电子商务案例

2019/8/21CASESTUDYLiHaiyunWenRenyiZhaoYuZhuangWei2019/8/22CASE1（Spain）vs（USA）2019/8/232019/8/24PropagandizeFocusThe1stinSpain,eveninContinentalEurope.EmphasizethecompetitiveadvantageofInternet-basedsupermarkettotraditionalsupermarket.Enjoyable:InSpain,leisurehasadifferentmeaningandshoppingisaninnatepartoftheSpanishwayoflife.ConvenienceFull-timeLow-costisakeyfactor?2019/8/25利用规模效益降低成本提高利润尽快解决技术问题，将业务拓展到全国，从而降低单位成本。在更大范围内追求购买效益通过资源共享减少重复配置所造成的浪费2019/8/26向价值链全过程要效益电子商务概念的引入将对Alcampo公司价值链的各环节产生重大影响。除销售外，Alcampo公司应同样重视电子商务在其他环节可能产生的效益。采购寻价存货管理2019/8/27建立自己的特色以特色求生存、求发展。由于网络所拥有的“链接”优势，可将Alcampo公司的其它业务进行整合。将“旅游”作为其网上超市的特色2019/8/28安全网上交易的安全性是消费者最大的心理顾虑，要将消费者从传统连锁业中争取过来，这是Alcampo公司必须解决的重要问题应重点从“财”、“物”两方面做好安全工作确保消费者信用卡帐户的安全要建立时时查询系统，让消费者了解自己所购物品的状态，何时货可送达。2019/8/29协助社会推广网络概念从案例中提供的资料看，1997年西班牙14岁以上人口为约3400万，其中对互联网有所接触的为134万人（4％），使用者约92万人（2.7%）。2019/8/210OriginalGoalsTorespondtotheneedfordifferentiatedserviceandhighqualityinteractionwithcustomers.Tomeetcustomer’sdesireforshoppingthroughanInternet-basedsupermarket.Tobecomethemarketleaderintheonlinedistributionchannel.Toacquirerelevantknow-howfortheonlineretailingandthusprepareAlcampofortheemerginginformationsociety.2019/8/211CurrentStatusThe1stinSpain,eveninContinentalEurope.Oct.19970.01%oftotalturnover4,900mpesetas（profitin1996）490kpesetasprofit（virtualsupermarket）Cost100mfordevelopingthenewsystemOperationandmaintenancefee2019/8/212CompetitivesAnalysisCOMPETINGSELLERSSUPPLIERSOFKEYINPUTSSUBSTITUTESBUYERSPOTENTIALNEWENTRANTSWinbuyersBargainingpowerandleverageAbilitytoexercisebargainingpowerandleverageThreatofentryofnewrivals2019/8/213KeyFocusSegmentation,Differentiationstrategy,customer’sloyaltyimprovement,insight.BasedonE-commerce,developSCM,SynergyStrategy.DeeplyinvolvedintotheE-CommerceBusinessandestablisheffectivedistributionsystem.2019/8/214SegmentationOn-lineSupermarketCustomers:SuburbfamiliesMotherstakingcareoflittlebabyTechnicalfocusfamiliesWhattheyfocusPriceConvenienceDiversification2019/8/215Customer’sLoyaltyCriticalSuccessFactorforOn-lineSupermarketIknowitandtrustitCRMSalesMarketingCallCenterService,etc.Insight2019/8/216DevelopSCM,SynergyStrategySCMLogistic;Inventory;Purchase;DistributionProfits:Alcampo:1.9%Prvca:4%ReduceprofittosustainAlcampo’sdiscountwayoflife?Howto?Low-CostLeadshipStrategyBasedontheE-Commerce,establishSCM,Synergy2019/8/217Long-runStrategyDeeplyinvolvedintotheE-CommerceBusinessandestablisheffectivedistributionsystem（SustainableCompetitiveAdvantage）ImproveSystemSecuritySpecialE-BusinessModel（noteasytocopy）CoreCompetenciesOther4supermarkets’sbusinessE-CommerceplatformAlcampo’otherbusinessE-Commerceplatform最理想的发展战略：连锁经营、物流配送、电子商务三方面齐头并进。2019/8/2182019/8/219PeapodInc.OnlinegrocerycompanyinU.S.2019/8/220CorporationDevelopment0200400600800100012001995年1996年1997年全职员工兼职员工020406019951996客户数(1000)2019/8/221Revenuesgrowth&orderssoarOrders:93700in3rdquartersof1997,43700onlyduringthesameperiodin1996;Revenues:41.6millioninfirst9monthsin1997,upby111%from19.7millionforthesameperiodin1996;Revenuesfromonlinemarketingservices:3millionto6million;Revenuesfrommemberandretailservices:1.8million(1996)to3.4million(1997)No.offulfillmentcenters:37more,cover6.6millionhouseholdtotally.Problem:stillincurredlosses,facingthefinancialproblem,why?2019/8/222BusinesspatternofPeapodCustomerssendthepurchasingorderthroughinternetPeapodservers&systemsFulfillmentcenterclosettothespecifieddeliveryaddressFleetofdeliveryvansPartnerofretailer2019/8/223ITSystemClientlayerResideonthecustomer’scomputer;createtheuser’sinterfacebyfollowinginstructionsfromtheapplicationserver;runtheapplicationandreturninputtoPeapodserverApplicationserversProprietarytargetingengineBusinesssupportsystemFulfillmentmanagementapplicationAccountingsystemsDatabaseMaintainandmanagethedataassociatedwiththePeapodapplication.2019/8/224WhathasPeapoddonesofarforitsbusiness?Peapod’sdiscussionandinformationforums(submitrecipesandwinthecoupons,“AmericanHeartAssociation”.etc)SellingtheITsystemandKnow-howtoitsselectretailers.(ColeMyer)DiversificationStrategy.FTD-brandedFlowershop,premiumwinesandgreetingcardsandotherretailrelationships.Interactivemarketingservices.Fromlate1995,builtrelationswithseveralconsumergoodsandservicecompanies.Providesavarietyofbundledinteractivemarketingproductsandservices.BannerAdvertising\EnhancedContentAdvertising\ElectronicCoupons\StimulusresponseTesting2019/8/225StillincurredthelossandWhy?网络公司是命里注定的烧钱公司基本网络的架构就如同基础设施的建设；系统维护、更新和维持正常运作的成本非常高；改变和维持客户消费行为的成本过高；过于庞大的服务范围使得运营成本过高。建设自己的配送体系并加以维持正常运营的成本过高大量的车队许多消费者没有按时收到货物，或者货物发送错误，导致公司补偿成本增加。2019/8/226SuggestionsFocusoncertainserviceareaReducethenumberofemployeesMergewithlocalretailersordeliverycompanies,takeadvantageoftheirservicenetworks.2019/8/227Peapod–OptimisticE-CommerceModel互联网并不能取代传统媒体，它与传统媒体的关系应是一种互为补充的关系，两者将长期共存。传统零售模式在某种程度上来说已在人们的意识形态中根深蒂固电子商务尽管已经发展了十余年，但不管是管理理念、文化理念、还是技术发展都还有很长的路要走配送、支付、网络安全等一系列技术问题并非所有的的商品都适合做电子商务传统的零售企业有着丰富的物流、资金流、信息流、营销方