Alexander Nikov. 10. Online Retail and Services. Blue Nile Sparkles For Your Cleopatra Class Discussion. Outline. 1. The Online Retail Sector
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1 INFO 3435 ecommerce Teaching Objectives 10. Online Retail and Services Describe the environment in which the online retail sector operates today. Explain how to analyze the economic viability of an online firm. Identify the challenges faced by the different types of online retailers. Describe the major features of the online service sector. Discuss the trends taking place in the online financial services industry. Describe the major trends in the online travel services industry today. Identify current trends in the online career services industry. Alexander Nikov 10-2 Blue Nile Sparkles For Your Cleopatra Class Discussion Why is selling (or buying) diamonds over the Internet difficult? How has Blue Nile built its supply chain to keep costs low? How has Blue Nile reduced consumer anxiety over online diamond purchases? What are some vulnerabilities facing Blue Nile? Would you buy a $5,000 engagement ring at Blue Nile? Outline 1. The Online Retail Sector 2. Analyzing the Viability of Online Firms 3. ecommerce in Action: E-tailing Business Models 4. The Service Sector: Offline and Online 5. Online Financial Services 6. Online Travel Services 7. Online Career Services
2 What s New in Online Retail What s New in Online Retail, Mobile commerce exploding Social networks experiment with social commerce Online retail still the fastest growing retail channel Buying online a normal, mainstream experience Selection of goods increases, includes luxury goods Informational shopping for big-ticket items expands Specialty retail sites show rapid growth Integration of multiple retailing channels Big Data used for predictive marketing The Online Retail Sector Most important theme in online retailing is effort to integrate online and offline operations $17 trillion U.S. economy U.S. retail market Personal consumption of goods and services accounts for $11.8 trillion (about 69%) of total gross domestic product (GDP) The Retail Industry 7 segments (clothing, durable goods, etc.) For each, uses of Internet may differ Information vs. direct purchasing General merchandisers vs. specialty retailers Mail order/telephone order (MOTO) sector most similar to online retail sector Sophisticated order entry, delivery, inventory control systems
3 Composition of the U.S. Retail Industry E-commerce Retail: The Vision 1. Reduced search and transaction costs; customers able to find lowest prices 2. Lowered market entry costs, lower operating costs, higher efficiency 3. Traditional physical store merchants forced out of business 4. Some industries would be disintermediated Few of these assumptions were correct structure of retail marketplace has not been revolutionized Internet has created new venues for multichannel firms and supported a few pure-play merchants Figure 9.1, Page 568 SOURCE: U.S. Census Bureau, The Online Retail Sector Today The Growth of Online Retail in the United States Smallest segment of retail industry (6%) Growing at faster rate than offline segments Revenues have resumed growth Around 75% of Internet users bought online in 2014 Primary beneficiaries: Established offline retailers with online presence (e.g. Staples) First mover dot-com companies (e.g. Amazon) Figure 9.2, Page 571 SOURCES: Based on data from emarketer, Inc. 2014a 10-12
4 The Online Retail Sector Today (cont.) Omni-channel integration Integrating Web operations with traditional physical store operations Leverage value of physical store Types of integration, e.g. online order, in-store pickup Social commerce growth Location-based marketing of local goods and services Rapidly growing mobile platform Tablets the ultimate shopping machine Retail ecommerce: Multi-channel integration methods Outline 1. The Online Retail Sector 2. Analyzing the Viability of Online Firms 3. ecommerce in Action: E-tailing Business Models 4. The Service Sector: Offline and Online 5. Online Financial Services 6. Online Travel Services 7. Online Career Services
5 Analyzing the Viability of Online Firms Economic viability: Ability of firms to survive as profitable business firms during specified period (i.e., 1 3 years) Two business analysis approaches: 1. Strategic analysis Focuses on both industry as a whole and firm itself 2. Financial analysis How firm is performing Strategic Analysis Factors Key industry strategic factors Barriers to entry Power of suppliers Power of customers Existence of substitute products Industry value chain Nature of intra-industry competition Strategic factors related to specific firm Firm value chain Core competencies Synergies Technology Social and legal challenges Outline 1. The Online Retail Sector 2. Analyzing the Viability of Online Firms 3. ecommerce in Action: E-tailing Business Models 4. The Service Sector: Offline and Online 5. Online Financial Services 6. Online Travel Services 7. Online Career Services Financial Analysis Factors Statements of Operations Revenues Cost of sales Gross margin Operating expenses Operating margin Net margin Pro forma earnings EBITDA Balance sheet Assets, current assets Liabilities, current liabilities and long-term debt Working capital 10-20
6 E-commerce in Action: Amazon.com Vision: Earth s biggest selection, most customer-centric Business model: Amazon Retail, Third Party Merchants, and Amazon Web Services (merchant and developer services) Financial analysis: Continued explosive revenue growth, profitable Strategic analysis/business strategy: Maximize sales volume, lower costs and prices, acquisitions, mobile shopping, new products and services, Amazon Fire phone and TV Strategic analysis/competition: Online and offline general merchandisers, Web services E-commerce in Action: Amazon.com Strategic analysis/technology: Largest, most sophisticated collection of online retailing technologies available Strategic analysis/social, legal: Sales tax, patent lawsuits Future prospects: In 2014, Amazon registered more than $39 billion in sales, compared to $31 billion in 2013 Increased selection and in-stock availability Increased spending on new technology initiatives (Fire phone), new warehouses, video library, original programming, and new products/services Amazon s consolidated statement of operations and summary balance sheet data E-tailing Business Models Virtual merchant Amazon Omni-channel (bricks-and-clicks) Walmart, Macy s Catalog merchant Lands End, L.L. Bean Manufacturer-direct Apple, Dell, Sony Channel conflict Move from supply-push model to demand-pull
7 Common Themes in Online Retailing Online retail fastest growing channel in retail commerce Profits for startup ventures have been difficult to achieve Disintermediation has not occurred Established merchants need to create integrated shopping experience to succeed online Growth of online specialty merchants ( e.g., Blue Nile) Extraordinary growth of social, local, and mobile e-commerce Increasing use of Big Data analytics by retailers Outline 1. The Online Retail Sector 2. Analyzing the Viability of Online Firms 3. ecommerce in Action: E-tailing Business Models 4. The Service Sector: Offline and Online 5. Online Financial Services 6. Online Travel Services 7. Online Career Services The Service Sector: Offline and Online Service sector: Largest and most rapidly expanding part of economies of advanced industrial nations Concerned with performing tasks in and around households, business firms, and institutions Includes doctors, lawyers, accountants, business consultants, etc. Employs 4 out of 5 U.S. workers 80% of economic activity Service Industries Major service industry groups: Finance Insurance Real estate Travel Professional services legal, accounting Business services consulting, advertising, marketing, etc. Health services Educational services
8 Service Industries Two categories Transaction brokers Hands-on service providers Features: Knowledge- and information-intense Makes them uniquely suited to e-commerce applications Personalization and customization Level differs depending on type of service Outline 1. The Online Retail Sector 2. Analyzing the Viability of Online Firms 3. ecommerce in Action: E-tailing Business Models 4. The Service Sector: Offline and Online 5. Online Financial Services 6. Online Travel Services 7. Online Career Services Online Financial Services E-commerce has transformed banking and financial services Major institutions deploy online services Online financial consumer behavior Most online consumers use financial services sites Check balances Pay bills Experienced users move on to more complex financial services Number of people using mobile devices for financial services is surging
9 Industry Consolidation and Integrated Financial Services Online Financial Consumer Behavior Consumers attracted to online financial sites because of desire to save time and access information rather than save money Most online consumers use financial services firms for mundane financial management Check balances Pay bills Number of people using mobile devices for financial services is surging Figure 9.3, Page Online Banking and Brokerage The Growth of Online Banking Online banking pioneered by NetBank and Wingspan; no longer in existence Established brand-name national banks have taken substantial lead in market share Over half of U.S. adults use online banking Early innovators in online brokerage (E*Trade) have been displaced by established brokerages (Fidelity, Schwab) Figure 9.4, Page 610 SOURCE: Based on data from comscore, 2010, emarketer, Inc., 2010b
10 Multi-channel vs. Pure Online Financial Service Firms Top online brokerages, 2013 Online consumers prefer multi-channel firms with physical presence Multi-channel firms Growing faster than pure online firms Lower online customer acquisition costs Pure online firms Cannot provide all services that require face-to-face interaction Financial Portals and Account Aggregators Financial portals Comparison shopping services, independent financial advice and financial planning Revenues from advertising, referrals, subscriptions E.g., Yahoo! Finance, Quicken.com, MSN Money Account aggregation Pulls together all of a customer s financial data at a personalized Web site E.g., Yodlee: provides account aggregation technology Privacy concerns; control of personal data, security, etc. Online Mortgage and Lending Services Early entrants hoped to simplify and speed up mortgage value chain Difficulties of developing brand and simplifying mortgage generation process Three kinds of online mortgage vendor today 1. Established online banks, brokerages, and lending organizations 2. Pure online mortgage bankers 3. Mortgage brokers Online mortgage industry has not transformed process of obtaining mortgage Complexity of process
11 Online Insurance Services Online term life insurance: One of few products for which Internet lowered search costs, increased price comparison, and resulted in lower prices Commodity Most insurance not purchased online Online industry geared more toward Product information, search Price discovery Online quotes Influencing the offline purchasing decision Online Real Estate Services Early vision: local, complex, and agent-driven real estate industry would transform into disintermediated marketplace where buyers and sellers would transact directly However, major impact is influencing of purchases offline Impossible to complete property transaction online Main services are online property listings, loan calculators, research, and reference material, with mobile apps increasing Despite revolution in available information, there has not been a revolution in the industry value chain Outline 1. The Online Retail Sector 2. Analyzing the Viability of Online Firms 3. ecommerce in Action: E-tailing Business Models 4. The Service Sector: Offline and Online 5. Online Financial Services 6. Online Travel Services Online Travel Services One of the most successful B2C e-commerce segments More travel is booked online than offline Online travel services revenues in 2014: Over $145 billion For consumers: More convenient than traditional travel agents For suppliers: A singular, focused customer pool that can be efficiently reached through onsite advertising 7. Online Career Services
12 Online Travel Services Travel an ideal service/product for Internet Online Travel Services Revenues Information-intensive product Electronic product travel arrangements can be accomplished for the most part online Does not require inventory Does not require physical offices with multiple employees Suppliers are always looking for customers to fill excess capacity Does not require an expensive multi-channel presence Figure 9.3, Page 603 SOURCE: Based on data from emarketer, 2014e The Online Travel Market Four major sectors: Airline tickets Greatest source of revenue Hotel reservations Car rentals Travel packages Corporate online-booking solutions (COBS) Online Travel Industry Dynamics Intense competition among online providers Price competition difficult Industry consolidation Stronger, offline established firms purchasing weaker online firms to create multi-channel travel sites Industry impacted by meta-search engines Commoditize online travel Mobile applications are also transforming industry Social media content, reviews have an increasing influence on travel purchases
13 Major online travel sites The Travel Services Value Chain Figure 9.7, Page Outline 1. The Online Retail Sector 2. Analyzing the Viability of Online Firms 3. ecommerce in Action: E-tailing Business Models 4. The Service Sector: Offline and Online 5. Online Financial Services 6. Online Travel Services 7. Online Career Services Online Career Services Two main players: CareerBuilder, Monster Five traditional recruitment tools: Classified and print ads, career expos, on-campus recruitment, staffing firms, internal referral programs Online recruiting More efficient, cost-effective, reduces total time-tohire Enables job hunters to more easily distribute resumes while conducting job searches Ideally suited for Web due to information-intense nature of process
14 It s Just Information: The Ideal Web Business? Popular online recruitment sites Recruitment ideally suited for Web Information-intense process Initial match-up doesn t require much personalization Saves time and money for both job hunters and employers One of the most important functions: ability to establish market prices and terms (online national marketplace) Online Recruitment Industry Trends Consolidation Diversification: Niche employment sites Localization: Local vs. national, Craigslist Job search engines/aggregators: Scraping listings Social networking: LinkedIn; Facebook apps Mobile Web sites and apps 10-55
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