Electronic Commerce:

Business Models, Strategies, Investment and

Implementation in the Network Economics

August, 2008

Minder Chen, Ph.D.
Associate Professor of Management Information Systems
E-Mail: [email protected] or [email protected]
Web site: http://faculty.csuci.edu/minder.chen/

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Reference
EC Books
1. Net Ready, by Amir Hartman and John Sifonis, McGRaw-Hill, 2000.
2. Now or Never, by Mary Modahl, Harper Business, 2000
3. Designing Systems for Internet Commerce by G. Winfield Treese, Lawrence C. Stewart
(May 1998) Addison-Wesley Pub Co; ISBN: 0201571676
4. Net Results: Web Marketing that Works by Rick E. Bruner (Editor), Cybernautics, Usweb
Corporation Hayden Books; ISBN: 1568304145
5. E-Business : Roadmap for Success by Ravi Kalakota, Marcia Robinson, Don
Tapscott (June 1999) Addison-Wesley Pub Co (C); ISBN: 0201604809
6. 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: 0812930371
7. 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: 1580621147
8. Creating the Virtual Store: Taking Your Web Site from Browsing to Buying, by Magdalena
Yesil, Published by John Wiley & Sons, November 1, 1996
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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.
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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.


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Minder Chen, 1996-2008
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 1995 Conference, an international program committee member
of 1995 Pan Pacific Conference on Information Systems.
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Outline (I)
EC Introduction
Introduction
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
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Outline (II)
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
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EC Introduction

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

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

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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.
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Market Relationships
Transaction Contract Partnership
Basis of
Interaction
Discrete exchange
of goals, service,
and payments
(simple buyer/seller
exchange)
Prior agreement
governs exchange
(e.g., service,
contract, lease,
purchase agreement
Shared goals and
processes for
achieving them (e.g.,
collaborative product
development)
Duration of
Interaction
Immediate Usually short terms;
defined by contract
Usually long term;
Defined by relationship
Business
Integration
Low Low--> Moderate High
Condition and
Control
Supply and demand
(market)
Terms of contract
define procedures,
monitoring and
reporting
Interorganizatio-nal
structures, processes,
and systems; Mutual
adjustment
Information
Flow
Primarily on way;
Limited in scope
and amount; Low
level of
customization
One or two-way;
Scope and amount
are usually defined in
the contract
Two -way
(interactive);Extensive
exchange of rich,
detailed information;
Dynamically changing;
Customizable
Travelocity
Microsoft expedia
Priceline.com
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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.
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The Cycle of Electronic Commerce
Customers Online Ads Online Orders
Standard Orders
Access
Searches
Queries
Surfing
Distribution
Online: soft goods
Delivery: hard goods
Electronic Customer Support
Follow-on Sales
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Components of Electronic Commerce
Institution

Government
Merchants
Manufacturers
Suppliers
Consumers
Processes

Marketing
Sales
Payment
Fulfillment
Support
Networks
Intranet
Extranet
Internet
Source: adapted from David Kosiur, Understanding Electronic Commerce, Microsoft Press, 1997.
Electronic
Commerce
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Generic Framework of Electronic Commerce
Common Business Services Infrastructure
(Security/Authentication, Electronic Payment, Directories/Catalogs)
Messaging & Information Distribution Infrastructure
(EDI, E-Mail, HyperText Transfer Protocol)
Multimedia Content & Network Publishing Infrastructure
(Digital Video, Electronic Books, World Wide Web)
Information Superhighway Infrastructure
(Telecom, Cable TV, Wireless, Internet)
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
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Adapted from: Kalakota and Whinston, Frontiers of Electronic Commerce, Addison Wesley, 1996, p. 4.
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EC and Business Processes
Seller
Customer
C
o
r
p
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r
a
t
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D
a
t
a
b
a
s
e
s

Provide
Info



Get
customer



Provide
info




Fulfill
order



Support

Identify
need



Find
source


Evaluate
offerings



Purchase




Operate,
Maintain,
Repair

Phone,
fax, e-mail
Web site
Newsgroups
Net
communities
Web site
EDI
Web site, phone,
fax, e-mail, e-
mailing list
Credit cards, e-cash
P.O.s
Demos,
reviews
Send info
Data sheets,
catalogs, demos
Request info
Web surfing
Web searches,
web ads
Deliver soft goods electronically
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World Wide Internet Commerce

$80
$170
$390
$970
$2,000
$3,200
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
1998 1999 2000 2001 2002 2003
Sales (Billions)
Forester Research, Inc. June 1999
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Business Internet Commerce Trends
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
1999 2000 2001 2002 2003
B2C
B2B(Services)
B2B(Goods)
B2C: Business to Consumer
B2B: Business to Business
Reference: http://cyberatlas.internet.com/
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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 2003. 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. 2002grow to $114
billionmore 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 1999--$20
billion by 2002.
Pharmaceutical and medical: Forecasted $1 billion this year.
Increase 20-fold by 2002. (Source: Business 2.0, March, 1999 re:
Forrester Research)
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Statistics
Holiday Season 1998
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 2003 . . .
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.

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Retailing Trends

1950s 1960s-1970s 1980s 1990s
Home Depot
CompUSA
Barnes and Nobles
Border

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

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

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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
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Net Economy
1940s - 1980s
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
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Internet Economy Driving Forces
Changing customer demands
Globalization
Internet ubiquity
New technology
New marketplace and intermediacies
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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
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Characteristic of Information Economy

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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.

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Popularity Adds Value in a Network
V
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l
u
e

t
o

U
s
e
r

Number of Compatible User
Networks
Real: LAN, Internet, Fax
Virtual: Virtual community, Chat
room, Instant messenger
Positive
Network
Externality
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Supply/Demand Flip
Quantity
Demand
Supply
Classic Economics
Quantity
Demand
Supply
Network Economy
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

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The Internet Increases Apparent Supply
Old apparent
supply
New apparent
supply
Actual
supply
Internet increase apparent supply
Apparent quantity rise
Price fall



Price
Quantity
Source: Now or Never, Mary Modahl, HarperBusiness, 2000
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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 email: 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 ...

Year
$250
$0
1930 1999
Cost of a 3-minute
Long Distance Call
Gilder's Law
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
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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.
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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 (Dells BTO)
Customer relationships
Standard vs. Targeted and Customized
Strategic asset
Location vs. Visibility and Customer Database

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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: _____________
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Electronic Commerce:
Strategies and Business Models
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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
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Electronic Commerce Applications and the Cycle of Commerce
Enterprise Information Server
Seller's Cycle of Commerce
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Electronic Commerce Applications and the Cycle of Commerce
Enterprise Information Server
Buyer's Cycle of Commerce
Time
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EC Strategies
4Cs strategy
Content, Community, Commerce
Revenue streams
E-conomy Map

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EC Strategies: 4 Cs
Commerce
Content
Community
Customers
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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
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Self Assessment: Customer Caring
What do your customers need? What requests do they make of you?
How do you respond to customers 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?
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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
http://www.informationweek.com/781/prahalad.

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5 Steps to Success in EC
Set strategy
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
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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"
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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

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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
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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
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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 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
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Customer Information
Processes:
Marketing
Pre-sales
Sales
Post sales support
Delivery
Field service
Quality control
Billing
Product development & production
Media
Web
Kiosh
E-mail
Phone
Mail
Fax
Hand-held
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Virtual Communities
Virtual
Community
Users
Money
Content
Demographics
Providers
Content
Hard goods
Games
Services
Other
Websites
Advertisers
Advertising
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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: www.gardenweb.com
Motley Fool created by David and Tom Gardners on AOL
Parents Place: www.parentsplace.com
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
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www.parentsoup.com

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

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Talk City: www.talkcity.com
LiveWorld Production Inc. hopes to create a clean, well-
lighted place to chat on the Web.
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Major Portals
AOL/Netscape
Yahoo
Excite
MSN
Lycos
InfoSeek/GO: Disney's go.com
Snap
AltaVista
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Revenue Streams
Advertising / Sponsorship
Transaction
Subscription / Listing Fee
Value-added services
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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.
EC(I) - 64
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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
Adapted from Netscape Communications Inc., 1996.
Attract
Engage
Participate
Jump
EC(I) - 65
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EC Companies Transform the Revenue Mix
Pricing
Value
Customers
New
Customers
New
Values
New
Pricing
The mix:
Who pays for
what and
how much.
Highly interrelated!
Source: Now or Never, 2000
EC(I) - 66
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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
EC(I) - 67
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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.

EC(I) - 68
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Consumer Technographics Segments in the US
Fast Forward
12%
New Age Nurturers
8%
Mouse Patatoes
9%
Techno-strivers
7%
Digital Hopeful
7%
Gadget Grabbers
9%
Handshakers
7%
Traditionalists
8%
Media Junkies
5%
Sidelined Citizens
28%
Primary Motivation
Career
Family
Entertainment
A
t
t
i
t
u
d
e

T
o
w
a
r
d

T
e
c
h
n
o
l
o
g
y

Pessimists
I
n
c
o
m
e

L
e
v
e
l

High
High
Low
Low
Source: Forrester Research Inc.
Early
Adopters
Laggards
Optimists
Mainstreams
EC(I) - 69
Minder Chen, 1996-2008
Quick Test for Technographics

More Men More Women
More Educated Less Educated
High Income Low Income
Have Children No Children
Younger Age Older
Laggards
Early Adopter
Mainstreams
Time
N
u
m
b
e
r

o
f

n
e
w

u
s
e
r
s

EC(I) - 70
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Technology-Fit: Customer and Product

C
u
s
t
o
m
e
r

N
e
e
d

f
o
r

P
r
o
d
u
c
t

I
n
f
o
r
m
a
t
i
o
n

High
Low
Customer Demographics Match
Poor High
Earlier Adopter Second Wave
Second Wave
Web Laggards
Tide
Denny's
AA
FedExp
Microsoft
Nike
Pepsi
Jenny Craig
Chrysler
Source:
Forrester
Research
EC(I) - 71
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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
EC(I) - 72
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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

EC(I) - 73
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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

EC(I) - 74
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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.
EC(I) - 75
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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
EC(I) - 76
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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
EC(I) - 77
Minder Chen, 1996-2008
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?
EC(I) - 78
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2. Think Portal
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.

EC(I) - 79
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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.
EC(I) - 80
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What To Do Now
1. Define your eBusiness strategy FAST
2. Assess readiness:
customers
products/services
organization
technology
infrastructure

R
a
p
i
d

i
n
n
o
v
a
t
i
o
n

EC(I) - 81
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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!
EC(I) - 82
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Four Strategies to Start Online Business

Integration
Subsidiary
Partnership
Buyout

C
o
s
t


Low
High
T
i
m
e

t
o

M
a
r
k
e
t

Slow
Fast
R
i
s
k

Low
High
EC(I) - 83
Minder Chen, 1996-2008
Brick and Mortar

EC(I) - 84
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Soruce: Harvard Business Review, Get the Right Mixes of Bricks and Clicks, May-June 2000
EC(I) - 85
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In-House vs. Spin-off

EC(I) - 86
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The Four Stages of E-volution

Source: Strategy + Business, From Clicks to Bricks, 3q, 2000.
EC(I) - 87
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EC(I) - 88
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Becoming Virtual
Egghead to Egghead.com
Computer Literacy to Fatbrain.com
Romac International to KForce.com


Kinder Toys is Moving to
www.toydomain.com
(Find us on the web after June 1st)
EC(I) - 89
Minder Chen, 1996-2008
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?

EC(I) - 90
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E-conomy Map
C
o
n
s
u
m
e
r
s

B
u
s
i
n
e
s
s

Individual
Affinity
Groups
Enterprise
COINs
The Delivery Vehicle
(The Container)
The Message
(The Content)
Adapted from: Net Ready, 2000
HP
Testing &
Measurement
VerticalNet
Testandmeasurement.com
HomeCare
Products
HomeCare
InfoCenter
COINs: Community of Interests
EC(I) - 91
Minder Chen, 1996-2008
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.
EC(I) - 92
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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.
EC(I) - 93
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E-Business Creation Process
E-Vision
Business
Drivers
Technology
Drivers
E-Business
Strategy
Rapid
Implementation
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
Source: Digital Transformation, 2000
EC(I) - 94
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Internet Industry
Internet
Economy
Consulting
Content
and
Activity
Electronic
Commerce
Infrastructure
Client/Server
Software
ISP
Network
Services
Internet
Equipment
Commerce Instruments
Portals
Commerce Servers

Sports
Malls
Entertainment
Newsfeed
Publications


System Integration
and Design
Browsers
Web Server
Application Servers
Security
Tools

Internet Service
Consumer Services
Carriers
Backbone Router
Access Equipment
Server Computers
EC(I) - 95
Minder Chen, 1996-2008
EC Business Models
B2C Virtual stores: physical and digital goods
and services
Infomediaries: Seller-side
Informediaries: Buyer-side
Infomediaries: B2B marketspace

EC(I) - 96
Minder Chen, 1996-2008
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
EC(I) - 97
Minder Chen, 1996-2008
Is EC Appropriate for You?
Industries who set up
virtual storefronts
EC(I) - 98
Minder Chen, 1996-2008
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

EC(I) - 99
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Why?
The most 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
EC(I) - 100
Minder Chen, 1996-2008
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
EC(I) - 101
Minder Chen, 1996-2008
Sell-Side E-Commerce Model
Selling
Merchant
Buyer A
Buyer C
Buyer B
EDI
HTML & Forms
HTML & XML
OBI
Online
Selling
EC(I) - 102
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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.
EC(I) - 103
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Buy-Side E-Commerce Model
Buyer
Seller A
Seller C
Seller B
EDI
HTML & Forms
HTML & XML
OBI
Online
Procurement
EC(I) - 104
Minder Chen, 1996-2008
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.
EC(I) - 105
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Marketplace E-Commerce Model
Virtual
Marketplace
Seller A
Seller C
Seller B
EDI
HTML & Forms
HTML & XML
OBI
Buyer A
Buyer C
Buyer B
EDI
HTML & Forms
HTML & XML
OBI
eBay.com
Pricelines.com
Egghead.com
Amazom.com Auction
www.chemdex.com
Infomediacy (Content Aggregator)
EC(I) - 106
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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
Business-to-Consumer Business-to-Business
Business-to-Business vs. Business-to-Consumer
EC(I) - 107
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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: http://www.netmarketmakers.com/
EC(I) - 108
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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, 2000. 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
EC(I) - 109
Minder Chen, 1996-2008
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

EC(I) - 110
Minder Chen, 1996-2008
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.

EC(I) - 111
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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.


EC(I) - 112
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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 www.levis.com but won't allow retailers
to sell them online.
Estee Lauder sells Clinique cosmetics at www.clinque.com but
doesn't offer retail promotion.
Waterford sells a limited selection at www.waterford.com 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.
EC(I) - 113
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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
EC(I) - 114
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Any-to-Any Technologies Connect Everything to Everyone
Consumers
Businesses
Institutions
PCs
Web TV
PDA
Smartcards
Specialty Devices
Other
High
Value
Solutions
Transactions
and
Payments
Physical
Infrastructure
Banks
Brokerage
Insurance
Retail
Distributors
Transport
Other
EC(I) - 115
Minder Chen, 1996-2008
Clicks-and-Mortar
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.
YourSherpa.com
Brick-and-Click
EC(I) - 116
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Vulnerability Grid
Source: Net Ready, 2000
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
EC(I) - 117
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Move to Consumer-Centric View
Supply
Base
My
Company
Distribution
Channel
Target
Consumers
ERP
CRM
Supply-chain
management
Customer
Firewall
SCM
Conventional View
Consumer-Centric View
Virtual
Enterprise
Supplier network
Channel
Consumer
Communities
C2B2B: Customer-to-Business-to-Business
Adapted from: Customer Centricity, InformationWeek, April 10, 2000
EC(I) - 118
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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
EC(I) - 119
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Price Pressure Shrink Retail Margins
A
v
e
r
a
g
e

r
e
t
a
i
l

n
e
t

m
a
r
g
i
n

Time
Increasing apparent supply
Managing current demand
New services
and loyalty
programs
Auctions
Economies
of scale
Aggressive
pricing for
online plays
Comparison
shopping
engines
Increasingly
price-sensitive
online shoppers
Source: Now or Never, 2000
EC(I) - 120
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Business Models Based on the Value Chain in the Market Place
Raw
material
producer
Manufacturer
Distributor
Retailer
Consumer
Exchange
Examples:
B2B: Vericalnet.com
B2C: Amazon.com

C2B: Priceline.com
C2C: eBay.com
C2B
B2C
B2C C2C
New
Middleman
Independent
market
operators
Consortia
Service Providers:
Logistics
Financial
EC(I) - 121
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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
EC(I) - 122
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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)
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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
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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.


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Market Structure on the Internet
N
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m
b
e
r

o
f

c
o
m
p
a
n
i
e
s

Size of company
Many smaller
players with high
rate of entry
Few large and
dominate companies
Transition
Source: Now or Never, 2000
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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 wont 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.


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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.
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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

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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: _____________
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Business Channel: Multi-Channel Presence
Buyer
Seller



Brick-and-mortar
Face-to-Face
Mail order
Mail
Printed catalog
Phone order
Telex
Phone
Fax

Electronic commerce
EDI
Email
Web
Multi-channel plays will have extraordinary power if companies
elegantly blend and synchronize those channels.
C
l
i
c
k

a
n
d

M
o
r
t
a
r

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

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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.
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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
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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??



New Competition From Surprising Places
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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; www.nytimes.com
Be aware of new industry forces
amazon.com; yahoo.com; msn.com; etrade.com;
priceline.com; etoy.com; aol.com
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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
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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


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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

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www.verticalnet.com
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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): email, 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
EC(I) - 141
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Auction: eBay.com

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Auction: eBay.com

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Priceline.com

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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
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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.
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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.''

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

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Singleshop.com
Compare this with:
mySimon.com
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Matching Games: The Marketplace
$9,000 subscription fee per year for recruiting firms
Free for job seekers
Online Dating Service
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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.

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Acquired by Cyberian Outpost
Kent, CT, & Sunnyvale, CA Nov. 2, 1998 - 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 (http://www.outpost.com/) 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
(http://www.outpost.com/) 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.

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Outpost.com

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eToys.com

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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.

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CDNow

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CDNow Merged with Music Boulevard

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E-tailing CSF
eStrategy
eMerchandising
eArchitecture
eSupplyChain
eConnections
eBackOffice
eProperty
eCapital
EC(I) - 160
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Time Warner's PathFinder: http:://pathfinder.com
Online Magazines: It was shut down in May 1999
EC(I) - 161
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C|NET at cnet.com

EC(I) - 162
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espn.go.com
ESPN Sportszone
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www.slate.com
Check out
http://interactive.wsj.com/
http://www.salon.com
EC(I) - 164
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Hot Sauce: http://www.hothothot.com
Specialty virtual store
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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.


EC(I) - 166
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Www.1800flowers.com

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Help Customers to Select

Help customer to
remember:
Reminder services
Lifeminder.com
Personalized shopping
lists at Staples.com
See also:
Gifts.com
EC(I) - 168
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Grocery Shopping: http://www.peapod.com/
Homegrocer.com
NetGrocer.com
Streamline
WebVan
Priceline.com
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Virtual Vineyard: virtualvin.com & wine.com

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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
EC(I) - 171
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Interactive Application on the Net
Go to www.lendsend.com
Choose Oxford Express Link
Check out http://www.idreamsoftware.com/products/jio/appareldemo.htm

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

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Trading

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Analysis

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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.
EC(I) - 178
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E*Trade Commission: A Comparison
Online competitor
EC(I) - 179
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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.
EC(I) - 180
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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 $1.8 billion based on E*TRADE's closing price on Friday, May 28. Once the
merger is finalized, Telebanc shareholders will own approximately 13 percent of
E*TRADE's fully diluted common stock. The transaction will be accounted for as a
pooling of interests and is slated to close sometime this fall upon regulatory and
shareholder approval.
The merger creates an Internet-based, FDIC-insured cash management account which the
companies predict will change the future of personal financial services. Aimed at millions
of Internet consumers, the online financial management resources of E*TRADE combined
with online banking capabilities is expected to eliminate the need for multiple financial
relationships.
The merger also will offer online consumers for the first time, access to full-featured,
FDIC-insured Internet cash management accounts, including ATM access through the
national Cirrus network, online bill payment and investing services, enabling them to
consolidate brokerage and banking accounts.
By offering a central account, customers will be able to conduct a full range of
transactions online, including buying mutual funds, CDs and fixed income securities,
trading equities and paying bills. E*TRADE said through the integration of the companies
services, a cost-effective, scalable business model will be achieved, while boosting
E*TRADE's customer acquisitions and aggressively expanding its existing one million-
plus customer account base.
June 01, 1999
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Internet Stock Is Also Driving The Change
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Charles Schwab
Merrill Lynch
Market Capitalization ($ Billions)
As of 4/16/99
Schwab: $46.6 B
Merrill: $31.0 B
EC(I) - 183
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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.

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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.

EC(I) - 185
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Motley Fool: www.fool.com
Competitor: Quote.yahoo.com, Street.com, Cbs.Marketwatch.com,
Stock247.com

EC(I) - 186
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http://www.ananova.com/
The world's first virtual anchor woman.






http://www.sonicnet.com/
Create your own radio station