copyright 2004PearsonEducation Inc Slide2 46 Manufacturedirectsale Copyright 2004PearsonEducation Inc Slide2 47 MajorBusiness to Consumer B2C BusinessModels ContentProviderinformationandentertainmentcompaniesthatprovidedigitalcontentovertheWebtypicallyutilizesanadvertising subscription oraffiliatereferralfeerevenuemodel Copyright 2002PearsonEducation Inc Slide2 48 example wsj Copyright 2004PearsonEducation Inc Slide2 49 example cnn Copyright 2004PearsonEducation Inc Slide2 50 Copyright 2002PearsonEducation Inc Slide2 51 MajorBusiness to Consumer B2C BusinessModels TransactionBrokerprocessesonlinesalestransactionstypicallyutilizesatransactionsfeelrevenuemodel Financialservice Copyright 2004PearsonEducation Inc Slide2 52 careers Copyright 2004PearsonEducation Inc Slide2 53 Travelservice Copyright 2004PearsonEducation Inc Slide2 54 Copyright 2002PearsonEducation Inc Slide2 55 MajorBusiness to Consumer B2C BusinessModels MarketCreatorusesInternettechnologytocreatemarketsthatbringbuyersandsellerstogethertypicallyutilizesatransactionfeerevenuemodelServiceProvideroffersservicesonlineCommunityProviderprovidesanonlinecommunityoflike mindedindividualsfornetworkingandinformationsharingrevenueisgeneratedbyreferralfee advertising andsubscription MarketCreat Priceline Copyright 2004PearsonEducation Inc Slide2 56 Caseanalysis priceline Strength 1 獨(dú)創(chuàng)的商業(yè)經(jīng)營(yíng)模式 實(shí)現(xiàn)了連接生產(chǎn)者和消費(fèi)者的橋梁作用 提出 nameyourprice 獨(dú)特的商業(yè)模式 依托信息共享和互聯(lián)網(wǎng)的強(qiáng)大交流功能創(chuàng)造了對(duì)商品和服務(wù)計(jì)價(jià)的全新方式 成為連接生產(chǎn)者和消費(fèi)者的橋梁網(wǎng)絡(luò)中間商 幫助消費(fèi)者進(jìn)行購(gòu)買決策和滿足需求 使客戶可以對(duì)旅游項(xiàng)目 酒店 租車甚至是家庭金融服務(wù)報(bào)出價(jià)格 同時(shí)Priceline通過(guò)向賣主 航空公司 酒店 金融服務(wù)公司 詢問(wèn)是否有商家接受客戶提出的報(bào)價(jià) 幫助生產(chǎn)者掌握產(chǎn)品銷售狀況 降低生產(chǎn)者為達(dá)成與消費(fèi)者交易的成本費(fèi)用 Copyright 2002PearsonEducation Inc Slide2 57 Caseanalysis priceline 2 創(chuàng)新的零售渠道和零售價(jià)格系統(tǒng) 通過(guò)建立的網(wǎng)絡(luò)平臺(tái) 使得客戶在商品的品牌 特性與 或 賣主的低價(jià)格之間求得平衡 客戶可以通過(guò)P提供他們的期望價(jià)格和產(chǎn)品 賣方通過(guò)P獲得市場(chǎng)需求信息 產(chǎn)品需求和價(jià)格 在根據(jù)此客戶需求特征提供可獲了的產(chǎn)品 實(shí)現(xiàn)獲利 正因?yàn)?滿足了這種供需需求 得以使P這一平臺(tái)獲得了生存空間 Copyright 2002PearsonEducation Inc Slide2 58 Caseanalysis priceline 3 龐大的注冊(cè)用戶群體 案例中提到的 自1998年4月開(kāi)始運(yùn)行以來(lái) Priceline已經(jīng)有超過(guò)1600萬(wàn)的注冊(cè)用戶 龐大的注冊(cè)用戶群體使P有了獲利的基礎(chǔ) 2002年 Priceline銷售了290萬(wàn)張機(jī)票 410萬(wàn)酒店入住定單 280萬(wàn)的車輛出租日 Copyright 2002PearsonEducation Inc Slide2 59 Caseanalysis priceline 4 良好的品牌知名度P是當(dāng)時(shí)因特網(wǎng)上繼A之后的第二大著名電子商務(wù)品牌 在亞洲地區(qū) 包括中國(guó)大陸 香港 臺(tái)灣 地區(qū) 印度 泰國(guó)等地提供服務(wù) 還在其他許多國(guó)家設(shè)有辦事處 美國(guó)2 3的成年人聽(tīng)說(shuō)過(guò)P和自定價(jià)格商業(yè)模式 Copyright 2002PearsonEducation Inc Slide2 60 Caseanalysis priceline 5 與一系列知名企業(yè)建立合作 2002年與eBay簽定關(guān)于Priceline為eBay獨(dú)家提供機(jī)票和酒店服務(wù)訂購(gòu)業(yè)務(wù) 2003年3月 與T簽定協(xié)議 實(shí)現(xiàn)合作 2003年3月 Priceline與Budgethotels公司 一個(gè)酒店訂購(gòu)聯(lián)盟 簽定協(xié)議 建立一個(gè)共有品牌的網(wǎng)站 并開(kāi)始涉足航運(yùn)訂購(gòu)業(yè)務(wù) Copyright 2002PearsonEducation Inc Slide2 61 Caseanalysis priceline Weakness 1 不良的財(cái)務(wù)狀況 2 領(lǐng)導(dǎo)人短淺的經(jīng)營(yíng)目光 3 不必要成本的增加 4 多種經(jīng)營(yíng)帶來(lái)的風(fēng)險(xiǎn) Priceline在1998年10月將業(yè)務(wù)范圍擴(kuò)展到酒店預(yù)定 到1999年1月又把家庭理財(cái)服務(wù)納入其中 1999年末又加入了車輛出租甚至新車銷售 為了擴(kuò)展銷售商品范圍以及Priceline這個(gè)品牌 Priceline做了大范圍的 自然也是代價(jià)昂貴的 廣告 這對(duì)公司的財(cái)務(wù)帶來(lái)負(fù)擔(dān) 在Priceline進(jìn)入新的經(jīng)營(yíng)領(lǐng)域 食品和汽油時(shí) 對(duì)于客戶購(gòu)買和產(chǎn)品定價(jià)并沒(méi)有執(zhí)行到位 Copyright 2002PearsonEducation Inc Slide2 62 Caseanalysis priceline 1 3opportunity商家總是有額外的存貨或者產(chǎn)能 這樣如果他們不以更低的價(jià)格賣給零售商或者不愿意為低價(jià)商品做宣傳 他們將以較低的價(jià)格出售這些商品 Priceline確信它的商務(wù)模式對(duì)于那些有有效期的商品以及更新迅速的商品是最理想的 例如航空公司不會(huì)出售已經(jīng)起飛的航班的機(jī)票 酒店房間也是如此 而Priceline也并不想把它自身的發(fā)展也會(huì)被限制在這些十分有限的行業(yè)中 Copyright 2002PearsonEducation Inc Slide2 63 Caseanalysis priceline 1 4threat 1 Priceline的盈利模式容易被復(fù)制 2 不良的報(bào)道 虧損 股票時(shí)漲時(shí)落 3 社會(huì)安全的影響 4 競(jìng)爭(zhēng)對(duì)手 5 全球網(wǎng)絡(luò)經(jīng)濟(jì)泡沫 Copyright 2002PearsonEducation Inc Slide2 64 Caseanalysis priceline 自我定價(jià)系統(tǒng) 的商業(yè)模式 Priceline是深入挖掘 淡季 資源的典型 在 淡季 較多的旅游資源供較少的消費(fèi)者選擇 因而存在大量臨近 保質(zhì)期 的旅游商品 Priceline使得消費(fèi)者只需要在線提供自己期望的產(chǎn)品和價(jià)格 剩下的都會(huì)由Priceline完成 這不僅降低了消費(fèi)者的購(gòu)買價(jià)格 還節(jié)約了交易成本 因而贏得 淡季 客戶的青睞 Copyright 2002PearsonEducation Inc Slide2 65 Caseanalysis priceline 當(dāng)Priceline集合越多的旅游供應(yīng)商信息到自己的數(shù)據(jù)庫(kù)中的時(shí)候 它就越有可能幫助消費(fèi)者尋找到滿足自己定價(jià)的產(chǎn)品 因此 有效整合分散的旅游供應(yīng)資源也成為Priceline成功運(yùn)作的關(guān)鍵 當(dāng)然對(duì)供應(yīng)商角度來(lái)說(shuō) Priceline的商業(yè)模式為他們提供了直接的需求信息 使缺乏消費(fèi)時(shí)間彈性的產(chǎn)品 如 過(guò)期的機(jī)票是不能再使用的 旅館的房間空了一天就是浪費(fèi) 提高了使用效率 因此他們存在與Priceline合作的動(dòng)力 通過(guò)專利保護(hù) 來(lái)抬高商業(yè)模式被復(fù)制的門檻和進(jìn)入壁壘Priceline于1998年創(chuàng)立 其創(chuàng)始人JayWalker當(dāng)時(shí)將這種商業(yè)模式注冊(cè)為專利 這將使得20年內(nèi)模仿者無(wú)法自由復(fù)制Priceline的商業(yè)模式 提高了行業(yè)進(jìn)入壁壘 Copyright 2002PearsonEducation Inc Slide2 66 Caseanalysis priceline 近年來(lái)它主要通過(guò)兩種方式 其一是在航空酒店之外 嘗試著把 NameYourPriceSystem 應(yīng)用到其他產(chǎn)品上 相繼推出了 新車自我定價(jià) 不動(dòng)產(chǎn)貸款自我定價(jià) 等服務(wù) 其二則是在地域上的擴(kuò)張 通過(guò)收購(gòu)進(jìn)入歐洲市場(chǎng) 把 自我定價(jià) 的商業(yè)模式復(fù)制到歐洲酒店 航空領(lǐng)域 Copyright 2002PearsonEducation Inc Slide2 67 Caseanalysis priceline 2009年11月 Priceline以91 7億美元的市值一舉超越另一強(qiáng)大競(jìng)爭(zhēng)對(duì)手Expedia 而根據(jù)Priceline最新年報(bào)顯示 在全球旅游業(yè)遭受金融危機(jī)負(fù)面因素打擊下 Priceline2009年的銷售收入和凈利潤(rùn)仍然分別達(dá)到其2006年的2 1倍和6 7倍 Copyright 2002PearsonEducation Inc Slide2 68 思考 1 其業(yè)務(wù)模式的核心是什么 2 你認(rèn)為Priceline最終會(huì)成功還是會(huì)失敗 3 Priceline如何影響旅游服務(wù)業(yè) Copyright 2002PearsonEducation Inc Slide2 69 Serviceprovider Copyright 2004PearsonEducation Inc Slide2 70 CommunityProvider Copyright 2004PearsonEducation Inc Slide2 71 Copyright 2002PearsonEducation Inc Slide2 72 InsightonTechnology G SearchingforProfits Web shottestsearchengineStartedin1998bytwoenterprisingStanfordgradstudentsUsesoutsidecriteriatovalidatethatasearchresultislikelytoberelevantthemoreoutsidelinkstherearetoaparticularpage thehigheritjumpsinGoogle srankingstructure Copyright 2002PearsonEducation Inc Slide2 73 MajorBusiness to Business B2B BusinessModels Copyright 2002PearsonEducation Inc Slide2 74 MajorBusiness to Business B2B BusinessModels B2BHubalsoknownasmarketplace exchangeelectronicmarketplacewheresuppliersandcommercialpurchaserscanconducttransactionsmaybeageneral horizontalmarketplace orspecialized verticalmarketplace E distributorsuppliesproductsdirectlytoindividualbusinesses Copyright 2002PearsonEducation Inc Slide2 75 MajorBusiness to Business B2B BusinessModels B2BServiceProvidersellsbusinessservicestootherfirmsMatchmakerlinksbusinessestogetherchargestransactionorusagefeesInfomediarygatherinformationandsellsittobusinesses Copyright 2002PearsonEducation Inc Slide2 76 InsightonBusiness E SBreakstheMold B2Bmarketplace3 500membercompaniestradinggloballyUsesprivatenegotiationmodelratherthanauctionmodel Copyright 2002PearsonEducation Inc Slide2 77 BusinessModelsinOtherEmergingAreasofE Commerce Copyright 2002PearsonEducation Inc Slide2 78 BusinessModelsinOtherEmergingAreasofE Commerce C2CBusinessModelsconnectconsumerswithotherconsumersmostsuccessfulhasbeenthemarketcreatorbusinessmodelP2PBusinessModelsenableconsumerstosharefileandservicesviatheWebwithoutcommonserversachallengetofindarevenuemodelthatworks Copyright 2002PearsonEducation Inc Slide2 79 BusinessModelsinOtherEmergingAreasofE Commerce Copyright 2002PearsonEducation Inc Slide2 80 BusinessModelsinOtherEmergingAreasofE Commerce M commerceBusinessModelstraditionale commercebusinessmodelsleveragedforemergingwirelesstechnologiestopermitmobileaccesstotheWebE commerceEnablers BusinessModelsfocusonprovidinginfrastructurenecessaryfore commercecompaniestoexist grow andprosper Copyright 2002PearsonEducation Inc Slide2 81 E commerceEnablers Copyright 2002PearsonEducation Inc Slide2 82 SevenUniqueFeatureofE CommerceTechnology Copyright 2002PearsonEducation Inc Slide2 83 SevenUniqueFeatureofE CommerceTechnology UbiquityAltersindustrystructurebycreatingnewmarketingchannelsandexpandingsizeofoverallmarketCreatesnewefficienciesinindustryoperationsandlowerscostoffirms salesoperationsEnablesnewdifferentiationstrategies Copyright 2002PearsonEducation Inc Slide2 84 SevenUniqueFeaturesofE CommerceTechnology GlobalReachChangesindustrystructurebyloweringbarrierstoentry butgreatlyexpandsmarketatthesametimeLowerscostofindustryandfirmoperationsthroughproductionandsalesefficienciesEnablescompetitiononglobalscale Copyright 2002PearsonEducation Inc Slide2 85 SevenUniqueFeaturesofE CommerceTechnology UniversalStandardsChangesindustrystructurebyloweringbarrierstoentryandintensifyingcompetitionwithinanindustryLowerscostsofindustryandfirmoperationsbyloweringcomputingandcommunicationscostsEnablesbroad scopestrategies Copyright 2002PearsonEducation Inc Slide2 86 SevenUniqueFeaturesofE CommerceTechnology RichnessAltersindustrystructurebyreducingstrengthofpowerfuldistributionchannelsChangeindustryandfirmoperationscostsbylesseningrelianceonsalesforceEnhancespost salesupportstrategies Copyright 2002PearsonEducation Inc Slide2 87 SevenUniqueFeaturesofE CommerceTechnology InteractivityAltersindustrystructurebyreducingthreatofsubstitutesthroughenhancedcustomizationReducesindustryandfirmcostsbylesseningrelianceonsalesforceEnabledifferentiationstrategies Copyright 2002PearsonEducation Inc Slide2 88 SevenUniqueFeaturesofE C