Iqra UniversityIqra University____________________________________________________________________________________________________________REGISTRATION NUMBER: 5599REGISTRATION NUMBER: 5599NAME:NAME: Abdullah Raza Abdullah Raza PROGRAM:PROGRAM: BBA-HBBA-HCOURSE:COURSE: CAB-2CAB-2FACULTY:FACULTY: Mr.Faisal Saleem MushabbarMr.Faisal Saleem MushabbarFinal ReportFinal ReportTOPIC: Application of EC in METROTOPIC: Application of EC in METROANNOUNCED DATE: wednesday 15ANNOUNCED DATE: wednesday 15thth April, 2009 April, 2009DUE DATE: 6DUE DATE: 6thth May, 2009 May, 2009

About METRO Cash & About METRO Cash & CarryCarry

METRO Cash & Carry – this name stands for one of METRO Cash & Carry – this name stands for one of the great success stories in modern commerce. The the great success stories in modern commerce. The unique wholesale business-to-business model of unique wholesale business-to-business model of METRO Cash & Carry is focused only towards METRO Cash & Carry is focused only towards professional customers such as hotels, restaurant, professional customers such as hotels, restaurant, caterers as well as small and mid-sized retailers. caterers as well as small and mid-sized retailers. METRO Cash & Carry offers this target group a METRO Cash & Carry offers this target group a greater efficiency than the multilayered supply greater efficiency than the multilayered supply chain thus helping them to improve their business: chain thus helping them to improve their business: By offering them a one-stop solution for their By offering them a one-stop solution for their purchases, by helping them to improve their purchases, by helping them to improve their assortment, by offering them high quality products assortment, by offering them high quality products at reasonable and transparent prices and by at reasonable and transparent prices and by offering them a consistent supply source. offering them a consistent supply source. 

LogisticsLogistics

The goal of Supply Chain at METRO is to efficiently handle The goal of Supply Chain at METRO is to efficiently handle thousands of orders, shipments and deliveries and ensure that thousands of orders, shipments and deliveries and ensure that goods arrive at the right place at the right time.goods arrive at the right place at the right time.Supply Chain Management plays an important role in our high-Supply Chain Management plays an important role in our high-performance logistics system and enhances our capacity to performance logistics system and enhances our capacity to supply food and non-food products on a daily basis with supply food and non-food products on a daily basis with consistent high quality, diversity and freshness. consistent high quality, diversity and freshness.

Electronic Commerce(Page 4 Figure 1.1)Electronic Commerce(Page 4 Figure 1.1)

Electronic Catalogs Current Proposed

Brick-and-mortar 20% 10%

Virtual Organization 40% 70%

Click-and-mortar 80% 90%

The EC Framework, Classification & Content. (Page 7 The EC Framework, Classification & Content. (Page 7 Figure 1.2)Figure 1.2)

Classification Current Proposed

Business-to-Business(B2B) 70% 80%

Business-to-Consumer(B2C) 30% 40%

Business-to-Business-to-Consumer(B2B) 80% 90%

Consumer-to-Business -- --

Consumer-to-Consumer -- --

Peer-to-Peer Applications 50% 60%

Mobile Commerce -- --

IntraBusiness EC 50% 65%

Business-to-Employees 15% 15%

Collaborative Commerce 5% 10%

E-Learning 5% 10%

Exchange-to-Exchange -- --

E-Government 10% 20%

Revenue Models (Page 12 Figure1.3)Revenue Models (Page 12 Figure1.3)

Revenue Models Current Proposed

Sales 80% 80%

Transaction Fees -- --

Subscription Fees 20% 25%

Advertising Fees 10% 40%

Affiliate Fees -- --

Other Revenue Sources 20% 30%

Typical Business Models in EC (Page 14 Figure1.3)Typical Business Models in EC (Page 14 Figure1.3)

Business Models Current Proposed

Online Direct Marketing -- --

Electronic Tendering Systems -- --

Name your own price -- --

Find the best price 70% --

Affiliate Marketing -- --

Viral Marketing 30% 40%

Group Purchasing -- --

Online Auctions -- --

Product & Service Customization -- --

E-Marketplaces & Exchanges -- --

Value-chain Integrators -- --

Value-chain service providers -- --

Information Brokers -- --

Bartering -- --

Deep Discounting 30% 80%

Membership 100% 80%

Supply Chain Improvers 40% 60%

Business Pressures & Responses (Page 22 Figure 1.5)Business Pressures & Responses (Page 22 Figure 1.5)

Organizational Responses Current Proposed

Strategic Systems -- --

Continous Improvement & Re-engineering 50% 60%

Customer Relationship Management 70% 95%

Business Alliances -- --

Electronic Markets 10% 30%

Reduction in Cycle-times 20% 50%

Empowerment of Employees 30% 40%

Supply Chain Improvements 50% 70%

Mass Customization -- 30%

Sales Force Automation -- 50%

Knowledge Management 30% 80%

Information Portals (Page 41 Figure 2.2)Information Portals (Page 41 Figure 2.2)

Portals Current Proposed

Commercial Portals -- 60%

Corporate Portals -- 30%

Publishing Portals -- 100%

Personal Portals -- 20%

Mobile Portals 30% 60%

Voice Portals -- 50%

Electronic Catalogs (Page 462 Figure 2.4)

Electronic Catalogs Current Proposed

Dynamics of Information - Dynamic

Degree of Customization - Standard

Integration with Business - 100%

Types of Auctions (Page 52 Figure 2.5)Types of Auctions (Page 52 Figure 2.5)

Types of Auctions Current Proposed

One Buyer, One Seller -- --

One Seller, Many Potential Buyers -- 100%

One Buyer, Many Potential Sellers -- --

Many Sellers, Many Buyers -- --

Impacts of Auctions (Page 53 Figure 2.5)Impacts of Auctions (Page 53 Figure 2.5)

Impacts of Auctions Current Proposed

As a Coordination Mechanism -- 100%

As a Social Mechanism -- 10%

As a Highly Visible Dist Mechanism -- 40%

As a Component in EC -- 100%

Improving Direct Marketing (Page 66 Figure 2.11)

Impacts on B2C Direct Marketing Current Proposed

Product Promotion 40% 80%

New Sales Channel -- 100%

Direct Savings 10% 80%

Reduced Cycle Time -- 100%

Improved Customer Service -- 100%

Brand or Corporate Image 100% --

Advertising 90% 100%

Ordering Systems -- 100%

Market Operations -- 100%

Collaborative Filtering (Page 138 Figure 4.3)Collaborative Filtering (Page 138 Figure 4.3)

Collaborative FilteringCollaborative Filtering CurrentCurrent ProposedProposed

Rule Based FilteringRule Based Filtering    ----

Content Based FilteringContent Based Filtering ---- 100%100%

Activity Based FilteringActivity Based Filtering ---- 100%100%

Online Market Research Methods (Page 142 Figure 4.4)Online Market Research Methods (Page 142 Figure 4.4)

MethodsMethods CurrentCurrent ProposedProposed

Web-Based SurveysWeb-Based Surveys ---- 100%100%

Hearing Directly from CustomersHearing Directly from Customers ---- 100%100%

Customer ScenariosCustomer Scenarios ---- ----

Transaction LogsTransaction Logs ---- ----

Cookies, Web Bugs & SpywareCookies, Web Bugs & Spyware ---- 10%10%

ClickstreamClickstream ---- ----

Classifications of CRM Programs (Page 148 Figure 4.5)Classifications of CRM Programs (Page 148 Figure 4.5)

ClassificationsClassifications CurrentCurrent ProposedProposed

Loyalty ProgramsLoyalty Programs ---- 100%100%

ProspectingProspecting ---- 100%100%

Save or Win BackSave or Win Back ---- ----

Cross-sell/Up-sellCross-sell/Up-sell 50%50% 80%80%

Scope of CRM (Page 149 Figure 4.5)Scope of CRM (Page 149 Figure 4.5)

Scope Current Proposed

Foundation of Services -- 50%

Customer-Centered Services 50% 100%

Value-Added Service 30% 90%

Implementation of CRM (Page 151 Figure 4.5)Implementation of CRM (Page 151 Figure 4.5)

CRM Current Proposed

Customer-Centric Strategy -- 100%

Commitments from People 10% 100%

Improved/Redesigned Processes -- 100%

Software Technology -- 100%

Infrastructure -- 100%

Metrics in Customer Service and CRM (Page 152 Figure 4.5)Metrics in Customer Service and CRM (Page 152 Figure 4.5)

Metrics Current Proposed

Response Time 50% --

Site Availibity 100% --

Download Time 80% 90%

Timeliness 90% 100%

Security & Privacy 100% --

On-Time Order Fulfillment -- --

Return Policy -- 20%

Navigability 50% --

Customer Facing Application (Page 153 Figure 4.6)Customer Facing Application (Page 153 Figure 4.6)

Applications Current Proposed

Customer Interaction Centers -- 50%

Intelligent Agents in Call Centers 10% 60%

Auto responders -- 70%

Sales Force Automation 10% 50%

Field Service Automation -- --

Customer Touching Application (Page 156 Figure 4.6)Customer Touching Application (Page 156 Figure 4.6)

Applications Current Proposed

Personalized Web Pages -- --

EC Applications 10% --

Campaign Management -- 50%

Web Self-Service -- --

Customer Centric Application (Page 156 Figure 4.6)Customer Centric Application (Page 156 Figure 4.6)

Applications Current Proposed

Data Reporting & Warehousing -- 50%

Data Analysis & Mining -- --

Online Networking -- 50%

Mobile CRM -- 100%

Voice Communication -- --

Language Translation -- --

Advertising Methods (Page 184 Figure 5.2)Advertising Methods (Page 184 Figure 5.2)

Methods Current Proposed

Banners -- 100%

Pop-Up & Similar Ads -- 20%

Interstitials -- 80%

Email Advertising -- 100%

Newspaper like Ads -- 75%

URL's 100% --

Advertising in Chat Rooms -- 20%

Advertising Strategies (Page 192 Figure 5.3)Advertising Strategies (Page 192 Figure 5.3)

Strategies Current Proposed

Associated AD Display 100% --

Affiliate Marketing -- --

Viral Marketing -- 50%

Ad as a Commodity -- -

Customized Ad -- 20%

Online Events & Promotions -- --

Live Web Events -- 50%

Pricing of Advertising (Page 196 Figure 5.4)Pricing of Advertising (Page 196 Figure 5.4)

Methods Current Proposed

Based in Ad Views -- --

Based on Click-Through -- 20%

Based on Interactivity -- --

Actual Purchase -- --

Virtual Services in B2B (Page 221 Figure 6.1)Virtual Services in B2B (Page 221 Figure 6.1)

Services Current Proposed

Travel Services -- 25%

Real Estate -- --

Financial Services -- 20%

Online Stock Trading -- --

Online Financing -- --

Other Online Services -- 20%

Procurement Methods (Page 231 Figure 6.5)Procurement Methods (Page 231 Figure 6.5)

Methods Current Proposed

From Manufacturers 20% 50%

From Catalog of an Intermediary -- --

Internal Buyer's Catalog -- --

Bidding or Tendering -- 100%

At Public or Private Auction Sites -- 75%

Group Purchasing -- 90%

Collaborate with Suppliers -- 100%

Other Procurement Methods (Page 240 Figure 6.7)Other Procurement Methods (Page 240 Figure 6.7)

Methods Current Proposed

Aggregating Supplier Catalogs -- 20%

Desktop Purchasing -- 100%

Industrial Malls -- 75%

Bidding or Tendering -- 100%

Buying at E-Auctions -- 75%

Group Purchasing -- 90%

Purchasing Direct Goods -- --

Functions of Exchanging (Page 264 Figure 7.1)Functions of Exchanging (Page 264 Figure 7.1)

Functions Current Proposed

Matching Buyer & Seller -- --

Facilitating Transactions -- 100%

Maintaining Exchange Policies -- --

Ownership of Exchanges (Page 265 Figure 7.1)Ownership of Exchanges (Page 265 Figure 7.1)

Ownership Model Current Proposed

An Industry Giant -- 50%

A Neutral Entrepreneur -- --

The Consortia -- --

Governance & Organization (Page 266 Figure 7.1)Governance & Organization (Page 266 Figure 7.1)

Organizational Elements Current Proposed

Membership -- 100%

Site Access & Security 50% 60%

Services Provided by Exchange -- --

External Communication (Page 279 Figure 7.6)External Communication (Page 279 Figure 7.6)

Requirements Current Proposed

Web/Client Access -- 50%

Data Exchange -- --

Direct Application Integration -- --

Shared Procedures -- 100%

Critical Factors for Exchanges (Page 287 Figure 7.9)Critical Factors for Exchanges (Page 287 Figure 7.9)

Factors Current Proposed

Early Liquidity -- 60%

The Right Owners -- 100%

The Right Governance 80% --

Openness 100% --

A Full Range of Services -- 75%

Supple Chain PartsSupple Chain Parts (Page 301 Figure 8.1)(Page 301 Figure 8.1)

FactorsFactors CurrentCurrent ProposedProposed

Upstream Upstream Supply Supply ChainChain ---- 60%60%

Internal Internal Supply Supply ChainChain ---- 100%100%

DownstreaDownstream Supply m Supply ChainChain ---- ----

Types Of Workflow Applications (Page 325 Figure 8.8)Types Of Workflow Applications (Page 325 Figure 8.8)

FactorsFactors CurrentCurrent ProposedProposed

Collaborative Collaborative workflowworkflow ---- 60%60%

Production Production workflowworkflow ---- 100%100%

Administrative Administrative workflowworkflow 80%80% ----

E-Government (Page 345 Figure 9.1)E-Government (Page 345 Figure 9.1)

FactorsFactors CurrentCurrent ProposedProposed

E-E-GovernmGovernmentent ---- 60%60%

Government-Government-To-To-Business Business 80%80% ----

Government-Government-To-To-GovernmGovernmentent ---- ----

Government-Government-To-To-EmployeEmployeeses ---- 75%75%Online Publishing Approaches And Methods (Page 353 Figure 9.3)Online Publishing Approaches And Methods (Page 353 Figure 9.3)

FactorsFactors CurrentCurrent ProposedProposed

Online archive Online archive approachapproach ---- 60%60%

New medium New medium approachapproach ---- 100%100%

Publishing Publishing intermediaintermedia

tion tion approachapproach 80%80% ----

Dynamic Dynamic approachapproach 100%100% ----

A Full Range of A Full Range of ServicesServices ---- 75%75%

E-Learning(Page 358 Figure 9.4)E-Learning(Page 358 Figure 9.4)

Factors Current Proposed

E-Learning -- --

Virtual teaching and Online Universities

-- --

Online corporate training -- --

Implementing E-learning in Learning centers

-- --

E-Learning -- --

M-Commerce (Page 384 Figure 10.1)M-Commerce (Page 384 Figure 10.1)

Factors Current Proposed

Mobile commerce -- 60%

Personal digital assistance (PDA)

-- 100%

Short message assistance (SMS) 10% --

Enhanced messaging service (EMS)

-- --

Smart phone -- --

Mobile Computing Infrastructure (Page 388 Figure 10.2)Mobile Computing Infrastructure (Page 388 Figure 10.2)

Factors Current Proposed

M-Commerce Hardware -- --

Software -- 100%

Mobile NetworksWireless LANs 30% --

M-Commerce Security IssuesSIM-Based authenticationWTSL and WIM -- --

Voice Systems for M-CommerceInteractive Voice ResponseVoice Portals -- 75%