FreeMarkets案例分析 (B2B)

FreeMarketsOnlineB2B商业模式分析小组成员:申赫洙金瑟琦王宇天赵菡清阮光英杨正清Introductions&BackgroundsBusinessModelHowDoesFreeMarketsOnlineCreateValueforitsCustomers?Competitive_AnalysisWhereisFreeMarketstoday?ContentsIntroductions&BackgroundsFreemarkets1.FreeMarketsisanonlinemarketmakingfirmthatenabledindustrialbuyerstolinkupwiththeirpotentialsuppliersinaliveelectronicbidding2.Theendresultofsuchinteractionamonganetworkofsupplierswasprocurementcostsavingsofabout15%forthebuyers3.Thecompanywasfoundedin1995andwasonthevergeofbreakingevenin19984.2004年2月，FreeMarkets公司由Ariba公司收购，公司提供软件，服务和解决方案，以解决全球供应管理（GSM）的市场。旨在帮助企业提高其采购和供应管理流程，提高他们的供应管理机构的能力。Introductions&BackgroundsFreeMarkets背景介绍•95年成立匹兹堡，创始人Meakem和kinney。•工业采购是一项非常巨大的业务，仅在美国每年有超过6000亿的工业品采购。制造商平均55%的销售额用于原材料采购。•制造业在选择供应商时面临着很大的问题：许多企业的采购技术水平很低，而能帮助它们进行决策的信息也很少。要识别真正高质量的供应商，并建立起合理的市场价格体系相当困难。•FreeMarkets开发了交互式竞价系统。HighlyFragmentedMostproductcategoriesarehighlyfragmented,withnumeroussupplierseachofferingdifferentlevelofquality,serviceandpricingoptionsBuyersincursignificantcostintheactualpurchaseprocess•Abuyermustinvestinternalresourcestomanagetheprocessofcollecting,analyzingandactinguponalltheinformationinthemarket•Inadditiontopurchasepricecompaniesspendover10%inadditionalprocurementcostsOnthesuppliersside,therearesignificantcostsinusingthemanufacturingreps•Thesecommissionsrangefrom4%to7%ofpurchasepriceTheMovetoB2BCommerceB2BisHuge...Howmanytypesofe-marketplacesforB-B?catalogauctionbidThesalesmodelDirectsalesmodelHighbandwidth“clientdevelopers”networkingintoandestablishingrelationshipswithseniorlevelPurchasing,OperationsandFinanceexecutives,atlargetargetedcorporations.“MediaSilence”PolicySilence政策除了地址与电话号码等最基层信息外，不提供任何额外信息，是因为他们认为通过像新闻和网络等媒体会流出太多的信息而导致失去竞争优势。因此Freemarkets为了保证潜在的经营理念，坚决保守他们的核心信息，甚至拒绝新闻或网络上的任何采访。但是，Freemarkets达到稳定时期后，为了进一步的扩展，也慢慢地开始公开一些有关信息。”Toomanypeoplegiveawaytoomuchcompetitiveintelligencethroughthepressandontheirwebsites.Wedidn’twanttoopenourselvesuptocopyingbeforewehadestablishedourpresence”ThesalesmodelTheMarket-MakingProcessCoreService:Toprovideon-lineindustrialmarket-makingservicesthatculminatedinreal-timeCompetitiveBiddingEvents(CBEs);90-minsto2-hrs.FreeMarketsSuppliersBuyersBidWareBidWareBidServerInternetInternetTheMarket-MakingProcessIdentifySavingsOpportunitiesPrepareTotal-CostRFQIdentify,Screen,andSupportSuppliersConductOn-LinecompetitivebiddingEventsProvidePost-BidAnalysisandAwardSupportPhase1:IndentifySavingsOpportunitiesWorkeddirectlywithbuyers,analyzingspendingtoidentifypotentialsavingsPhase2:PrepareTotal-CostRFQAdetailedunderstandingofallrequirements,muchmorethanjustprovidingdrawingsandvolumeforecasts,definedallelementsoftotalcostPhase3:Identify,Screen,andSupportSuppliersFreeMarketsSupplyMarketsTeamtooktheleadinidentifyingandcontactingsuppliersPhase4:ConductOn-LinecompetitivebiddingEventsOnthebiddingday,suppliersdialedintoasecureglobalnetwork.Buyers,meanwhile,watchedtheon-linebiddingeventfromtheirfacility.Phase5:ProvidePost-BidAnalysisandAwardSupportSupportedfinalsupplieranalysisandqualificationstoachieveoptimalawarddecisionsHowDoesFreeMarketsOnlineCreateValueforitsCustomers?1.Consulting/Purchaseoutsourcinga)Puttingtogetherspecs,drawings,lotsizes,documentationandRFQsb)Identifyingpotentialsavingsopportunitiesc)Identifyingandqualifyingsuppliersd)ConductingtheCompetitiveBiddingEvent(CBE)e)ProvidingpostbidanalysisandsupportHowDoesFreeMarketsOnlineCreateValueforitsCustomers?2.DistributionIntermediaryIndustrialBuyerManuf.RepSupplier1Manuf.RepSupplier2Manuf.RepSupplier3TraditionalB2BTradingExchangesIndustrialBuyerFreeMarketsOnlineSupplier1Supplier2Supplier3InternetBasedB2BTradingExchangesBenefitsToBuyers&SuppliersBuyersI.Donothavetodealwithmanufacturers’representativesII.Accesstosourcinginformationthatisotherwisedifficult/expensivetoassembleIII.CostSavings(upto43%,average15%)SuppliersI.Moreopportunitiestoaccessthelargeindustrialbuyers.EspeciallyforsmalloroverseassuppliersII.LowersalesandmarketingcostsIII.HelpssupplierbenchmarkothercompetitorsIV.GetthegoodperspectiveofmarketplaceTheRevenueModelAhybridofservicefeesandsalescommissions佣金FreeMarketschargedmonthlyfeefromthebuyerbasedonthesizeofthemarketmakingteamdedicatedtotheeventWinningsupplierpaidsalescommissions;thiswaspaidininstallmentsassuppliersshippedproducts胜出的供应商支付销售佣金，这一费用在供应商发运产品时分期支付ProblemswiththerevenuemodelBuyerside:FreeMarketsinvestssubstantiallyinaprojectConsultingrevenueisindependentofthevaluecreatedDoesnotleadtoanotherintensivepurchasingstudyforthecustomerGrossmarginonconsultingisabout22%Supplierside:FreeMarketsdoesnotrepresentthesupplierFreeMarketssuccessdependsontheirabilitytoidentifymanypotentialsuppliersSupplierspaycommissionstothecompanythatreducedtheirmarginsBytheendof1998…FreeMarketswaspursuingthehorizontalmarketexpansionIn2000,thecompanystartedlicensingitssoftwareThecompanywentpublicin12/99...Freemarket’sStockPrice该公司的前身为在线市场公司;并更名和FreeMarkets在线公司还更名为FreeMarkets，1999年9月公司。SightofdeclineForthethreemonthsendedin3/31/01Revenuetotaled$33MNetloss(净亏损)totaled$43.7MForthethreemon