Fundamental Theory of eBusiness
e-Business
Drs. Wiyata, M.AB
Introduction to E-Business DEFINISI
E-business dapat didefinisikan sebagai kegiatan bisnis yang
dilakukan secara otomatis dan semiotomatis dengan menggunakan
sistem informasi komputer (Lou Gerstner CEO IBM). E-business dapat didefinisikan penerapan teknologi informasi dan komunikasi (TIK) dalam mendukung semua kegiatan bisnis
Introduction to E-Business PENGERTIAN
E-bisnis memungkinkan suatu perusahaan untuk berhubungan
dengan sistem pemrosesan data internal dan eksternal mereka secara
lebih efisien dan fleksibel. E-bisnis juga banyak dipakai untuk berhubungan dengan suplier dan mitra bisnis perusahaan, serta memenuhi permintaan dan melayani kepuasan pelanggan secara lebih baik. E-bisnis memberi kemungkinan untuk pertukaran data di antara satu perusahaan dengan perusahaan lain, baik lewat web, Internet, intranet, extranet atau kombinasi di antaranya.
E-bisnis tidak hanya menyangkut e-dagang (perdagangan elektronik atau e-commerce) saja. Sebagai bagian dari e-bisnis, e- dagang lebih berfokus pada kegiatan transaksi bisnis
Implement Implement Opportunity Opportunity Analysis Analysis Re- Re- Assess Assess Understand Business Understand Business Implementation Implementation Planning Planning ‘
‘ Traditional’:
Traditional’: Implement Implement Opportunity Opportunity Analysis Analysis Re- Re- Assess Assess Understand Electronic Business Understand Electronic Business Implementation Implementation Planning Planning
‘ ‘
E-Business’: E-Business’:
Definitions of the future are ‘fuzzy’
Permanent and unpredictable change in the business and technology environment
Time to market and speed are major competitive factors
Continuous learning & fast adaptation is required
Definitions are clear
No change in the business and technology environment
High time pressure
Continuous learning
Traditional business organization ‘develop step by step’:
Business vs e-Business
Characteristics of an “Electronic Business journey”:
e-Business vs e-Commerce
E-Business: E-Business: Improving business Improving business performance through low cost and performance through low cost and open connectivity: open connectivity: E-Commerce: E-Commerce: E-Commerce E-Commerce
- marketing
- marketing
New technologies in the value chain •
New technologies in the value chain
- selling
- selling
- Connecting value chains across
Connecting value chains across
- buying of
- buying of
businesses businesses
products and products and services on the services on the in order to : in order to : Internet Internet- Improve service/reduce costs Improve service/reduce costs Open new channels •
Open new channels
- Transform competitive landscapes
Transform competitive landscapes
MODEL E-Business :
B2B (Business to Business) : Interaksi teknologi antara perusahaan dengan perusahaan.
B2C (Business to Consumers) : Interaksi teknologi antara perusahaan dengan konsumen.
B2E (Business to Employe) : Interaksi teknologi antara perusahaan dengan tenaga kerja.
B2G (Business to Government) : Interaksi teknologi antara perusahaan dengan pemerintah.
G2G (Government to Government) : Interaksi teknologi antara pemerintah dengan pemerintah.
MANFAAT E-Bisnis
Bagi organisasi
Memperluas pasar Menekan biaya pengiriman Terwujudnya spesialis bisnis Menekan biaya sediaan dan produksi Dapat menerapkan kostumisasi produk Menekan waktu pembayaran dan penerimaan produk Meningkatkan produktivitas Menekan biaya telekomunikasi
Bagi konsumen
Memberikan pilihan produk dan pemasok lebih banyak
Memungkinkan memperoleh produk lebih murah Pengiriman lebih cepat (real time) Memperoleh informasi produk lebih cepat Memungkinkan pelanggan dapat berinteraksi MANFAAT E-Bisnis
Bagi masyarakat luas
Beberapa barang bisa dijual lebih murah Memperoleh layanan yang mudah untuk diwujudkan Penyampaian jasa publik dapat dinikmati masyarakat Sistem Informasi yang Menjalankan Fungsi Bisnis
Sistem Informasi Pemasaran (e-Marketing)
Sistem Informasi Manufacturing (e-MRP)
Sistem Informasi Sumber Daya Manusia (e-HRD)
Sistem Informasi Akuntansi (e-Accounting)
Sistem Informasi Keuangan (e-Financial)
Sistem Informasi Pengadaan (e-Procurement)
SECURITY FACTOR E-Business
E-Business sistem alami memiliki risiko keamanan yang lebih besar daripada sistem bisnis tradisional, oleh karena itu penting untuk e-bisnis sistem akan sepenuhnya dilindungi terhadap risiko ini. Sebuah jumlah yang jauh lebih besar orang memiliki akses ke e-bisnis melalui internet daripada akan memiliki akses ke bisnis tradisional. Pelanggan, pemasok, karyawan, dan orang lain banyak menggunakan sistem e-bisnis tertentu setiap hari dan mengharapkan informasi rahasia mereka untuk tetap aman. Hacker adalah salah satu ancaman besar bagi keamanan e-bisnis. Beberapa kekhawatiran keamanan bersama untuk e-Bisnis mencakup menjaga bisnis dan pelanggan informasi pribadi dan rahasia, keaslian data, dan integritas data. Beberapa metode untuk melindungi e-bisnis keamanan dan menjaga informasi aman termasuk langkah-langkah keamanan fisik maupun penyimpanan data, transmisi data, anti-virus perangkat lunak, firewall, dan enkripsi untuk daftar beberapa.
INFRASTRUCTURE E-Business
Jaringan telekomunikasi yang banyak dipergunakan oleh perusahaan untuk melakukan e-Business antara lain :
1. Local Area Network (LAN)
2. Wide Area Network (WAN)
3. Virtual Private Network (VPN)
4. Internet (WEB) Experimentation and Learning
Supplier network Customer network Customer service Outbound logistics Sales Marketing Product development Inbound logistics Production Procurement
Emerging e-Strategy Emerging e-Strategy
Short Strategy Formulation loops Short Strategy Formulation loops
Being a Connected Enterprise Being a Connected Enterprise
Continuous experimentation through specific Solutions Prototyping Continuous experimentation through specific Solutions Prototyping aw ar en es s aw ar en es s le ar ni ng le ar ni ng le ar ni ng le ar ni ng
1997-1999 - e-Business Mania Strikes!
E-Business becomes a major economic force
NASDAQ hits 5,000
Venture capital in abundance
Focus on new economy, new business models, growth
potential no attention to traditional fundamentals
bricks and mortar viewed as liability
Traditional businesses shake in their boots at the threat of new non-traditional nimble bold competitors
Dot.Com start-ups in every field
Dot.Com multi-millionaires made over night
B2B and B2C - Huge Potential
The Projected Canadian Electronic Commerce Market
80 100
Business to Consumer Business to Business
Business to Consumer Business to Business The Projected US Electronic Commerce Market 200 400 600 800
19
19
40
60
03 Source: IDC U S $ B il li on
20
02
20
01
20
00
20
99
19
98
97
97
19
20
20
02
20
01
20
00
20
99
19
98
19
C dn $ B il li on Online Retail Sales - Likewise!
Growth of Online Retail Sales (US)
$0 $5,000 $10,000 $15,000 $20,000 $25,000
1997 2001
Books & Music Travel Entertainment Ticket Event Sale PC Hardware & Software Apparel & Footware
CAGR 42.9% 53.7% 44.9%
Financial Services
124.3% 73.5% 83.4% 63.0%
Source: Forrestor $ U S M M
2000 - The Dot.Com Bubble Bursts!
The Demise of Dot Com Retailers. Weak financials, intense competition, and investor flight will drive many of today's online retailers out of business in 2000.
Those that survive must refocus funding on building hard assets to achieve scale, service, and speed.
Wall Street will run out of patience. Financial markets exasperated with non-existent online profits will turn a deaf ear to persistent "investment mode" rhetoric and soundly
punish merchants who bleed red ink. Recent stock disasters like Value America and
eToys -- whose market caps as of January 11, 2000, are down $3.1 billion and $7.7
billion respectively from 1999 highs -- serve as bad omens for online stores that lack a unique approach or technology.
The revenge of the brick-and-mortars will begin. The narrowing of the playing field
in 2000 will rationalize but not resolve online retail competition. It will usher in a new era characterized by a few large players that exploit deep customer relationships and a
presence across multiple channels to entrench themselves. To measure their success,
these firms will ditch new economy platitudes in favor of unfashionable old metrics like margins, profits, and customer retention costs. Valuations Plummet
Amazon.com - AMZN Priceline.com - PCLN Pets.com - IPET eBay.com - eBay Same Trend in Canada
1-year trend Lessons Learned
Fundamentals important, bottom line important
Traditional bricks and mortar assets can represent
significant competitive strengths logistics, inventory, distribution
choice in terms of customer access
strength and brand
e-Business becomes an element of overall business strategy - not the total business strategy
e-Business still widely seen as a way of transforming business operations and thinking
‘Bricks and Clicks’ - A Hybrid Model
Traditional Pure Web - Dot.com “Bricks and Mortar” “Clicks” Combines strengths from Hybrid traditional and pure Web “Bricks and Clicks” approaches Emergence of the Hybrid Strategy
Phases of e-Business Development
Four stage model in E-Business maturity relates business value to e-business leverage
Convergence Cross-Industry Supplier/Customer
Just under 15% are in the Just under 15% are in the convergence integration phase. integration phase.
Connections to suppliers Connections to suppliers and customers are fully E-
Transformation
and customers are fully E- Business enabled.
Over 50% are in the channel Business enabled.
Over 50% are in the channel phase of
Industry transformation, phase of
E-Business development E-Business development achieve competitive e with a web presence but no u with a web presence but no advantage infrastructure tie-in. infrastructure tie-in. al
Integration
r s ive Integrate with
Dr es n
customers si Channel u and suppliers B Brochureware and buying /selling ler Enab E-Business Leverage
Source: PricewaterhouseCoopers Phases of e-Business Development
The Journey Requires Investment
Signifcant multi-year investment predicted
The Journey Requires Investment
Signifcant multi-year investment predicted
The Benefts of e-Business
Integrated channel management
Acquire know-how
Keeping options open
Not to miss the boat
Address younger customer segments
Leadership enterprise
Applying innovative technologies
Improve Image / Position Brand
Proactive and personalized offerings
Know more about your customers
Generate additional Revenues
Customer Retention (‘Added Services’ and ‘Virtual Community’)
Synergies with other initiatives
Reduce IT variety and -complexity
Process efficiency
Reduce Costs (Integration and ‘Collaboration’)
New customers
New products
New markets
Focused investments e-Business and Brand
Research from Mainspring…
Online financial services customers are initially motivated by price sensitivity, but that influence declines as they realize the benefits of convenience
Brand is more important online than offline
When researching insurance purchases online, 56% of customers went straight to name-brand sites as compared with 32% for aggregation sites.
When initiating a purchase online, 60% went to name- brand sites as compared to 32% for aggregation sites. Online Insurance
Growth of Internet-Enabled Insurance (US) 200 400 600 800 1000 1200 1997 1998 1999 2000 2001
Source: Forrestor US $ MM Other Auto Homeowners Life Online Advice
When will you offer financial advice online? Why will you offer financial advice online?
To improve our online Don't know offering Customers want online advice > 3 years
Enhance customer 1 to 2 years relationships Help customers make < 1 year decisions Now
Competitive pressures
10
20
30
40
50
60
10
20
30
40
50 % % Source: Forrestor
Source: Forrestor Online Advice vs Face to Face
Forrester: Few financial companies believe that online advice will
replace the human advisor. Except for a small group of low-end, self-
directed customers, consumers are expected to continue to seek advicefrom financial advisors. More than half of our respondents believe that
online advice solutions will never be a compelling alternative to working with one of their advisors, even as the technology improves. Almost half of financial institutions believe that online advice will enable advisors to deliver additional value to their customers.
As automated advice vendors piece together the elements of the new
advice creation process,we believe that use of online advice will surge.“ Customers don ’t care about the data-entry and number-crunching
aspect of advising -- they pay for the conversation they have after the
analysis is done. These online solutions will enable our advisors to spend more time with their customers.” (Insurer)