Hasil Kuis Pendahuluan

TA Genap 2015/2016

PRE-TEST

https://goo.gl/ym24p2

Scope of
e-commerce

Source: gatton.uky.edu

Learning objectives

What is e-commerce?
What are the e-challenges?
What are the strategies for e-commerce?

Learning objectives

What is e-commerce?
What are the e-challenges?
What are the strategies for e-commerce?

E-commerce definition

Technology-enabled transactions and

technology-mediated exchanges of digitized
information between parties (individuals or
organizations) as well as the electronically
based intra-organizational or inter-
organizational activities that facilitate such
exchanges

E-commerce definition

Scope of e-commerce:
1. Exchange of digitized information
2. Technology-enabled transactions
3. Technology-mediated relationships
4. Intra- & inter-organizational activities

E-commerce definition

Consumers

Business

Business originating from . . .

Business

Consumers

B2B

C2B

B2C

P2P

E-commerce categories
Business originating from . . .

Consumers

Business

Business
Publishers order paper
supplies from paper
companies

Consumers

Consumers aggregate to
bulk purchase from Amazon

Amazon orders from

publishers

Consumers buy thousands

of Harry Potter books from
Amazon

Consumers resell
copies on eBay

Single chain (or converging categories) of e-commerce

E-commerce definition
E-COMMERCE vs TRADITIONAL COMMERCE
Key elements
Value Creation
Strategy

E-commerce
Information
Sense and respond
Simple rules
Competitive edge Speed
Competitive force Low barriers of entry
Power of customers
Resource focus
Demand side
Customer interface Screen-to-face
Communication
Technology-mediated channels
Accessibility
24 x 7
Customer
Self-service
interaction
Consumer behavior Personalization
One-to-one marketing
Promotion
Word of mouth
Product
Commodity

Traditional commerce
Product/Service
Classical
Quality/Cost
Power of suppliers
Product substitution
Supply side
Face-to-face
Personal
Limited time
Seller influenced
Standardization
Mass/one-way marketing
Merchandising
Perishables, feel & touch

E-commerce definition

1995-2000
Innovation

2001-2006
Consolidation

2006-future
Reinvention

Technology-driven

Business-driven

Audience, customer,
community-driven

Revenue growth
focus

Earnings & profits

focus

Audience & social

network growth focus

Venture capital
financing

Traditional financing

Merger & acquisition

Entrepreneurial

Traditional/old
economy

Large pure Web-

based firms

Disintermediation

Strengthening
intermediaries

Proliferation of small
online intermediaries

Perfect markets

Imperfect markets,
brands, network
effects

Online market
imperfections

Pure-play

Bricks & clicks

New market (pure

play); Retail (bricks &
clicks)

First-mover
advantages

Strategic follower

New market (1st

mover)

Learning objectives

What is e-commerce?
What are the e-challenges?
What are the strategies for e-commerce?

Role of e-commerce
as managers
Strategic
Management

Finance

Marketing

Entrepreneurship
Operations
and Logistics

Accounting

Technology

New Media

Role of e-commerce
managers
Set Vision

Establish Goals

Formulate
Strategy

Drive
Implementation

Be Accountable
for Performance

Role of e-commerce
managers
Vision: higher-order societal effects
Goals: performance targets that are measurable

and in line with the companys strategy &

business life cycle (process vs outcome)
Strategy: tradeoffs
Implementation: technology & media knowledge
Accountability: performance & results

E-commerce challenges
Understanding customer evolution
Invest ahead of customer needs

Charting changing technology

Match technology choices to consumer tastes

Weathering the storm

Reassure stakeholders with clear vision, sensible business model, and
profitable venture

Integrating offline & online activities

Align offline & online business activities, esp. advertising, branding, retail
& online store design, service, warranties, returns (customer-facing
activities)

Identifying key levers of competitive advantage

Reallocate resources as competitive advantage levers evolve

Expanding globally
Deal with complex internationalization issues

Top 20 most popular

websites
1

Facebook.com (836.7 muv)

11

Blogger.com (229.9 muv)

Google.com (782.8 muv)

12

Ask.com (218.4 muv)

Youtube.com (721.9 muv)

13

Taobao.com (207 muv)

Yahoo.com (469.9 muv)

14

Twitter.com (189.8 muv)

Wikipedia.org (469.6 muv)

15

Bing.com (184 muv)

Live.com (389.5 muv)

16

Sohu.com (175.8 muv)

QQ.com (274.1 muv)

17

Apple.com (171.7 muv)

Microsoft.com (271.7 muv)

18

WordPress.com (170.9 muv)

Baidu.com (268.7 muv)

19

Sina.com.cn (169 muv)

10

MSN.com (254.1 muv)

20

Amazon.com (163 muv)

Learning objectives

What is e-commerce?
What are the e-challenges?
What are the strategies for e-commerce?

E-commerce strategies
Mission

Objectives

External
Analysis

Strategy
Formulation
l
l
l
l

Internal
(Company)
Analysis

Corporate
Business Unit
Functional
Operating

Implementation

Control
and
Monitoring

Classical Strategic Planning

E-commerce strategies

Sense and respond

Experimenting with intuitive, actionable,
easy to implement ideas
Proactively soliciting feedback from
customers

Simple rules
Type

Purpose

Example

How-to rules

They spell out key features of

how a process is executed -
"What makes our process
unique?"

Akamai's rules for the customer service

process: s taff must consist of technical
gurus, every question must be answered on
the first c all or e-mail, and R&D s taff must
rotate through customer s ervice.

Boundary rules

They focus managers on which

opportunities can be pursued and
which are outside the pale.

Cisco's early acquisitions rule: companies to

be acquired must have no more than 75
employees, 75% of whom are engineers.

Priority rules

They help managers rank the

accepted opportunities.

Intel's rule for allocating manufacturing

capacity: allocation is based on a product's
gross margin.

Timing rules

They synchronize managers with

the pace of emerging
opportunities and other parts of
the company.

Nortel's rules for product development:

project teams must know when a product
has to be delivered to the leading customer
to win, and product development time must
be less than 18 months.

Exit rules

They help managers decide when Oticon's rule for pulling the plug on projects
to pull out of yesterdays
in development: if a key team member-
opportunities.
manager chooses to leave the project for
another within the company, the project is
killed.

E-commerce strategies

Position approach > Where should we be?

Resources approach > What should we be?
Simple rules approach > How to get there?

E-commerce strategies

Strategic Logic

Strategic Steps

Strategic Question
Source of Advantage
Works Best In
Duration of Advantage

Position
l

Establish position

Identify an attractive
market
Locate a defensible
position
Fortify and defend

Where should we be?

Unique, valuable position

with tightly integrated
activity system

Pursue opportunities

Jump into the confusion

Keep moving
Seize opportunities
Finish strong

What should we be?

How should we proceed?

Unique, valuable,
inimitable resources

Key processes and unique

simple rules

Slowly changing, well-

structured markets

Moderately changing, well-

structured markets

Rapidly changing,
ambiguous markets

Sustained

Sustained

Unpredictable

It will be too difficult to

alter position as conditions
change

Company will be too slow

to build new resources as
conditions change

Managers will be too

tentative in executing on
promising opportunities

Profitability

Long-term dominance

Growth

Leverage resources

Establish a vision
Build resources
Leverage across markets

Simple Rules
l

Risk
Performance Goal

Resources

l
l

E-commerce strategies
E-commerce strategy formulation process

Framing the
Market
Opportunity

Business

Customer

Model

Interface

Market
Communication
and Branding

Implementation

Metrics

POST-TEST

https://goo.gl/KqD3HA