10-6 فبراير 2005 إعداد

Transcription

1 مو تمر محرآات البحث على الا نترنت 10-6 فبراير 2005 استخدام محرآات البحث في الا سواق الا لكترونية إعداد دآتور/ شريف عبد المجيد مازن ناي ب مدير مرآز الدراسات وتطوير نظم المعلومات آلية الحاسبات والمعلومات جامعة القاهرة

2 E-Marketplaces & B2B Exchanges

3 Agenda Definition of E-marketplaces and exchanges Types of E-marketplaces B2B portals Third-party exchanges Dynamic pricing and its trading mechanisms

4 Agenda (cont.) Difference between E-procurement and E-selling consortia The various ownership and Revenue models Networks of exchanges and exchange management

5 Agenda (cont.) The critical success factors of exchanges. Implementation and Development issues of E-marketplaces and Exchanges. The extranet and its role in supporting marketplaces and exchanges.

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7 Company xyz Case study Company xyz uses a B2C business model where customers look for: Lowest price Fast shipment Good return policy Helpful customer service Up-to-the-minute market information Large electronic catalog Independent intermediary

8 Trading Communities

9 B2B E-Marketplaces & Exchanges (cont.) Dynamic pricing Ownership of exchanges Gains and risks of B2B exchange participation Governance Organization of exchanges

10 Information Portals Alibaba.com The database The portal s features Reverse auctions Services Languages Revenue model

11 Supplier Aggregation Model

12 Buyer Aggregation Model Requests Responses

13 Third-Party (Trading) Exchanges Suitability of third-party exchanges Fragmented markets Buyer-concentrated markets Seller-concentrated markets

14 Consortium Trading Exchanges (CTE) CTE is a subset of third-party exchanges, the 4 types are: Vertical, purchasing-oriented Horizontal, purchasing-oriented Vertical, selling-oriented Horizontal, selling-oriented

15 Consortium Trading Exchanges (cont.) E-Procurement Consortia can be: Vertical purchasing-oriented Horizontal purchasing-oriented Vertical selling-oriented Selling-oriented consortia Legal challenges for B2B consortia Signals that may prompt legal scrutiny

16 Consortium Trading Exchanges (cont.) Critical success factors of consortia Size of industry Ability to drive user adoption Elasticity measure of incremental spending by buyers as a result of savings generated Standardization of commodity-like products Management of intensive information flow Smoothing inefficiencies in supply chain

17 Dynamic Trading: Auctions and Matching Auctions Private trading rooms members conduct auctions at the exchange Auction services may be one of the activities Exchange may be fully dedicated to auctions Matching Market makers conduct matching supply and demand (e.g., stocks) More complex than auctions because they match: Prices Quantities Times Locations

18 Building and Integrating Marketplaces and Exchanges Step 1- Think ahead Step 2- Planning Step 3- System analysis and design Step 4- Building the exchange Step 5- Testing, installation, and operation Step 6- System evaluation and improvement

19 Building and Integrating Marketplaces and Exchanges (cont.) Integration Between 3 rd -party exchange and back-office systems of participants Across multiple, incompatible exchanges External communications Web/client access Data exchange Direct application integration Share process

20 Building and Integrating Marketplaces and Exchanges (cont.) Process and information coordination- HOW to coordinate external communications with internal information systems. External process Data transformation Internal process Exception handling System and information managementinvolves management of: Software Information components Hardware

21 Building and Integrating Marketplaces and Exchanges (cont.) Shopping carts- allow customers to shop at any participating vendor Buyer maintains order information on its own site in order to integrate it with its internal e-procurement system. Sell-side cannot support this capability. B-cart approach: cart resides on buyer s PC instead of seller s site. Interoperable interface between heterogeneous e-marketplaces and e-procurement system.

22 Revenue models Transaction fees Fee for service Membership fees Managing Exchanges Advertisement fees Networks of exchanges Centralized management Finding a CEO and independent management team

23 Early liquidity Critical Success Factors Liquidity refers to volume of business conducted Business s chance of survival is best when liquidity is achieved early Right owners Partner with companies that can bring liquidity to the exchange Best owner may be intermediary that can push both buyers and sellers

24 Critical Success Factors (cont.) Right governance Good management and fair /effective operations and rules are critical Governance provides: The rules for the exchange Minimized conflicts Decision making support Good management induces necessary liquidity

25 Critical Success Factors (cont.) Openness Exchanges must be open to all from: Organizational point of view Technical point of view Open standards require: Commitment by all involved Universal agreement on the standards Using the wrong standards can hurt the exchange

26 Critical Success Factors (cont.) Full range of services Participants are attracted by an exchange that helps cut costs Exchanges team up with banks, logistic services and IT companies to help Importance of domain expertise Market makers need an in-depth understanding of: The industry Business processes inherent in the industry Knowledge of industry structure Government and policy stipulations

27 Critical Success Factors (cont.) Targeting inefficient industry processes Contribute to increased costs and time delays Vertical exchanges can add value Targeting right industries Large base of transactions Many fragmented buyers and sellers Difficulties bringing together buyers and sellers High vendor and product search/comparison costs Strong pressure to cut expenses

28 Critical Success Factors (cont.) Brand building is critical Increase switching costs by adding features and functionality Invest in: Gaining brand awareness Attracting businesses to exchange Customer retention

29 Critical Success Factors (cont.) Exploiting economics of scope Value-added services make exchange compelling Industry news Expert advice Detailed product specification sheets Adjacent services Banks and financial information providers Identification supported by sophisticated digital certificate architecture

30 Critical Success Factors (cont.) Choice of business / revenue models Garner diverse and multiple revenue streams Software licensing Advertising Sponsorship Critical mass of users will garner more valueadded services Auction services Financial services Business reporting Data mining services

31 Critical Success Factors (cont.) Blending content, community, and commerce Content and community perspective stimulate traffic EC transaction perspective creates higher level of customer stickiness Managing channel conflict Hostile phase as buyers interact directly with sellers (disintermediation of supply chain) Short-term revenues impacted by backlash from existing fulfillment channels result in price erosion affecting medium-term profitability

32 B2B Networks and Extranet The Internet Intranets - intra-business delivery systems Extranets

33 Source: Szuprowicz (1998), p. 6. Used by permission. An Extranet

34 Implementation Issues Problems with exchanges Problems with public exchanges Transaction fees Cost savings Recruiting suppliers Too many exchanges Supply chain improvements

35 Implementation Issues (cont.) Problems with private exchanges Lack of trust Liquidity is questionable Software agents in B2B exchanges Disintermediation Evaluating exchanges

36 Managerial Issues Plan most secure and economical choice for implementation Review current network and find out if it can be replaced by intranets or extranets Participate in which exchange? Determine in which exchange to participate

37 Managerial Issues (cont.) Joining exchange may require a BPR of internal supply chain Channel conflicts may arise when a company joins an exchange Risks of joining an exchange must be carefully considered