貝恩咨詢-戰(zhàn)略分析工具 (2)ppt課件

1、 bcE-CommerceKnowledge SharingAugust 1999, Bain OfficeInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgendaNote: WWW is Worldwide WebSource: Morgan Stanley U.S. Investment Research: Internet Retail, 5/28/97Years to Reach 50 Million User

2、s: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 AdoptionNote: WWW is Worldwide WebSource: Morgan Stanley U.S. Investment Research: Internet Retail, 5/28/97Yea

3、rs 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 AdoptionInternet User Growth *Rest of world includes all non-U.S. countries in 1996

4、-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. Europe78M179M163M148MM103M55M35MCAGR(1996-1998)(1999E-2003E)CAGR57%27%50%15% Asia Rest of World*WorldwideU

5、.S.Internet 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 Computer Households:52%77%Shopping

6、 as % of Online Households:17%59%1,000 employees100-1,000 employees100 employeesPercent of U.S. Business (1998)ConsumerBusinessInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgendaIndustry Value ChainBusiness participation occurs in fiv

7、e distinct market segments.UserAccessInternetInfrastructureIntermediariesApplicationsEnablersAccess devicesInternet service providersNetwork access equipmentTechnology and software enablersService enablers, e.g.:professional servicesdata managementaffiliate programsSupport enablers, e.g.:payment sys

8、tems/transaction clearingdistributionweb servicesPortalsWeb agents (e.g., BOT)Commerce service providersVirtual trading communitiesContentCommerceCommunicationCommunityHardware/transmission equipmentBackbone transportIndustry Value ChainBusiness participation occurs in five distinct market segments.

9、UserAccessInternetInfrastructureIntermediariesApplicationsEnablersAccess devicesInternet service providersNetwork access equipmentTechnology and software enablersService enablers, e.g.:professional servicesdata managementaffiliate programsSupport enablers, e.g.:payment systems/transaction clearingdi

10、stributionweb servicesPortalsWeb agentsCommerce service providersVirtual trading communitiesContentCommerceCommunicationCommunityHardware/transmission equipmentBackbone transportNortel Networks Dell3ComAmerican on lineCompany examplesNortel Networks LucentCiscoCompany examplesMicrosoftIBMOracleYahoo

11、American on lineAmazonDellIndustry Value ChainInternetInfrastructureUserAccessIntermediariesApplicationsEnablersContentCommerceCommunicationCommunityThis is E-Commerce!E-Commerce Growth By Segment(United States)Source: IDC; Jupiter; Forrester; Analyst Reports; Bain analysis; eMarketerPRELIMINARYHowe

12、ver, the vast majority of growth will be drivenby applications. Segment ComparisonInternet traffic drives the perception that E-Commerce is a consumer phenomenon, but the larger revenue opportunities lie in business to business commerce.Percent of TotalPercent of TotalCAGR(1998-03E)97.7%49.6%Interne

13、t TrafficE-Commerce RevenueWeb Business ModelsTradingBuyingSellingUsing the New MediumCreating the New MediumContextConnectionContentCommunityCommerceWeb business models can be sorted according to the benefit they are delivering the user.UserBenefit:Current revenue sources:Connection to the Internet

14、Finding what you want on the webUser fees Phone company kickbacksHosting chargesAdvertising HostingList rentalCo-marketingCurrent Major Players:AOLUUNetWorkHomeAOLYahooNetscapeExciteInforma-tion, entertain-ment, etc.Interaction with others sharing same interestEasier access to things people want to

15、buyAccess to buyers and easier selling relationsMarketplace to buy and sell with other visitorsAdvertisingUser feesAdvertisingSalesBuying advantageCommis-sionsAOLOneSourceCNNBBCAOLYahooChemdexVerticalNetAmazonCiscoDellSchwabTravelcityGE TPNPricelineeBayAmazonPhone MarketFree-marketsInternet Developm

16、entE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgendaThe Internet is a major discontinuity that will redefine the strategic landscape in every industry.Product customization/qualityGeographic proximityMechanical innovationTransportation infrastructureSc

17、ale economiesMass marketingUbiquitous reach to all stakeholdersDramatically lower cost interactionsComplete, symmetric, “free informationWell ordered, multi-tiered distributionEfficient, optimized physical touch relationshipsTruly unique user experiencedeeper customer relationshipsbroader reachCompl

18、ete restructuring of industry supply chainsLower cost and enhanced productivityCraft Based EconomyIndustrial RevolutionMass ProductionInternet / Information RevolutionSuppliersDIstrIbutorsManufacturingResellersCustomers Internet ImpactInternet RevolutionInternet ImpactImpact OverviewThese result in

19、dramatic changes across company relationships with customers, suppliers, employees and other stakeholders.Customer Relationship ManagementSupply Chain IntegrationInternal Business ManagementImpact OverviewCustomer Relationship Management EvolutionDescription:Example:Multi-tiered distribution modelMa

20、ss marketingLimited inventoryFew value-added servicesTraditional ModelProducer“Bricks and mortar bookstoreDistributorRetailerConsumerE-Commerce ModelStreamlined distribution modelTargeted marketingScale inventory and selectionRobust range of value-added servicesAmazonProducerProducerProducerCommunit

21、yRetailerValue-Added ServicesConsumerE-TailerCustomer Relationship Management Evolution(Benefits of E-Commerce Model)Amazon is a compelling example of an E-Commerce customer relationship model.Efficient purchase processquick log-insearch by title, subject, authorread reviews, recommendationsone-clic

22、k orderingreceive books by mailSuperior selection and availabilityAdjacent product offeringse.g., music, video, othersValue-added servicesreviewsproactive, tailored recommendationsBenefits to CustomersBenefits to FirmSubstantially lower costsinfrastructureinventorypersonnelDeep customer relationship

23、one-to-one marketingpotential for higher loyaltypurchases across other product linesmore frequent purchasesBroader customer basegeographic reachexpanded pool of profitable customersSource: Fortune Magazine; Bain Estimates; Jupiter Communications 1998Revenue growth of new entrants like Amazon is fuel

24、ed by offering greater selection and a superior shopping experience.Product SelectionImpact Overview Revenue EnhancementCustomer Interaction CostSearch Process:Information desk linesImmediateBooks sorted by sectionBooks sorted by title, subject, author, keyword, proactive suggestionScanningQueryingI

25、mpact OverviewCost Reduction* Assumes 15% inventory carrying costs* Assumes fully loaded employee 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(Rent

26、al Expense/Sales)Percentage of Revenue5.4%*Better inventory management(Days Inventory)Days InventoryImpact OverviewSupply Chain Integration EvolutionDescription:Multiple buyer-seller interfaces in bidding processIndividual company scale in buying/sellingCatalog-based selection and purchasingoutdated

27、 inventory listingsmanual processTraditional ModelExamples:Traditional industrial modelSupplierSupplierSupplierBuyerBuyerBuyerSingle bidding interfaceScale benefits shared across participantsVirtual marketplace connecting suppliers and customersUp-to-date online inventory listingsOnline order-taking

28、 processTPN (GE)ChemdexE-Commerce ModelSupplierSupplierSupplierBuyerBuyerBuyerVirtual Community/Industry ConsortiumImpact OverviewSupply Chain Integration Evolution(Chemdex Example)Chemdex is a powerful example of an E-Commerce customer relationship model. Lower costsmarketing leverage marketing thr

29、ough Chemdex presencedistributioncatalogsoverall cost reduced by 15% of revenueIncreased salesdecrease buyer transaction costs will increase demandBenefits to SuppliersBenefits to CustomersIncreased convenience due to online product inventorymore accurate (updated daily)consolidated (130 suppliers p

30、articipating)space-saving (frees up shelf space in customers offices)comprehensive (five times more products than biggest paper catalog)Lower costsmore efficient ordering/purchasing processtransaction cost reduced from $100 to $10 or $20Impact OverviewSupply Chain Integration Evolution(Company Extra

31、nets)Description:Multi-tiered distribution modelMultiple purchase order triggersBlock ordering (manual)Limited data sharingTraditional ModelSupplierSupplierSupplierProducerExample:Traditional Food ManufacturerDistributor/ WholesalerRetailerConsumerPurchaseP.O.P.O.P.O.P.O.P.O.E-Commerce ModelIntegrat

32、ed purchasing/Production ModelSingle purchase order triggerAutomatic just-in-time orderingDetailed Data SharingSupplierSupplierSupplierDreyers Grand Ice CreamProducerRetailerConsumerImpact OverviewInternal Business Management EvolutionDescription:Hierarchical, functionally-oriented communicationbarr

33、iers to sharing information cross-functionallyslow to share information verticallyMultiple systems throughout organizationredundantincompatibleLinear cross-functional work processesserially processedmultiple handoffsiterativeTraditional ModelE-Commerce ModelFully-networked, flat information exchange

34、Fully compatible information systemsUniversal access to informationCollaborative work environmentInternet DevelopmentE-Commerce IntroductionBusiness ImpactImpediments for E-CommerceBain eConsulting ExperienceAgendaStrategicOperationalOrganizationalThere are a number of potential impediments to succe

35、ssfully implementing 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 excellenceR

36、ight organizational structure to optimize business in physical and electronic worldintegrated organization may slow E-Commerce developmentseparate E-Commerce organization may not leverage core assets effectivelyTraditional business model metrics may be inadequate/inappropriateBuilding capability to

37、develop and retain required E-Commerce skillsChannel conflictBrand management in multiple mediumsability to deliver consistent value propositionProduct pricing strategycustomization optionsbundlingAbility to create / sustain differentiation onlineAbility to develop required strategic relationshipsWinning against new breed competitorsKey Success FactorsImperativesOur experienc