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E-Business, Eighth Edition 22
Learning Objectives
In this chapter, you will learn about:
• Planning electronic commerce initiatives
• Strategies for developing electronic commerce Web sites
• Managing electronic commerce implementations
E-Business, Eighth Edition 3
Planning Electronic Commerce Initiatives
• Information technology projects– Keys to successful implementation
• Planning and execution
• Electronic commerce initiative business plan– Included activities
• Identifying initiative’s specific objectives
• Linking objectives to business strategies
• Setting electronic commerce initiative objectives– Consider strategic role of project, intended scope,
resources available
E-Business, Eighth Edition 4
Identifying Objectives
• Typical business electronic commerce objectives– Increasing existing market’s sales– Opening new markets– Serving existing customers better– Identifying new vendors– Coordinating more efficiently with existing vendors– Recruiting employees more effectively
• Objectives vary with organization size
E-Business, Eighth Edition 5
Identifying Objectives (cont’d.)
• Resource allocations for electronic commerce initiatives – Decisions should consider:
• Expected benefits and costs of meeting objectives
• Risks inherent in electronic commerce initiative
• Comparison of inherent risks to risks of inaction
Linking Objectives to Business Strategies
• Downstream strategies– Tactics to improve the value businesses provide to
customers
• Upstream strategies– Focus on reducing costs or generating value
• Working with suppliers or inbound shipping and freight service providers
• Web use for businesses– Attractive sales channel for many firms– Complement business strategies, improve competitive
positionsE-Business, Eighth Edition 6
E-Business, Eighth Edition 7
Linking Objectives to Business Strategies (cont’d.)
• Electronic commerce activities difficult to measure
• First-wave e-commerce activities– Existed without setting specific, measurable goals– Did not face much competition– Successes and failures measured in broad strokes
• Second-wave e-commerce activities– Businesses take closer look at benefits and costs– Good implementation plan
• Set specific objectives for benefits achieved and costs incurred
E-Business, Eighth Edition 8
Measuring Benefits
• Tangible benefits of electronic commerce initiatives– Easy to measure– Example: increased sales or reduced costs
• Intangible benefits of electronic commerce initiatives – More difficult to measure– Example: increased customer satisfaction
• Identifying objectives– Set measurable objectives even if for intangible
benefits
Measuring Benefits (cont’d.)
• Using Web sites to build brands or enhance existing marketing programs– Set goals in terms of increased brand awareness
• Measured by market research surveys, opinion polls
– Companies selling goods or services online• Measure sales volume in units or dollars
– Complicated to measure brand awareness or sales• Increase may be due to other things company is doing
at same time or general improvement in the economy
E-Business, Eighth Edition 9
E-Business, Eighth Edition 10
Measuring Benefits (cont’d.)
• Using Web sites to improve customer service or after-sale support– Set goals of increased customer satisfaction, reduced
costs of providing customer service or support– Example: Philips Lighting
• Provided Web ordering system for smaller customers
• Primary goal: reduce cost of processing smaller orders
• Built pilot Web site and had smaller customers try it
• Results: customer service phone calls from test group dropped by 80 percent
Measuring Benefits (cont’d.)
• Measurements of other electronic commerce initiatives– Supply chain managers
• Measure supply cost reductions, quality improvements, faster deliveries of ordered goods
– Auction sites• Set goals for number of auctions, number of bidders and
sellers, dollar volume of items sold, number of items sold, number of registered participants
– Virtual communities and Web portals• Measure number of visitors• Measure quality of visitors’ experiences
E-Business, Eighth Edition 11
Measuring Benefits (cont’d.)
• Metrics– Measurements companies make to assess value of
benefits• Use online surveys• Use estimates: length of time each visitor remains on site,
how often visitors return
• Benefit unit of measure– Convert raw activity measurements to dollars
• Can compare benefits to costs• Can compare net benefit of a particular initiative to net
benefits provided by other projects
– Difficult to measure value in dollars
E-Business, Eighth Edition 12
Managing Costs
• Information technology project costs are difficult to estimate
• Web development uses rapidly changing hardware and software technologies– Most changes in hardware costs are downward– Increasing software sophistication
• Provides ever-increasing demand for more newer, cheaper hardware
• Yields net increase in overall hardware costs
• Web technology can quickly destroy manager’s best-laid plans
E-Business, Eighth Edition 14
E-Business, Eighth Edition 15
Managing Costs (cont’d.)
• Total cost of ownership (TCO)– Includes wide variety of costs related to activity
• Electronic commerce implementation TCO includes:– Costs of hardware, software, design work,
outsourcing, salaries and benefits for employees involved in project, maintaining site once operational
• Good TCO number– Includes assumptions about how often site would
need to be redesigned in the future
Managing Costs (cont’d.)
• Change management– Information system projects involve change– Employee concerns
• Ability to cope with changes, ability to continue to do good work, job security
– Concerns lead to increased stress– Change management: process of helping employees
cope with changes• Includes tactics designed to help employees feel
involved with change
• Helps employees overcome feelings of powerlessness
E-Business, Eighth Edition 16
E-Business, Eighth Edition 17
Managing Costs (cont’d.)
• Opportunity costs– Largest and most significant costs associated with
electronic commerce initiative• Cost of not undertaking an initiative
– Foregone benefits that company could have obtained from electronic commerce initiative not pursued
– Lost benefits from action not taken
E-Business, Eighth Edition 18
Managing Costs (cont’d.)
• Web site costs: based on International Data Corporation and Gartner, Inc. surveys– Estimated cost to build, implement adequate entry-
level site (large company): $1 million• 79 percent labor, 10 percent software, 11 percent
hardware
– Building site comparing favorably to leading sites• $2 million to $5 million
– 10 of top 100 e-commerce sites spent over $10 million
Managing Costs (cont’d.)
• Web site costs (cont’d.)– Small company Web site costs: under $4000– TCO: site with full transaction and payment processing
capabilities• Difficult to keep under $8000 per year
– Smaller companies’ surveys indicate that costs of commerce Web sites average $110,000
• Industry estimate: $100,000
– Gartner estimate for basic electronic commerce operation• Between $100,000 and $1 million• Site noticeably ahead of competitors: over $15 million
E-Business, Eighth Edition 19
E-Business, Eighth Edition 21
Managing Costs (cont’d.)
• Web site costs (cont’d.)– Web technology evolving at rapid pace
• To remain competitive, businesses must take advantage of technology
– Annual cost to maintain and improve site once up and running
• Between 50 percent and 200 percent of initial cost
– Implementation decisions’ significant factor• Ongoing maintenance costs
• More so than initial cost of building site
E-Business, Eighth Edition 22
Managing Costs (cont’d.)
• Web site costs (cont’d.)– McKinsey & Company
• Estimated start-up and ongoing costs for magazine publishers’ Web sites
– Two types of magazine sites– Full portal site served as a destination in itself; cost
estimate • $2.4 million to build
• $4.3 million per year to maintain
• Staff of 35 people
E-Business, Eighth Edition 23
Managing Costs (cont’d.)
• Web site costs (cont’d.)– More limited magazine companion site
complementing printed magazine cost estimate• $150,000 to build
• $270,000 per year to maintain
• Staff of two people
– Both estimates• Exclude site content development costs
• Assume existing IT infrastructure for print publishing business
• Subscriber base of 300,000
E-Business, Eighth Edition 25
Managing Costs (cont’d.)
• Trends in Web site costs– New online businesses
• Trending toward lower costs of entry
• Operations launched for dollar amounts in low end of range for each category
– Reasons• Lower costs for broadband access, equipment
• Decreasing cost of developing and maintaining software to run online business
– First successful startup (Netscape): $40 million– Newer startups (Digg, Facebook): under $500,000
E-Business, Eighth Edition 26
Managing Costs (cont’d.)
• Funding online business startups– Early Web businesses
• Started by individuals with knowledge of computers, technology, business
– Late 1990s Web businesses• Started by investors wanting to make fast money
– Angel investors funded initial startup• Became stockholders hoping business grows rapidly
• Sell interest to venture capitalist
Managing Costs (cont’d.)
• Funding online business startups (cont’d.)– Venture capitalists
• Very wealthy individuals, investment firms• Look for small companies about to grow rapidly• Hope for rapid growth and initial public offering
– Initial public offering (IPO)• Selling stock to public
– System of financing startup and initial growth of online businesses
• Benefits: access to large amounts of capital early• Costs: investors, capitalists got most profits, pressure to
grow rapidly
E-Business, Eighth Edition 27
E-Business, Eighth Edition 28
Managing Costs (cont’d.)
• Funding online business startups (cont’d.)– Decreasing need for venture capitalists and angel
investors• Relieving pressure to grow rapidly
• Online entrepreneurs more creative, learn from mistakes
– Trending toward more and smaller online ventures• Creating online business: costs falling
E-Business, Eighth Edition 29
Comparing Benefits to Costs
• Capital projects (capital investments)– Major investments in equipment, personnel, other
assets– Companies have procedures to evaluate
• Range from simple calculations to complex computer simulation models
• Always reduces to comparison of benefits and costs
– Benefits exceed costs by comfortable margin• Company invests in project
E-Business, Eighth Edition 30
Comparing Benefits to Costs (cont’d.)
• Key part of creating electronic commerce initiatives business plan– Identifying potential benefits– Identifying costs required to generate benefits– Evaluating if benefits exceed costs
E-Business, Eighth Edition 32
Return on Investment (ROI)
• Techniques measuring amount of income (return) provided by specific current expenditure (investment)– Payback method, net present value method, internal
rate of return
• Provide quantitative expression of comfortable benefit-to-cost margin
• Mathematically adjust for future reduced value of benefits
E-Business, Eighth Edition 33
Return on Investment (ROI) (cont’d.)
• Electronic commerce initiatives seen as absolutely necessary investments– Not subject to close examination, rigid requirements– Companies fear being left behind
• Great value in new market early positioning– Many companies invest large amounts of money
• With few near-term profit prospects
– Example: first wave of newspaper Web sites• Calculated opportunity costs not being on the Web
• Greater than losses experienced from starting sites
Return on Investment (ROI) (cont’d.)
• Companies turning to ROI measurement tool for evaluating new electronic commerce projects– ROI used in the past
• ROI built-in biases– ROI requires all costs, benefits be stated in dollars
• Gives undue weight to costs
– ROI focuses on predicted benefits• Initiatives have returned benefits not foreseen• Cisco user forums assisted engineers (unexpected)
– ROI tends to emphasize short-run benefits over long-run benefits
E-Business, Eighth Edition 34
E-Business, Eighth Edition 35
Return on Investment (ROI) (cont’d.)
• ROI built-in biases (cont’d.)– Short-term benefits easier to foresee
• Get included in ROI calculations
– Long-term benefits harder to imagine and quantify• Not always included in ROI calculation
– ROI calculations weigh short-term costs/benefits more heavily than long-term costs/benefits
– More information• CIO Budget, Computerworld ROI Knowledge Center
Web pages
Strategies for Developing Electronic Commerce Web Sites
• Evolution of Web site functions– From static brochures (early days)– To transaction-processing tools– To today’s automated homes; all kinds of business
processes
• Transformation occurred rapidly– Change in site management did not occur quickly
• Now companies are seeing Web sites as collections of software applications– To manage development and maintenance
E-Business, Eighth Edition 36
E-Business, Eighth Edition 38
Strategies for Developing Electronic Commerce Websites (cont’d.)
• The Internet has changed markets and marketing channels quickly– Creating difficulties in industry value chains – No luxury of time– Must explore alternatives to traditional systems
development methods to succeed
E-Business, Eighth Edition 39
Internal Development vs. Outsourcing
• Internal people leading projects ensures: – Company’s specific needs are addressed – Initiative congruent with organization goals, culture
• Outside consultants– Seldom able to learn enough about organization’s
culture to accomplish objectives• Key to success
– Finding balance between outside and inside support• Outsourcing
– Hiring another company to provide outside support for all or part of project
Internal Development vs. Outsourcing (cont’d.)
• The internal team– First step in outsourcing decision making
• Create internal team
– Team members• People knowledgeable about the Internet and its
technologies
• Creative thinkers
• Distinguished within the company
E-Business, Eighth Edition 40
E-Business, Eighth Edition 41
Internal Development vs. Outsourcing (cont’d.)
• The internal team (cont’d.)– Project lead
• Mistake: technical wizard, not business knowledgeable, not well known
• Better choice: person with business knowledge, creativity, respect of firm’s operating function managers, good sense of goals and culture
– Measuring team achievement: important• Not necessarily monetarily
• Express in terms appropriate to initiative objectives
E-Business, Eighth Edition 42
Internal Development vs. Outsourcing (cont’d.)
• The internal team (cont’d.)– Intellectual capital
• Employees’ knowledge about the business and its processes
• Ignored in the past
• Value recognized today
– Human capital measurement networking approach • Includes employee competencies
• Includes value of customer loyalty and business partnerships
E-Business, Eighth Edition 43
Internal Development vs. Outsourcing (cont’d.)
• The internal team (cont’d.)– Holds responsibility for initiative from setting
objectives to final implementation• Internal team decides project parts to outsource,
outsourcer, consultants or partners needed
E-Business, Eighth Edition 44
Internal Development vs. Outsourcing (cont’d.)
• Early outsourcing– Company outsources initial site design and
development to launch project quickly– Outsourcing team trains company’s information
systems professionals before handing site operation to them
• Company’s own information systems people work closely with outsourcing team– Develop ideas for improvements as early as possible
in project life
E-Business, Eighth Edition 45
Internal Development vs. Outsourcing (cont’d.)
• Late outsourcing– More traditional approach– Company’s information systems professionals
• Perform initial design and development work, implement system, and operate system until stable part of business operation
– Once competitive advantage gained• Electronic commerce system maintenance outsourced
• Company’s information systems professionals turn attention and talents to developing new technologies, providing further competitive advantage
E-Business, Eighth Edition 46
Internal Development vs. Outsourcing (cont’d.)
• Partial outsourcing– Also called component outsourcing– Company identifies specific project portions
• Can be completely designed, developed, implemented, and operated by another firm specializing in a particular function
– Examples• Smaller Web sites outsource e-mail handling and
response functions
• Electronic payment system
E-Business, Eighth Edition 47
Internal Development vs. Outsourcing (cont’d.)
• Partial outsourcing (cont’d.)– Example: Web hosting activity
• Service providers usually willing to accommodate requests for variety of service levels
• Service provider has continuous staffing and expertise
• 24/7 operation: running 24 hours a day, seven days a week
• Service providers offer wide range of services
• Some service providers specialize
E-Business, Eighth Edition 48
Selecting a Hosting Service
• Internal team responsible for selecting ISP
• Smaller electronic commerce projects– Consult ISP directory (The List)
• Larger electronic commerce projects– Obtain advice of consultants, other firms rating
service providers• HostCompare.com, Keynote Systems
E-Business, Eighth Edition 49
Selecting a Hosting Service (cont’d.)
• Important factors when selecting hosting service– Functionality– Reliability– Bandwidth and server scalability– Security– Backup and disaster recovery– Cost
• Vendor’s security policies, practices: very important– Business information placed in hands of service
provider
New Methods for Implementing Partial Outsourcing
• New ways of implementing partial outsourcing strategy evolved specifically for Web businesses
• Incubators– Offer start-up companies physical location with
offices, accounting and legal assistance, computers, Internet connections
• Very low monthly cost
– May offer seed money, management advice, marketing assistance
– Receive ownership interest in company
E-Business, Eighth Edition 50
New Methods for Implementing Partial Outsourcing (cont’d.)
• Incubators (cont’d.)– Incubator sells all or part of its interest
• Company grows to obtain venture capital financing, launch stock public offering
– First Internet incubators: Idealab• Helped CarsDirect.com, Overture, Tickets.com
• Today’s focus: own internally generated ideas
E-Business, Eighth Edition 51
New Methods for Implementing Partial Outsourcing (cont’d.)
• Incubators (cont’d.)– Company created internal incubators
• Develop technologies for use in main business operations
• 1980s programs: unsuccessful and shut down
– Matsushita Electric’s U.S. Panasonic division• Started internal incubators to help launch new
companies to become important strategic partners
• Prospects appear much brighter
E-Business, Eighth Edition 52
New Methods for Implementing Partial Outsourcing (cont’d.)
• Fast venturing– Existing company wants to launch electronic commerce
initiative• Joins external equity partners and operational partners
offering experience, skills needed
– Equity partners: usually banks, venture capitalists• Sometimes offer money• More likely to offer experience
– Operational partners: firms• Systems integrators, consultants, Web portals• Experienced in moving projects along, scaling up
prototypes
E-Business, Eighth Edition 53
New Methods for Implementing Partial Outsourcing (cont’d.)
• Fast venturing (cont’d.)– Venture sponsor
• Existing company wanting to launch electronic commerce initiative
• No experience in starting new businesses
– Equity partners• Provided start-up money to new ventures in the past• Developed knowledge about operating new ventures• Provided venture sponsor advice
– Operational partners• People and companies that previously built Web business
sites
E-Business, Eighth Edition 54
E-Business, Eighth Edition 56
Managing Electronic Commerce Implementations
• Best way to manage complex electronic commerce implementation– Use formal management techniques
• Project management
• Project portfolio management
• Specific staffing
• Postimplementation audits
E-Business, Eighth Edition 57
Project Management
• Collection of formal techniques for planning and controlling activities undertaken to achieve specific goal
• Developed by U.S. military, defense contractors
• Project plan criteria– Cost, schedule, performance– Helps management make trade-off decisions
involving three criteria
Project Management (cont’d.)
• Project management software– Specific application software– Helps manage projects– Example: Microsoft Project, Primavera P6
• Provide built-in tools for managing resources, schedules
– Generate charts and tables showing:• Critical parts of project for timely completion• Parts that can be rescheduled, delayed without
changing the project completion date• Where additional resources might be most effective in
speeding up project
E-Business, Eighth Edition 58
Project Management (cont’d.)
• Software management tasks– People and tasks of the internal team– Tasks assigned to consultants, technology partners,
outsourced service providers
• Examining costs and completion times– Learn about project progression– Revise future estimated costs, completion times
• Risks of information systems’ development projects – Running out of control, ultimately failing– Causes: rapidly changing technologies, long
development times, changing customer expectations
E-Business, Eighth Edition 60
E-Business, Eighth Edition 61
Project Portfolio Management
• Teams rely on project management software to help achieve project goals
• Electronic commerce uses rapidly changing technologies– Relatively short development times
• Technology, user expectations have less time to change
• Initiatives more successful (in general)
• More information– Project Management Institute
E-Business, Eighth Edition 62
Staffing for Electronic Commerce
• Business manager– Member of internal team setting project objectives– Responsible for implementing business plan
elements, reaching objectives set by internal team
• Project manager– Person with specific training, skills in tracking costs
and accomplishment of specific project objectives
• Account manager– Keeps track of multiple Web sites in use or keeps
track of projects combining into larger Web site
E-Business, Eighth Edition 63
Staffing for Electronic Commerce (cont’d.)
• Applications specialists– Maintain accounting, human resources, logistics
software
• Web programmers– Design and write underlying code for dynamic
database-driven Web pages
• Web graphics designer– Trained in art, layout, composition– Understands how Web pages are constructed
E-Business, Eighth Edition 64
Staffing for Electronic Commerce (cont’d.)
• Customer service personnel– Design and implement customer relationship
management activities in electronic commerce operation
• Call center– Company handling incoming customer telephone
calls, e-mails for other companies– Makes sense for smaller companies
• Systems administrator– Responsible for system’s reliable, secure operation
E-Business, Eighth Edition 65
Staffing for Electronic Commerce (cont’d.)
• Database administration function– Support activities
• Transaction processing, order entry, inquiry management, shipment logistics
– Activities require:• An existing database into which site being integrated
• Separate database established for electronic commerce initiative
Postimplementation Audits
• Formal review of project– After up and running
• Examine project items established in planning stage– Compare to what actually happened
• Objectives, performance specifications, cost estimates, scheduled delivery dates
• Blame identification approach– Used more in the past– Focused on identifying individuals to blame for cost
overruns, missed delivery dates
E-Business, Eighth Edition 66
Postimplementation Audits (cont’d.)
• Feedback on strategies– Used more today– Obtains valuable information
• Useful in planning future projects
• Gives participants meaningful learning experience
• Comprehensive audit report– Analyzes project’s overall performance
• How well project administered
• Appropriate project organizational structure in place
• Specific project team(s) performance
– Should compare actual results to objectives
E-Business, Eighth Edition 67
Summary
• Key elements included in e-commerce business plans
• Setting objectives in measurable terms– Derived from initiative’s overall goals– Include planned benefits and planned costs
• ROI evaluation technique– Past, present, and future uses
• Outsourcing the electronic commerce project
• Project management overview and importance
• Postimplementation audit valueE-Business, Eighth Edition 68