Ch08 - Final - E-Commerce Applications

MANAGING INFORMATION TECHNOLOGY
FIFTH EDITION
CHAPTER 8
E-COMMERCE APPLICATIONS
E. Wainright Martin Carol V. Brown Daniel W. DeHayes Jeffrey A. Hoffer William C. Perkins
E-COMMERCE TECHNOLOGIES
Electronic commerce the electronic transmission of buyer/seller transactions and related information between individuals and businesses or between two or more businesses that are trading partners
2005 Pearson Prentice-Hall
Chapter 8 - 2
Page 239
Will we see continued growth in e-commerce (Internet) applications? Consider Metcalfes Law: The value of a network to each of its members is proportional to the number of other users, expressed as (n2 n) / 2
There are increasing returns to be gained as more organizations and people use the Web
Chapter 8 - 3
Page 240
Commercial History of the Internet
Chapter 8 - 4
Figure 8.1 Internet Technology Innovations for E-Commerce
Page 241
Technologies for B2C Applications Improvements for online sales or auction bidding New channels for customer service Collection of clickstream metrics and personal data from Web site users Acceptance of Web cookies stored on users hard drive to enable customization of Web sites Web browser improvements with multimedia
Chapter 8 - 5
Page 240
Technologies for B2B Applications
Most important technological advance for B2B applications XML markup language

Now have accepted standards Can be used for a flexible, low-entry form of EDI
Electronic data interchange (EDI) proprietary applications for communicating with trading partners based on agreedupon standards for business document transmission
Chapter 8 - 6
Page 242
EDI Benefits:

Reduced cycle times for doing business Cost savings for automated transaction handling and elimination of paper documents Improved interfirm coordination and reduced interfirm coordination costs Start-up coordination challenges (EDI standards agreement and legal issues) Start-up and ongoing IT costs
Chapter 8 - 7
EDI Constraints:

Page 242-243
Prediction:
Web forms using XML and extranet applications will continue to grow!
Chapter 8 - 8
Page 242-243
Technologies for IT Security
Potential constraint to e-commerce: lack of security for Internet transactions Issues:

How to control access to a computer that is physically networked to the Internet How to ensure that security of a given communication is not violated
Chapter 8 - 9
Page 243
Technologies for IT Security
How to control access to a computer that is physically networked to the Internet?
Use of a firewall devices that sit between the Internet and an organizations internal network to block intrusions from unauthorized users and hackers
How to ensure that security of a given communication is not violated?
Encryption based on two decoding keys and mathematical principles for factoring a product into its two prime numbers, where one key codes a message and the other decodes it
Chapter 8 - 10
Page 243-244
(Adapted from Applegate, Holsapple, et al. 1996; Kalakota and Whinston, 1996)
Chapter 8 - 11
Figure 8.2 E-Commerce Framework
Page 244
LEGAL AND REGULATORY ENVIRONMENT

Tax Policies Copyright Lays Antitrust Laws Privacy Issues
Chapter 8 - 12
Page 244-246
STRATEGIC OPPORTUNITIES AND THREATS

Porters Competitive Forces Model
1. 2. 3. 4. 5.
Supplier power Customer power Threat of new entrants Threat of substitute products or services Responses of competitors
Chapter 8 - 13
Page 246

Opportunities due to the Internet:
1.
Procurement of supplies via Internet can increase companys power over suppliers Size of potential market is expanded Distribution channels between traditional company and customer can be eliminated
2. 3.
Chapter 8 - 14
Page 246

Threats to traditional companies due to the Internet:
1. 2. 3. 4.
Migration to price competition difficult to keep offerings proprietary Increased number of potential competitors Internet reduces some traditional barriers (such as in-person sales force) Customers increase their bargaining power Internet reduces customers switching costs
Chapter 8 - 15
Page 246-247
The four main areas where companies conduct business online

1. Direct marketing, selling, and services 2. Financial and information services 3. Maintenance, repair, and operations (MRO) 4. Intermediaries
Maintenance, Repair, & Operations (MRO)

MRO goods include office suppliers, office equipment, furniture, computers, and replacement parts Internet transforms corporate purchasing from a labor-and paperwork-intensive process into a self-service application
Intermediaries
Content providers companies that use the Internet to distribute copyrighted content, including news, music, games, books, movies, and many other types of information Online brokers intermediaries between buyers and sellers of goods and services Market makers intermediaries that aggregate three services for market participants A place to trade Rules to govern trading An infrastructure to support trading
Types of Intermediaries
E-BUSINESS MODELS
B2C Applications
Chapter 8 - 20
Figure 8.4 Potential Benefits to Sellers and Buyers
Page 249
B2B Applications If Buyers and Sellers are Fragmented, Independent Intermediaries are likely to be successful.
If Sellers are Concentrated, Sellers are likely to dominate.
If Buyers are Concentrated, Buyers are likely to dominate.

2005 Pearson Prentice-Hall Chapter 8 - 21
Figure 8.5 Opportunities for B2B Marketplace
Page 250
E-BUSINESS MODELS
Atomic Business Models
Weill and Vitale proposition: The value

propositions of eight business models differ according to the degree to which the following ebusiness assets are captured online: Customer transaction to capture revenue Customer data to capture data about customers purchasing needs Customer relationship ability to influence customers behaviors
Page 251
E-BUSINESS MODELS
(Based on Weill and Vitale 2001, Straub 2004)

Figure 8.6 Business Models and Their E-Business Assets
Page 251
E-BUSINESS MODELS
(Based on Weill and Vitale 2001, Straub 2004)

Figure 8.6 Business Models and Their E-Business Assets
Page 251
DIRECT-TO-CUSTOMER EXAMPLES
Amazon.com
Dot-com pioneer in online retailing of third-party products Began as bookseller competitor Now a multi-store, online mall First profitable year 2003 Provides excellent online shopping experiences for millions of customers
Page 252
( 2004 Amazon.com, Inc. All right reserved.)

Figure 8.7 Amazon.com Home Page
Page 253
Dell.com
Traditional direct seller and market leader of made-to-order microcomputers Developed custom software to support mass customization strategy Took advantage of early penetration of Internet market
Chapter 8 - 27
Page 254
(Used with permission of Dell Corporation.)

Figure 8.8 Dell.com Home Page
Page 254
Landsend.com
Traditional catalog company that developed capability to give online tools to customers so they could make orders for new custom clothing via its Web site
Chapter 8 - 29
Page 255
( 2004 Lands End, Inc. Used with permission.)

Figure 8.9 Landsend.com Home Page
Page 256
Successful Online Models
Amazon.com Dell Lands End
All developed B2C Web sites that use advanced technologies to support customized interactions with customers
Chapter 8 - 31
Page 256
Successful Online Models
Source: Pew Internet & American Life Project Surveys, 2002
Chapter 8 - 32
Figure 8.10 Common Online Activities by U.S. Consumers
Page 257
INTERMEDIARY EXAMPLES
(Based on Weill and Vitale, 2001)

Figure 8.11 Key Characteristics of Six Types of Intermediaries
Page 257
eBay
A dot-com pioneer in electronic auctions One of first to achieve profitability Now is a C2C, B2B, and B2C intermediary
Chapter 8 - 34
Page 258
These materials have been reproduced with the permission of eBay, Inc. Copyright eBay, Inc. All rights reserved.
Figure 8.12 eBay.com Home Page
Page 259
Yahoo!
Early dot-com intermediary Has recently leveraged IT innovations and business acquisitions to become a leading portal As a portal, site owns only the customer relationship Primary source of revenue is advertisements Through acquisition, now offers online job searches
Page 259-260
(Reproduced with permission of Yahoo! Inc. Copyright 2004 by Yahoo! Inc. YAHOO! And the YAHOO! Logo are trademarks of Yahoo! Inc.) 2005 Pearson Prentice-Hall Chapter 8 - 37
Figure 8.13 Yahoo.com Home Page
Page 260
Manheim
Traditional B2B intermediary for sale of used cars Has leveraged the Internet to reduce purchasing and sales costs Provides remote, real-time bidding during physical auctions
Chapter 8 - 38
Page 260-261
(Used with permission of Manheim.)

Figure 8.14 Manheim.com Home Page
Page 261
Types of Intermediaries
SPECIAL ISSUE: WHAT MAKES A GOOD WEB SITE?

Why is Web page design important? For e-commerce applications, the companys Web site is the company
Chapter 8 - 41
Page 262
(Based on Rayport and Jaworski, 2004)

Figure 8.15 7Cs Framework for Web Site Design
Page 262

Ch08 - Final - E-Commerce Applications

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Ch08 - Final - E-Commerce Applications

Загружено:

Авторское право:

Доступные форматы

MANAGING INFORMATION TECHNOLOGY

2005 Pearson Prentice-Hall

2005 Pearson Prentice-Hall

2005 Pearson Prentice-Hall

Figure 8.1 Internet Technology Innovations for E-Commerce

2005 Pearson Prentice-Hall

2005 Pearson Prentice-Hall

2005 Pearson Prentice-Hall

2005 Pearson Prentice-Hall

Potential constraint to e-commerce: lack of security for Internet transactions Issues:

2005 Pearson Prentice-Hall

2005 Pearson Prentice-Hall

2005 Pearson Prentice-Hall

Figure 8.2 E-Commerce Framework

LEGAL AND REGULATORY ENVIRONMENT

2005 Pearson Prentice-Hall

STRATEGIC OPPORTUNITIES AND THREATS

2005 Pearson Prentice-Hall

STRATEGIC OPPORTUNITIES AND THREATS

2005 Pearson Prentice-Hall

STRATEGIC OPPORTUNITIES AND THREATS

2005 Pearson Prentice-Hall

The four main areas where companies conduct business online

Maintenance, Repair, & Operations (MRO)

2005 Pearson Prentice-Hall

Figure 8.4 Potential Benefits to Sellers and Buyers

If Sellers are Concentrated, Sellers are likely to dominate.

If Buyers are Concentrated, Buyers are likely to dominate.

Figure 8.5 Opportunities for B2B Marketplace

Weill and Vitale proposition: The value

(Based on Weill and Vitale 2001, Straub 2004)

Figure 8.6 Business Models and Their E-Business Assets

(Based on Weill and Vitale 2001, Straub 2004)

Figure 8.6 Business Models and Their E-Business Assets

( 2004 Amazon.com, Inc. All right reserved.)

Figure 8.7 Amazon.com Home Page

2005 Pearson Prentice-Hall

(Used with permission of Dell Corporation.)

Figure 8.8 Dell.com Home Page

2005 Pearson Prentice-Hall

( 2004 Lands End, Inc. Used with permission.)

Figure 8.9 Landsend.com Home Page

Amazon.com Dell Lands End

2005 Pearson Prentice-Hall

Source: Pew Internet & American Life Project Surveys, 2002

2005 Pearson Prentice-Hall

Figure 8.10 Common Online Activities by U.S. Consumers

(Based on Weill and Vitale, 2001)

Figure 8.11 Key Characteristics of Six Types of Intermediaries

2005 Pearson Prentice-Hall

Figure 8.12 eBay.com Home Page

Figure 8.13 Yahoo.com Home Page

2005 Pearson Prentice-Hall

(Used with permission of Manheim.)

Figure 8.14 Manheim.com Home Page

SPECIAL ISSUE: WHAT MAKES A GOOD WEB SITE?

2005 Pearson Prentice-Hall

(Based on Rayport and Jaworski, 2004)

Figure 8.15 7Cs Framework for Web Site Design

Вам также может понравиться