This document discusses e-commerce strategies and challenges. It begins by defining e-commerce and outlining its scope. It then discusses the role of e-commerce managers in setting vision, goals, and strategy. The document outlines some key e-commerce challenges such as understanding customer needs, integrating online and offline activities, and identifying competitive advantages. It also discusses different approaches to developing e-commerce strategies such as strategic planning, sense and respond, position, resources, and using simple rules.
Identify the key components of e-commerce business models.
A successful business model effectively addresses eight key elements:
●Value proposition - how a company's product or service fulfills the needs of customers. Typical e-commerce value propositions include personalization, customization, convenience, and reduction of product search and price delivery costs.
●Revenue model -- how the company plans to make money from its operations. Major e-commerce revenue models include the advertising model, subscription model, transaction fee model, sales model, and affiliate model.
●Market opportunity -- the revenue potential within a company's intended marketspace.
●Competitive environment-the direct and indirect competitors doing business in the same marketspace, including how many there are and how profitable they are.
●Competitive advantage - the factors that differentiate the business from its competition, enabling it to provide a superior product at a lower cost.
●Market strategy -- the plan a company develops that outlines how it will enter a market and attract customers.
●Organizational development - the process of defining all the functions within a business and the skills necessary to perform each job, as well as the process of recruiting and hiring strong employees.
●Management team - the group of individuals retained to guide the company's growth and expansion.
A Preliminary look at what trends will impact Purchasing Professionals in 2015. A continuation of popular series of discussions presented globally for the last 5 years by experienced purchasing professional Bill Kohnen. Primarily used as basis for further discussion at conferences and workshops.
Cost Modeling for Purchasing - A Fundamental SkillBill Kohnen
Purchasing Teams that effectively use cost modeling to support supplier selection and negotiation can drive significantly better cost results and improve supplier performance. Chief Procurement Officers should set standards and priorities for cost modeling and include it is as part of the training and development of the organization.
Ability to effectively develop and use cost models to obtain results is a key skill for purchasing professionals to develop.
Identify the key components of e-commerce business models.
A successful business model effectively addresses eight key elements:
●Value proposition - how a company's product or service fulfills the needs of customers. Typical e-commerce value propositions include personalization, customization, convenience, and reduction of product search and price delivery costs.
●Revenue model -- how the company plans to make money from its operations. Major e-commerce revenue models include the advertising model, subscription model, transaction fee model, sales model, and affiliate model.
●Market opportunity -- the revenue potential within a company's intended marketspace.
●Competitive environment-the direct and indirect competitors doing business in the same marketspace, including how many there are and how profitable they are.
●Competitive advantage - the factors that differentiate the business from its competition, enabling it to provide a superior product at a lower cost.
●Market strategy -- the plan a company develops that outlines how it will enter a market and attract customers.
●Organizational development - the process of defining all the functions within a business and the skills necessary to perform each job, as well as the process of recruiting and hiring strong employees.
●Management team - the group of individuals retained to guide the company's growth and expansion.
A Preliminary look at what trends will impact Purchasing Professionals in 2015. A continuation of popular series of discussions presented globally for the last 5 years by experienced purchasing professional Bill Kohnen. Primarily used as basis for further discussion at conferences and workshops.
Cost Modeling for Purchasing - A Fundamental SkillBill Kohnen
Purchasing Teams that effectively use cost modeling to support supplier selection and negotiation can drive significantly better cost results and improve supplier performance. Chief Procurement Officers should set standards and priorities for cost modeling and include it is as part of the training and development of the organization.
Ability to effectively develop and use cost models to obtain results is a key skill for purchasing professionals to develop.
Marketing Plan for an Educational Support System - Martin MeisterMartin Meister
The company will offer the owners experience and knowledge administrating educational institutes, to ensure that customers will focus on adding new clients, courses and programs, generating academic and business improvements which will impact their bottom line. The product will be a high technology workflow online platform that will make the clients´ life easier, leaving all the OTEC´s operational stuff to the company.
Strategic E-Marketing and Performance MetricsUsman Tariq
E-marketing means using digital technologies such as websites, mobile devices and social networking to help reach your customers, create awareness of your brand and sell your goods or services. The basics of marketing remain the same - creating a strategy to deliver the right messages to the right people.
Ecommerce Today: Successes and FailuresChirag Parmar
E-commerce has evolved since the late 1990s.Companies and individuals have been using e-commerce to do business; furthermore, it allows people to do shopping online.Many have succeeded and many had failed as well.
Let us now look at the reasons for the success and failure.
In this presentation we will discuss the aspects that brought boom in the e-commerce industry. Opportunities which helped e-commerce to flourish by applying certain business model to it has been discussed in detail.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Marketing Plan for an Educational Support System - Martin MeisterMartin Meister
The company will offer the owners experience and knowledge administrating educational institutes, to ensure that customers will focus on adding new clients, courses and programs, generating academic and business improvements which will impact their bottom line. The product will be a high technology workflow online platform that will make the clients´ life easier, leaving all the OTEC´s operational stuff to the company.
Strategic E-Marketing and Performance MetricsUsman Tariq
E-marketing means using digital technologies such as websites, mobile devices and social networking to help reach your customers, create awareness of your brand and sell your goods or services. The basics of marketing remain the same - creating a strategy to deliver the right messages to the right people.
Ecommerce Today: Successes and FailuresChirag Parmar
E-commerce has evolved since the late 1990s.Companies and individuals have been using e-commerce to do business; furthermore, it allows people to do shopping online.Many have succeeded and many had failed as well.
Let us now look at the reasons for the success and failure.
In this presentation we will discuss the aspects that brought boom in the e-commerce industry. Opportunities which helped e-commerce to flourish by applying certain business model to it has been discussed in detail.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Modern Services Marketing Session at TSIA/TSW 2017 San DiegoFred Isbell
Digital transformation and innovations including cloud, social media, and Big Data/analytics have redefined services marketing -- no one debates that. The modern services marketer must both combine art and science to meet changing needs of the services marketplace, including digital technologies, thought leadership and storytelling, and analytics for key insights. We addressed the skills of a successful modern services marketer, technology as a key enabler to transformation and innovation, and address key best practices in this session given at the TSIA Technology Services World (TSW) 2017 event in San Diego CA.
Many organisations are struggling to implement and drive their digital transformations. Only about 30% of digital transformations efforts actually succeed. Mostly because going digital is a complex process with many internal and external pressures. Organisations need to understand what transformations entails, avoid the pitfalls and and carefully consider each facet of digital transformation. Only then can they turn ambition into achievement. In this playbook, we have identified the nine traits of companies that win at digital transformation. We will see what defined their success and how they achieved it. And we will discuss how we can help companies reach their digital transformations goals.
This video is presented by USEP's BSCS student Ailene L. Madato, under Mr. ND Arquillano as a partial fulfillment for Elective 4 -E-Commerce.
It talks about ( TOpics 1-14).
Catching up with shivakeshavan cii mumbai : Our Sumit Roy
Mallcom India Director Mr. Giriraj Mall on why Mallcom choose to sponsor Shiva Keshavan for 3 years apart from making a coffee table book on his life. Shiva Keshavan is the only Luge sportsperson from India to have participated in the Olympics 6 times. He holds the record for being the fastest Asian Luger (134.3km/hour and is accurately nicknamed the “Fastest Asian on Ice” At 16 he became the youngest Luger to participate in the winter Olympics.
research report on online food ordering market in IndiaSumit Roy
Indian online food delivery is set to boom according to the latest research report.The Restaurant industry is estimated to be USD 56 Billion and thedelivery industry is pegged atUSD 15 Billion
The Indian Casual Dining (44%) dominatesthe organised segment while QSR is one of the fastest growing
segment
how iOT is set to herald the Renaissance of 2nd industrial revolution Sumit Roy
Internet of things will all set to herald the second industrial revolution. From Industries as diverse as manufacturing, automotive,industrial, home electronics,Oil and Gas,Insurance including hardware and software,
patents received by the top 5 technology companies Sumit Roy
THE ‘BIG 5’ PATENTS REPORT
Patent activity and trends across Amazon, Apple, Facebook, Google,and Microsoft
OVERALL PATENT ACTIVITY FROM BIG 5 COHORT ON
THE RISE
Applications trend upwards: Collectively, these IP powerhouses
have applied for more than 52,000 patents since 2009. Total
applications have steadily risen as each company diversifies its
research activities, with annual combined applications nearing
10,000 in 2013.
Microsoft leads, Facebook lags: Microsoft has filed for the most
patents, applying for over 16,800 since 2009, with second-place
Google applying for more than 14,500. Apple was in 3rd and
Amazon 4th, with Facebook lagging significantly behind.
Grants also rising: Although somewhat dependent on the USPTO
approval process, annual grant publications for this cohort have
also consistently grown. Google is now surpassing Microsoft for
the top spot here in part thanks to the reversal of its anti-patent
stance early in the decade.
INDIVIDUAL PATENTS REVEAL BROAD INTERESTS IN AI,
AR/VR, AND VEHICLES
AI activity skyrockets: 2014 applications with AI-related keywords
have already set an annual record, with more applications likely to be published. Microsoft leads with Google quickly rising in second,
while Apple lags all of its peers thus far.
Facebook picking up: Although behind the other four in overall
filings, its activity is on the rise and recently published applications reveal its efforts to automate the removal of objectionable contentusing machine learning.
Apple targets vehicles, wearables: Apple came in second behind Google in our keyword analysis of vehicle-related tech. Individual filings point to research in autonomous vehicles and AR/VR.
Amazon broadens activities: The e-commerce company has
moved from consumer devices like e-book readers and tablets to drones, cybersecurity, and potentially tech to support its Go stores.
programmatic Buying in Mobile Advertising Sumit Roy
74% of marketers are now using programmatic media buying on mobile for retargeting users, 62% use it for performance marketing and 61% for branding. • This represents a huge opportunity for the industry to build targeting and measurement solutions that deliver greater effectiveness and efficiency for upper-funnel campaigns. Of those not using programmatic, the biggest barriers for adoption are complexity of the ecosystem (58%), skills shortage (42%) and lack of education (33%).
State of mobile mobile developers:ecosystem and marketing mixSumit Roy
InMobi undertook a survey of mobile developers across the world in an attempt to understand the ever growing
ecosystem better. The Mobile app developer survey from InMobi drawn from over 1000+ respondents across 155
countries showcases some insightful data on the latest trends in the mobile app ecosystem, including developer
mindshare, platform of choice , revenue models, challenges and motivations and mobile ad network preferences.
top 5 indicators on pharma brands and marketing spendsSumit Roy
pharma brands and how they plan to spend on marketing . This research data shows " pharma companies and which media channels they intend to spend online . Suprisisngly mobile channel remains the most " powerful and valuable channel" which pharma brands plans to spend on this year,followed by social and online.
2016 BrandZ™ Top 100 Most Valuable Global Brands increased 3 percent, to $3.4...Sumit Roy
In a year marked by disruption, the value of the 2016 BrandZ™ Top 100 Most Valuable Global Brands increased 3 percent, to $3.4 trillion.
Six of the 14 categories included in the 2016 ranking declined in value compared with only two last year. One category remained flat. Of the seven categories that increased in value, only two grew by more than 10 percent.
global Venture funding and start up data : top 10 chartsSumit Roy
2015 VC FUNDING HITS ALL-TIME HIGH. ENDS WITH PULLBACK.
Multi-year highs in funding: Globally, funding to VC-backed companies in 2015 hit an all-time high of $128.5B, up 44 percent versus 2014’s total of $89.4B.
Deals see steep decline: Large deals were the headline of 2015, largely driving the funding trends and leaving deal activity to fall for the final 2 quarters, including Q4’15, which saw just 1742 deals, the lowest quarterly total since Q1’13.
top 100 start up companies with valuations of 1$ billion and aboveSumit Roy
the list of start ups which are a unicorn ( valuation above 1 billion ISD) Each start ups is mapped to its business vertical, the country of origin and the vc investment by funds
global biggest start up companies with valuations of 1$ billion and aboveSumit Roy
CBI insights lists the top 100 the biggest Unicorns with $1billion and more in valuation. Investment of individual start ups, total valuation and the business verticals are also mapped .
Rapidly evolving urban consumer attitudes are transforming our world. With only 5 years to go until 2020, the future seems closer than ever.These are top 10 consumer products that would change consumers and their interaction with devices
2. Learning objectives
• What is e-commerce?
• What are the e-challenges?
• What are the strategies for e-commerce?
3. Learning objectives
• What is e-commerce?
• What are the e-challenges?
• What are the strategies for e-commerce?
4. E-commerce definition
Technology-enabled transactions and technology-
mediated exchanges of digitized information
between parties (individuals or organizations) as
well as the electronically based intra-organizational
or inter-organizational activities that facilitate such
exchanges
5. E-commerce definition
Scope of e-commerce:
1. Exchange of digitized information
2. Technology-enabled transactions
3. Technology-mediated relationships
4. Intra- & inter-organizational activities
7. E-commerce categories
Publishers order paper
supplies from paper
companies
Amazon orders from
publishers
Consumers aggregate to
bulk purchase from Amazon
Consumers buy thousands
of Harry Potter books from
Amazon
Business Consumers
Business originating from . . .
BusinessConsumers
Andsellingto...
Consumers resell
copies on eBay
Single chain (or converging categories) of e-commerce
10. E-commerce definition
1995-2000
Innovation
2001-2006 Consolidation 2006-future Reinvention
Technology-driven Business-driven Audience, customer,
community-driven
Revenue growth focus Earnings & profits focus Audience & social network
growth focus
Venture capital financing Traditional financing Merger & acquisition
Entrepreneurial Traditional/old economy Large pure Web-based
firms
Disintermediation Strengthening
intermediaries
Proliferation of small
online intermediaries
Perfect markets Imperfect markets, brands,
network effects
Online market
imperfections
Pure-play Bricks & clicks New market (pure play);
Retail (bricks & clicks)
First-mover advantages Strategic follower New market (1st
mover)
11. Learning objectives
• What is e-commerce?
• What are the e-challenges?
• What are the strategies for e-commerce?
12. Role of e-commerce managers
Entrepreneurship
Strategic
Management
Technology New Media
Accounting
Operations
and Logistics
Finance Marketing
13. Role of e-commerce managers
Set Vision
Establish Goals
Formulate
Strategy
Drive
Implementation
Be Accountable
for Performance
14. Role of e-commerce managers
Vision: higher-order societal effects
Goals: performance targets that are measurable
and in line with the company’s strategy &
business life cycle (process vs outcome)
Strategy: tradeoffs
Implementation: technology & media knowledge
Accountability: performance & results
15. E-commerce challenges
Understanding customer evolution
– Invest ahead of customer needs
Charting changing technology
– Match technology choices to consumer tastes
Weathering the storm
– Reassure stakeholders with clear vision, sensible business
model, and profitable venture
Integrating offline & online activities
– Align offline & online business activities, esp. advertising,
branding, retail & online store design, service, warranties, returns
(customer-facing activities)
Identifying key levers of competitive advantage
– Reallocate resources as competitive advantage levers evolve
Expanding globally
– Deal with complex internationalization issues
16.
17. Learning objectives
• What is e-commerce?
• What are the e-challenges?
• What are the strategies for e-commerce?
19. E-commerce strategies
Sense and respond
• Experimenting with intuitive, actionable,
easy to implement ideas
• Proactively soliciting feedback from
customers
20. Type Purpose Example
How-to rules They spell out key features of how a
process is executed - "What makes
our process unique?"
Akamai's rules for the customer service
process: staff must consist of technical gurus,
every question must be answered on the first
call or e-mail, and R&D staff must rotate
through customer service.
Boundary rules They focus managers on which
opportunities can be pursued and
which are outside the pale.
Cisco's early acquisitions rule: companies to be
acquired must have no more than 75
employees, 75% of whom are engineers.
Priority rules They help managers rank the
accepted opportunities.
Intel's rule for allocating manufacturing
capacity: allocation is based on a product's
gross margin.
Timing rules They synchronize managers with
the pace of emerging opportunities
and other parts of the company.
Nortel's rules for product development: project
teams must know when a product has to be
delivered to the leading customer to win, and
product development time must be less than 18
months.
Exit rules They help managers decide when to
pull out of yesterday’s opportunities.
Oticon's rule for pulling the plug on projects in
development: if a key team member-manager
chooses to leave the project for another within
the company, the project is killed.
Simple rules