1. BUSINESS VALUE WEBS

2. EVOLUTION FROM VALUE CHAINS TO VALUE WEBS

3. Web for the WEB E- and m- businesses are artfully built by combining a variety of business models If the models generate separate revenue streams while sharing the same infrastructure a firm can more efficiently utilize resources and create additional value

4. Familiar model An industry traditionally has been viewed as a series of transactions and relationships among the set of firms Value chain

5. Internet and m- effect Linear, orderly set of relationships no longer holds leading to more complex and more broader set of relationships Leveraging Common standards Connectivity More detailed information about each other Interacting in real-time

6. The essence of this effect Firm spins its value web Inside the firm Outside the firm Enterprise portals

7. Key mechanisms Enhancement add new functionality or improve a product or service that is currently offered Expansion add products and services within an existing business

8. Key mechanisms Extension adopt new business models or enter new business Exit drop product or service line or exit a business

9. Evolving an e/m-business Extend Expand Strategy Exit Enhance

10. Quicken.com example Leading Internet brand in the aggressively competitive online financial services industry Launched in 1995 by its parent, Intuit

11. Quicken.com evolution Started as an information aggregator (infomediary ): accessed financial services news and information from a number of different information providers and added value by synthesizing the content categorizing and packaging information for easy search and retrieval distribution over the Internet to consumers of financial services information Mobile services?

12. Quicken.com evolution Objective: expand consumer base Action: do not charge consumers no subscription fees for the services of the infomediary Generate revenue trough advertising We now know that this was not a good model for revenue creation (works, but…)

13. Quicken.com: the beginning Strategy: The more consumers visit Quicken.com, the more valuable the site is to advertisers 1995- Fledgling dotcom established solid initial presence because of well-respected Quicken software brand Would this advantage last?

14. Quicken.com: 1996 Decision: Brand advantage would not last 1996-acquired QuickenInsurance

15. QuickenInsurance Initially operates as an information aggregator consumers –enter information –compare quotes –fill out an application

16. QuickenInsurance-1996 completed applications sent to insurance carrier insurance carrier sends them to traditional agents traditional agents close the sale

17. QuickenInsurance-1996-1998 Enhanced services--actions enable side-by-side comparison of different insurance products across key policy features add insurance calculators deepen educational content available on the site

18. QuickenInsurance-1998 Expanded product line action: add to life insurance products, auto, home and other forms of insurance Still an aggregator How to extend this business model?

19. QuickenInsurance-late 1998 Extend Sell insurance policies With this move extended its business model to marketplace Revenue generated trough transaction fees on completed insurance policy sales

20. Quicken.com: 1996-1999 Internally developed and launched 3 additional financial services aggregators: QuickenLoan QuickenRetirement QuickenInvestment QuickenLoan soon started to underwrite its own loans and earning transaction fees becoming a marketplace/producer (similar to E-Loan)

21. Quicken.com: 1996-1999 Integrated its established offline consumer products (Quicken, TurboTax and small business products such as QuickBooks) to tightly link its large and loyal base of offline customers to online business Objective: increase online business

22. Quicken.com: 1996-1999 Objective: increase online business Transactions can be completed online Self-service? Launch retail shopping site Sell own software products Sell other consumer products: books, CDs, video equipment, travel

23. Quicken.com: 1996-2000 From simple aggregator to a vertical portal Individual businesses within the portal represent a variety of business models: aggregators marketplaces retailers Note: Some of the businesses generated revenue, and some did not

24. Quicken.com Extensions QuickenBanking QuickenInsurance QuickenTurboTax QuickenBusiness These businesses also host software applications for use by customers and suppliers and operate as digital infrastructure vertical portals Revenue from hosting fees, software licensing and maintenance, and systems integration fees

25. Leveraging With each new business model, the company leveraged Quicken.com digital business infrastructure and increased revenue -generating capability of the business As a vertical portal able to generate additional referral and advertising fees

26. Leveraging Increased strategic options open to company for future expansions of business model Able to protect from competitive threat to any portion of the business Adapts and evolves fast

27. Evolving an e/m-business Extend Expand Strategy Exit Enhance

28. www.quicken.com www.quicken.com Please take guided tour

29. Evolving an e/m-business Extend Expand Strategy Exit Enhance

30. Do the same for Software firm MongoosetechSoftware firm MongoosetechSoftware firm MongoosetechSoftware firm Mongoosetech