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If you are going to be in E-commerce, you have to build a business that destroys the old brick-and-mortar model.
John B. McCoy
There will be thousands of winners on the Internet. But there there will be only a very few really big winners. Quote
Mary G. Meeker
McGraw-Hill/Irwin
Chapter Outline
Internet Technology and Market Structure Strategy-Shaping Characteristics of the E-
Commerce Environment
E-Commerce Business Models and Strategies Internet Strategies for
Traditional Businesses
Innovative Business Models
and competitive environment Creates new driving forces and key success factors Breeds formation of new strategic groups Impact on internal company environment Having, or not having, e-commerce capabilities tilts the scales toward valuable resource strengths or threatening weaknesses Creatively reconfiguring the value chain will affect a firms competitiveness vis--vis rivals
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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computers Banks of servers and high-speed computers Digital switches and routers Telecommunications equipment and lines
McGraw-Hill/Irwin
comprising the supply side include Makers of specialized communications components and equipment Providers of communications services Suppliers of computer components and hardware Developers of specialized software E-commerce enterprises
McGraw-Hill/Irwin
by new e-commerce strategic initiatives of existing rivals and by entry of new, enterprising e-commerce rivals
Entry barriers into e-commerce world are
relatively low
On-line buyers gain bargaining power
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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beyond their borders to find the best suppliers and, further, to collaborate closely with them to achieve efficiency gains and cost-savings Internet and PC technologies are advancing rapidly, often in uncertain and unexpected directions Internet results in much faster diffusion of new technology and new ideas across the world E-commerce environment demands that firms move swiftly - at Internet speed
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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human talent, in the form of both technological expertise and managerial know-how
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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competitive forces
Alters industry value chains, spawning
telecommunications system
Install millions of servers Provide high-speed Internet
sales
E-procurement Business-to-consumer
sales
E-retailing Provide content
being used by most firms to make money Sell products to customers at prices above costs Produce a good return on investment Strategic issues facing equipment makers Several competing technologies for various components of the Internet infrastructure exist Competing technologies may Have different performance pluses and minuses Be incompatible
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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technological expertise
Hedge firms bets by
for backbone providers, creating sizable up-front expenditures and heavy fixed costs
Key to success - Establish networks ahead of
connections using new digital signal line technology Provide wireless broadband services or cable Internet service Bundle local telephone service, long distance service, cable TV service and Internet access into a single package for a single monthly fee
Key strategic weapons for last mile providers -
money by selling products at prices above costs Strategic approaches Stay on cutting edge of technology Invest in R&D Move quickly to imitate technological advances and product innovations of rivals Key to success - Stay with or ahead of rivals in introducing next-generation products Competitive advantage will most likely be based on strategies keyed to low-cost
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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specialized software
Marketing and selling software to other firms
Strategic approaches
Sell software at a set price per copy Collect a fee for every transaction provided by
the software
Rent or lease the software
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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brand awareness, draw traffic, and start process of developing customer loyalty
Add new product offerings to help
Handling warehousing and delivery activities Firms are using services of Internet middlemen to efficiently sort all the supplier choices Firms are using focus strategies to zero in on specific niches, pursuing competitive advantage based on First-mover mastery of a particular technology Product superiority Unique product attributes Convenience and ease of use Speed More value for the money
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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video, and text, media firms Charge subscription fees or Rely on a pay-per-use model Business model of content providers involves creating content to attract users, then selling advertising to firms wanting to deliver a message Key success factors for content providers Create a sense of community Deliver convenience and entertainment value as well as information
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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to revamp how certain activities are performed and to eliminate or bypass others
Make greater use of build-to-order
buying habits, doing real-time market research, and use results to respond more precisely to customer needs and wants
McGraw-Hill/Irwin Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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and strategy to respond to changing conditions Focus on a limited number of competencies and perform a relatively specialized number of value chain activities Stay on the cutting edge of technology Use innovative marketing techniques that are efficient in reaching the targeted audience and effective in stimulating purchases Engineer an electronic value chain that enables differentiation or lower costs or better value for the money
Copyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
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McGraw-Hill/Irwin