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Chapter 1
The Second Wave of Global E-Business https://www.facebook.com/groups/403ecommerce/
Email: 403ecommerce@groups.facebook.com
Course Teacher:
RECOMMENDED TEXT: E-Business and E-Commerce Management:
Musfiq Mannan Choudhury, PhD
Strategy, Implementation and Practice By Dave Chaffey
Associate Professor
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Categories of Electronic Commerce
Business-to-consumer (B2C)
Consumer shopping on the Web
Business-to-business (B2B): e-procurement
Transactions conducted between Web businesses
Supply management (procurement) departments
Negotiate purchase transactions with suppliers
Business processes
Using Internet technologies to support organization selling and purchasing
activities
Consumer-to-consumer (C2C)
Business-to-government (B2G)
Business-to-government (B2G)
Business transactions with government agencies
Paying taxes, filing required reports
B2G transactions included in B2B discussions
Changed way people buy, sell, hire, organize business activities Standard transmitting formats benefits
More rapidly than any other technology Reduces errors
Avoids printing and mailing costs
Electronic Funds Transfers (EFTs)
Eliminates need to reenter data
Wire transfers
Trading partners (These are Businesses engaging in EDI with each other)
Electronic transmissions of account exchange information
Uses private communications networks
EDI pioneers (General Electric, Sears, Wal-Mart)
Improved purchasing processes and supplier relationships
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The Development and Growth of Electronic The Dot-Com Boom, Bust, and Rebirth
Commerce (cont’d.)
EDI pioneers problem 1997 to 2000 irrational exuberance
High implementation cost 12,000 Internet-related businesses started
Expensive computer hardware and software $100 billion of investors’ money
Establishing direct network connections to trading partners or subscribing to value- 5,000+ companies went out of business or acquired
added network
2000 to 2003
Value-added network (VAN)
Independent firm offering EDI connection and transaction-forwarding services $200 billion invested
Ensure transmitted data security Fueled online business activity growth rebirth
Charge fixed monthly fee plus per transaction charge Online B2C sales growth continued more slowly
Gradually moved EDI traffic to the Internet 2008-2009 recession
Reduced EDI costs B2C and B2B increasing growth rates continue
Driving force: people with Internet access increasing
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FIGURE 1-3 Actual and estimated online sales in B2C and B2B categories
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The Second Wave of Electronic Commerce The Second Wave of Electronic Commerce
(cont’d.) (cont’d.)
First and second wave characteristics (cont’d.) First and second wave characteristics (cont’d.)
Internet technology integration Digital product sales
First wave: bar codes, scanners (These tracking technologies were not well First wave: fraught with difficulties (music industry)
integrated)
Second wave: fulfilling available technology promise
Second wave: Radio Frequency Identification (RFID) devices, smart cards, biometric
Mobile telephone based commerce (mobile commerce or m-commerce)
technologies
Smart phone technology enabling mobile commerce
Electronic mail (e-mail) use
Web 2.0: making new Web business possible
First wave: unstructured communication
Business online strategy
Second wave: integral part of marketing, customer contact strategies
First wave: first-mover advantage
Revenue source
Second wave: businesses not relying on first-mover advantage
First wave: online advertising (failed)
Second wave: Internet advertising (more successful)
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Business Models, Revenue Models, and
Business Processes
Business model
Set of processes combined to achieve company goal of yielding profit
Electronic commerce first wave
Investors sought Internet-driven business models
Expectations of rapid sales growth, market dominance
FIGURE 1-4 Key characteristics of the first two waves of electronic commerce
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Revenue model used today, which is (in definition) Converting materials and labor into finished goods
Managing transportation and logistics
Specific collection of business processes
Hiring and training employees
Identify customers
Managing business finances
Market to those customers
Generate sales
Identify processes benefiting from e-commerce technology
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Product/Process Suitability to Electronic Product/Process Suitability to Electronic
Commerce (cont’d.) Commerce (cont’d.)
Commodity item: well suited to e-commerce selling Easier-to-sell products have:
Product or service hard to distinguish from same products or services provided Strong brand reputation (Kodak camera)
by other sellers
Appeal to small but geographically diverse groups
Features: standardized and well known
Price: distinguishing factor Traditional commerce
Consider product’s shipping profile Better for products relying on personal selling skills
Collection of attributes affecting how easily that product can be packaged and Combination of electronic and traditional commerce
delivered
Business process includes both commodity and personal inspection items
Note value-to-weight ratio
DVD: good example
Expensive jewelry: high value-to-weight ratio
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Transaction Costs
Economic Forces and
Electronic Commerce Total costs a buyer and seller incur (Transaction costs contd…)
While gathering information and negotiating purchase-and-sale transaction
Economics Includes:
Study how people allocate scarce resources Brokerage fees and sales commissions
Through commerce and government actions Cost of information search and acquisition
Commerce organizations participate in markets Sweater dealer example (Figure 1-6)
Potential sellers come into contact with buyers
Medium of exchange available (currency or barter)
Organization hierarchy (flat or many levels)
Bottom level includes largest number of employees
Pyramid structure
Transaction costs
Motivation for moving to hierarchically structured firms
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Network Economic Structures Network Economic Structures (cont’d.)
Network Effects
Example: telephone
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Strategic Business Unit Value Strategic Business Unit Value
Chains Chains (cont’d.)
Value chain Strategic business unit primary activities (cont’d.)
Organizing strategic business unit activities to design, Importance depends on:
produce, promote, market, deliver, and support the Product or service business unit provides
products or services
Customers
Michael Porter includes supporting activities
Central corporate organization support activities
Human resource management and purchasing
Finance and administration
Strategic business unit primary activities
Human resource
Identify customers, design, purchase materials and
supplies, manufacture product or create service, market Technology development
and sell, deliver, provide after-sale service and support
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FIGURE 1-12 Results of Dell’s SWOT analysis
FIGURE 1-11 SWOT analysis questions
E- Business, Ninth Edition 49 E- Business, Ninth Edition 50
Language Issues
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Language Issues (cont’d.) Cultural Issues
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Infrastructure Issues Infrastructure Issues (cont’d.)
Bonded warehouse
Secure location
Holds international shipments until customs requirements
or payments satisfied
Handling international transactions paperwork
Annual cost: $800 billion
Software automates some paperwork
Countries have own paper-based forms, procedures
Countries have incompatible computer systems
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