E-Business explained through an e-Business Model approach Course HEG Neuchâtel, October 2001...

e-Business e-Business explained through an e-Business Model approachexplained through an e-Business Model approach

Course HEGNeuchâtel, October 2001

Alexander OsterwalderHEC Lausanne

[email protected](+41 21) 692.3420

© 2001 Osterwalder, HEC Lausanne e-business 2

Université de Lausanne

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Agenda

• e-Businesspages

– an e-Business Model Approach to Strategy

• Business model components > Model 8

– Product innovation 11• Value proposition, Target Customer and Capabilities

– Customer Relationship 22• Information, Feel & Serve and Trust & Loyalty

– Infrastructure Management 38• Assets, Activity Configuration and Partner Network

– Financial Aspects 51• Revenue Model, Cost Model and Profit/Loss

http://i

nforge.unil.ch/aoste

rwa



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e-Business and the « Hype cycle »[Gartner Group, 2001]



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«How the Internet influences industry structure»[Porter, 2001]



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Why an e-Business Model Approach to e-Strategy?

• A buzzword with no precise definition

– […] Executives, reporters and analysts who use the term don't have a clear

idea of what it means. They use it to describe everything from how a company

earns revenue to how it structures its organization [Linder, 2001]

• Dynamic business environment

– Shorter product life cycles

– Increased & global competition

– New Information and Communication Technologies (ICT)

• Evolving dynamic business networks

– Business Webs [Tapscott & al., 2000]

– Co-opetition [Brandenburger & al., 1996]

– Fluid organizations [Selz, 1999]



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e-Business Models: Opportunities

A company that defines it’s business model can...

• …react to rapid change

– Business architects/designers

• …share knowledge

– Business decisions

– buy in

• …simulate & learn

– System dynamics

– ScenariosXML

System

thinking

Objects



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e-Business Model Approach: what is it?

Business Processes

Business Model

StrategyPlanning level

Architectural level

Implementationlevel

Information & Communication

Technology (ICT) pressure

e-Business opportunities & change

e-Businessprocesses

e-Business Technology layer



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e-Business Model Approach: Core Elements of e-Business?

value forvalue for resources forresources for

Revenue Value added + CostsRevenue Value added + Costs

profit price

CUSTOMERRELATIONSHIP


InformationInformation

Feel & serveFeel & serve

Trust & loyaltyTrust & loyalty

PRODUCTINNOVATION

PRODUCTINNOVATION

Target CustomerTarget Customer

Value propositionValue proposition

CapabilitiesCapabilities

INFRASTRUCTUREMANAGEMENT


Resources/assetsResources/assets

Activities/processesActivities/processes

Partner networkPartner network

The e-Business Model Framework (eBMF)

[Ben Lagha, Osterwalder, Pigneur, 2001]



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e-Business Model Approach: Relationships between concepts



PRODUCTINNOVATION

PRODUCTINNOVATION

FINANCIALASPECTS

FINANCIALASPECTS



resourcefor

resourcefor

value for

revenue for

resource for

cost

feedback for

builton



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e-Business Model Approach: Relationships between concepts



PRODUCTINNOVATION

PRODUCTINNOVATION

FINANCIALASPECTS

FINANCIALASPECTS



resourcefor

resourcefor

sold through

revenue for

resource for

cost

feedback for

buildson

TARGET CUSTOMER

VALUE PROPOSITION

CAPABILITIES

RESOURCES & ASSETS

ACTIVITY CONFIGURATION

PARTNER NETWORK

INFORMATION

FEEL & SERVE

TRUST & LOYALTY

REVENUE MODEL

PROFIT / LOSS

COST MODEL

has needs value for

resource for builds on

to enable supposes

resource for builds on

to improve to collect

to establish to improve

to increase

diminishes

buildson



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Product Innovation


Information

Feel & serve

Trust & loyalty

value for resources for


profit price

Target Customer

Value proposition

Capabilities

PRODUCTINNOVATION


Resources/assets

Activities/processes

Partner network


ProductInnovation

ProductInnovation



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Target Customer : Geographical Reach

• With the Internet you are immediately global– increasing reach

– languages, cultures and legal systems…

• Location loses importance– Surgeons in New York can operate in France

(Operation Lindbergh) - (pdf)

• Low distribution costs for digital products – text, images, sound, software, numbers

• Increased competition– a tailor in Shanghai can hand-make a suit for

a lawyer in Boston and FedEx it to him



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Target Customer : Irrelevance of Time

• Always open (24/7)

ProductInnovation

ProductInnovation

www.leshop.chIncreasing routinization/automationIncreasing routinization/automation



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Target Customer : Increasing Flow of Information

• Decreasing searching costs - the customer is better informed

ProductInnovation

ProductInnovation

• Higher expectations “the competition is just one-click-away”

www.comparis.ch



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Value Proposition

To characterize product innovation, the value proposition

• defines,

• the actual product or service, and

• the value or benefits perceived by customers of the products and services offered by the firm.

• In the case of e-business this offer naturally includes a strong information system component, principally the Internet.

VALUE PROPOSITION CAPABILITESTARGET

Targeted customers Competencies, aptitudes

ProductInnovation

ProductInnovation



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Value Proposition

VALUEPROPOSITION

servicelevel

costadvantage

innovation

CUSTOMER RELATIONSHIP INFRASTRUCTURE MANAGEMENT

PRODUCT INNOVATION

ProductInnovation

ProductInnovation



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ProductInnovation

ProductInnovation

Value Proposition : Case Study

Audible.com makes it possible for the customer to listen to audiobooks, lectures, radio, newspapers and more, either at their desktop computer or on-the-go with a portable device. (complementary product innovation)

The value for the customer consists in :• A new complementary product for computers &

portable devices (product innovation)• The low price of the product (because of digital

distribution)• Speeded up distribution & access (over the Internet)• Improved shopping experience (through samples &

critics)



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ProductInnovation

ProductInnovation


LiveManuals helps people find interactive product manuals on the Web to understand how their products work (innovation + service)

The value for LiveManuals customers consists in :• Finding support information for thousands of products (product innovation)• Using live product simulations to see how they work• Getting fast answers with interactive user manuals• Tracking warranties (personalization)• Storing all the customer’s model numbers in one place (personalization)

The value for LiveManual partners consist in :• Making their products more accessible• Specializing on their core competencies



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ProductInnovation

ProductInnovation


The medical nutrition network of Novartis wants to help people deliver better nutritional care.

(service)

The value consists in :• Educational material• Updates on the latest in the Medical

Nutrition field at Novartis• Support services for consumers, health

professionals and patients



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Capabilities

VALUE PROPOSITION

Capabilities

TARGET

Customers

Competencies

[Bagchi, 2000]

ProductInnovation

ProductInnovation



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Capabilities Network[IBM, 1999]

Forumwith authors

attractpeople

• A capability depends on another• When its performance depends on the another’s

ProductInnovation

ProductInnovation



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Customer Relationship


Information

Feel & serve

Trust & loyalty




profit price

Target Customer

Value proposition

Capabilities

Resources/assets


Partner network

PRODUCTINNOVATION


Customerrelationship




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Feel & Serve : What is a Channel?

• A channel can be defined as a set of mechanisms or a network via which a firm “goes to market” and delivers its value proposition.

– Owned channels - direct (i.e. Web, phone, fax…)

– Owned channels - indirect (i.e. brand shops)

– Partner channels (intermediation i.e. retail, shops, ...)

• More precisely it defines how a firm is “in touch” with its customers for a variety of tasks

– Customer Buying Cycle (CBC)

– Customer Service Life Cycle (CSLC) The purpose is to make the right quantities of the right

products or service available at the right place, at the right time

The purpose is to make the right quantities of the right

products or service available at the right place, at the right time





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Feel & Serve : Customer Buying CycleCustomer

relationship


Implementation and UseTraining Monitoring MaintenanceTroubleshootingReverse Logistics (Returns)Life Cycle ManagementCommunity

Offer (Specification)NegotiationDecisionContractOrder & Order TrackingBilling & Payment(Financing)(Risk taking)Fulfillment

InformationConsulting

(&Requirements)Specification

Testing(Community)

AdvertisingPromotions

Public RelationsPartnerships

AFTER SALES

EVALUATIONPURCHASE

AWARENESS

[Muther, 2000; Ives, 2000]



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Feel & Serve : Channel DesignCustomer

relationship


CHANNEL Awareness Evaluation Purchase After sales

Barnes and NobleStores

(Retail)

barnesandnoble.com

(Website)

Affiliation Network(Internet)

Barnes and NobleUniversity(Website)

TV, Print, Movies(Mass media)

Promotion of authors and books

Reading cornersCoffee shopsSales person

Cash registry(cash/credit card)

Return books

Banners to books etc.

Search functionCustomer review

CriticsExcerpt

Shopping cartcheckout

(Credit card)

Order statusReturn books

Transaction history

Specialized affiliate Websites

Expert commentaries

Recommendation

Free online coursesCourses based on

books etc.

Mass advertising

Barnes & Noble Inc.



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Cost(shirt)

% profit

Added value

CustomerRetailerDistributorProducer

$20.91$11.36$20.45

Price $52.72$31.81$20.45 $52.72

Producer RetailerDistributor Customer $52.72 0%

Producer CustomerRetailerDistributor $41.34 28%

Producer CustomerRetailerDistributor $20.45 62%

[Benjamin, 1995]

Feel & Serve : Dis-intermediation (who owns the customer?)Customer

relationship




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Functions of intermediaries

Facilitate • Matching between an offer and a demand• the research of products (& their sellers)• the aggregation of products (& of sellers)• the aggregation of customers (& and their needs)

– buying clubs, customer associations, group buying

• the protection of the private sphere and the management customer profiles• putting sellers under pressure• evaluation of needs and the suggestion of the adequate product• the management of risk (insurance)• the distribution of the articles• the diffusion of information on products• influence on the buying act (Marketing)• the transmission of information about the customer

Intermediaries improve the efficiency of the exchange between producers and consumers, by aggregating transactions and creating economies of scale or scope





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Feel & Serve : Distribution channels

Airline Travel AgencyReservation S.

80% by Internet!

Otopenia …

Illustrations

[Klein, 2001]





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Feel & Serve : Intermediaries

IV. Intermediary reinforce by the Internet

III. Cyber-mediary

II. Threatened intermediaryI. Direct market reinforced by the Internet

More expensive with intermediary Cheaper with intermediary

Pre-internet

Pos

t-in

tern

et

Expedia …

Illustrations

More expensive with intermediary

Cheaper withintermediary

[Sakar, 1995]

ultra-intermediation

extra-intermediation

dis-intermediation

re-intermediation





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Distribution channel conflict

For established companies (incumbents, bricks-and-mortars)

• Risk of cannibalization• Difficulty to reconcile to ways of selling

– on the sales force level

– Compaq and its resellers and the advent of direct sales

• Former competencies, advantage or disadvantage?– unusable or contra-productive, in case of radical innovation

– Capitalization possible, if innovation incremental

• QUESTION: start doing e-commerce:– Integrated entity?

– Separated company?

[Afuah, 2001]

versus





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Information

• Data Warehousing– gather information

• Data Mining– find relations between information

• Business Intelligence– learn from information

– OLAP

• Personalization– use information for customer relationship

– recommending systems

– personnel customer memory



Online Analytical Processing(OLAP)



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• Suggest a personalized content• maintain a privileged relation with the customer• preserve a track of each visit and a customer profile• manage an individualized interaction

– promotion, action, catalogue, historic, ...

– from business rules (if … then)

– and from the client's profile– without interfering (too much) with his private life

Information : Recommending system – rule basedConversion

prospect client



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Information : Recommending system - Collaborative filtering

• anticipate customers needs– recommend products

• from his preferences– as if we knew him for a long time

• and from preferences of other clients with similar tastes– word of mouth & correlation (if you liked this, then you should also like this …)

– learn by experience

– agents (intelligent)• big mass of information rating

book 1 book 2 book 3 book 4Isabelle 1 1 5 ?Thomas 5 2 1Mathieu 5 2Catherine 2 2 4 5Benoît 3 3 3Fabian 1 1 3 4

Catherine and Fabian seem to have a similar judgement to Isabelle's for the books 1, 2 (& 3);their rating (explicit) is used for Isabelle's (implicit) for the book 4: between 4 and 5





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CRM – Customer Relationship Management

MARKETING

SALES

SERVICE

Customer care

– Call center, messaging, web …

– Self-service

– Pro-active, quality of service, …

– Sales force (SFA - Sales Force Automation)

• Prevision, contacts, estimate, proposition, follow up …

– Convert a visitor to a customer and keep the customer

– initiative, campaign

– from telemarketing to messaging

– one-to-one marketing

personalization

Customer Base





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Trust & Loyalty

TRUST

SECURITY

PRIVACY

Contribute to the establishment of

BRAND

Notoriety …

Fear: financial losses

Fear: loss of intimacy

INFO- MEDIARY COMMUNITY

Certification

Verification et authorization

Escrow

Notary, payments

Expertise

Guarantee of quality

Rating

Reputation of actors

Insurance

Risk management

Contribute

QUALITY





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Trust & Loyalty : Community

Group of people or entities– that share values or interests

– and use the le Net regularly &at the same place

transaction Business, trading, occasions, barter …

interest Idea sharing,communication …

fantasy Role games, fantasy world…

relation Assistance (disease), sharing of experiences …

[Hagel, 1997]

Put pressure on sellers

Meeting ofsellers/buyers

Target customers

BuyUnion(mass)

BuyUnion(mass)

Marketmix

(informed)

Marketmix

(informed)

BarterNew age

(unselfish, elitist)

BarterNew age

(unselfish, elitist)

Sale target

(spendthrift)

Sale target

(spendthrift)

One-to-TribeOne-to-TribeOne-to-OneOne-to-One





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• Receives, merges and manages the buyers information• protects the buyer • supplies information to vendors• puts the vendors under pressure• obtains advantages for the buyer on the behalf of the vendors

– for the information given to the vendors

• prefigured by Portals, buying clubs, associations of consumers …• requires skills and rare technologies

• Who can become info-mediary?– Fiduciaries– Merchants– buying clubs & consumer associations– databases– media, portals, …

Trust & Loyalty : Infomediary

brand

trafficemotion

[Hagel, 2000]





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Infrastructure Management


Information

Feel & serve

Trust & loyalty





profit price

Target Customer

Value proposition

Capabilities

Resources/assetsResources/assets

Activities/processesActivities/processes

Partner networkPartner network

PRODUCTINNOVATION


Infrastructuremanagement




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Activity Configuration : Configuration of activities

Laminer (1)

Presser (13)

Découper (14)

Souder (9)

Concevoir (16)

Rechercher composants

(17)

Assembler (8)

Stocker (15)

Livrer (10)

Gérer les stocks (11)

Livrer (12)

Presser (2)

Découper (3)

Alusun

Aerotech

Stocker (4)

Livrer (7)

Metalu

Tôles laminées

Tôles pressées

Toits

Capots moteurs

Landcar

ToitsCapots moteurs

Toits

Capots moteurs

SkyStar

Composants

Composants

Panneaux alu

Alliages reçus

Tableaux de bord

Rechercher alliages (5)

Suivre les contrats (6)

Propositions émises Contrats

Commandes

Informations alliages

Montants encaissés

Emettre des propositions

Conclure des contrats

E1

E2

Tôles pressées

Tôles découpées

Eléments soudés

Tôles laminées

Tableaux de bord

Plans

Panneaux alu

Eléments soudés

Eléments soudés

Tôles pressées

Informations

Informations

Tableaux de bord

Nouvel alliage

Commandes

Cartel

[Revaz, 1995]Infrastructuremanagement




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Activity Configuration : Value ChainInfrastructuremanagement

Infrastructuremanagement[Porter, 1985]



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Case study: ColorMailer

ColorMailer...

• ...is a brand of Colorplaza Ltd., an independent company based in Vevey/Switzerland, active in the field of digital imaging and in the development of multimedia Internet applications.

• ...offers products and services in the domain of digital imaging for private customers.

• …bets on the increasing number of owners of digital cameras and scanners (~ 30 million people).

Http://www.colormailer.com






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Case study: Infrastructure management element at ColorMailer

ACTIVITY CONFIGURATIONACTIVITY CONFIGURATION

Needfor

Resourcesfor

RESOURCES/ASSETSRESOURCES/ASSETS

in-housein-house

Resourcesfor

Needfor

PARTNER NETWORKPARTNER NETWORK

out-houseout-house

uploadimages

Print ofimages

Deliveryof items

Marketingof product

services

Printinginfrastructure

Packingstaff

ColorMailerWebsite






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Partner Network : Alliances and partnerships

Authormarketing

Authormarketing

Distributorinventory

Distributorinventory

Amazon.comsales

Information systemscoordination

contents

Amazon.comsales

Information systemscoordination

contents

Shippingtransporttracking

Shippingtransporttracking

Affiliatesales

Affiliatesales

Customerbuy

content

Customerbuy

content

Bankpayment

Bankpayment

deliver deliver

order

sale order

sales

critics

Credit cardclearance

returns





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Partner Network : e-SCM, e-procurement and e-market

Electronicmarket

suppliersbuyers

supply chain

Power of buyers

Reduced transaction costs Improved information access group buying …

Reduced selling costs bigger market access Dis-intermediation …

Power of suppliers

Market Vs. relation

Customers’needs

Integratedchannels

Products/services

Flexibleprocesses

Outsources/In-house

competencies

procurement





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HIERARCHY

MAKEMAKE

Supply chain

MARKET

BUYBUY

Production cost

Coordination costlow

high

low

NETWORKNETWORK

high

[Malone, 1993]

Co-production

partnership

Externalization

Virtualization

Holding

Partner Network : Strategic network Infrastructuremanagement




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Logistics: the hidden face of e-commerce

• Shop– department and/or stock (eventually separated)

• Franchise or partnership– fragmented sector: multitude of small shops

• Multi-channel distribution center existing– mail order business with a certain volume

• Ad hoc distribution centers– mail order business with a high volume

and also• Virtual warehouse (partnership with third party)

– outsourcing– use of distribution centers FedEx, for ex.

• Direct sending by manufacturer – outsourcing– integration of information systems

transportation

warehousing

[Kalakota, 1999]





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Order fulfillment (warehousing)

centralized distributed

self-operated

outsourced

Structure

Ope

ratio

n DedicatedFulfillment

Center

DedicatedFulfillment

Center

DistributedDeliveryCenters


Third-PartyFulfillment

Center


Center

PartnerFulfillmentOpération


Build-to-order

ManufacturerDirectShipment

In-store

[Kalakota, 1999]





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Changing the warehousing approach

centralized distributed

in h

ouse

outs

ourc

ed

Structure

Ope

ratio

n DedicatedFulfillment

Center

DedicatedFulfillment

Center




Center


Center



Examples

VolumesInvestmentFlexibility





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Scénario ABC

Standards - XML

• Collection of business components (product, supplier, order, …)

• and standard processes (fulfillment, invoicing, delieving …)

• XML tags for inter-application exchanges– EAI, B2B, …– EDI legacy (ISO codes, X12 components)

• bizTalk– By Microsoft– Simple Object Access Protocol (SOAP)

• Common Business Library (CBL)– By CommerceOne

• Commerce XML (cXML)– By Ariba

• and also Bolero, IOTP, OAGIS, OCF …

[Haifei Li, 2000]





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Standards - ebXML

Initiative OASIS & UN-CEFAC (Edifact)

UML

TPATradingPartner

Arrangement





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Financial Aspects


resources for

Target Customer

Value proposition

Capabilities

Resources/assets


Partner network

PRODUCTINNOVATION



Information

Feel & serve

Trust & loyalty

value for


profit price

FinancialAspects

FinancialAspects



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Value creation and revenues - a simple equation

«The creation of an economic value stays the measure of success»

• PROFIT

= (P – VC).Q – FC

P the unit price of a product

VC the variable cost of a unit

Q the number of products sold

FC fixed costs

FinancialAspects

FinancialAspects

FINANCIALASPECTS

FINANCIALASPECTS

REVENUE MODEL

PROFIT / LOSS

COST MODEL

to increase

diminishes



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FinancialAspects

FinancialAspects

Revenue Models

• Selling– selling a good : flowers

(i.e. www.fleurop.ch)

– selling a service : brokerage(i.e. www.consors.ch)

• Revenue Sharing– affiliation programs

(i.e.Amazon.com)

– commission(i.e.ColorMailer.com & partners)



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FinancialAspects

FinancialAspects

Revenue Models (…continued…)

• Providing/Leasing– Application Service Providers (ASP)

(i.e. JD Edward Enterprise Resource Planning (ERP))

• Advertising/Sponsoring– www.romandie.com / www.yahoo.com

www.jdedwards.com



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FinancialAspects

FinancialAspects

Revenue Models (...continued)

• Transaction Cut– auctions (i.e. eBay.com)

– brokerage (i.e. SWX Swiss Exchange www.swx.ch)

• Licensing– intellectual capital (Rambus)

– Software (i.e. Oracle, Microsoft, …)

• Franchising– Benetton, McDonalds



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FinancialAspects

FinancialAspects

Pricing Models

• Free– subsidized through other

revenues (i.e. advertising)

• Fixed Pricing– menu pricing (ev. with discount)

– subscription

– pay per use

– below cost (...subsidized)

• One-to-one bargaining– negotiation

• Auction– reverse auction

– dutch auction

– ...

Free: le Monde

Subscription: WS Journal

Dutch Flower Auction



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FinancialAspects

FinancialAspects

Pricing Models (…continued)

• Barter– no money flow

• Real-time Market Driven– offer/demand (i.e. stock markets)

• Product Mix dependant– bundling (i.e. computers, mobile

phones, hotels)

• Lowest price– (i.e. through agents,

through proof)

colruyt.be

barterdirectory.com.au



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• Based on – catalog– negotiation between the seller and the buyer– auction– request for proposal (RFP)

• « good bye to fixed pricing »?– Suppliers enjoy price differenciation in order to avoid comparison– Customers enjoy low price and gaming using comparison

Yield Management • Allows to calculate in real time (online if on the Internet)

• the best prices• for maximazing the profit generated by the sales• based on a forecasting model of sale behavior

(for micro-segments)

Transforming the pricing[Klein, 2000]

Yield Management



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Trends towards dynamic and online pricing

• Based on – catalog– negotiation between the seller and the buyer– auction– request for proposal (RFP)

• « good bye to fixed pricing »?– Suppliers enjoy price differenciation in order to avoid comparison– Customers enjoy low price and gaming using comparison

Yield Management • Allows to calculate in real time (online if on the Internet)

• the best prices• for maximazing the profit generated by the sales• based on a forecasting model of sale behavior

(for micro-segments)

[Klein, 2000]

FinancialAspects

FinancialAspects



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Yield Management - conditions

• Perishable product– No value after a given date (seat onboard, room, …)

• Variable demand and rigid production capacity– Demand changes (high, low, …)

– Offer is fixed

• Reservation– Before the use of the service

• Price differenciation– Elasticity (demand/price) is variable according to the segment

– Attract customer with high sensity to price with low prices (apex)

– Keep demanding people with price barriers (1st class)

• High fixed cost & low variable cost• Price leverage

– Small increase of revenu causes significative increase of profit



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e-Business Models: HEC Lausanne Research Objectives

E-Business Model Ontologyor Framework (eBMF)

- concepts/models (components)- links between concepts/models

E-Business Model Ontologyor Framework (eBMF)

- concepts/models (components)- links between concepts/models

E-Business Model Handbook- navigate in concepts (www)

- graphical representation- illustrative examples

E-Business Model Handbook- navigate in concepts (www)

- graphical representation- illustrative examples

E-Business Model Language (eBML)

- ontology representation (xml)- graphical representation

- knowledge sharing

E-Business Model Language (eBML)

- ontology representation (xml)- graphical representation

- knowledge sharing

E-Business Model Design Tool

- computer assisted design- evaluation

- change management

E-Business Model Design Tool

- computer assisted design- evaluation

- change management

E-Business Model Simulation

- scenarios (system dynamics)- learn about Business Models

- be prepared

E-Business Model Simulation

- scenarios (system dynamics)- learn about Business Models

- be prepared

E-Business Model Games

- play, learn & understand

E-Business Model Games

- play, learn & understand




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END

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E-Business explained through an e-Business Model approach Course HEG Neuchâtel, October 2001...

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