Electronic Commerce: Business Models, Strategies, Investment and Implementation in the Network Economics August, 2008 Minder Chen, Ph.D. Associate Professor.

Electronic Commerce: Business Models, Strategies, Investment and Implementation in the Network Economics August, 2008 Minder Chen, Ph.D. Associate Professor of Management Information Systems or Web site:

Reference EC Books Net Ready, by Amir Hartman and John Sifonis, McGRaw-Hill, 2000. Now or Never, by Mary Modahl, Harper Business, 2000 Designing Systems for Internet Commerce by G. Winfield Treese, Lawrence C. Stewart (May 1998) Addison-Wesley Pub Co; ISBN: Net Results: Web Marketing that Works by Rick E. Bruner (Editor), Cybernautics, Usweb Corporation Hayden Books; ISBN: E-Business : Roadmap for Success by Ravi Kalakota, Marcia Robinson, Don Tapscott (June 1999) Addison-Wesley Pub Co (C); ISBN: Customers.Com: How to Create a Profitable Business Strategy for the Internet and Beyond by Patricia B. Seybold (Contributor), R. T. Marshak, Ronni Marshak 1 Ed edition (November 1998) Times Books; ISBN: Net Success : 24 Leaders in Web Commerce Show You How to Put the Web to Work for Your Business by Christina Ford Haylock, Len Muscarella, Ron Schultz, Steve Case (May 1999) Adams Media Corporation; ISBN: Creating the Virtual Store: Taking Your Web Site from Browsing to Buying, by Magdalena Yesil, Published by John Wiley & Sons, November 1, 1996

Course Description This course provides an overview of Electronic Commerce and Electronic Business based on new E-conomy (network economics) and unique characteristics of underlying web technologies. Topics covered include: electronic commerce overview, network economics, EC models and strategies, EC case studies, e-business components such as Enterprise Resource Planning and Customer Relationship Management from a reengineering process viewpoint; Internet and web technologies including web technologies, electronic payment systems, and Internet security. Critical success factors for building a successful EC will be discussed.

Seminar Leader Dr. Minder Chen received a B.S. in Electrical Engineering from National Taiwan University in 1977, an M.B.A. from National Chiao Tung University in 1983, and a Ph.D. in Management Information Systems from the University of Arizona in 1988. He is currently Associate Professor of Management Information Systems and Decision Science and served as the Director of Technology Program (an Executive Master Program in Information Technology Management) in the School of Management at George Mason University. He has taught Executive MBA and undergraduate level courses in electronic commerce, as well as Business Process Reengineering and Change Management; Technology Assessment, Evaluation, & Investment; Global Information Technology Management at the Executive Technology Management master program. He is the President of Advanced Information Technology Consulting (U.S.A), a consulting firm specialized in business engineering, electronic commerce, and emerging technologies. He is also one of the founder and Chief Technology Officer of KITE E-Commerce Training and Consulting Inc. (Taiwan). His primary research interests are electronic commerce, computer-aided instruction, collaborative and organizational learning, information engineering and business reengineering, computer-aided software engineering, client/server computing, collaboration technologies (groupware), and object-oriented systems development methodology. He has published papers in Journal of Management Information Systems, Database, Journal of Organizational Computing, Expert Systems with Applications, IEEE Transactions on Knowledge and Data Engineering, IEEE Transactions on Systems, Man, and Cybernetics, Journal of Small Group Research, and IEEE Software.

Continued ... He has been involved in studying methods and tools for business process reengineering and software reuse for DOD's Corporate Information Management Office. He has also worked with governments and private-sector businesses, such as Fairfax County Government, US Court, Industrial Technology Research Institute, DOD Center for Information Management, American Management Systems, and Wizdom Systems Inc. in their information engineering, client/server migration, and business reengineering efforts by providing them with training and consulting services. He has given presentations and one- to three-day business reengineering and electronic commerce and other advanced IT seminars in U.S., China (for Everbright Group), Taiwan (via National Taiwan University and Corporate Synergy Development Center), Singapore, and Hong Kong. Dr. Chen is also a well-known expert in systems development methodology, integrated CASE tools, and groupware. He has provided training courses such as HTML, DHTML, XML, JavaScript, Web Site Development and User Interface Design, IIS, ASP, ColdFusion, electronic commerce, CASE tools, Information Strategy Planning, Information Engineering methodology, client/server computing using PowerBuilder and Visual Basic for many firms, such as AT&T, Logicon, PSINet, KForce.com, TRW Inc., BDM, BTG, Lockheed Martin, International Monetary Funds, Computer Sciences Corporation, and Marriot Hotel. He is the co-guest-editor of the March 1992 IEEE Software special issue on Integrated CASE, a CASE minitrack coordinator of Hawaii International Conference on Systems Sciences for several years, a program committee member of Methods and Tools for Business Engineering Conference, an international program committee member of 1995 Pan Pacific Conference on Information Systems.

Outline (I)  EC Introduction  Network Economy and Dynamic Trade
 The cycle of electronic commerce  EC and Business Process  EC statistics  Network Economy and Dynamic Trade  Information rules  Network externality and network economics  New supply and demand curves  Dynamic trade  EC Strategies  4Cs strategy  Content, Community, Commerce  Revenue streams  E-conomy Map and EC Strategies  EC Business Models  B2C Virtual stores: physical and digital goods and services  Infomediaries: Seller-side  Informediaries: Buyer-side  Infomediaries: B2B marketspace  EC Case Studies:  B2B: verticalnet.com  Auction: eBay  Subscription web sites: monster.com  e-tailing: 1800flowers.com  Financial investment sites: E*Trade  Other interesting web sites

Outline (II) EC Investment and Opportunities
 E-Business and Extended Enterprise  Defining e-business and extended enterprise  Supply Chain Management  Customer Relationship Management  Business-to-business analysis  Case Studies  Amazon.com  Dell  Federal Express  Cisco  Web Technology and EC Software Overview  Internet infrastructure and services  Web technology overview  EC software  Internet Security and Electronic Payment Systems EC Implementation  Evolution of EC implementation  EC site life cycle  EC site design issues  Promotion and marketing  Net readiness evaluation EC Investment and Opportunities  Internet / EC industry analysis  EC Firms and Stock market  EC investment pyramid

The cycle of electronic commerce EC and business process EC statistics
EC Introduction Introduction The cycle of electronic commerce EC and business process EC statistics

Electronic Commerce: Introduction
E-Business E-Commerce Internet Commerce

Electronic Commerce Electronic commerce is broadly as the ability to execute business activities (transactions, contracts, and partnership) over a computer network. The execution of these activities lead to the exchange of goods, services, and money. Online business activities are changing market dynamics and structures of various industries. Electronic commerce adds a new dimension "information" to business activities involving information goods, information services, and electronic money.

Market Relationships

Travelocity Microsoft expedia Priceline.com

The Low-Friction Market
"[The Internet] will carry us into a new world of low friction, low-overhead capitalism, in which market information will be plentiful and transaction costs low." -- Bill Gates, The Road Ahead "Where there is a friction, there is opportunity!" -- Net Ready.

The Cycle of Electronic Commerce
Access Searches Queries Surfing Follow-on Sales Customers Online Ads Online Orders Standard Orders Distribution Online: soft goods Delivery: hard goods Electronic Customer Support

Components of Electronic Commerce
Processes Institution Marketing Sales Payment Fulfillment Support Government Merchants Manufacturers Suppliers Consumers Electronic Commerce Networks Intranet Extranet Internet Source: adapted from David Kosiur, Understanding Electronic Commerce, Microsoft Press, 1997.

Generic Framework of Electronic Commerce
Electronic Commerce Applications Supply Chain Management Online Marketing and Advertising Procurement & Purchasing Online Shopping Audio and Video on Demand Online Financial Transaction Entertainment and Gaming Education and Research Common Business Services Infrastructure (Security/Authentication, Electronic Payment, Directories/Catalogs) Technical standards for electronic documents, multimedia contents, business transactions, and network protocols Public policy, legal, economical development, and privacy issues Multimedia Content & Network Publishing Infrastructure (Digital Video, Electronic Books, World Wide Web) Messaging & Information Distribution Infrastructure (EDI, , HyperText Transfer Protocol) Information Superhighway Infrastructure (Telecom, Cable TV, Wireless, Internet) Adapted from: Kalakota and Whinston, Frontiers of Electronic Commerce, Addison Wesley, 1996, p. 4.

EC and Business Processes
Seller Customer Phone, fax, Send info Request info Provide Info Get customer info Fulfill order Support Identify need Find source Evaluate offerings Purchase Operate, Maintain, Repair Data sheets, catalogs, demos Web surfing Web searches, web ads Web site Newsgroups Net communities Corporate Databases Demos, reviews Web site Credit cards, e-cash P.O.s EDI Deliver soft goods electronically Web site, phone, fax, , ing list

World Wide Internet Commerce
Forester Research, Inc. June 1999

Business Internet Commerce Trends
B2C: Business to Consumer B2B: Business to Business Reference:

Business-to-Business E-Commerce
International Data Corporation forecasts that business-to-business e-commerce revenue will jump from $80 billion worldwide in 1998 to $1.1 trillion in Forrester Research believes that number will go even higher to $1.3 trillion by 2003. Business-to-Business -- Vertical Industries Computing and Electronics: For this year, businesses will invest $50 billion in computers and other electronic equipment online. Increase to $319 billion by 2002. Motor vehicles: Companies will spend $9 billion online to purchase fleets of cars and trucks this year. 2002—grow to $114 billion—more than a 1000% increase. Online utilities: Online trades of $15 billion in 1999 will grow to $110 billion by 2002. Food and agriculture: Expected to be about $3 billion in $20 billion by 2002. Pharmaceutical and medical: Forecasted $1 billion this year. Increase 20-fold by (Source: Business 2.0, March, 1999 re: Forrester Research)

Statistics Holiday Season 1998 By 2003 . . .
2.1 million households shopped online for the first time Generated $2.3 billion Virtually all (98%) of AOL shoppers said they would shop online again in the next 6 months (Source: Jupiter Communications) By Consumers on the Web will spend more than $177 billion worldwide. There will be an eight-fold increase in Web buyers worldwide to 143 million (International Data Corporation, March 1999) In Europe, 43 million households will be online. (Source: Nua Internet Surveys 12/98 re: DataMonitor) In Japan, buyers will spend one trillion Yen online. (Source: Nikkei Multimedia, 12/98) 1% of 5 million US merchants are able to collect payments via the Internet in 1999. 10% E-merchants by year 2003.

Retailing Trends 1950s 1960s-1970s 1980s 1990s
Malls Web Main street Superstores Home Depot CompUSA Barnes and Nobles Border

Are increasingly time-starving Are not solely motivated by price
AOL Findings Buy brands Seek convenience Are increasingly time-starving Are not solely motivated by price Require simplicity

Network Economy and Dynamic Trade
Information rules Network externality and network economics New supply and demand curves Dynamic trade

Changes in the Net Economy
Business environment Local / Physical Global /Virtual Business assets Tangible Intangible Business change Periodic Continuous Business production Mass Production Mass Customization Mass Personalization

Net Economy 1940s - 1980s 1990s - 21st Century
Manufacturing to information economy Local - regional - national - multinational Tangible brick-and-mortar assets: offices, shops, service centers, and warehouse 1990s - 21st Century Net economy: Information & Knowledge Communication and interactions Global and virtual Business Focus: Information, channel, flow, customer loyalty, reliable service, relationship Intangible assets: Knowledge, experiences, relationships

Internet Economy Driving Forces
Changing customer demands Globalization Internet ubiquity New technology New marketplace and intermediacies

Network and Information Economy
Information is costly to produce but cheap to reproduce. Price information according to its value not its cost. Managing intellectual property. Maximize the value of your intellectual property, not the terms and conditions that maximize the protection. Information as an “experience good” Consumers must experience it to value it. Brand and trust building is critical. The economics of attention A wealth of information creates a poverty of attention. Source: Information Rules

Characteristic of Information Economy

Information Commodity Market
Competition among sellers of commodity information pushes prices to zero. Personalize your product and personalize your pricing Know your customer Differentiate your prices when possible Use promotion to measure demands Network effects lead to demand side economies of scale and positive feedback. Information has its greatest value when it is fresh.

Popularity Adds Value in a Network
Virtuous cycle Positive Network Externality Vicious cycle Value to User Networks Real: LAN, Internet, Fax Virtual: Virtual community, Chat room, Instant messenger Number of Compatible User

Supply/Demand Flip Classic Economics Price Quantity Demand Supply Network Economy Demand Price Supply Quantity In the network economy, the supply curves slope down instead of up and demand curves slope up instead of down. The accelerating expansion of knowledge and technology simultaneously pushes up the demand curve while pushing down the supply curve. Upward demand curves: Network externality Downward Supply Curves: Compounded learning curve, Moore's Law

The Internet Increases Apparent Supply
Old apparent supply New apparent supply  Price  Actual supply  Quantity Internet increase apparent supply Apparent quantity rise Price fall Source: Now or Never, Mary Modahl, HarperBusiness, 2000

Challenge Consumers: Everything on the Internet should to be free.
Merchant: How can I make a profit if everything is free. Examples: Free web browsers: Netscape Communicator and Internet Explorer Free Juno, mail.yahoo.com and hotmail.com Free Internet Access: Freeserve in Britain Free PC: eMachine and CompuServe; Free-PC Free web hosting: Geocities, Angelfire, Zoom Free ... All tangible and intangible items that can be copied adhere to the law of inverted pricing and become cheaper as they improve. Anticipate this cheapness in your pricing strategy and product/service development strategy Gilder's Law $250 Cost of a 3-minute Long Distance Call Price $0 1930 Year 1999

Dynamic Trade: Perfect Market
Customer service is more important than product selling Federal Express: Certainty Real-time demand drives production Dell: Build-To-Order Pricing matches market conditions Name your price (reversed auction): PriceLine.com Auction: Ebay Leveraging technology to satisfy current customer demand and with customized response.

Traditional vs. Dynamic Trade
Speed from engagement to transaction Weeks vs. Minutes Product distribution Seller-selected vs. Buyer-selected Pricing Product price list vs. Market-determined price Production Pre-sale vs. Post-sale (Dell’s BTO) Customer relationships Standard vs. Targeted and Customized Strategic asset Location vs. Visibility and Customer Database

Dynamic Trade Self-Test
Rate each of the following criteria in your market. (3=high, 2=medium, 1=low) Commodity market Perishability of inventory Capital intensity Configurability of products Customers' perceived investment level Threat from new kinds of competition Channel volatility TOTAL: _____________

Electronic Commerce: Strategies and Business Models

Moving Your Business Online
Companies are motivated by either fear or greed to move to their businesses to the net. To .com your company is becoming an imperative. They have to obsolete their current business models and work very hard to search a new business model. Your competitor is just one-click away

Electronic Commerce Applications and the Cycle of Commerce
Seller's Cycle of Commerce Service Sales Billing/Collections Marketing Production/Logistics Enterprise Information Server

Electronic Commerce Applications and the Cycle of Commerce
Buyer's Cycle of Commerce Procurement Operation Receiving/Logistics Shopping/Testing Payment Enterprise Information Server Time

Content, Community, Commerce Revenue streams E-conomy Map
EC Strategies 4Cs strategy Content, Community, Commerce Revenue streams E-conomy Map

EC Strategies: 4 Cs Customers Commerce Content Community

"Word of mouth" factor gets amplified on the Net
Customers Obsess over your customers Remember that the Web is an infant What do you have to offer that the physical world cannot in order to attract customers? If you make one customer unhappy, he won't tell five friends -- he'll tell 5,000 on newsgroups, list servers, and so on. "Word of mouth" factor gets amplified on the Net The shifts of balance of power away from business and toward customer. - Jeff Bezos

Self Assessment: Customer Caring
What do your customers need? What requests do they make of you? How do you respond to customer’s requests? What kind of information can they get from you? What process do they go through? How do you produce and distribute it to them? What are the steps that your customers have to take to complete a purchase transactions? How do they get shipment status? How are exceptions handled? What do you need from customer? What do you know about customer preferences? What information could you use to better target your product and service offerings? What can you do to build relationships? How can you engage customers in an ongoing dialog? How can you continue to provide information, products, and services to reinforce your ongoing relationships?

Consumers are increasingly engaged in an active and explicit dialogue with companies.
The role of the consumer is being transformed from passive buyer to active participant in co-creating value The market is no longer a "target," but must be recognized as an ecosystem. It's a forum for value creation and extraction, and the company is part of an enhanced network--one that includes its suppliers and partners, and its customers. The network's fulfillment goes beyond business-to-business or business-to-consumer relationships to a consumer-to-business-to-business relationship. Consumer Centricity at

5 Steps to Success in EC Set strategy Focus on the end-customer
Make it easy for customers to do business with you! Focus on the end-customer Identify end-customers and their needs Distinguish from channel partners Identify other internal and external stakeholders Redesign customer-facing business processes Wire your company for profit and success Foster customer loyalty Determine and prioritize objectives Decide what to measure and how to measure Measure profitability and other critical success indicators Source: Adapted from Customer.com by Patricia Seybold, 1998

Foster Customer Loyalty
The key to profitability in EC Achieving higher revenues via customer acquisition and customer retention Acquisition costs Base profit Revenue growth Cost savings Referrals Price premium Benefits: No-cost acquisition Experienced customer Strategies Increase customer "inventory" Increase customer "tenure"

8 Critical Success Factors
Target the right customers Own customer's total experience Streamline business processes that impact the customer Provide a 360-degree view of relationships with your customers Let customers help themselves Help customers do their jobs Deliver personalized services Foster community

Target the Right Customers
Know who your customers and prospects are Find out which customers are profitable Decide which customers you want to attract (or keep from losing) Decide which customers influence key purchases Find out which customers generate referrals Don't confuse customers, partners, and stakeholders

Own the Customer's Total Experience
Deliver a consist and branded experience Focus on saving customer time and irritation Offer a peace of mind Work with partner to deliver consistent service and quality Respect the customer individuality Give customers control over their experience

Streamline Business Processes That Impacts the Customers
Start identify the end customer Streamline the process from the end customer's point of view Streamline the process for key stakeholders Continuously improve the process based on customer feedback Give everyone involved a clear view of the process

Customer Information Processes: Media Marketing Pre-sales Sales
Post sales support Delivery Field service Quality control Billing Product development & production Media Web Kiosh Phone Mail Fax Hand-held

Virtual Communities Virtual Community
Content Hard goods Games Services Money Content Demographics Users Providers Advertising Other Websites Advertisers

Consumers' Needs for Community
Communities of transaction: Facilitate the buying and selling of products and services and deliver information related to those transactions. Bring in a critical mass of sellers and buyers to facilitate certain types of transactions. Virtual Vineyards Communities of Interest: Bring together participants who interact extensively with one another on specific topics. Higher degree of interpersonal communication. GardenWeb: Motley Fool created by David and Tom Gardners on AOL Parents Place: Communities of Fantasy Chat rooms: Red Dragon Inn Virtual Team competition at ESPNet: espnet.sportszone.com Communities of Relationship: People come together around certain life experiences that are very intense and can lead to the formation of deep personal connections. Cancer Forum on CompuServe

Geocities: www.geocities.com
This collection of themes cyberhoods is populated by a half-million "homesteaders" who get free home pages.

The Well:

Talk City: www.talkcity.com
LiveWorld Production Inc. hopes to create a clean, well-lighted place to chat on the Web.

Major Portals AOL/Netscape Yahoo Excite MSN Lycos
InfoSeek/GO: Disney's go.com Snap AltaVista

Advertising / Sponsorship Transaction Subscription / Listing Fee
Revenue Streams Advertising / Sponsorship Transaction Subscription / Listing Fee Value-added services

Sources of Revenue on the Web
Transaction: Net merchants this year will hawk some $518 million worth of goods, from CDs to Computers. Total cybersales could swell to $6.6 billion by 2000, figures Forester Research. Subscription: For now, most content on Web is free. Still sales of subscription services on the Web will hit $ 120 million this year, says Jupiter Communications. By 2000, the number is expected to be $966 million. Advertising: The Net is emerging as a medium uniquely suitable for advertisers looking to reach target customers directly. Spending on Web ads will hit $312 million this year, growing to $5 billion by 2000, Jupiter figures.

Multifaceted Model for Web-Based EC Design
ATTRACT: Hits Communities of interest Changing topics for repeat customers Features that encourage customers to explore ENGAGE: Leads Special areas encourage customer to register (i.e. selection of articles customized for visitors interests) PARTICIPATE: Sales revenue Free download (video, audio, & software) Shopping Chat and News Subscription JUMP: Advertising revenue Other products of interest to customer Other sites of interest to customer Attract Jump Engage Participate Adapted from Netscape Communications Inc., 1996.

EC Companies Transform the Revenue Mix
Pricing The mix: Who pays for what and how much. Value Customers New Values New Pricing New Customers Highly interrelated! Source: Now or Never, 2000

The Revenue Mix: Examples
Finding new customers Onsale.com sales at costs Buy.com creates advertising as a revenue stream Offering new value eBay buyers see auction as a new form of entertainment At eBay there are some specialized sellers for them selling on eBay has become an official part-time job Building new pricing structures eBay If you want to bid or browse at eBay, it's free. You don't pay a penny in fees. If you're a seller, you'll be charged: An insertion fee. This fee is usually between 25 cents and $2.00, depending on your opening bid. A Final Value (final sale price) fee at the end of your auction. This fee generally ranges from 1.25% to 5% of your final sale price. Compare eBay with classified ad

The Revenue Mix Why is it difficult for the traditional companies to change? Finding new customers "The rearview mirror trap". Existing customers reflect an industry's past more than its future. A traditional company in the market leader position makes it hard to see new customers coming. "Investor want to talk to their broker on the phone!" It delayed a deployment of online trading of a major brokerage house by more than two years. Offering new value Traditional companies have difficulty understanding new value. One baby bell executive think Yahoo is just another damn yellow pages. "People want to find local businesses!" Building new pricing structures Equity investors hold traditional players to a higher profit standard than they do to the dotcoms. In the US, venture funds and individual investors can bankroll tears of big losses of dotcoms in a bid to win market share from traditional companies.

Consumer Technographics Segments in the US
Early Adopters Primary Motivation Mainstreams Career Family Entertainment Fast Forward 12% New Age Nurturers 8% Mouse Patatoes 9% High Optimists Techno-strivers 7% Digital Hopeful 7% Gadget Grabbers 9% Income Level Low Attitude Toward Technology Handshakers 7% Traditionalists 8% Media Junkies 5% High Pessimists Sidelined Citizens 28% Low Laggards Source: Forrester Research Inc.

Quick Test for Technographics
More Men More Women More Educated Less Educated High Income Low Income Have Children No Children Younger Age Older Number of new users Mainstreams Early Adopter Laggards Time

Technology-Fit: Customer and Product
High Second Wave Earlier Adopter AA FedExp Microsoft Jenny Craig Chrysler Customer Need for Product Information Web Laggards Second Wave Nike Pepsi Tide Denny's Low Source: Forrester Research Customer Demographics Match Poor High

EC Development Process
Competitive and capability analysis Knowledge building and market evaluation EC Business model design and feature identification EC technical architecture design Application development and deployment Continuous performance evaluation and innovation

Opening Online Business
Identify a need and a niche Determine what you have to offer Set your business goals Design your EC architecture Assemble your EC teams Build your web site Set up a system to handle sales Provide customer services Advertise your online business (online and offline) Evaluate your performance and moving on

Keys to Long Term Success
Fast deployment Evolutionary implementation First mover advantages Promotion, promotion, promotion Customer focus and services Interaction with customers Integrating emerging technologies Redefining and redesigning business models Comprehensive database and data warehouse design Integrating back office operations with the virtual store fronts

Selling Points of Virtual Stores
"The Internet is going to become a channel of distribution." -- The president of a major U.S. advertising agency Another firm advertise its virtual store as "The parking is easy, there are no checkout lines, we are open 24 hours a day, and we deliver right to your door." The trend toward point-of-sale moving into the home is accelerating.

Benefits to the Merchants
Increased sales of existing products to generate additional revenues Use the web to target their offers to a niche market "The store is always open!" Establish better relationships with customers. Low cost information distribution Increased speed to market Expanded delivery channels Global exposure and reach

Benefits to the Consumers
Convenience Informative Value presented upfront: Demo and free download No long wait times Easy flow and navigation Search capabilities Engaging presentation Constant updates Easy to buy

Five Strategies for .com-ming Your Business
1. Check Your DNA Is the Net part of who you are as an enterprise? Or is it something foreign to you? Are you ready to embrace the Net economy? Do you have people on your team who have experience in this area? People who get it? More important, do you have people on your team who are passionate about the Net? Or are they expecting business as usual? Do you have the right people on the right projects? Think about connections outside your enterprise-are you working with customers, partners and suppliers to help you retool your business. Are you learning from them and are they learning from you? Are you identifying key areas where you can make your interactions more productive and successful?

2. Think Portal 3. Think Services
Think in terms of "portal". It's not about the site per se, it's about the community you create. It's about building and maintaining services that build customer and partner loyalty and make your employees more efficient in providing service to your customers and partners. Examples: automobiles/enthusiasts, airlines/travel agents, insurance/health care, agricultural/food and nutrition. Find and create that home on the Web, and leverage it for competitive advantage. 3. Think Services It's not enough anymore just to put information on a Web site. Today you need to be offering services. What those services are will be up to you, but that's where users are finding value in the Net Economy. Examples: Insurance, auto buying, auctioning, customer support, supply chain management, etc. Services equal customer loyalty and retention.

4. Think Anywhere, Anytime
Once you've developed those services --which ideally will grow out of your enterprise's core competencies -- you need to deliver them ubiquitously. If they're only available on PCs, you're going to severely limit their utility -- and your enterprise's growth and profits. 5. E-commerce is Not the Future. It is now! The marketplace is moving now. Your competition is moving now. E-commerce is not about the future; it's about today. Start doing e-commerce. If you haven't prepared for holiday season 2000 for consumers, partners, and suppliers, you're already behind. Convert your communication, supply chain and customer relationship channels to the Web. Many companies have had difficulty with this due to existing relationship conflict, but the reality is that you have to do it. Identify one area of high leverage and start there, time is your enemy so get moving today. The Web is proving to be more reliable, lower cost, and user-friendly. Use it to its full potential.

What To Do Now 1. Define your eBusiness strategy FAST
2. Assess readiness: customers products/services organization technology infrastructure Rapid innovation

What To Do Now 3. Identify the target:
Business objectives Customer segment Application area 4. Build it in less than 6 months -- Flexibility -- Scalability -- extendibility 5. Keep extending the function -- new products and services, new customer interfaces, enhance performance, security and capability 6. START NOW ! You are never done!

Four Strategies to Start Online Business
Integration Subsidiary Partnership Buyout Low Slow Low Cost Risk Time to Market High Fast High

Brick and Mortar

Soruce: Harvard Business Review, Get the Right Mixes of Bricks and Clicks, May-June 2000

In-House vs. Spin-off

The Four Stages of E-volution
Source: Strategy + Business, From Clicks to Bricks, 3q, 2000.

Kinder Toys is Moving to www.toydomain.com
Becoming Virtual Egghead to Egghead.com Computer Literacy to Fatbrain.com Romac International to KForce.com Kinder Toys is Moving to (Find us on the web after June 1st)

Your 3 Biggest Problems/Opportunities
What should our strategy be? How do we build it in 3 to 6 months? How do we stay on the edge of innovation for life?

E-conomy Map HP VerticalNet HomeCare HomeCare Products InfoCenter
COINs HP Testing & Measurement VerticalNet Testandmeasurement.com Business Enterprise Affinity Groups HomeCare Products HomeCare InfoCenter Consumers Individual The Delivery Vehicle (The Container) The Message (The Content) Adapted from: Net Ready, 2000 COINs: Community of Interests

GE's Destroy Your Business Approach
Each business unit Use cross-functional team Benchmark competitors' Business operations Products / Services The economics of ordering online, sales force, and call centers DYB - Destruction Your Business: Present a hypothetical internet-based business plan that a competitor could use to erode your customer base.

GYB: Grow Your Business Approach
How the business unit should change their existing business model in response to the threats. Find fresh ways to reach new customers and better serve existing ones. Best practices: Focus: Your e-business application should focus on how your customers can grow their business, streamline processes or reduce costs. Speed matters: Mare sure what you are offering customers via the web, whether they are B2C or B2B, is faster, cheaper and better than any other delivery mechanism. Value: New internet services should enhance value for existing customers rather than simply reaching new ones.

E-Business Creation Process
Customer feedback Benchmark data Competitive analysis Market forces Usage statistics Customer needs Current capabilities Personalization ROI Profiling Segmentation Experience modeling Expanded business opportunities Systems and networks Web architecture Business infrastructure Technology components Web technology strategy E-Vision Business Drivers Technology Drivers E-Business Strategy Rapid Implementation Source: Digital Transformation, 2000

Internet Industry Internet Economy Consulting Sports Malls
Entertainment Newsfeed Publications Commerce Instruments Portals Commerce Servers Content and Activity Electronic Commerce Infrastructure Client/Server Software Consulting Internet Economy System Integration and Design Browsers Web Server Application Servers Security Tools Backbone Router Access Equipment Server Computers Internet Equipment ISP Network Services Internet Service Consumer Services Carriers

EC Business Models B2C Virtual stores: physical and digital goods and services Infomediaries: Seller-side Informediaries: Buyer-side Infomediaries: B2B marketspace

Types of Virtual Stores
Hard goods: Food Clothes Computer hardware and Electronics Packaged software Soft goods (Bits delivered on-line) Information Database Publishing Research Software Computer games Java applets Application software Services Selling time: Computer game play Consulting Legal and medical services Selling information (subscriptions) Dating services Legal and medical advice Reservations and tickets Airline tickets Event tickets Hotel and restaurant

Is EC Appropriate for You?
Industries who set up virtual storefronts

What Consumers Are Buying Online
Computer-related products 49% Books 35% Consumer electronics 34% Travel Reservations 28% Cars, boats 19% Clothing and apparel 18% Recorded music, CDs 18% Larger household goods (furniture, major appliances) 15% Filmed entertainment, videos 13% Gifts delivered by mail (flowers, candy) 12% Publication subscriptions 8% Investment or financial services 8% Food and drink 8% Artwork, poster, etc 4% Other 13% Source: Ernst & Young Internet Shopping Study 1998

Why? The most affected industries: The least affected industries Books
Stock trading PCs Automobiles Travel The least affected industries Food Consumer durable goods Clothing Local services Banking and insurance Enterprise.com, 1998

Three Business Models Payment direction:
Buy-side Sell-side Marketplace: Business is being transacted with both suppliers and customers. Trading parties: Most analysts predict the B2B model will have a more rapid adoption rate, but that the volume of transactions in the B2C model will, in the long run, greatly surpass that of B2B. Business to Business Business to Consumer Type of product or service that is being provided. Physical goods and services Digital goods (contents) Digital services Business model classification are generally broken down into three distinct segments. The first, referred to as "buy-side" and "sell-side", refers to payment direction - commerce being conducted with a company's suppliers or with its customers. And, in some cases, business is being transacted with both suppliers and customers. The second distinction is trade being conducted on a "Business to Business" or "Business to Consumer" environment. Most analysts predict the B2B model will have a more rapid adoption rate, but that the volume of transactions in the B2C model will, in the long run, greatly surpass that of B2B. The third business modeling segment relates to the type of product or service that is being provided. An example being "content delivery" where information, such as the online version of The Wall Street Journal, is sold and distributed directly over the Internet. This publication categorizes six different types of business models within this segment, but recognizes that different levels of hybridization and combinations make every business unique.

Sell-Side E-Commerce Model
Buyer A EDI Selling Merchant Buyer B HTML & Forms HTML & XML Online Selling OBI Buyer C

Sell-Side Storefront Primary model used in current business-to-consumer scenarios Single seller, typically a distributor, constructs a Web storefront to sell to many consumers (i.e. Amazon.com) Unless a single distributor can aggregate all the suppliers in a given industry, the buyer remains responsible for comparison shopping between stores Expensive for buyer; does not meet the needs of corporate procurement organizations.

Buy-Side E-Commerce Model
Seller A EDI Buyer Seller B HTML & Forms HTML & XML Online Procurement OBI Seller C

Buy-Side eProcurement
Buy-side applications generally consisting of a browser-based self-service front end to ERP and legacy purchasing systems Corporate procurement aggregates many supplier catalogs into a single “universal” catalog and allows end-user requisitioning from the desktop, facilitating standard procurement for the organization and cutting down on “maverick” purchasing Purchases made through this system are linked to the back-office ERP or accounting system, cutting time and expense from the transaction and avoiding potential bookkeeping errors Model yields reduced transaction costs but not lower purchase costs; no impact on size of supplier base, no enablement of dynamic trade; buying organizations must set-up and maintain catalogs for each of their suppliers; too costly and technically demanding for most medium and small-sized businesses.

Marketplace E-Commerce Model
Buyer A Seller A EDI EDI Buyer B Seller B Virtual Marketplace HTML & Forms HTML & Forms HTML & XML HTML & XML OBI Buyer C Seller C OBI Infomediacy (Content Aggregator) eBay.com Pricelines.com Egghead.com Amazom.com Auction

Business-to-Business vs. Business-to-Consumer
No vendor loyally No switching costs Time-insensitive Short-term Casual Many vendors Products differentiated on price, image Relationship-based Very high switching costs Extremely time-sensitive Long-term Mission-critical Few partners Partners differentiated on reliability, flexibility

B2B Marketplace Latest evolution of B2B eCommerce, enabling a many-to-many relationship between buyers and suppliers Buyers and suppliers leverage economies of scale in their trading relationships and access a more “liquid” marketplace Sellers find buyers for their goods, buyers find suppliers with goods to sell Many-to-many liquidity allows the use of dynamic pricing models such as auctions and exchanges, further improving the economic efficiency of the market. Web Site:

Direct-to-Customer (D-to-C)
Large, global, e-energized corporations (e.g., Fortune 1000) begin to squeeze intermediary companies. Stop & Shop [a large supermarket chain] is launch its own delivery service and is expected to end its partnership with Peapod [a dotcom delivery service]. -- The Boston Globe, April 2000 June 20, Peapod announced online shopping and delivery services in Connecticut through grocery chain Stop & Shop. Stop & Shop is owned by Royal Ahold, which recently took a 51 percent interest in struggling Peapod. B-to-C B-to-B D-to-C

Channel Conflicts Channel conflicts arise when a new venue for selling products - such as the Web for selling goods or services - threatens to cannibalize one or more existing conduits for selling goods within the same organization, such as a retailer or a manufacturer. The company's internal e-commerce team had already recommended direct Web sales as a way to better manage its supply chain and interact more directly with customers… But when the team presented its proposals to the company's CEO, his response was terse: "We've done business with our distributors for 30 years, and I certainly don't want to sell around them. I don't even want to discuss it." ComputerWorld.com Quick Study

Case in Point For example, about a year ago (1999), General Motors Corp. in Detroit attempted to buy back some car-dealer franchises as a possible step toward selling directly over the Web. Dealers protested so adamantly that both GM and Ford Motor Co. in Dearborn, Mich., spent a lot of time at a recent industry convention reassuring dealers that the automakers wouldn't sell directly to consumers. And in a recent survey by Cambridge, Mass.-based Forrester Research Inc. of 50 consumer-goods manufacturers, 66% cited channel conflict as the No. 1 obstacle to selling online.

Channel Conflict: How About the Distributors
The concept of complete disintermediation - the elimination of the middleman - remains a theory. New intermediaries are emerging. Cisco System has 2 billion dollars annual sales on the Web. 70% of Cisco online business comes from VARs and distributors. Distributors have to do lot of value-add and customer support to survive. Fruit of Loom Inc. has 31 of its 55 distributors up on its extranet called Activewear Online.

Retailers and Manufacturers Co-exist on the Web
US retail sales revenues 1998: Brick-and-mortar stores 93% Catalog sales: 6% E-commerce 1% Cases: Levi Strauss sells jeans at but won't allow retailers to sell them online. Estee Lauder sells Clinique cosmetics at but doesn't offer retail promotion. Waterford sells a limited selection at like chandeliers and corporate gifts. Strategies: Manufacturers want to maintain channels while stay in direct touch with their customers. Provide online dealer locators. Share customers information back and forth.

Extended E-conomy Business Models
E-buisness storefront Informediary Seller broker Buyer broker Transaction broker / Exchange COINs Portals Trust intermediary E-business enabler Infrastructure providers / Communities of commerce Source: Net Ready, 2000

Any-to-Any Technologies Connect Everything to Everyone
Banks Consumers High Value Solutions Brokerage PCs Web TV PDA Smartcards Specialty Devices Other Insurance Businesses Retail Transactions and Payments Distributors Institutions Transport Physical Infrastructure Other

Clicks-and-Mortar Brick-and-Click
Clicks-and-mortar has become the new buzzword in retailing circles. It means having an integrated, multi-touchpoint strategy that takes advantage of your physical retail outlets and integrates them seamlessly into your Web strategy. A good clicks-and-mortar strategy uses the Web to drive traffic to your stores and uses your stores to drive traffic to the Web. Brick-and-Click YourSherpa.com

Vulnerability Grid Risk/Opportunity Exposure   
   Velocity: How critical is the need for speed in the delivery of the product or service? Attitudinal Readiness: How ready are customers to accept new ways? Fragmentation: How fragmented is the market in which you operate? Commodity: How commodity-like is the product or service? Asymmetries of Information: What is the balance of power in the buyer-seller equation? Customizability: How customizable is the product or service? Digitizability: How digitizable is the product or service? Efficiency: how efficient is the relationship between buyer and seller? Your Risk/Opportunity Low Medium High Risk/Opportunity Exposure Source: Net Ready, 2000

Move to Consumer-Centric View
Customer Firewall Conventional View Target Consumers Supply Base My Company Distribution Channel Supply-chain management CRM SCM ERP Consumer-Centric View C2B2B: Customer-to-Business-to-Business Supplier network Channel Consumer Communities Virtual Enterprise Adapted from: Customer Centricity, InformationWeek, April 10, 2000

Creating Sustainable Value in EC
Develop a brand based on consumer experiences The brand emerges as the two-way communication on the net and off the net. Develop superior physical distribution Physical distribution is a choke point in EC Leverage customer information Use personal information to more convenience shopping and customized services Privacy issue Ask customer explicitly for such data Require a more subtle approach Use collective data Use it to adjust pricing, product offering, and target market

Price Pressure Shrink Retail Margins
Increasing apparent supply Increasingly price-sensitive online shoppers Aggressive pricing for online plays Comparison shopping engines Average retail net margin Economies of scale New services and loyalty programs Auctions Managing current demand Source: Now or Never, 2000 Time

Business Models Based on the Value Chain in the Market Place
Raw material producer Exchange Independent market operators Consortia Manufacturer Distributor C2B New Middleman Retailer B2C C2C Examples: B2B: Vericalnet.com B2C: Amazon.com C2B: Priceline.com C2C: eBay.com Consumer Service Providers: Logistics Financial B2C

Business Models from a Strategic Viewpoint
"In the new economy, the unit of analysis for innovation is not a product or a technology-it's a business concept. ….To be an industry revolutionary, you must develop an instinctive capacity to think about business models in their entirety." Hamel's business concept that comprises four major components and several subcomponents: Core strategies Strategic resources Customer interfaces Value networks Source: Leading the Revolution by Gary Hamel

Business Concepts (I) Core Strategy: It is the essence of how the firm chooses to compete. Business Mission: This captures the overall 'objective' of the strategy-what the business model is designed to accomplish or deliver. Product / Market Scope: This captures the essence of 'where' the firm competes-which customers, which geographies, and what product segments-and where, by implication, it doesn't compete. Basis for Differentiation: This captures the essence of 'how' the firm competes and, in particular, how it competes 'differently' than its competitors. Strategic Resources: These are unique firm-specific resources. Core Competencies: This is what the firm 'knows.' (skills and unique capabilities) Strategic Assets: They are what the firm owns such as brands, patents, infrastructure, proprietary standards, customer data, and anything else that is both rare and valuable. Core Processes: This is what people in the firm actually 'do.' (activities)

Business Concepts (II)
Customer Interface Fulfillment and Support: This refers to the way the firm 'goes to market,' how it actually 'reaches' customers-which channels it uses, what kind of customer support it offers, and what level of service it provides. Information and Insight: This refers to all the knowledge that is collected from and utilized on behalf of customers. Relationship Dynamics: This refers to the nature of the 'interaction' between the producer and the customer. Pricing Structure: This refers to the price choices depending on the traditions of your industry. Value Network: It surrounds the firm, and which complements and amplifies the firm's own resources. Suppliers Partners Coalitions

Bridge Components These four major components are linked together by three 'bridge' components: Configuration: Intermediating between a company's core strategy and its strategic resources is first bridge component. Customer Benefits: Intermediating between the core strategy and the customer interface is second bridge component. Company Boundaries: Intermediating between a company's strategic resources and its value network is third bridge component.

Market Structure on the Internet
Many smaller players with high rate of entry Few large and dominate companies Number of companies Transition Size of company Source: Now or Never, 2000

Three Top Three Concerns
Retailers Conflict with investment in physical stores; Technology issues; and Lack of distribution and fulfillment network. Manufacturers Products not appropriate for online sales; Potential risk to channel relationships; and Consumers won’t buy online Many manufacturers simply weren't capable of shipping a single box of Tide or a bottle of Advil. They had no experience in dealing directly with consumers.

Dynamic Trade: Perfect Market
Customer service is more important than product selling Federal Express: Certainty Real-time demand drives production Dell: Build-To-Order Pricing matches market conditions Name your price (reversed auction): PriceLine.com Auction: Ebay Leveraging technology to satisfy current customer demand and with customized response.

Traditional vs. Dynamic Trade
Speed from engagement to transaction Weeks vs. Minutes Product distribution Seller-selected vs. Buyer-selected Pricing Product price list vs. Market-determined price Production Pre-sale vs. Post-sale Customer relationships Standard vs. Targeted and Customized Strategic asset Location vs. Visibility and Customer Database

Dynamic Trade Self-Test
Rate each of the following criteria in your market. (3=high, 2=medium, 1=low) Commodity market Perishability of inventory Capital intensity Configurability of products Customers' perceived investment level Threat from new kinds of competition Channel volatility TOTAL: _____________

Business Channel: Multi-Channel Presence
Brick-and-mortar Face-to-Face Mail order Mail Printed catalog Phone order Telex Phone Fax Electronic commerce EDI Web Click and Mortar Seller Buyer Pure Play Multi-channel plays will have extraordinary power if companies elegantly blend and synchronize those channels.

"Within five years, ALL companies will be Internet companies."
-- Andy Grove, Intel Chairman

Web Experiences for Consumers
A many-to-many rather a one-to-many experience Fresh content Access to detail information Communities unbounded by space and time The multimedia appeal of TV A redefinition of privacy and identity Hyper-impulsivity: The web permits a closer conjunction of desire, transaction, and payment than any other environment.

Give More Information/
All 3 Steps in One Medium Get Attention Give More Information/ Answer Questions Information The Sale TV Ads Magazines Brochures Sales People Print/editorial Store Telephone Catalogue Transact/ Service Branding

New Competition From Surprising Places
Most Visited Retailers: 1. Bluemountainarts.com 2. Amazon.com 3. AOL.com 4. Ebay.com 5. Etoys.com 6. Barnesandnoble.com 7. CNet.com (software) 8. Egghead.com 9. CDNow.com 10. Musicblvd.com 11. ColumbiaHouse.com 12. Classifieds2000.com 13. Beyond.com 14. Coolsavings.com 15. Valupage.com Not in Top 25: Towerrecords.com Borders.com Toysrus.com Target.com Gap.com Macys.com Sears.com Walmart.com “BigCompany.com” YourCompany.com??

What is your new industry structure?
Powerful new intermediaries travelocity.com; travel.yahoo.com; expedia.msn.com; golfclubexchange.com, eBay.com, priceline.com Increasing commoditization Your competitors are just a mouse click away Camparison shopping: singleshop.com, mySimon.com New competition from surprising places realguide.real.com; headline.yahoo.com; Be aware of new industry forces amazon.com; yahoo.com; msn.com; etrade.com; priceline.com; etoy.com; aol.com

What are the new economics?
Different revenue models wsj.com; match.com; yahoo.com; monster.com Different cost models buy.com; dell.com Different use of assets Amazon.com

What's the best E-business model for your company?
An online subsidiary Barnesandnorbles.com by Barnes and Nobles to compete with amazon.com Toysrus.com by Toys "R" Us Inc. to compete with eToys Inc. MagazineOutlet.com by NewSub Services Inc. Partnering with an online company PetSmart Inc., invested $16 million in PetJungle.com to create PetSmart.com a virtual company and a big-box retailer teaming up to attack a category Converting to an online-only company Egghead.com, Homebid.com Integrating E-business throughout the company Prudential California Realty

EC: Case Studies B2B: verticalnet.com Auction: eBay
Subscription web sites: monster.com e-tailing: 1800flowers.com Financial investment sites: E*Trade Other interesting web sites

Company Background and Capabilities
Own and operate 55 industry-specific Web sites designed as online B2B communities, known as vertical trade communities. These vertical trade communities provide users with comprehensive sources of Information (Content): from newswire and editorial services Interaction (Communities): , chat rooms, bulletin board e-commerce: RFPs, RFQs Additionally, VerticalNet provides auctions, catalogs, bookstores, career services and other e-commerce capabilities horizontally across its communities with technologies from acquired and organic sites like Industry Deals.com, IT CareerHub.com, LabX.com, and Professional Store.com. Create values: Individual advertising ($6,000 - $25,000) Hosting sites Build and design sites Sponsor forums with expert guests Negotiate a percentage of transaction at the online marketplace

Auction: eBay.com

Priceline.com

Jay Walker, 43, founder and Vice Chairman of priceline
Jay Walker, 43, founder and Vice Chairman of priceline.com, has created a model for buying and selling that's so original, it's been patented. Walker calls his model "buyer-driven commerce," and he's racing to build a big company around it. " Fast Company "It's not a traditional supply-and-demand market anymore. Priceline flips the power relationship on its head where the customer is telling you what he will pay." Interactive Week

Business Models Priceline.com has pioneered a unique new type of e-commerce known as a "demand collection system" that enables consumers to use the Internet to save money on a wide range of products and services while enabling sellers to generate incremental revenue. Using a simple and compelling consumer proposition--"name your price," we collect consumer demand (in the form of individual customer offers guaranteed by a credit card) for a particular product or service at a price set by the customer and communicate that demand directly to participating sellers or to their private databases. Consumers agree to hold their offers open for a specified period of time to enable priceline.com to fulfill their offers from inventory provided by participating sellers. Once fulfilled, offers generally cannot be canceled. By requiring consumers to be flexible with respect to brands, sellers and/or product features, we enable sellers to generate incremental revenue without disrupting their existing distribution channels or retail pricing structures.

Problems?! As if making a profit from online retailing were not enough of a challenge, try making money online under a system where you give your customers essentially no service, no selection and no right to return unwanted items. May sound crazy, but not too long ago, investors seemed to think it was a brilliant idea. Critics say the company's troubles raising money reflect some fundamental problems with its reverse auction model, which invites consumers to set their own prices. But it also requires them to commit to the purchase before they know all the details. "Consumers typically look for four things: choice, service, selection and low price,'' said Tom Courtney, an analyst with Banc of America Securities. "Priceline gives up everything but the price.'' In hindsight, many critics say Priceline is more gimmick than solid business. Now that the novelty of the name-your-own-price model has started to wear thin, they are losing faith in its viability. ``What I've seen is an intriguing model. You try it once and you feel a little uncomfortable with it. You may not get the route or the fare you wanted and at the end of the day you are not so sure about it,'' said Craig Palmer, president of eWanted, another Internet auction site. ``People come to Priceline, but they don't come back again and again and again.''

E-Loan at eloan.com IPO: 2 Billion Dollars Market Capitalization

Insweb.com

Singleshop.com Compare this with: mySimon.com

Matching Games: The Marketplace
Online Dating Service $9,000 subscription fee per year for recruiting firms Free for job seekers

Internet Shopping Network: http://www.internet.net
Operating online since April 1994. Focus on computer products which fit the demographics pretty well. Customer look for a narrow focus in an online store and expect expertise in that area.

Acquired by Cyberian Outpost
Kent, CT, & Sunnyvale, CA Nov. 2, Cyberian Outpost, Inc. (NASDAQ: COOL), a leading Internet-only retailer of computer hardware, software, and peripherals for consumers worldwide, today announced it has acquired the Internet Shopping Network (ISN) Computer Superstore's customer base. Cyberian Outpost ( will be the new online shopping destination for the Computer Superstore's more than 160,000 customers. Prior to the acquisition, Cyberian Outpost had over 161,000 customers. In addition to selling the Computer Superstore's customer list, ISN has agreed to maintain, a direct link from the ISN Computer Superstore's homepage that will lead shoppers to the Cyberian Outpost homepage ( for the next four months. Further, all existing URL's relating to the ISN Computer Superstore will re-direct users to Cyberian Outpost's homepage, extending Cyberian Outpost's market reach, these re-directed links will remain in place for one-year to cover residual bookmarks or links pointing to the ISN Computer Superstore.

Outpost.com

eToys.com

On Monday (Dec. 19, 2000), eToys watched its market value, which once topped $1.9 billion, fall to $37.2 million. It watched its customer traffic, once growing at a healthy clip, go flat compared to last year. And it watched its shares plunge 72 percent to close at 28 cents a share, miles from its 52-week high of $40.25, as a number of analysts reaffirmed their positions on the stock.

CDNow Merged with Music Boulevard

E-tailing CSF eStrategy eMerchandising eArchitecture eSupplyChain
eConnections eBackOffice eProperty eCapital

Time Warner's PathFinder: http:://pathfinder.com
Online Magazines: It was shut down in May 1999

C|NET at cnet.com

espn.go.com ESPN Sportszone

www.slate.com Check out http://interactive.wsj.com/

Hot Sauce: http://www.hothothot.com
Specialty virtual store

1-800-FLOWERS: Http://www.1800flowers.com/
A real world florist with more than 20 years of experience. Went on live in April 1995. Also maintain sites in American Online and CompuServe. Online retailing $25 million (10% of company sales) in 1996. Take advantage of proven retail marketing strategies: discounts, contests, and sweepstakes, grand opening promotions, etc.

Help Customers to Select
See also: Gifts.com Help customer to remember: Reminder services Lifeminder.com Personalized shopping lists at Staples.com

Grocery Shopping: http://www.peapod.com/
Homegrocer.com NetGrocer.com Streamline WebVan Priceline.com

Virtual Vineyard: virtualvin.com & wine.com

Landsend.com Set up shop at AOL in 1992 Launch a web site in 1995
1% of sales in 1997 4.5% of sales in 1998 Printing and mailing it 250 million catalogs each year counts for 43% of its operating cost. 10% of all Internet apparel sales in 1998

Interactive Application on the Net
Go to Choose Oxford Express Link Check out

My Virtual Model Online catalog Landsend.com plans to outshine the competition this holiday season with a more accurate virtual model derived from a body scan, the company announced Tuesday. In the months leading up to Christmas, a Lands' End mobile unit equipped with an automated Image Twin scanning booth will offer consumers in 14 U.S. and Canadian cities a chance to obtain precise body measurements, generating a virtual twin who will try clothing online. Inside the mobile scanning unit, white light flashing on and off for more than 12 seconds digitally captures 200,000 data points of a consumer's figure, creating a 3-D mirror image. A consumer can start using the model online within two hours, after the information is transmitted wirelessly to an IBM server farm located in North Carolina, said C. Cammack Morton, chairman and founder of the North Carolina-based Image Twin. The dressing-room tool, My Virtual Model, is an updated version of a virtual model generated solely from a questionnaire about height, dress size, body shape, and the like. The updated tool takes additional measurements for a more realistic result and as of next week, will offer a male virtual model. Clothing establishments both off- and online will be targeted, with a plan to place the scanning units in real-world stores. Brooks Brothers already has an Image Twin scanning booth on its New York City premises but has yet to use it, according to Morton. A Lands' End spokesperson said that the company intends to bring the scanners to its stores, but did not give a timetable for a full-scale rollout. Although My Virtual Model will promote its service as a way to "experiment with fashion without the intimidation of store dressing rooms (and harsh fluorescent lights)," the scanning process for the improved version seems a similarly daunting experience. Awaiting one's turn at the scanner, clad in tight-fitting athletic gear one would never wear under street clothes, the lighting doesn't manage to be flattering. Strictly speaking, if fluorescent light is a problem, the idea of having every bump and bulge documented would also be a problem. At least it's only once, for 12 seconds. Or three times: This reporter had to be scanned repeatedly to get a clear image and was in the scanning booth for more than half an hour. After adding a few more details in questionnaire form, a consumer's mirror image is printed out.

Online Stock Brokerage Firm: E*Trade
Received a $400 million investment from Softbank.

Portfolio

Trading

Analysis

E*Trade Investment Tools
E*TRADE has created a web-based trading system that is streamlined, efficient, and economical. As an account holder, you get free real-time market information, news and analysis and pay among the lowest commission rates and lowest margin rates in the industry. One-Click Access to the Tools You Need: E*TRADE customers, get comprehensive online trading capabilities and a full set of investment and research tools such as free news, charts, in-depth company fundamentals, and online portfolio management. Personal Market Page E*TRADE offers a low and simple commission schedule. You pay only $14.95 for listed market orders and $19.95 for Nasdaq orders. For listed orders over 5,000 shares, add 1 cent per share to the entire order. For options, you pay just $20 plus $1.75 per contract, with a $29 minimum.

E*Trade Commission: A Comparison
Online competitor

Updates E*TRADE added 233,000 new active accounts during first quarter 1999, an increase of 77% over the previous quarter. In its second fiscal quarter, customer trades rose 63 percent in three months to approximately 70,000 per day. They ended the quarter with 909,000 accounts and customer assets of $21.1 billion (Source: San Jose Mercury News, 4/21/99). A day trader killed 9 people at Atlanta. July 28, 1999.

E*TRADE Acquires Telebanc for $1.8 Billion
Calling it the first pure-play Internet company to integrate banking and brokerage services, E*TRADE Group Inc. announced Tuesday it is acquiring Internet bank Telebanc Financial Corp. for approximately $1.8 billion. Terms of the agreement call for Telebanc shareholders to receive 2.1 shares of E*TRADE common stock for each share of Telebanc common stock. The merger is valued at roughly $1.8 billion based on E*TRADE's closing price on Friday, May 28. Once the merger is finalized, Telebanc shareholders will own approximately 13 percent of E*TRADE's fully diluted common stock. The transaction will be accounted for as a pooling of interests and is slated to close sometime this fall upon regulatory and shareholder approval. The merger creates an Internet-based, FDIC-insured cash management account which the companies predict will change the future of personal financial services. Aimed at millions of Internet consumers, the online financial management resources of E*TRADE combined with online banking capabilities is expected to eliminate the need for multiple financial relationships. The merger also will offer online consumers for the first time, access to full-featured, FDIC-insured Internet cash management accounts, including ATM access through the national Cirrus network, online bill payment and investing services, enabling them to consolidate brokerage and banking accounts. By offering a central account, customers will be able to conduct a full range of transactions online, including buying mutual funds, CDs and fixed income securities, trading equities and paying bills. E*TRADE said through the integration of the companies services, a cost-effective, scalable business model will be achieved, while boosting E*TRADE's customer acquisitions and aggressively expanding its existing one million-plus customer account base. June 01, 1999

Internet Stock Is Also Driving The Change
Market Capitalization ($ Billions) As of 4/16/99 Schwab: $46.6 B Merrill: $31.0 B

Merrill Lynch & CO. Some 30 percent of chief executives and senior managers say the Internet is forcing them to revamp their strategies, according to a recent study by Booz, Allen & Hamilton and the Economist Intelligence Unit. Take Merrill Lynch & Co., the biggest U.S. broker, which after long resisting trading over the Internet, said on Tuesday it planned to roll out full-scale online trading. "The undeniable fact that there is a segment of the marketplace that wants to access the market through technology and through online investing was indisputable," Merrill Chairman David Komansky said.

By 2003, Forrester estimates that 9
By 2003, Forrester estimates that 9.7 million US households will manage more than $3 trillion in 20.4 million on-line accounts. Deep discount firms will see their growth rates plateau. Midtier firms will prosper, capturing more households and assets than their competitors will. Full-service companies will start slow but will enjoy the greatest asset growth.

Motley Fool: www.fool.com
Competitor: Quote.yahoo.com, Street.com, Cbs.Marketwatch.com, Stock247.com

http://www.ananova.com/ The world's first virtual anchor woman.
Create your own radio station

Electronic Commerce: Business Models, Strategies, Investment and Implementation in the Network Economics August, 2008 Minder Chen, Ph.D. Associate Professor.

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Electronic Commerce: Business Models, Strategies, Investment and Implementation in the Network Economics August, 2008 Minder Chen, Ph.D. Associate Professor.

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