Globalisierung und Business:...alle dachten, die new economy ist tot... what works, what not Michael Klemen Krems, 20.09.2001 September 2001 Michael Klemen / Company Private Page 1
1. Introduction Business Application Evolution Europe`s Status B2B Cyber- Market Connection Scope Traditional Trading Partners Value/Supply Chain 199-2000 C-Commerce 2000-2004 Enterprise Domain 199 Reactive Reporting Proactive Notification Collaborative Interaction Source: Gartner Group September 2001 APPLICATION PARADIGM Michael Klemen / Company Private
1. Introduction The e-business world Europe`s Status B2B eprocurement Unternehmen ecommerce LIEFERANTEN Einkauf Verkauf KUNDEN eprocurement Auktionen Web-basierte Einkaufsunterstützung emarketplaces eportale Intern esupply Chain Mgmt Collaboration/Groupware Sales Force Automation Work Flow econtrolling emarketing ecustomer Relationship Management Shops und Kataloge Web Publishing eportale Source: Die Presse September 2001 Michael Klemen / Company Private Page 3
1. Introduction Target: a perfect relationship Europe`s Status B2B One Seller Intimate relationship: Exceptional Anyone No relationship: Commonplace Anyone Buyer (consumer or business) One Customer Relationship Management lets an any-to-any relationship feel like an intimate one-to-one relationship September 2001 Michael Klemen / Company Private Page 4
1. Introduction How e-biz works today Europe`s Status B2B September 2001 Michael Klemen / Company Private Page
1. Introduction Letting customers lead Europe`s Status B2B Markets are conversations Markets consist of human beings, not demographic sectors Conversations among human beings sound human. They are conducted in a human voice. Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, uncontrived People recognize each other as such from the sound of this voice. Source: Futurize Your Enterprise / David Siegel September 2001 Michael Klemen / Company Private Page 6
1. Introduction From Push to Pull Marketing Europe`s Status B2B Awareness Interest Consideration Electronically know your customer : find attract engage manage awareness acquisition education conversion Purchase fulfill service maturation sales support September 2001 Michael Klemen / Company Private
1. Introduction Customer View Functional content Campaign templates Web campaigns mail campaigns Newsletter services Web Analysis Lead & Prospect Generation Customer Monitoring Partner & Alliances Search Supplier Evaluation Company Evaluation M&A Competitive Analysis Search for Investors Contact Management Calendar / Scheduling Campaign Management Telemarketing / Telesales Lead Tracking Opportunity Management Account Management Sales Management Order Processing Automation Management Analysis / Reporting Decision Support Europe`s Status Customer lifecycle Service Management find attract engage manage fulfill service/support - Service Mgmt - Service Provisioning - Mobile Service Mgmt - Service Monitoring and Reporting - Intelligent Pricing and Bidding - IT Procurement - Workflow Mgmt - Billing Interfaces Employee Management - Individual Service Portal - Personal Resource Mgmt - Individual Calendar Mgmt - Timesheets - Workflow Mgmt - Multi Language / Multi Currency Project Management - Service Delivery Project Mgmt - Workflow Mgmt - Multi Language / Multi Currency Quality Management Organization Management - Helpdesk - Complaint Mgmt - Organizational Infrastructure Mgmt - Service Level Agreement Mgmt - External Provider Mgmt - Trouble Ticketing - Outsource Mgmt - QA Certification - Approval / Authorization of Services - Configuration Mgmt - Service Delivery Team Mgmt - Workflow Mgmt - Workflow Mgmt - Multi Language / Multi Currency - Multi Language / Multi Currency September 2001 Michael Klemen / Company Private Page 8 B2B
1. Stages in marketing Ad hoc activity Focusing the effort Formalization Institutionalizing capability Activities of digital marketing group establish a basic online presence rally international interests/skills create policies to focus and unify efforts track what works and what doesn t build the digital business develop/gather appropriate skills deliver against value proposition manage organizational interdependencies Structure and reporting no formal structure in place low visibility steering committee established temporary reporting relationship organizational structure emerges formal home established for digital group distinct units in place within group linkages to core business People involved a few, often self-selected part time fewer than -10 people full time 10-30 full-time people heavy support from 1 or 2 sources (eg, agency) more than 30 full-time staff Web of external support sources Skills in place no institutional expertise or specialization few experts with little specialization experts emerging dedicated experts and skills in place Funding little or none corporate or ad hoc by business or functional units by business units September 2001 Michael Klemen / Company Private Page 9
1. Introduction Innovative ways forward Europe`s Status B2B Think web first... not only Some examples: www.oracle.com www.appsnet.oracle.com http://statthannover.update.com www.businesscom/whatworks Source: Futurize Your Enterprise / David Siegel September 2001 Michael Klemen / Company Private Page 10
statthannover.update.com No welcome! Still X days to go! Inform me! Please Inform me *First name *Last name *email Poll CeBIT Started? Yes welcome! welcome screen (after 10 secs auto-redirect) Recommend *First name *Last name *email *Friend 1 email Friend 2 email Friend 3 email... Press / Future Interview Audio Interview Download Picture Download Links amazon.de messeparty.de... marketing.manager F l a s h Poll a xxx b xx c xxxxxx Press Links Call Main Page request.center F l a s h Recommend Win a Book mm rc pm Call Yes Win A Book *First name *Last name *email *Address (x) Yes, I agree... prospect.miner F l a s h Call Do you want to win? No Feedback Thank You Call Me Back *First name *Last name *Tel No email Address... *Time Call September 2001 Michael Klemen / Company Private Page 11
Europe in 2001 B2B PART II European Behavior in Online Shopping convergence The Wall Street Journal Europe`s magazine of digital business Summer 2001 Summer 2001 September 2001 Michael Klemen / Company Private Page 12
Europe in 2001 B2B September 2001 Michael Klemen / Company Private Page 13
Europe in 2001 B2B September 2001 Michael Klemen / Company Private Page 14
Europe in 2001 B2B September 2001 Michael Klemen / Company Private Page 1
B2B where to go PART III Where does B2B go A McKinsey Stanford e- study Summer 2001 September 2001 Michael Klemen / Company Private Page 16
1. Introduction Methodology Findings Implications Where does B2B go Just a short time ago, expectations were that the business-to-business Internet sector would be in full swing today. Yet many once-promising B2B exchanges have now either gone out-of-business, downsized, or been forced to change their business model. Where does B2B go from here? McKinsey & Company teamed recently with Stanford University Business School s Center for Electronic Business and Commerce to collect and analyze operational information from 60 independent B2B platforms across the US and Europe. The team s goal was to create a index for B2B companies based on their ability to acquire customers, penetrate customer spending, and monetize the business opportunities they d targeted. The eleven exhibits that follow present the study s findings. September 2001 Michael Klemen / Company Private Page 17
Methodology What indicates? The study team identified indicators to help evaluate the operational traction achieved by participants. September 2001 Michael Klemen / Company Private Page 18
Findings Customer acquisition Top-quartile companies have significantly more active buyers and sellers and a greater number of first-time customers September 2001 Michael Klemen / Company Private Page 19
Findings Customer penetration Even the top-quartile B2Bs do not execute numerous transactions per customer. (The average number of transactions even for the top quartile is less than two per month) September 2001 Michael Klemen / Company Private Page 20
Findings Customer monetization The best performers have higher returns on operating expenditures and are more successful in getting larger transaction revenues September 2001 Michael Klemen / Company Private Page 21
Implications Payment capability beats content provision Marketplaces with extensive transaction and payment capability scored higher than those with rich content September 2001 Michael Klemen / Company Private Page 22
Implications A new, successful revenue model is emerging As marketplaces expand to provide more than just transaction-based capabilities, the greater share of revenues will come from value-added services as well as consulting, training, and technology licensing September 2001 Michael Klemen / Company Private Page 23
. Relationship vs. Transaction September 2001 Michael Klemen / Company Private Page 24
Danke schön September 2001 Michael Klemen / Company Private Page 2