B2B-X is a cloud based Web 2.0 compatible B2B portal allowing businesses to interact with their suppliers and also trade with them in a secure and reliable environment.
This product encapsulates a standard order management system which could be customized per business and integrated with their existing IT infrastructure.
The presentation for the same can be viewed @ http://www.youtube.com/watch?v=yNXCokXXOPo
Learning about models of E-Business is made easy through this presentation. It contains the comprehensive information about models of E-Business. It helps the students to learn the concepts quickly with the help of examples. The models are presented with crisp explanation.
1.
•
•
• An e-commerce business model aims to use and leverage the unique
qualities of the Internet, the Web, and the mobile platform.
• There are eight key elements of a business model.
Value proposition
Defines how a company’s product or service fulfills the needs of customers.
Questions to ask:
• Why should the customer buy from you?
• What will your firm provide that others do not or cannot?
Successful e-commerce value propositions:
• Personalization/customization
•
Reduction of product search, price discovery costs
• Facilitation of transactions by managing product delivery
2. Revenue model
• Describes how the firm will earn revenue, generate profits, and produce a superior return
on invested capital.
Most companies rely on one, or some combination, of the following major revenue models:
• Advertising (Yahoo)
• Subscription (WSJ)
• Transaction fee (eBay)
• S ales (Amazon)
• Affiliate (MyPoints)
Why may a company want more than one revenue model?
3. Market opportunity
• • Refers to the company’s intended marketspace and the overall potential financial
opportunities available to the firm in that marketspace.
Marketspace
• Area of actual or potential commercial value in which company intends to
operate.
Realistic market opportunity:
•
Defined by revenue potential in each market niche in which company hopes
to compete.
Market opportunity typically divided into smaller niches
4. Competitive environment
• Refers to the other companies operating in the same marketspace selling
similar products.
Who else occupies your intended marketspace?”
• Other companies selling similar products in the same marketspace.
• Includes both direct and indirect competitors.
Influenced by:
• Number and size of active competitors
• Each competitor’s market share
• Competitors’ profitability
•
•
•
•
5. Competitive advantage
• Competitive advantage:
• Achieved by a firm when it can produce a superior product and/or
bring the product to market at a lower price than most, or all, of its
competitors.
“What special advantages does your firm bring to the marketspace?”
• Is your product superior to or cheaper to produce than your
competitors’?
6. Market strategy
• • The plan you put together that details exactly how you intend to enter a
new market and attract new customers.
Details how a company intends to enter market and attract customers Best
business concepts will fail if not properly marketed to potential customers.
Examples:
• YouTube having social network marketing strategy which lets users to
post content on the site for free;
• AOL distributing out free trial CDs through magazines and newspapers
7. Organizational development
• Development plan describes how the company will organize the work that
needs to be accomplished.
Work typically divided into functional departments, e.g, production,
shipping, marketing
Learning about models of E-Business is made easy through this presentation. It contains the comprehensive information about models of E-Business. It helps the students to learn the concepts quickly with the help of examples. The models are presented with crisp explanation.
1.
•
•
• An e-commerce business model aims to use and leverage the unique
qualities of the Internet, the Web, and the mobile platform.
• There are eight key elements of a business model.
Value proposition
Defines how a company’s product or service fulfills the needs of customers.
Questions to ask:
• Why should the customer buy from you?
• What will your firm provide that others do not or cannot?
Successful e-commerce value propositions:
• Personalization/customization
•
Reduction of product search, price discovery costs
• Facilitation of transactions by managing product delivery
2. Revenue model
• Describes how the firm will earn revenue, generate profits, and produce a superior return
on invested capital.
Most companies rely on one, or some combination, of the following major revenue models:
• Advertising (Yahoo)
• Subscription (WSJ)
• Transaction fee (eBay)
• S ales (Amazon)
• Affiliate (MyPoints)
Why may a company want more than one revenue model?
3. Market opportunity
• • Refers to the company’s intended marketspace and the overall potential financial
opportunities available to the firm in that marketspace.
Marketspace
• Area of actual or potential commercial value in which company intends to
operate.
Realistic market opportunity:
•
Defined by revenue potential in each market niche in which company hopes
to compete.
Market opportunity typically divided into smaller niches
4. Competitive environment
• Refers to the other companies operating in the same marketspace selling
similar products.
Who else occupies your intended marketspace?”
• Other companies selling similar products in the same marketspace.
• Includes both direct and indirect competitors.
Influenced by:
• Number and size of active competitors
• Each competitor’s market share
• Competitors’ profitability
•
•
•
•
5. Competitive advantage
• Competitive advantage:
• Achieved by a firm when it can produce a superior product and/or
bring the product to market at a lower price than most, or all, of its
competitors.
“What special advantages does your firm bring to the marketspace?”
• Is your product superior to or cheaper to produce than your
competitors’?
6. Market strategy
• • The plan you put together that details exactly how you intend to enter a
new market and attract new customers.
Details how a company intends to enter market and attract customers Best
business concepts will fail if not properly marketed to potential customers.
Examples:
• YouTube having social network marketing strategy which lets users to
post content on the site for free;
• AOL distributing out free trial CDs through magazines and newspapers
7. Organizational development
• Development plan describes how the company will organize the work that
needs to be accomplished.
Work typically divided into functional departments, e.g, production,
shipping, marketing
E-Commerce Business, Technology & Society, Full presentation covering the business model of e-Commerce starting from implementation, operation and revenue streaming, all about how to automate and sell online.
E-Commerce Business, Technology & Society, Full presentation covering the business model of e-Commerce starting from implementation, operation and revenue streaming, all about how to automate and sell online.
Big Data vs. Big Risk: Real-Time Trade Surveillance in Financial MarketsArcadia Data
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Real-time trade surveillance in global financial markets has created a data tsunami.
With greater volumes of data comes greater compliance risk. CNBC reports U.S. Banks have been fined over $200B since the financial crisis. How are compliance teams fighting back to make more of the data and stay out of regulatory hot water?
Rapid response to suspect trades means compliance teams need to access and visualize trade patterns, real time and historic data, to navigate the data in depth and flag possible violations.
Join Hortonworks and Arcadia for this live webinar: we’ll cover the use case at a top 50 Global Bank who now has deep forensic analysis of trade activity. The result: interactive, ad hoc data visualization and access across multiple platforms – without limits on historic data – to detect irregularities as they happen.
Jerry Chen, partner at Greylock and former VP of Cloud and Application Services at VMware, shares his Unit of Value framework for startups building a go-to-market strategy. He developed this strategy while managing product and marketing teams at VMware that shipped many “1.0” releases, including VMware VDI, Cloud Foundry, and vFabric, and continues to use the framework to evaluate companies as an investor.
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Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
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Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
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UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
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My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
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In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
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UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
3. Introduction
B2BX– Fitting the puzzle together
B2B-X is a cloud based Web 2.0
compatible B2B portal allowing
businesses to interact with their
suppliers and also trade with them
in a secure and reliable
environment.
This product encapsulates a
standard order management
system which could be customized
per business and integrated with
their existing IT infrastructure.
4. Offerings/Value Propositions
SUPPLIERS (distributors, resellers, service providers)
Subscription based service that includes:
Adding products/services to the portal
Access to a worldwide customer base
Premium Suppliers can promote themselves over "non-premium"
suppliers in listings in addition to making their contact information
public for direct contact with Businesses
5. Offerings/Value Propositions …
BUSINESSES
Subscription based service that includes –
Maintaining a list of all the suppliers that the businesses
currently engage with
Searching for new suppliers in the market offering
similar/parallel services, enquiring about their cost
Comparison feature of current supplier for a given service/
product with similar competitors
Maintain a list of preferred suppliers/potential suppliers so
as to be able to contact them in case of emergency, peak
times, or lack of supply
Premium Businesses – can get to supplier information
directly and bypass portal for making orders as well as
receive discounts on other services
6. Offerings…
• Businesses can directly place, manage and track orders through b2b-x
portal.
• Available options:
• Option 1 : A default order management system to be driven by manual
user entry
• Most suited for: small businesses to place online orders, make / receive payments
through PayPal / Visa and track their orders.
• Option 2: Initial involvement with Portal >
Configure a cloud based order management
system (with required business
customizations.)
• Most suited for: Professional and bigger businesses
having IT established IT infrastructure
• They could also engage 3rd party System
integrators / vendors for these customizations.
7. Market size Analysis
Total Market Size (Universe of all the possible customers)
All businesses who deal with suppliers
Example:
Metals Industry worldwide : 400 Billion $ in
1997 (
reference: International Metal workers federation)
Electronics Industry world : 1.254 trillion Euros
in 2008 (Reference:
Electronics market forecast and industry trends 2007-2012
)
Served Market Size (Customers reachable by channels
identified)
• Metals - $11.0 billion USD (reference :
http://www.researchandmarkets.com/reportinfo.asp?report_id=471256&t=e
)
• Electronics - $5 Billion USD – India (
http://www.isaonline.org/microsites/visionsumit/12/Presentation/VS2012_PNDhoot.pdf
)
Target Market Size (Most potential customers who could buy
this)
1% of the Served market size
8. Competitors
Alibaba.com
Profile
Chinese company - HK listed
Largest online B2B e-commerce website
35 million users
Membership Fee: $5000 and $8000 for Chinese Suppliers
Multilingual – localized
Pros
Well known in the market
Open to all
B2B-X Differentiator
Comprehensive order management system.
Implement order management system for the business.
9. Competitors…
Manta.com
Profile
Chinese company behaving more like a company profiles
directory
B2B-X Differentiator
Comprehensive order management system.
Implement order management system for the business.
Made-in-China.com
Profile
Manufacturer directory and doesn’t include directories for
other supplies, distributors etc.
Mostly China focussed
B2B-X Differentiator
No focus on the geography of the manufacturers and all
can participate
Comprehensive order management system.
Implement order management system for the business.
10. Technology
Cloud based / Web portal –
http://www.b2b-x.com/
Manages businesses / suppliers profiles
Business specific - Suppliers list including
Current suppliers
Potential suppliers
Business specific - Suppliers list for business
specific products
Communicate with suppliers in / out of portal
User specific - transactions / orders for every
customers
Standard implemented solution - customizable
based on per customer
Backend
Database based repository
EDI module
Flat file handling module
Web-services based integration API available to
enable integrated with other systems in
enterprise
Auditing and Archiving
11. Product Positioning
For : Businesses who employ suppliers. They could
be Manufacturers, retailers, distributors, resellers,
or service providers.
Who : need to focus more on their business and
getting their product(s) to the maximum number
of potential customers without the labour
intensive aspect of using multiple sources.
The b2bx web portal is a cloud based Web 2.0
compatible B2B portal allowing businesses to
interact with their suppliers and also trade with
them in a secure and reliable environment.
13. Distribution Channel
• Primary channel is Web based portal
• System Integrators aka SI’s / Value added resellers
• OEM’s / Partners
14. Cash Flow - Costs
• Initial Costs: $5 million - $8 million
• Resources (IT team; UI/Web design team; Management
Team ; Sales team; Legal consultation; 3rd party
agreements)
• IT Infrastructure to host cloud based infrastructure
• Development and Maintenance of portal
• Customer acquisition costs = ~$451.67 per
customer
• 200 customer/month for 1 year $ 1.1 Million
15. Cash Flow - Revenue
• Revenue
• Transaction fees: 0.5 to 2% per transaction
Transactions Value Commission rate Average Revenue
>20000 USD 0.50% 100.00
10000-20000 USD 1.00% 150.00
5000-10000 USD 1.50% 112.50
0-5000 USD 2.00% 50.00
• Minimum amounts:
Avg worth Revenue as
No: txns per txn commission per year
200 20000 20,000.00
1000 15000 150,000.00
4000 5000 450,000.00
10000 2500 500,000.00
Total 1,120,000.00
16. Cash Flow – Revenue…
• As per one of the statistics:
• average B2B transaction value is $75,000 (
http://www.informit.com/articles/article.aspx?p=20999)
• Assuming 2400 Customers x 10 transactions per year x $
75000 x average 1.75% transaction fee = $ 31.5 Million
• Supplier and Business Subscriptions:
@ $15/month and 2400 Subscriptions
= $36,000 year 1
17. Market Survey
An online market survey was designed and rolled out to
different types of customers viz. Distributors, manufacturers,
resellers and service providers.
Survey Link https://
docs.google.com/spreadsheet/ccc?key=0AtrBHG6cLHukdDRZRG9MaFNUMXNNOTZ
Intent
• to determine that a
"comprehensive" B2B
exchange would be of interest
to potential customers.
18. Market Survey …
Our survey gathered information about -
• respondent, in general terms,
• any history of online B2B use, vendor consolidation
• willingness to look into online B2B commerce
• willingness to pay for an online service.
Also
• to determine interest in future features of a B2B exchange.
19. Market Survey - Results
Response Statistics :
• Sent to roughly 45 people
• Received 18 respondents - 40% response rate (much
higher than traditional response rates)
Survey Results Highlights
• Manufacturers and Distributors dominated the responses
• Business size leaned towards a small business classification
• The issue of consolidating vendors was evenly split
between Yes and No
• The majority of respondents utilize ecommerce in their
annual spend
• The majority of respondents indicated they are willing to
use a 3rd Party to access more customers/vendors as well
as allowing a 3rd party to assist in the transaction process
• The results also showed a willingness to pay a subscription
fee for use of an online service
20. Market Survey – Results Analysis
Survey Analysis:
•Distribution market is primary target market &
Manufacturers being second most important target market .
•Distribution market should be a target as they would sell
product on the portal + buy produce from other vendors via
the portal.
•Most respondents - were small businesses
• 100 or less employees and 50 or less vendors
•Mobile applications - currently not a requirement
• Important a potential feature for future revisions
21. Market Survey – Results Analysis…
• Ratings of Price, Shipping Costs, Support, and Availability showed
• Price is most important in Selling
• Availability is most important in Purchasing
• These results to be used to determine an algorithm for a
Vendor Rating system within the commerce system
• Average Subscription fee approximately $15/month most popular
option
• Access to more customers/vendors was the primary response for
using a 3rd party
22. Looking back - Survey Issues
• The survey was a tiny fraction of the potential market size and may
not represent the views of the entire Target Market.
• A few respondents did not answer all the questions
• A few respondents did not properly rate categories in the Purchasing/
Selling area
• The business types may have been skewed in the
Manufacturer/Distributor types
• The survey could have been a bit more comprehensive
23. Unknowns / Risks
• Legal issues around taking orders and
fulfilling them.
• Costs around these would be passed over to
the businesses
• Optional Escrow services – who offers
them and what is involved in these.
• Costs around these would be passed over to
the businesses
Businesses might be using both Alibaba and a local Order management system for themselves with repetitive entries IT / Services team in the background to customize and i
Trade Association partnerships – Electronic industry associations
http://findarticles.com/p/articles/mi_m0DTI/is_11_28/ai_67936365/ WineryExchange.com startup costs were $3 million - $5 million http://www.panalysis.com/resources/customer-acquisition-cost.aspx [(Website Development Costs / Expected Life of website) + Monthly Promotion Costs + Monthly Maintenance Costs] / New customers [($5,000,000/60 months) + $5,000 + $2,000]/200 New customers/month = $451.67 per customer Good Article on customer acquisition costs, etc: http://www.forentrepreneurs.com/startup-killer/