Electif 621 E-Business and m-Business Antoine Harfouche.
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Transcript of Electif 621 E-Business and m-Business Antoine Harfouche.
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Electif 621
E-Business and m-Business
Antoine Harfouche
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Session 1
Pillars of the e-Business and m-Business models
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Agenda• New Business models• Impact on the management infrastructure- Crowdsourcing- Crowdfunding- Collaboration with suppliers- Collaboration with competitors• Impact on the relation with competitors• Impact on the customer relation and on the cost
structure- Customization- Pricing
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Business Model
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A Business Model
• A business model can best be described through nine basic building blocks that show the logic of how a company intends to make money.
• The nine blocks of the following model cover the four main areas of a business:
1. Customers 2. Offer 3. Infrastructure4. Financial viability
• The business model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems.
Source: Business Model Generation, Osterwalder and Pigneur 2010
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Pillars of Business Model
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The impact of e&m-business on the Pillars of the Business Model
Impact on the management infrastructure
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Key ResourcesThe most important assets required to deliver our value proposition, distribution channel, and customer relationships
Physical
Intellectual
Human
Financial
Production
Platform
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Key Activities [Capabilities]The most important activities a company must do, in order to deliver its value proposition, and makes its business model work.Marketing
Engineering
Managing
Selling
Logistics
Problem solving
Managing
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Key Partners
Partnerships can be motivated by needs to acquire knowledge, licenses, or access to customers.
Example: Mobile phone companies that license Android, or insurance companies that rely on independent brokers.
Who are key partners in terms of suppliers and intermediaries between the firm and its end-users? Which key resources are we acquiring from partners? Which key activities do partners perform?Motivations for Partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources
and activities
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Crowdsourcing
• The recruitment and coordination of piece-meal work across the internet to achieve a goal.
1. Speeds up content creation2. Gets clients and collaborators involved3. Gets target audience involved4. Offers diversity and creative choice5. Drives development of scalable processes
(Bratvold, 2012)
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Wisdom of the CrowdsU
tility
# of Contributors
Expert$$$$
Masses$
10 100 1000 10,000+
Equivalent, or greater, utility under the Curve
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Crowdfunding
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Crowdfunding• Crowdfunding is an approach to raising the capital required for a new
project or enterprise by appealing to large numbers of ordinary people for small donations
• Social Media• Crowdfunding examples
• Kiva.org - $325m funding raised, >777,000 lenders, ~800,000 entrepreneurs
• Kickstarter.com – >24,000 projects funded, > $250m pledged to-date, 2m people have pledged
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15
Examples of the Different models
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Different sectors
Business
Community and voluntary sector
Public services’
Education and research
Arts
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The search for collaborative advantage
The impact of e&m-business on the Pillars of the Business Model
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The search for collaborative advantage
• Seek out opportunities for horizontal as well as vertical collaboration
• Co-operate to grow the cake, compete on how to slice it
• Leveraging capabilities and knowledge through collaboration
• Share assets in the supply chain where appropriate
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Collaborative Relationships
A company
Customers •Risk-sharing contracts•Collaborative transactions
Competitors•Trade associations•R&D Consortia•Standard-setting bodies•Industry lobbying•co-epetition
Suppliers •Risk-sharing contracts•Collaborative transactions
Horizontal partners•Benchmarking•Collaborative logistics•Joint MRO procurement
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Collaboration with suppliers
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• Electronic data interchange (EDI) based collaboration– Buyer-side solution– Hub-and-spoke system– Serve vertical markets
• Internet based collaboration– Net marketplaces– Private industrial networks
Collaborative Supply Chain
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Example of EDI
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Collaboration in the Supply Chain Internet based collaboration
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Topics
1. Net marketplaces: • E-distributors• E-procurement• Exchanges• Industry consortia
2. Private industrial networks:
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Two Main Types of Internet-Based collaboration
1. Net marketplaces: – Bring together potentially thousands of sellers and buyers in single
digital marketplace operated over Internet– Transaction-based– Support many-to-many as well as one-to-many relationships
2. Private industrial networks: – Bring together small number of strategic business partner firms that
collaborate to develop highly efficient supply chains– Relationship-based– Support many-to-one and many-to-few relationships– Largest form of B2B e-commerce
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Pure Types of Net Marketplaces
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E-distributors
• Most common type of Net marketplace• Electronic catalogs representing products of
thousands of direct manufacturers• Typically, independently owned intermediaries• Offer industrial customers single source to purchase
indirect goods on spot basis• Typically, horizontal• Usually, fixed price—discounts for large customers• Example: W.W. Grainger
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E-distributors
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E-procurement Net Marketplaces
• Independently owned intermediaries• Connect hundreds of suppliers of indirect goods• Firms pay fees to join market• Long-term contractual purchasing of indirect goods • Revenues from transaction fees, licensing consultation
services and software, network fees• Offer value chain management (VCM) services• Many-to-many market• Example: Ariba
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E-procurement Net Marketplaces
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Exchanges
• Independently owned online marketplaces • Connect hundreds to thousands of suppliers and
buyers in dynamic, real-time environment• Vertical markets, spot purchasing in single industry• Charge commission fees on transaction• Variety of pricing models• Tend to be buyer-biased• Suppliers disadvantaged by competition• Many have failed due to low liquidity
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Exchanges
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Industry Consortia
• Industry-owned vertical markets • Purchase of direct inputs from set of invited
participants• Emphasize long-term contractual purchasing, stable
relationships, creation of data standards• Ultimate objective:
Unification of supply chains within entire industries through common network and computing platform
• Revenue from transaction and subscription fees Many different pricing mechanisms
• Can force suppliers to use consortia’s networks
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Industry Consortia
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The Long-Term Dynamics of Net Marketplaces
• Pure Net marketplaces moving from “electronic marketplace” vision toward more central role in changing procurement process
• Consortia and exchanges beginning to work together in selected markets
• E-distributors joining large e-procurement systems and industry consortia as suppliers
• Movement from simple transactions for spot purchasing to longer-term contractual relationships involving both direct and indirect goods
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Net Marketplace Trends
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Private Industrial Networks
• Private trading exchanges (PTXs)• Web-enabled networks for coordination of trans-
organizational business processes (collaborative commerce)– Direct descendant of EDI; closely tied to ERP systems– Manufacturing and support industries– Single, large manufacturing firm sponsors network
• Range in scope from single firm to entire industry• Example: Procter & Gamble
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P&G’s Private Industrial Network
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Collaboration with competitors
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Co-opetition: a definition
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A business strategy based on a combination of cooperation and competition, derived from an understanding that business competitors can benefit when they work together.
A “non zero sum” scenario, in which the sum of what is gained by all players is greater than the combined sum of what the players entered the scenario with.
Source: D. Meyer, 15th March 2011 and istockphoto
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Co-opetition
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Source: D. Meyer, 15th March 2011
Cooperative CompetitionCo-opetition occurs when companies work together in parts of their business where they do not believe they have competitive advantage and where they believe they can share common costs.
Basic premise:-Co-opetition strategy and value creation leverage the alliance-Partner with other shippers (even competitors) to control logistics and transport costs-Load consolidation
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Co-opetition
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Co-opetition Partners
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Source: D. Meyer, 15th March 2011
• Producers, Customers, Consumers who drive producer demand and determine product eco-footprint
• Shippers and Terminal Operators who generate the freight flows and provide the critical infrastructure for product flow
• Logistic Service Partners (3PLs) who can design and implement optimised solutions and move the freight
• Fourth Party Providers who can facilitate partnerships, referee blockages, find common ground
• Governments who can assure that legal and regulatory arrangements are in place to support seamless collaboration
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Co-opetition = Value Creation
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Source: D. Meyer, 15th March 2011, and reubenmiller.typepad.com
• Co-opetition does not simply emerge from coupling competition and cooperation issues
• Co-opetition implies that cooperation and competition merge together to form a new kind of strategic interdependence between firms, giving rise to a co-opetitive system of reciprocal value creation.
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The impact of SIS on the Pillars of the Business Model
ISI impact on the customer relation and on the cost structure
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• Customization• Pitfalls of Customization• SIS can Blend the BOS Framework with the BMC
Topics
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Customer Segments & targets
For whom are we creating value?Who are the most important customers?
Mass Market Niche Market Segmented Diversified Multi-sided platform
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Channels of communication and Information strategy
Value Propositions are delivered to customers through communication, distribution and sales channels.
How a company communicates with and reaches its customer segments to deliver a value proposition.
Which Channels do our Customer Segments want to be reached? How are we reaching them now? Which are working best (or not working)?
Enabling customers to evaluate a firm’s products Allowing customers to purchase Providing post-purchase customer support
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Channels
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Customer Relationships, Trust and Loyalty
The types of relationships the firm establishes with its customers. What types of relationships does our customer expect and how much does this cost? How does this support the value proposition?
Personal Assistance Dedicated Personal Assistance Self-service
Automated ServicesCommunitiesCo-Creation
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Customization
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Augmented Product
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Customization
• Pure standardization• Segmented standardization• Customized
standardization• Tailored customization• Pure customization
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Customized standardization
Kickers :
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Tailored customization
Longchamp bag :
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Pure customization
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Modularity
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Pitfalls of Customization
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Pitfalls of Customization
• Although some consumers express an interest in customized products, other large groups view them as costly distractions.
• Some companies believe they can increase profits margins and customer loyalty by customizing products, but they must be careful to monitor the market to figure out which customers do and which do not.
SoC406
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Pitfalls of Customization• Customization can be off-putting and an inefficient use of
scarce resources.– The British Broadcasting Corporation discontinued the
option to customize the BBC Web site because users do not have the time to customize it and found it more annoying than a generic Web site is. It also caused BBC technical complications, copyright and legal issues, and advertisement integration problems.
– Some consumers believe customization has a negative impact on the environment and prefer conservation
– An increasing number of consumers participate in community rentals and leases of products and sharing, in order to avoid the personal monetary cost and time consumption in the ownership of some personal items
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Conclusion
• Technology will change how people create, innovate and compete.
• Globalization will bring new competitors and new partners.• Competitors will try every approach, explore every opportunity,
exploit every weakness.• No single approach to innovation will guarantee success.• Each change reminds us that the future is uncertain; Scan
provides early alerts to potential change.• Opportunity Discovery, Scenarios, and Roadmapping help each
competitive challenge to have an optimum approach and a strategic fit.
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impact the pricing
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Revenue StreamsFor what value are our customers really willing to pay?
Asset sale [product sale] Usage fee Subscription fee Lending / Renting / Leasing Licensing Brokerage fees Advertising Service
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Pricing Mechanism
Fixed Menu Pricing Predefined prices are based on static variables
Dynamic Pricing Prices change based on market conditions
List Price
Price set by product, service, or other Value Propositions
Negotiation Price determined by bargaining skills and leverage
Product Feature
Price depends on the number and quality of Value Proposition features
Yield Management
Price depends on inventory and time of purchase
Customer Segment
Price depends on the type and characteristic of a Customer Segment Real-time-market
Price is determined dynamically based on supply and demand
Volume
dependent
Price as a function of quantity purchased Auctions Price determined by outcome of competitive bidding
Revenue Streams
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Cost Structure
Some business models, are more cost-driven than others. “No frills” airlines, for instance, have built business models entirely around Low Cost Structures.
What are the most important costs inherent in delivering the value proposition? Which key resources are most expensive? Which key activities are most expensive?Is our business model more Cost
driven or Value driven?
Types of costs Fixed Variable Economies of scale Economies of scope
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Revenue Management• Set of techniques use to manage
– Constrained, perishable inventory (time)• When customer willingness to pay increases
towards departure• Applications:
– Airlines, Hotels, Car Rentals, News Vendors• Main techniques: Open and close certain rate
categories (rate fences) based on historical probabilities and forecasts of future demand
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P
Q
P
Q
Fixed Prices
Consumers Surplus
Dead Weight Loss MC
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P
Q
P2
Q2
P3
P1
Q1 Q3
Get a little more revenue
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P
Q
Maximize the Revenue !Perfect (1st degree) Price Disc.
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Case study
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OPENING CASE
QUESTIONS
1. What is Amazon’s e-business model?
2. How can Amazon use m-commerce to influence its business?
3. What are some of the business challenges facing Amazon?
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OPENING CASE QUESTIONSAmazon
• http://www.youtube.com/watch?v=YlgkfOr_GLY
• http://www.youtube.com/watch?v=zknLfU7GJIw