咨詢管理及戰(zhàn)略管理知識分析工具(英文版)

1、 bcE-CommerceKnowledge SharingAugust 1999, Bain Beijing Office1 Internet Development E-Commerce Introduction Business Impact Impediments for E-Commerce Bain eConsulting ExperienceAgenda2RadioTVCableWWW 1922 1926 1930 1934 1938 1942 1946 1950 1954 1958 1962 1966 1970 1974 1978 1982 1986 1990 1994 199

2、80255075100125Millions of UsersUser adoption of the World Wide Web has dramatically outpaced the growth of other communications media, setting the stage for revolutionary changes.U.S. Internet Adoption3Mobile PhoneFixed PhoneCableWWW 1987198819891990199119921993199419951996199719981999020406080100Mi

3、llions of UsersUser adoption of the World Wide Web has dramatically outpaced the growth of other communications media, setting the stage for revolutionary changes.U.S. Internet Adoption4Internet User Growth *Rest of world includes all non-U.S. countries in 1996-97 and 1999-2003Source: Computer Indus

4、try Almanac; Internet Industry Almanac; Bain analysis1996199719981999E2000E2001E2002E2003E60M100M147M187M236M300M380M482M0M100M200M300M400M500MMillions of On-Line UsersOn-line usage is skyrocketing, with future growth being fueled by global penetration.PRELIMINARY U.S. Europe78M179M163M148M135M103M5

5、5M35MCAGR(1996-1998)(1999E-2003E)CAGR57%27%50%15% Asia Rest of World*WorldwideU.S.5Internet PenetrationSource: Jupiters 1998 Online Shopping Report, Simbas Electronic Marketplace 2002, Forresters 1998 Telecom StrategiesInternet penetration in both consumer and business markets is significant. CAGR(1

6、997-2002E)TotalHouseholdsComputerHouseholdsOnlineHouseholdsOnlineShoppingHouseholds19971998 1999E 2000E 2001E 2002E0M25M50M75M100M125MMillions of U.S. Households1%4%13%44%PRELIMINARYOnline as % of Computer Households:52%77%Shopping as % of Online Households:17%59%Connected to InternetHave WebsiteCon

7、duct Sales on Internet97%47%21%86%28%9%33%15%4%0%20%40%60%80%100%1,000 employees100-1,000 employees100 employeesPercent of U.S. Business (1998)ConsumerBusiness6 Internet Development E-Commerce Introduction Business Impact Impediments for E-Commerce Bain eConsulting ExperienceAgenda7Industry Value Ch

8、ainBusiness participation occurs in five distinct market segments.UserAccessInternetInfrastructureIntermediariesApplicationsEnablers Access devices Internet service providers Network access equipment Technology and software enablers Service enablers, e.g.:- professional services- data management- af

9、filiate programs Support enablers, e.g.:- payment systems/transaction clearing- distribution- web services Portals Web agents (e.g., BOT) Commerce service providers Virtual trading communities Content Commerce Communication Community Hardware/transmission equipment Backbone transport8Industry Value

10、ChainBusiness participation occurs in five distinct market segments.UserAccessInternetInfrastructureIntermediariesApplicationsEnablers Access devices Internet service providers Network access equipment Technology and software enablers Service enablers, e.g.:- professional services- data management-

11、affiliate programs Support enablers, e.g.:- payment systems/transaction clearing- distribution- web services Portals Web agents Commerce service providers Virtual trading communities Content Commerce Communication Community Hardware/transmission equipment Backbone transport Nortel Networks Dell 3Com

12、 American on lineCompany examples Nortel Networks Lucent CiscoCompany examples Microsoft IBM Oracle Yahoo American on line Amazon Dell9Industry Value ChainInternetInfrastructureUserAccessIntermediariesApplicationsEnablers ContentCommerce Communication CommunityThis is E-Commerce!10E-Commerce Growth

13、By Segment(United States)Source: IDC; Jupiter; Forrester; Analyst Reports; Bain analysis; eMarketer18%19%47%58%92%ApplicationsIntermediariesEnablersInfrastructureAccessApplicationsIntermediariesEnablersInfrastructureAccess19982003E$181B$1,880B0%20%40%60%80%100%CAGR(1998-2003E)PRELIMINARYHowever, the

14、 vast majority of growth will be drivenby applications. 11Segment ComparisonBusiness toBusinessBusinessto ConsumerTop 200SitesUniqueVisitorsPage Views200593M6,387M0%20%40%60%80%100%Internet traffic drives the perception that E-Commerce is a consumer phenomenon, but the larger revenue opportunities l

15、ie in business to business commerce.Percent of TotalBusinesstoBusinessBusinesstoConsumer19982003E$51B$1,336B0%20%40%60%80%100%Percent of TotalCAGR(1998-03E)97.7%49.6%Internet TrafficE-Commerce Revenue12Web Business ModelsTradingBuyingSellingUsing the New MediumCreating the New MediumContextConnectio

16、nContentCommunityCommerceWeb business models can be sorted according to the benefit they are delivering the user.UserBenefit:Current revenue sources: Connection to the Internet Finding what you want on the web User fees Phone company kickbacks Hosting charges Advertising Hosting List rental Co-marke

17、tingCurrent Major Players: AOL UUNet Work Home AOL Yahoo Netscape Excite Informa-tion, entertain-ment, etc. Interaction with others sharing same interest Easier access to things people want to buy Access to buyers and easier selling relations Marketplace to buy and sell with other visitors Advertisi

18、ng User fees Advertising Sales Buying advantage Commis-sions AOL OneSource CNN BBC AOL Yahoo Chemdex VerticalNet A Cisco Dell Schwab Travelcity GE TPN P eBay A Phone Market Free-13 Internet Development E-Commerce Introduction Business Impact Impediments for E-Commerce Bain eConsulting ExperienceAgen

19、da14The Internet is a major discontinuity that will redefine the strategic landscape in every industry. Product customization/quality Geographic proximity Mechanical innovation Transportation infrastructure Scale economies Mass marketing Ubiquitous reach to all stakeholders Dramatically lower cost i

20、nteractions Complete, symmetric, “free” information Well ordered, multi-tiered distribution Efficient, optimized physical touch relationships Truly unique user experience- deeper customer relationships- broader reach Complete restructuring of industry supply chains Lower cost and enhanced productivi

21、tyCraft Based EconomyIndustrial RevolutionMass ProductionInternet / Information RevolutionSuppliersDIstrIbutorsManufacturingResellersCustomers Internet ImpactInternet Revolution15Internet ImpactImpact OverviewThese result in dramatic changes across company relationships with customers, suppliers, em

22、ployees and other stakeholders.Customer Relationship ManagementSupply Chain IntegrationInternal Business Management16Impact OverviewCustomer Relationship Management EvolutionDescription:Example: Multi-tiered distribution model Mass marketing Limited inventory Few value-added servicesTraditional Mode

23、lProducer “Bricks and mortar” bookstoreDistributorRetailerConsumerE-Commerce Model Streamlined distribution model Targeted marketing Scale inventory and selection Robust range of value-added services AProducerProducerProducerCommunityRetailerValue-Added ServicesConsumerE-Tailer17Customer Relationshi

24、p Management Evolution(Benefits of E-Commerce Model)A is a compelling example of an E-Commerce customer relationship model. Efficient purchase process- quick log-in- search by title, subject, author- read reviews, recommendations- one-click ordering- receive books by mail Superior selection and avai

25、lability Adjacent product offerings- e.g., music, video, others Value-added services- reviews- proactive, tailored recommendationsBenefits to CustomersBenefits to Firm Substantially lower costs- infrastructure- inventory- personnel Deep customer relationship- one-to-one marketing- potential for high

26、er loyalty- purchases across other product lines- more frequent purchases Broader customer base- geographic reach- expanded pool of profitable customers18Source: Fortune Magazine; Bain Estimates; Jupiter Communications 1998Revenue growth of new entrants like Amazon is fueled by offering greater sele

27、ction and a superior shopping experience. Typical Physical BookstoreAmazon100K2.5M0.00.51.01.52.02.5Titles Available (Millions)Product SelectionImpact Overview Revenue Enhancement Typical PhysicalBookstoreAmazon10 Min.1 Min.0246810Average Search TimeCustomer Interaction CostSearch Process: Informati

28、on desk lines Immediate Books sorted by section Books sorted by title, subject, author, keyword, proactive suggestion Scanning Querying19Barnes & NobleAmazon9.2%1.4%0.0%2.0%4.0%6.0%8.0%10.0%Impact OverviewCost Reduction* Assumes 15% inventory carrying costs* Assumes fully loaded employee cost of

29、 $30KSource: OneSource, Business Week, Hummer Winblad, OnesourceOnline retailers have a substantial cost advantage over traditional retailers.7.8%Estimated Savings:Lower infrastructure costs(Rental Expense/Sales)Percentage of RevenueBarnes & NobleAmazon147150501001505.4%*Better inventory managem

30、ent(Days Inventory)Days Inventory20Impact OverviewSupply Chain Integration EvolutionDescription: Multiple buyer-seller interfaces in bidding process Individual company scale in buying/selling Catalog-based selection and purchasing- outdated inventory listings- manual processTraditional ModelExamples

31、: Traditional industrial modelSupplierSupplierSupplierBuyerBuyerBuyer Single bidding interface Scale benefits shared across participants Virtual marketplace connecting suppliers and customers Up-to-date online inventory listings Online order-taking process TPN (GE) ChemdexE-Commerce ModelSupplierSup

32、plierSupplierBuyerBuyerBuyerVirtual Community/Industry Consortium21Impact OverviewSupply 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-

33、 overall cost reduced by 15% of revenue Increased sales- decrease buyer transaction costs will increase demandBenefits to SuppliersBenefits to Customers Increased convenience due to online product inventory- more accurate (updated daily)- consolidated (130 suppliers participating)- space-saving (fre

34、es up shelf space in customers offices)- comprehensive (five times more products than biggest paper catalog) Lower costs- more efficient ordering/purchasing process8transaction cost reduced from $100 to $10 or $2022Impact OverviewSupply Chain Integration Evolution(Company Extranets)Description: Mult

35、i-tiered distribution model Multiple purchase order triggers Block ordering (manual) Limited data sharingTraditional ModelSupplierSupplierSupplierProducerExample: Traditional Food ManufacturerDistributor/ WholesalerRetailerConsumerPurchaseP.O.P.O.P.O.P.O.P.O.E-Commerce Model Integrated purchasing/Pr

36、oduction Model Single purchase order trigger Automatic just-in-time ordering Detailed Data SharingSupplierSupplierSupplier Dreyers Grand Ice CreamProducerRetailerConsumer23Impact OverviewInternal Business Management EvolutionDescription: Hierarchical, functionally-oriented communication- barriers to

37、 sharing information cross-functionally- slow to share information vertically Multiple systems throughout organization- redundant- incompatible Linear cross-functional work processes- serially processed- multiple handoffs- iterativeTraditional ModelE-Commerce Model Fully-networked, flat information

38、exchange Fully compatible information systems Universal access to information Collaborative work environment24 Internet Development E-Commerce Introduction Business Impact Impediments for E-Commerce Bain eConsulting ExperienceAgenda25StrategicOperationalOrganizationalThere are a number of potential

39、impediments to successfully implementing an Internet strategy that need to be aggressively managed.Key Success FactorsImpediments Integration of physical and electronic business processes Integration of legacy systems with new online systems Access to and management of required technology Consistent

40、 operational excellence Right organizational structure to optimize business in physical and electronic world- integrated organization may slow E-Commerce development- separate E-Commerce organization may not leverage core assets effectively Traditional business model metrics may be inadequate/inappr

41、opriate Building capability to develop and retain required E-Commerce skills Channel conflict Brand management in multiple mediums- ability to deliver consistent value proposition Product pricing strategy- customization options- bundling Ability to create / sustain differentiation online Ability to develop required strategic relationships Winning against new b