Professional Documents
Culture Documents
Once the start up business begins to boom, the VC looks for an exit plan, and the stock usually goes public, IPO
The VC gets their money back and looks for another investment
Key Dangers
Make it easy for customers to do business with you. Focus on the end customer for your products and services. Redesign your customer-facing business processes from the end customers point of view. Wire your company for profit: Design a comprehensive, evolving electronic business architecture. Foster customer loyalty, the key to profitability in electronic commerce.
Dont completely redesign a business to become an e-business. Dont suspend good project management rules in the name of ebusiness. Dont assume technology can do all the heavy lifting in e-business implementation. Dont focus solely on current customers for e-business. Stay alert for new competition.
Exhibit 8 - 3 Critical Success Factors and Dangers for E-Business Source: Success from Seybold (1998); danger from GartnerGroup (1999)
Situation Analysis
Conduct an Environmental Scan
Legal/Political Environment
Taxation, access, copyrights, & encryption
Technological Environment
Communication Infrastructures
Situation Analysis
Conduct an Environmental Scan
USER Trends
Focus on how the net audience has changed over the last six months, last year, etc Are there any trends? Is there any important target segments coming online?
World Economies
Understand overseas economies, also do they have the proper infrastructures to support what we are doing?
Situation Analysis
Develop a Market Opportunity Analysis
- Includes both demand & supply analysis
Demand side, reviews potential profitability Supply side, reviews competition, and finds competitive advantages
- SWOT
Internal Capability
Examples
Customer interactions
E-commerce, customer service, distribution channels SCM, production scheduling, inventory management Culture, skills, knowledge management, leadership and commitment to e-business ERP systems, legacy applications, networks, Web site, security, IT skills Financial systems, R&D, HR
People
Technology
Core infrastructure
Exhibit 8 - 4 Key Internal Capabilities for E-Business Source: Adapted from Kalakota (1999)
Situation Analysis
Develop a Market Opportunity Analysis
Market Opportunity Analysis includes both demand and supply analyses. The demand portion reviews various market segments in terms of potential profit. The supply analysis review competition in selected segments that are under consideration The purpose of the supply analysis is to assist in forecasting segment profitability and finding competitive advantages in the online market.
SWOT
Strengths, Weaknesses, Opportunities and Threats
This analysis objectively evaluates the companys strengths and weaknesses with respect to the environment and the competition
Strategic Opportunities
A Key element in setting strategic goals is to take stock of where the company currently is and the level of commitment that it wishes to make to a business. The lowest level impacts individual business activities such as order processing.
The next level impacts business processes such as customer relationship management
The next level, enterprise is where the firm automates many business processes in a unified system EB = EC + BI + CRM + SCM + ERP ERP the key here is to make sure that the processes work well together in a unified system
Business Process
Activity
Pure Play
Advantages
The final level is comprised
They are not held to the same standards of profitability as the brickand-mortar stores They are held to be smaller and have more agile cultures able to move quickly in response to market fluctuations
Activity Level
Enterprise Level
Online market research Online purchasing Brochureware Content publisher E-mail Online advertising Online sales promotions Order processing Cost reduction using electronic means Negotiated pricing online Segmented pricing online Content sponsorship online
Knowledge management Customer relationship management (CRM) Supply chain management (SCM) E-Commerce: tangible products Direct selling Community building online Affiliate program Database marketing
E-tailer Bit vendor Online exchange Online brokerage Metamediary Infomediary Virtual mall Shopping agent Reverse auction Online buyers coop Mass-customization tools
Set Objectives
Use carefully worded objectives that flow from plan analyses that have a task, contain a specific measurement device, and has a time frame for accomplishment.
Strategic justification shows how the strategy fits with the firms overall mission and objectives Operational justification identifies and quantifies the specific process improvements that will result from the strategy Technical justification shows how technology will fit and provide synergy with current IT capabilities Financial justification examines cost/benefit analysis
Chapter
Business Model
Product
Price
Distribution
Content sponsorship Direct selling Infomediary Intermediaries Broker: Online exchange Online auction Agent: Manufacturers agent Affiliate program Metamediary Virtual mall Shopping agent Reverse auction Buyer cooperative E-tailer bit vendor Tangible products Content publishing E-mail Community building Online advertising Online sales promotion CRM
Marketing Communication
Relationship Marketing
Action Plan
An action plan will decide which strategies are best to promote the business or company. Having decided that an Internet presence is essential the following considerations are necessary:
Site Development
Build, Buy or Rent, the Following Considerations
Apply:
Outsourcing speeds completion of the project Personnel Cost Savings Faster Loading Site User Friendly Product More Professional Graphics & Information Outsourcers are aware of Copyright Rules First Impression is Paramount http://www.forrester.com/
Agency (Affiliation)
Headquarters
1 2 3 4 5 6 7 8
Sapient 1 iXL, Atlanta 1 USWeb/CKS 1, 2 Razorfish (Omnicom) Digitas 2 TMP Worldwide 1, 2 c2o Interactive Architects (EDS) 1 Euro RSCG Worldwide Interaction (Havas) 1 AppNet 1 Grey New Technologies 1 OgilvyInteractive (WPP)
1 1
Cambridge, MA Atlanta San Francisco New York Boston New York Dallas New York
1999 Projected Revenue (in thousands) 276,844 *214,000 *170,000 150,000 *135,000 *125,000 125,000 120,900
% Increase over 1998 67.9 230.8 86.8 983.6 237.5 149.2 177.8 54.0
1999 Employees 2,011 *1,700 *1,050 1,300 700 *350 350 793
9 1 0 1 1 1 2 1 3 1 4 1 5
Bethesda, MD New York New York New York Dallas San Francisco New York
Exhibit 8 - 8 Top 15 U.S. Interactive Advertising Agencies Source: Adapted from AdweekOnline (www.adweek.com)
Site Promotion
Register Site with Search Engines Use Metatags, Keywords and HTML tags List Site with Appropriate Directories Utilize Electronic Press Releases Link to Complimentary Web Sites Incorporate Web Site Address in all Media Consider Banner Advertising Consider Hiring an Outside Firm to Promote Web Site
Exhibit 8 - 9 Adjacency (Sapient) Builds and Promotes Web Sites for Clients Source: www.adjacency.com
Site Maintenance
Decide How Often to Update Site
Budgeting
Evaluate the cost/benefits analysis &
Revenue Streams
Initial funds to support a Web site come from:
Investors Loans Firms operating budget
Intangible Benefits
The industry is developing exponentially creating new marketing opportunities, although they may be hard to measure
Benefits
Revenue increases Cost decreases Intangible benefits Goodwill Brand/Image Building Relationship Building
Costs
ISP Costs Hardware and Software Costs Design Costs Maintenance Costs
Evaluation Plan
Monitor and Track Site Usage
Cognitive
Measure unique visits and impressions
Attitudinal
Survey customers for brand satisfaction objective: CRM, firm would use AOV (average order value) and LTV (lifetime customer value)
Transactive
Measure purchases, site traffic, previous paths and click-through rate
The End