行业分析-互联网影响-PointofView_[贝恩咨询全套工具]

Authors:Reviewers:bcPoint of View Created:June 1999Heidi Locke SimonLangston JonesJeffrey KuoDavid SandersonEmma GrayAaron Cheris1PointofViewbcPoint of ViewE Commerce ToolkitWhat 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:OverviewBains Point of View2PointofViewbcPoint of ViewE Commerce ToolkitAgendaInternet Impact DetailBusiness Impact DetailResponse AlternativesKey Success Factors 3PointofViewbcPoint of ViewE Commerce ToolkitThe Internet is a major discontinuity that will redefine the strategic landscape in every industry.Defining characteristics of the Internet create a truly unique user experienceUbiquitous reachDramatically lower cost interactionComplete,symmetrical,“free”informationThese result in dramatic changes across company relationships with customers,suppliers,employees and other stakeholdersRedefinition of entire user experienceNew channel to capture growth opportunitiesElectronic management of upstream supply chain relationshipsTight linkage of end-user demand to company operationsRedeployment of physical and human resources to facilitate dramatic productivity improvementOverview(1 of 2)Internet Impact Detail4PointofViewbcPoint of ViewE Commerce ToolkitThe Internet is a major discontinuity.The stakes are high for shareholder wealth creationOver the past three years,a small group of Internet companies have created more value than any other industry achieved over ten yearsThe Internet is a dynamic medium,and further significant shifts have yet to play outDramatically enhanced network performanceHigh speed access widely availableNew demographic wavesNew specialized(non-PC)access devices and new access business modelsValue added reintermediationIntegration of physical and electronic participationOverview(2 of 2)Internet Impact Detail5PointofViewbcPoint of ViewE Commerce ToolkitThe Internet will redefine the strategic landscape in every industry.Product customization/qualityGeographic proximityMechanical innovationTransportation infrastructureScale economiesMass marketingUbiquitous reach to all stakeholdersDramatically lower cost interactionsComplete,symmetric,“free”informationWell ordered,multi-tiered distributionEfficient,optimized physical touch relationshipsTruly unique user experience-deeper customer relationships-broader reachComplete restructuring of industry supply chainsLower cost and enhanced productivityCraft Based EconomyIndustrial RevolutionMass ProductionInternet/Information RevolutionSuppliersDIstrIbutorsManufacturingResellersCustomersInternet RevolutionInternet Impact Detail6PointofViewbcPoint of ViewE Commerce ToolkitInternet CharacteristicsDefining characteristics of this new communications medium are redefining all companies stakeholder interactions.Example Implications:DramaticallyLower Cost InteractionKey Characteristics:Anyone,anytime,anywhere interactionSubstitutes high cost human for low cost electronic interactionFrictionless information exchangeUniversal accessLow cost/high bandwidth infrastructurePower shifts to buyers through pricing,inventory and other information visibilityTargeted segmentation enables“customer”level customization and profit measurementInternet Global Communications MediumComplete,Symmetrical,“Free”Information AvailabilityReduces number of“touches”in each interactionEliminates industry and organizational layersProvides access to new customer segments,broader supplier base and increased pool of employeesCreates foundation for strengthening relationships and improving effectiveness with customers,suppliers and employeesUbiquitous ReachInternet Impact Detail7PointofViewbcPoint of ViewE Commerce ToolkitImpact OverviewSupply Chain IntegrationRedeployment 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/outsourcingElectronic management of upstream supply chain relationships-vendor selection and negotiation-billing and payment-information exchangeTight linkage of end-user demand to inventory,R&D,and manufacturingRedefinition of entire customer experience-complete,frictionless information exchange-differentiated experience-user controlled fulfillment tracking-targeted loyalty programsNew channel to capture growth opportunities-increased customer access-access to product adjacencies/cross selling-integration with physical worldThese result in dramatic changes across company relationships with customers,suppliers,employees and other stakeholders.Customer Relationship ManagementInternal Business ManagementInternet Impact Detail8PointofViewbcPoint of ViewE Commerce ToolkitCustomer Relationship Management(CRM)EvolutionDescription:Multi-tiered distribution modelMass marketingLimited inventoryFew value-added servicesTraditional ModelE-Commerce ModelStreamlined distribution modelTargeted marketingScale inventory and selectionRobust range of value-added servicesProducerExample:“Bricks and mortar”bookstoreADistributorRetailerConsumerProducerProducerProducerCommunityRetailerValue-Added ServicesConsumerE-TailerInternet Impact Detail9PointofViewbcPoint of ViewE Commerce Toolkit(CRM)BenefitsA 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 mailSuperior selection and availabilityAdjacent product offerings-e.g.,music,video,othersValue-added services-reviews-proactive,tailored recommendationsBenefits to CustomersBenefits to FirmSubstantially lower costs-infrastructure-inventory-personnelDeep customer relationship-one-to-one marketing-potential for higher loyalty-purchases across other product lines-more frequent purchasesBroader customer base-geographic reach-expanded pool of profitable customersInternet Impact Detail10PointofViewbcPoint of ViewE Commerce ToolkitSupply Chain Integration Business Models(SCI)(1 of 2)Three primary models.Industry ConsortiaVirtual CommunitiesCompany ExtranetsDescription:Intermediary sponsored areas where buyers and sellers trade goods and servicesBuyer or seller sponsored groups to collectively purchase or sell/bundle goods and servicesCompany sponsored group comprising its downstream and/or upstream supply chainBasis for SCI:ScaleScaleSupplier CooperationDrivers of Value:Opportunity to increase sales/liquidate excess inventory-lower cost intermediary-broadening of potential supplier/buyer baseReduced procurement/sales costs-scale benefitsBroadening of potential supplier/buyer baseLower inventory costCycle time reductionLower procurement/sales costIncreased sharing of company/customer dataNote:*TPN has two sub-networks TPN Post and TPN RegisterInternet Impact Detail11PointofViewbcPoint of ViewE Commerce ToolkitSCI Business Models(2 of 2)Company Examples:Industry ConsortiaVirtual CommunitiesCompany ExtranetsFast PartsMetal SitePlasticNetVerticalNetTPN*ANXVIPARTPN*Boeing CiscoCSXDellNote:*TPN has two sub-networks TPN Post and TPN RegisterSignificant number of active participantsSufficient scale to achieve favorable terms in pricing and availabilityPurchase scale to secure supplier commitment to use extranetKey Success Factors:Infrastructure to facilitate transactionsStructure that allows flexibility in negotiation and decision makingAbility to cost/time effectively link extranet to internal legacy systemsSmall group of companies focused on driving consortium effortCompatible information systems across supply chainDreyers Grand Ice CreamPitney BowesInternet Impact Detail12PointofViewbcPoint of ViewE Commerce ToolkitSCI EvolutionDescription:Multiple buyer-seller interfaces in bidding processIndividual company scale in buying/sellingCatalog-based selection and purchasing-outdated inventory listings-manual processTraditional ModelSingle bidding interfaceScale benefits shared across participantsVirtual marketplace connecting suppliers and customersUp-to-date online inventory listingsOnline order-taking processExamples:Traditional industrial modelGE TPN ChemdexE-Commerce ModelSupplierSupplierSupplierSupplierSupplierSupplierBuyerBuyerBuyerBuyerBuyerBuyerVirtual Community/Industry ConsortiumInternet Impact Detail13PointofViewbcPoint of ViewE Commerce ToolkitSCI BenefitsChemdex is a powerful example of an E-Commerce customer relationship model.Lower costs-marketing 8leverage marketing through Chemdex presence-distribution8catalogs-overall cost reduced by 15%of revenueIncreased sales-decrease buyer transaction costs will increase demandBenefits to SuppliersBenefits to CustomersIncreased 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 process8transaction cost reduced from$100 to$10 or$20Internet Impact Detail14PointofViewbcPoint of ViewE Commerce ToolkitSCI Evolution(Company Extranets)Description:Multi-tiered distribution modelMultiple purchase order triggersBlock ordering(manual)Limited data sharingTraditional ModelE-Commerce ModelIntegrated purchasing/Production ModelSingle purchase order triggerAutomatic just-in-time orderingDetailed Data SharingSupplierSupplierSupplierSupplierSupplierSupplierProducerExample:Traditional Food ManufacturerDreyers Grand Ice CreamDistributor/WholesalerRetailerConsumerProducerRetailerConsumerPurchaseP.O.P.O.P.O.P.O.P.O.Internet Impact Detail15PointofViewbcPoint of ViewE Commerce ToolkitSCI(Company Extranet)Efficient procurement process-automatically updated/linked to sales-increased forecast accuracy-lower cost procurement-decreased risk of stockoutReduced inventory levelsReduced cycle timesBenefits to Producer/RetailerBenefits to SupplierImproved asset utilization-forecast accuracy/production planningReduced inventory levelsLower sales costAbility to create stronger customer relationship with producer-data sharing-order taking is lower%of sales timeInternet Impact Detail16PointofViewbcPoint of ViewE Commerce ToolkitSCI EvolutionTraditional Approach:E-Commerce SCI Approach:Note:*Supplier,Distributor/Wholesaler and ProducerPart InventoryProductionGoods InventoryReplenishmentHeld at multiple tiers*,based on organizational,legal and ownership considerationsStock is held at the fewest tiers with parts going directly from supplier to producer on an as needed basisManual batch orders,driven sequentially by transfers from one tier to anotherReplenishment across all tiers driven by actual sales/usage data collected at the customer interfacePlanned by discrete organizational units with batch feeds between discrete systemsPlanned across functional and organizational boundaries from supplier to vendor to consumer through highly integrated systems,with minimum lead timesBulk of inventory is finished goods,dispersed geographically waiting to be soldLower overall inventory levels.Bulk of inventory held as work in progress awaiting build/configuration instructionsInternet Impact Detail17PointofViewbcPoint of ViewE Commerce ToolkitInternal Business Management Evolution(IBM)Description:Hierarchical,functionally-oriented communication-barriers to sharing information cross-functionally-slow to share information verticallyMultiple systems throughout organization-redundant-incompatibleLinear cross-functional work processes-serially processed-multiple handoffs-iterativeTraditional ModelE-Commerce ModelFully-networked,flat information exchangeFully compatible information systemsUniversal access to informationCollaborative work environmentInternet Impact Detail18PointofViewbcPoint of ViewE Commerce ToolkitIBM BenefitsStreamlined processes-lower cost-faster cycle timesLower-cost interactions-information exchange-collaborationLeveraged use of resources-human resources-equipmentFacilitated implementation of global strategies-coordinated-consistent-concurrentImproved creation and distribution of new applications-fast-easy-cost-effectiveBenefits to FirmInternet Impact Detail19PointofViewbcPoint of ViewE Commerce ToolkitInternet TrendsFasterDramatically Enhanced Network PerformanceDemographic WavesBroaderCustomizationDeeperIntegrationCross-MediumInternet user base becomes more reflective of overall population-individuals-businessesTechnological innovations make high speed access widely availableNew specialized access devices optimized for applicationsValue-added reintermediationOn-line and physical efforts become integratedThe Internet is a dynamic medium,and further significant shifts have yet to play out.Internet Impact Detail20PointofViewbcPoint of ViewE Commerce ToolkitTrend Implications(1 of 3)These trends impact each realm differently.PRELIMINARYCustomer Relationship ManagementOnline interfaces and services developed to retain customersMore products,services become suitable for online saleFASTERDramatically enhanced network performance:Marketing/product development efforts shift focus to address new demographic groups-less affluent users-children and senior citizens-womenNew industries experience increased online penetrationBROADERInternet User Base Becomes More Reflectiveof Overall Population:Increased range of opportunity to capture customer data as more activities are conducted in networked environment-PDA,cell phone based web browsing-networked home appliancesDEEPERNew specialized access devices optimized for applications:Successful companies create cross-medium customer experience-online and offline promotions-convenience of online service/shopping combined with richness of physical world experience deepens customer relationshipCROSS-MEDIUMIntegration of physical and electronic participation:New intermediaries arise to handle increased information streamsDynamic pricing models emergeValue-added Reintermediation:Internet Impact Detail21PointofViewbcPoint of ViewE Commerce ToolkitTrend Implications(2 of 3)Supply Chain IntegrationPRELIMINARYIntegration of data intensive activities with partners becomes possibleIndustrial cycle times declineFASTERDramatically enhanced network performance:Barriers to participation fall for smaller business partnersConsortia/cooperatives increase bargaining power of smaller players-purchasing-marketingBROADERInternet User Base Becomes More Reflectiveof Overall Population:Critical business functions will be tightly integrated between partnersDEEPERNew specialized access devices optimized for applications:More accurate cross-company business forecasting will be possibleStrong relationships with key business partners will be created by mixing breadth and accessibility of online interfaces and depth of personal interactionsCROSS-MEDIUMIntegration of physical and electronic participation:Non-core business functions will be outsourcedValue-added Reintermediation:Internet Impact Detail22PointofViewbcPoint of ViewE Commerce ToolkitTrend Implications(3 of 3)Internal Business ManagementPRELIMINARYVirtual offices and work communities simulate real world experienceFASTERDramatically enhanced network performance:Collaboration between offices/functional groups greatly enhances productivityBROADERInternet User Base Becomes More Reflectiveof Overall Population:Employees have constant ability to receive/update company dataDEEPERNew specialized access devices optimized for applications:Increased depth of interaction with employees results in higher retention ratesEmployees are freed to focus on high value-added activities as non-core tasks are automated or outsourcedCROSS-MEDIUMIntegration of physical and electronic participation:N/AValue-added Reintermediation:Internet Impact Detail23PointofViewbcPoint of ViewE Commerce ToolkitMarket Valuation(1 of 2)Note:Internet companies 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 stocksSource:Stern Stewart Performance 1,000;Yahoo Finance!;Company reports;Bain AnalysisOver the past three years,a small group of Internet companies have created more value than any other industry achieved in 10 years.Ten Year Increase in MVA(1986-95)Internet Impact Detail24PointofViewbcPoint of ViewE Commerce ToolkitMarket Valuation(2 of 2)Note:Internet companies 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 stocksSource:Stern Stewart Performance 1,000;Yahoo Finance!;Company reports;Bain AnalysisThree Year Increase in MVA(1996-99)Internet Impact Detail25PointofViewbcPoint of ViewE Commerce ToolkitAgendaInternet Impact DetailBusiness Impact DetailResponse AlternativesKey Success Factors 26PointofViewbcPoint of ViewE Commerce ToolkitOverviewAll 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 pool shifts and commensurate market values could be significantly impactedUltimately,the competitive landscape could be dramatically different from todayBusiness Impact Detail27PointofViewbcPoint of ViewE Commerce ToolkitEvolution FrameworkHighLow TransformationPhases(Time)Magnitude Of ImpactExtensionExperimentationParticipationCRMSCIIBMStakeholder ImpactsHighMedLowCustomer Relationship ManagementSupply Chain IntegrationInternal Business MangementBusiness Impact Detail28PointofViewbcPoint of ViewE Commerce Toolkit Phase IParticipationPhase IIExperimentation Phase IIIExtensionPhase IVTransformationEstablish Web PresenceInternet-Enable Traditional FunctionsLeverage Electronic Platform To Build New CapabilitiesIntegrated TransformationVery few companies have yet developed a plan to take advantage of the transformational opportunities the Internet enables.E-Commerce TransitionBusiness Impact Detail29PointofViewbcPoint of ViewE Commerce Toolkit E-Commerce Transition(1 of 4)CRMMarketing site-basic company information-key product informationEstablish Web PresenceIBMBuild basic Intranet-post documents/policiesSCIMarketing site-basic company informationImpactMinimum business requirementLow differentiation potentialDeployment ExamplesPhase 1ParticipationPhase 2Phase 3Phase 4Business Impact Detail30PointofViewbcPoint of ViewE Commerce Toolkit CRMDevelop electronic ordering capabilitiesEstablish Internet-based customer service-account information-billing/paymentInternet-Enable Traditional FunctionsIBMUpload key functions onto the Internet-human resources-adminSCIExchange pricing data electronically with suppliersMake inventory levels visibleDeployment ExamplesImpactIndustry leaders taking market shareE-Commerce Transition(2 of 4)Phase 1Phase 2ExperimentationPhase 3Phase 4Business Impact Detail31PointofViewbcPoint of ViewE Commerce Toolkit E-Commerce Transition(3 of 4)CRMAutomate customer serviceBuild data warehousing and mining capabilities to target customerProvide value added customer experience(e.g.,purchase recommendations,virtual communities)Leverage Electronic Platform To Build New CapabilitiesIBMIntegrate internal functions to provide seamless data flowLink customer preference data to product developmentSCIIntegrate suppliers into ERP systemCreate/utilize value-added electronic buying agentsImpactOpportunity for competitive leadershipDeployment ExamplesPhase 1Phase 2Phase 3ExtensionPhase 4Business Impact Detail32PointofViewbcPoint of ViewE Commerce ToolkitE-Commerce Transition(4 of 4)CRMDevelop interactive joint marketing approachesCreate seamless user experience,not replicable in physical worldIntegrated TransformationIBMSeamless data flow and knowledge sharing across the organiz