TechEnterprises&MarketOpportunityAnalysis
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Objectives:1. The Technology Enterprise and
e-Commerce?2. Market Opportunity Analysis3. e-Commerce statistics and
trends1
Schedule
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Date Topic Readings Group Work1 1/22/16 Introduction to the class See lecture notes2 1/29/16 Tech Enterprises & Market Opportunity Analysis See lecture notes 1. Group Collaboration, GoPro
3 Market Opportunity Analysis
4 2/5/16 Internet Technologies 2. Market Opportunity
CosmeticsRedefined
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Crowdsourced Systems• http://community.pachube.com/node/611
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TheSkypeStory• FoundedbytwoSwedes:Niklas Zennström andJanusFriis.• Namederived from"Skypeer-to-peer”• FirstbetaversionavailableAugust29,2003.• 54millionusersinabout2years.• Soldtoe-Bayfor4.1billionUSDin2005.• Over300millionregistered usersby2008.• Salesofabout$500millionin2008.• AsofDecember 2009:
– eBayowns30%– Niklas Zennstrom andJanusFriis (Skypefounders)own14%– TherestofSkypeisheldbyinvestorsledbySilverLakeandincludes JoltID
Limited, CanadaPensionPlanInvestment BoardandAndreessen Horowitz– ValuationofSkype:$2.75billion– eBayreceived:$1.9billion incashwithprincipalamountof$125millionwith
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SkypeCalls
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SkypeData
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WhatisE-Commerce?
• Electroniccommerce,ore-commerce–Thebuyingandsellingofinformation,products,andserviceviacomputernetworksanddistributedmedia,usuallytheWorldWideWeb andothercomputernetworks.
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ECPerspectives• Businessprocess perspective:
– TheapplicationofITandcommunicationstowardthesupportandautomationofbusinesstransactionsandworkflows
• Service perspective:– Atooltoaddresstheneedforcuttingservicecostswhileimprovingservicequalityandspeedofdelivery
• Online perspective:– ECprovidesthecapabilityofbuyingandsellinginformation,goodsandservicesovertheInternetandotheronlineservices.
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Characteristicsofe-Commerce&e-Business
• e-Businessisaboutintegratingexternalcompanyprocesseswithanorganization’sinternalbusinessprocesses:–Collaborativeproductdevelopment.–Collaborativeplanning,forecastingandreplenishment.
–Procurementandordermanagement.–Operationsandlogistics.
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TheTechnologyEnterprise
E-CommerceE-Business
Suppliers ManufacturingandAssembly
Finance,Accounting,
HR,Strategy,…
Sales,Distribution,Marketing,CustomerService
Customers
CRMSCM Back Office
Front Office
Integration
Value is Added
ERP
Systems:12© E. Rolland, 2016
EnterpriseResourcePlanningSystems(ERP):
• Systemsthatintegrate&automatemanyofthebusinesspracticesassociatedwiththeoperationsofacompany.
Failure rates: Alarmingly highSuccess in China: 10%
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SupplyChainManagement(SCM):• Supplychainmanagementistheprocessofplanning,implementing,andcontrollingtheoperationsofthesupplychainasefficientlyaspossible.
• SupplyChainManagementspansallmovementandstorageofrawmaterials,work-in-processinventory,andfinishedgoodsfrompoint-of-origintopoint-of-consumption.
• Failurerates:~70%
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TheSCMPerformance/CapabilityContinuum
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Customerrelationshipmanagement(CRM):
• CRMisabroadtermthatcoversconceptsusedbycompaniestomanagetheirrelationshipswithcustomers
• 3aspects:– Operational - automationorsupportofcustomerprocessesthatincludeacompany’ssalesorservicerepresentative
– Collaborative - directcommunicationwithcustomersthatdoesnotincludeacompany’ssalesorservicerepresentative(selfservice)
– Analytical - analysisofcustomerdataforabroadrangeofpurposes
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TraditionalCategoriesofe-Business originating from…
Business Consumers
and
Selli
ng to
…
Con
sum
ers
Bus
ines
s
B2B
Alibaba
B2C (B2B2C)Lebai Online
Technology (Rakuten& Baidu)Amazon
C2C (C2B2C)
Taobao, eBay
C2BGroupon
gaopeng.com
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Internet Industries
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e-B/e-C Requirements• Identify/measurequantifiable businessobjectives• Ensureorganizational/operationalflexibility• Re-thinkentirecompanysupplychains• Transformthecompanytoaprocess-centricone• Define businessprocesses• Understandsecurity requirements• Align businessorganizationswithaflexible ITarchitecture
• Establishubiquitywithinstandards– Efficientprocessmanagement– Efficiententerpriseintegrationtechnology
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Advantagesofe-Business/Commerce
• Improvedoperationalefficiencyandproductivity.• Reductioninoperatingcostsandcostsofgoodsandservices.
• Improvedcompetitiveposition.• Penetrationintonewmarketsthroughnewchannels.• Improvedcommunications,informationandknowledgesharing.
• Harmonizationandstandardizationofprocesses.• Improvedinternalinformationaccess.• Improvedrelationshipswithsuppliersandimprovedcustomerservice.
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Inhibitors• Management/StrategyIssues
– Lackofaclearlydefinede-Businessstrategy– Organizationalchangesrequiredbye-Business– Managementattitudesandorganizationalinflexibility
• Cost/Financing– Costsofimplementationofe-Business– CalculatingtheReturnonInvestment(ROI)
• Insufficientsecurity&trust• Legalandintellectualpropertyrightsissues• TechnologyConcerns
– Limitedinteroperabilityasmostexistingapplicationsdependonproprietarysolutionswhichdonotinteroperate.
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TheEffectsofearlye-Business/Commerce
• Are-thinkingofthewaywedobusiness• Analteredcompetitiveenvironment• Severechangesinourbusinessmodels• E-B/Cnownecessitates:
– Improved(andmorefrequent)MarketOpportunityAnalyses
– BetterMarketUnderstandingincludingTechnologyDisruption
– BusinessModelInnovation– NewStrategies
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Top3Reasonsforstudyingtechnologystrategy?1. Togetajobthatisindemand!2. Tounderstandhowmanagementis
changingwithtechnology.3. Toleveragetechnologyinorderto
achieveasustainablecompetitiveadvantage
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CourseOverview
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Technology&
Disruption
MarketConditions
Competition
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CourseRoadMap- Theory1. Seed Opportunity
& Value System5.
Ass
ess
Com
petit
ive,
Tech
. & F
inan
cial
At
tract
iven
ess
4. Declare
Resource-Based Advantage
Market
&
Busines
s
Structu
res
3. Identify
Target Market
Product
Definition
2. Uncover the
Opportunity Nucleus
Technology
Strategy &
Competition
Business Model
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MarketOpportunityAnalysis1. Seed Opportunity
& Value System5.
Ass
ess
Com
petit
ive,
Tech
. & F
inan
cial
At
tract
iven
ess
4. Declare
Resource-Based Advantage
3. Identify
Target Market
2. Uncover the
Opportunity Nucleus
Market Opportunity
Analysis
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TheYouTubeStory
• InspiredbyJanetJackson’swardrobemalfunctionduringSuperbowl 2004
• NeedillustratedclearlybytheaftermathoftheearthquakeinIndianOceanDec.26,2004,wheremorethan225,000peoplediedfollowingthetsunami
• Launchedtowardstheendof2005• FundingfromSequoiaCapital(3.5millionUSD;additional8millionin2006)
• BoughtbyGooglefor1.65billionUSDin2007• Estimated$1.3billionrevenuesin2011
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Themarketopportunityanalysisframework
1.Seedopportunity:Thestartingpointforopportunity
identificationisoftensomeonewithabeliefaboutavaluesystemthatcanbereinventedortransformed.
2.Uncoveropportunitynucleus:Definetheopportunitytoincrease
customersatisfactionorcreateanew,highlyvaluedcustomerexperience.
Uncovereitherunmetneedsorunderservedneeds.
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Themarketopportunityanalysisframework
3.IdentifyTargetCustomers:Identifyingandprioritizingcustomer leads toapreliminaryunderstanding of
thepotentialthecompanycouldseektoserve.
4.Declarethecompany’sResource-BasedOpportunity:Thecompanyshouldexamine thedistinctcapabilitiesandactivities itcould
bringtotheoffering toachieveadvantage,either throughitsownresources orthoseofpotentialpartner companies.
5.AssessOpportunityAttractiveness:Thecompanymustassess themarket’s:– financial,– technologicaland– competitivesituations.
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IsMarketOpportunityAnalysisdifferentinthenetworkedeconomy?
• Competitionoccursacrossindustryboundariesratherthanwithinindustryboundaries.
• Competitivedevelopmentsandresponsesareoccurringatanunprecedentedspeed.
• Competitionoccursbetweenalliancesofcompaniesratherthanbetweenindividualcompanies.
• ConsumerBehaviorisstillintheearlystagesofbeingdefined:Itiseasiertoinfluenceandchangeconsumerbehavior.
• Businessmodelsarerapidlybeingreconfigured.
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InternetUsers
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TheSearchMarket
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ChangesinAdvertising?
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FinalQuestion
• Whatmakesonlinebusinessdifferentfrombusinessasusual?
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Groupwork #2MarketOpportunityAnalysis
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Summary
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1. TheTechnologyEnterpriseande-Commerce?
2. MarketOpportunityAnalysis3. e-Commercestatisticsandtrends
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RecommendedReadings1. faberNovel.2011.“Amazon.com:The
HiddenEmpire”.TravelMay11.http://www.slideshare.net/faberNovel/amazoncom-the-hidden-empire.
2. Kleiner PerkinsCaufield &Byers.2012.“2012KPCBInternetTrendsYear-EndUpdate”December3.http://www.slideshare.net/kleinerperkins/2012-kpcb-internet-trends-yearend-update.
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SeedOpportunity
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TargetMarket
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1. Determine a demographic profile for your target audience.a) Age: What is the age range of the population who needs your service?b) Gender: Which gender would be most interested in this service?c) Income: What is the income level of my potential clients?d) Education: What level of education do they have?e) Martial Status: What is their marital or family status?
2. Determine the values and lifestyle of your target audience.a) What does your target market value most?b) Where do they get most of their decision-making information? Do they research the Internet, newspapers, books, or
television?c) Are they first responders or followers? Will your target audience respond to something new, or wait for others to try it
first?3. Determine how you intend your target audience to interact with your service or product.a) How will your target audience benefit from your service or product?b) What do they like or dislike about your service or product in general?c) Is this a product or service they need (helps fill a basic need, food, shelter, etc) or a luxury item (may increase quality of
life, but not essential)?4. Create a target audience profile. Using your answers from the above questions create a prototype person from your target market. Give him or her a name, an age, and a job.a) Does he or she have a family?b) If so, how many children does he have?c) Where does she live?d) What are her interests?e) How much education does she have?f) What keeps her up at night?g) Write down the attributes of your prototype person.h) When advertising and marketing, keep the prototype person you created in mind.
Feasibility• Financial(oreconomic):
–Astudyonwhetheraprojectisviableaftertakingintoconsiderationitstotalcostsandprobablerevenues.Iftherevenuescoverthecostsoftheproject,thentheprojectisfeasible.Forinstance,thecostofproductionis$500,000,andtheexpectedincreaseinrevenuewillbe$1,000,000.Thisprojectisfeasibleasitsrevenuemorethancoveritscosts(assumingyouhavedoneyourhomework).
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Feasibility
• Technical:–Prototypinganddesign–Manufacturingprocessassessment–Plantevaluationandselection–Rawmaterialsourcing–…
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Feasibility
• Market:–DescriptionoftheIndustry–CurrentMarketAnalysis–Competition–AnticipatedFutureMarketPotential–PotentialBuyersandSourcesofRevenues–SalesProjections
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ResourceMap
• Personnel• FacilitiesandOperationalResources• OperationalProcesses• Customers• Externalpartners
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