1、演讲人:,主评人:,天津市科学学研究所,人类的起源猿猴还是猩猩,创建于:2009年7月,唐家龙,沙千里梦无常,Key to Concerns,2,PointofView,What impact is the Internet having?How will the Internet affect my business?What should we be doing to respond?What are the keys to success?,Executives across the board are posing four fundamental questions:,Overvie
2、w,TISSs Point of View,3,PointofView,Agenda,Internet Impact DetailBusiness Impact DetailResponse AlternativesKey Success Factors,4,PointofView,The Internet is a major discontinuity that will redefine the strategic landscape in every industry.,These result in dramatic changes across company relationsh
3、ips with customers, suppliers, employees and other stakeholders,Redefinition of entire user experience New channel to capture growth opportunities Electronic management of upstream supply chain relationships Tight linkage of end-user demand to company operations Redeployment of physical and human re
4、sources to facilitate dramatic productivity improvement,Overview (1 of 2),Internet Impact Detail,5,PointofView,The Internet is a major discontinuity.,The Internet is a dynamic medium, and further significant shifts have yet to play out,Dramatically enhanced network performance High speed access wide
5、ly available New demographic waves New specialized (non-PC) access devices and new access business models Value added reintermediation Integration of physical and electronic participation,Overview (2 of 2),Internet Impact Detail,6,PointofView,The Internet will redefine the strategic landscape in eve
6、ry industry.,Product customization/quality Geographic proximity,Mechanical innovation Transportation infrastructure,Scale economies Mass marketing,Ubiquitous reach to all stakeholders Dramatically lower cost interactions Complete, symmetric, “free” information,Well ordered, multi-tiered distribution
7、 Efficient, optimized physical touch relationships,Truly unique user experience deeper customer relationships broader reach Complete restructuring of industry supply chains Lower cost and enhanced productivity,Craft Based Economy,Industrial Revolution,Mass Production,Internet / Information Revolutio
8、n,S u p p l i e rs,D I s t r I b u t o r s,M a n u f a c t u r i n g,R e s e l l e r s,Cu s t o m e r s,Internet Revolution,Internet Impact Detail,7,PointofView,Internet Characteristics,Defining characteristics of this new communications medium are redefining all companies stakeholder interactions.,
9、Example Implications:,Dramatically Lower Cost Interaction,Key Characteristics:,Anyone, anytime, anywhere interaction,Substitutes high cost human for low cost electronic interaction,Frictionless information exchange,Universal access Low cost/high bandwidth infrastructure,Power shifts to buyers throug
10、h pricing, inventory and other information visibility Targeted segmentation enables “customer” level customization and profit measurement,Internet Global Communications Medium,Complete, Symmetrical, “Free” Information Availability,Reduces number of “touches” in each interaction Eliminates industry a
11、nd organizational layers,Provides access to new customer segments, broader supplier base and increased pool of employees Creates foundation for strengthening relationships and improving effectiveness with customers, suppliers and employees,Ubiquitous Reach,Internet Impact Detail,8,PointofView,Impact
12、 Overview,Supply Chain Integration,Redeployment of physical and human resources to facilitate dramatic productivity improvements better stakeholder communication knowledge sharing and collaborative work environments leverage of IT investments enhanced access to employees/outsourcing,Electronic manag
13、ement of upstream supply chain relationships vendor selection and negotiation billing and payment information exchangeTight linkage of end-user demand to inventory, R&D, and manufacturing,Redefinition of entire customer experience complete, frictionless information exchange differentiated experience
14、 user controlled fulfillment tracking targeted loyalty programsNew channel to capture growth opportunities increased customer access access to product adjacencies/cross selling integration with physical world,These result in dramatic changes across company relationships with customers, suppliers, em
15、ployees and other stakeholders.,Customer Relationship Management,Internal Business Management,Internet Impact Detail,9,PointofView,Customer Relationship Management (CRM) Evolution,Description:,Multi-tiered distribution model Mass marketing Limited inventory Few value-added services,Traditional Model
16、,E-Commerce Model,Streamlined distribution model Targeted marketing Scale inventory and selection Robust range of value-added services,Producer,Example:,“Bricks and mortar” bookstore,A,Distributor,Retailer,Consumer,Producer,Producer,Producer,Community,Retailer,Value-Added Services,Consumer,E-Tailer,
17、Internet Impact Detail,10,PointofView,(CRM) Benefits,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 availabi
18、lity Adjacent product offerings e.g., music, video, others Value-added services reviews proactive, tailored recommendations,Benefits to Customers,Benefits to Firm,Substantially lower costs infrastructure inventory personnel Deep customer relationship one-to-one marketing potential for higher loyalty
19、 purchases across other product lines more frequent purchases Broader customer base geographic reach expanded pool of profitable customers,Internet Impact Detail,11,PointofView,Supply Chain Integration Business Models (SCI) (1 of 2),Three primary models . . .,Industry Consortia,Virtual Communities,C
20、ompany Extranets,Note: *TPN has two sub-networks TPN Post and TPN Register,Internet Impact Detail,12,PointofView,SCI Business Models (2 of 2),Company Examples:,Industry Consortia,Virtual Communities,Company Extranets,Fast Parts Metal Site PlasticNet VerticalNet TPN*,ANX VIPAR TPN*,Boeing Cisco CSX D
21、ell,Note: *TPN has two sub-networks TPN Post and TPN Register,Key Success Factors:,Infrastructure to facilitate transactions,Structure that allows flexibility in negotiation and decision making,Ability to cost/time effectively link extranet to internal legacy systems,Dreyers Grand Ice Cream Pitney B
22、owes,Internet Impact Detail,13,PointofView,SCI Evolution,Description:,Multiple buyer-seller interfaces in bidding process Individual company scale in buying/selling Catalog-based selection and purchasing outdated inventory listings manual process,Traditional Model,Single bidding interface Scale bene
23、fits shared across participants Virtual marketplace connecting suppliers and customers Up-to-date online inventory listings Online order-taking process,Examples:,Traditional industrial model,GE TPN Chemdex,E-Commerce Model,Internet Impact Detail,14,PointofView,SCI Benefits,Chemdex is a powerful exam
24、ple of an E-Commerce customer relationship model.,Lower costs marketing leverage marketing through Chemdex presence distribution catalogs overall cost reduced by 15% of revenue Increased sales decrease buyer transaction costs will increase demand,Benefits to Suppliers,Benefits to Customers,Increased
25、 convenience due to online product inventory more accurate (updated daily) consolidated (130 suppliers participating) space-saving (frees up shelf space in customers offices) comprehensive (five times more products than biggest paper catalog) Lower costs more efficient ordering/purchasing process tr
26、ansaction cost reduced from $100 to $10 or $20,Internet Impact Detail,15,PointofView,SCI Evolution (Company Extranets),Description:,Multi-tiered distribution model Multiple purchase order triggers Block ordering (manual) Limited data sharing,Traditional Model,E-Commerce Model,Integrated purchasing/P
27、roduction Model Single purchase order trigger Automatic just-in-time ordering Detailed Data Sharing,Example:,Traditional Food Manufacturer,Dreyers Grand Ice Cream,Purchase,P.O.,P.O.,P.O.,P.O.,P.O.,Internet Impact Detail,16,PointofView,SCI (Company Extranet),Efficient procurement process automaticall
28、y updated/linked to sales increased forecast accuracy lower cost procurement decreased risk of stockout Reduced inventory levels Reduced cycle times,Benefits to Producer/Retailer,Benefits to Supplier,Improved asset utilization forecast accuracy/production planning Reduced inventory levels Lower sale
29、s cost Ability to create stronger customer relationship with producer data sharing order taking is lower % of sales time,Internet Impact Detail,17,PointofView,SCI Evolution,Traditional Approach:,E-Commerce SCI Approach:,Note: *Supplier, Distributor/Wholesaler and Producer,Held at multiple tiers*, ba
30、sed on organizational, legal and ownership considerations,Stock is held at the fewest tiers with parts going directly from supplier to producer on an as needed basis,Manual batch orders, driven sequentially by transfers from one tier to another,Replenishment across all tiers driven by actual sales/u
31、sage data collected at the customer interface,Planned by discrete organizational units with batch feeds between discrete systems,Planned across functional and organizational boundaries from supplier to vendor to consumer through highly integrated systems, with minimum lead times,Bulk of inventory is
32、 finished goods, dispersed geographically waiting to be sold,Lower overall inventory levels. Bulk of inventory held as work in progress awaiting build/configuration instructions,Internet Impact Detail,18,PointofView,Internal Business Management Evolution (IBM),Description:,Hierarchical, functionally
33、-oriented communication barriers to sharing information cross-functionally slow to share information vertically Multiple systems throughout organization redundant incompatible Linear cross-functional work processes serially processed multiple handoffs iterative,Traditional Model,E-Commerce Model,Ful
34、ly-networked, flat information exchange Fully compatible information systems Universal access to information Collaborative work environment,Internet Impact Detail,19,PointofView,IBM Benefits,Streamlined processes lower cost faster cycle times Lower-cost interactions information exchange collaboratio
35、n Leveraged use of resources human resources equipment Facilitated implementation of global strategies coordinated consistent concurrent Improved creation and distribution of new applications fast easy cost-effective,Benefits to Firm,Internet Impact Detail,20,PointofView,Internet Trends,Faster,Drama
36、tically Enhanced Network Performance,Demographic Waves,Broader,Customization,Deeper,Integration,Cross-Medium,Internet user base becomes more reflective of overall population individuals businesses,Technological innovations make high speed access widely available,New specialized access devices optimi
37、zed for applications Value-added reintermediation,On-line and physical efforts become integrated,The Internet is a dynamic medium, and further significant shifts have yet to play out.,Internet Impact Detail,21,PointofView,Trend Implications(1 of 3),These trends impact each realm differently.,Custome
38、r Relationship Management,Internet Impact Detail,22,PointofView,Trend Implications (2 of 3),Supply Chain Integration,Internet Impact Detail,23,PointofView,Trend Implications (3 of 3),Internal Business Management,Internet Impact Detail,24,PointofView,Market Valuation (1 of 2),Note: Internet companies
39、 include AOL, Yahoo, EBay, Amazon, E-trade, Lycos, Excite, Home, CNET, Priceline, Geocities, B and Infoseek; Market capitalizations are as of 5/6/99; Market cap taken to be a proxy for MVA for Internet stocks Source: Stern Stewart Performance 1,000; Yahoo Finance!; Company reports; Bain Analysis,Ove
40、r the past three years, a small group of Internet companies have created more value than any other industry achieved in 10 years.,Internet Impact Detail,25,PointofView,Market Valuation (2 of 2),Note: Internet companies include AOL, Yahoo, EBay, Amazon, E-trade, Lycos, Excite, Home, CNET, Priceline,
41、Geocities, B and Infoseek; Market capitalizations are as of 5/6/99; Market cap taken to be a proxy for MVA for Internet stocks Source: Stern Stewart Performance 1,000; Yahoo Finance!; Company reports; Bain Analysis,Internet Impact Detail,26,PointofView,Agenda,Internet Impact DetailBusiness Impact De
42、tailResponse AlternativesKey Success Factors,27,PointofView,Overview,All business will be impacted.,The timing and magnitude of the overall impact will vary by industryThere are significant potential threats as well as opportunitiesPotential impact can be understood and proactively addressedProfit p
43、ool shifts and commensurate market values could be significantly impactedUltimately, the competitive landscape could be dramatically different from today,Business Impact Detail,28,PointofView,Evolution Framework,High,Low,Transformation,Phases (Time),Magnitude Of Impact,Extension,Experimentation,Part
44、icipation,CRM,SCI,IBM,Stakeholder Impacts,High,Med,Low,Customer Relationship Management,Supply Chain Integration,Internal Business Mangement,Business Impact Detail,29,PointofView,Phase I Participation,Phase II Experimentation,Phase III Extension,Phase IV Transformation,Establish Web Presence,Interne
45、t-Enable Traditional Functions,Leverage Electronic Platform To Build New Capabilities,Integrated Transformation,Very few companies have yet developed a plan to take advantage of the transformational opportunities the Internet enables.,E-Commerce Transition,Business Impact Detail,30,PointofView,E-Com
46、merce Transition (1 of 4),Business Impact Detail,31,PointofView,CRM,Develop electronic ordering capabilities Establish Internet-based customer service account information billing/payment,Internet-Enable Traditional Functions,IBM,Upload key functions onto the Internet human resources admin,SCI,Exchan
47、ge pricing data electronically with suppliers Make inventory levels visible,Deployment Examples,Impact,Industry leaders taking market share,E-Commerce Transition (2 of 4),Business Impact Detail,32,PointofView,E-Commerce Transition (3 of 4),Business Impact Detail,33,PointofView,E-Commerce Transition
48、(4 of 4),Business Impact Detail,34,PointofView,Business Changes Impact Framework,Suppliers,Customers,Internal Operations,Internal Business,2,1,3,Business Definition,4,Internal Operations,Business Impact Detail,35,PointofView,Business Changes; Threats and Opportunities (1 of 2),Threats,Opportunities,
49、2,Supply Chain Management:,Reintermediation by powerful electronic middlemen seizing customer control Legacy system/implementation barriers enable competitors to obtain lower cost position,End-to-end integration of operations from customer demand through supplier production faster time to market lower inventory cost Deepen relationship with strategic suppliers and/or increase supplier base breadth to lower procurement costs,
