Ecom (Unit 1)
Ecom (Unit 1)
Electronic Markets:
An electronic market is the use of information and communications technology to present a range of offerings
available in a market segment so that the purchase can compare the prices (and other attributes) of the offerings and
make a purchase decision. The usual example of an electronic market is an airline booking system.
Electronic Data Interchange (EDI):
EDI provides a standardized system for coding trade transactions so that they can be communicated directly
from one computer system to another without the need for printed orders and invoices and the delays and errors
implicit in paper handling. EDI is used by organizations that make a large number of regular transactions. One sector
where EDI is extensively used is the large supermarket chains which use EDI for transactions with their suppliers.
Internet Commerce:
Information and communications technologies can also be used to advertise and make once-off sales of a
wide range of goods and services. This type of e-Commerce is typified by the commercial use of the Internet. The
Internet can, for example, be used for the purchase of books that are then delivered by post or the booking of tickets
that can be picked up by the clients when they arrive at the event. It is to be noted that the Internet is not the only
technology used for this type of service and this is not the only use of the Internet in e-Commerce.
Meaning – e‐business means using the internet to connect people and processes for doing business. It also includes
providing service to customers and collaborating with business partners across the globe. The internet and the
emergence of e‐business has provided entrepreneurs with many new advantages. However, it has few limitations too.
5.Electronic Markets
An electronic market is an inter-organisational information system that provides facilities for buyers and
sellers to exchange information about price and product offerings (been, et al., 1995). The electronic market is
primarily about the search phase of the trade cycle. The electronic market is most effective in assisting the buyer in a
commodity market where products are essentially identical across all sellers. In a differentiated market there is a
variety of product offerings and the search problem is more complex. An effective electronic market increases the
efficiency of the market, it reduces the search cost for the buyer and makes it more likely that the buyer will continue
the search until the ‘best buy’ is found. ‘The effect of an electronic market in a commodity market is a more efficient
distribution of information which causes decreasing profit possibilities for sellers.
EDI tends to be limited to (or ‘owned by’) large organizations which set up their purchasing and logistics
systems to utilize EDI and then demand that their immediate suppliers fit in with the arrangement.
EDI is part of schemes for just-in-time manufacture and quick response supply.
7. Internet Commerce
e-Commerce can be and is used for once-off transactions. This area of trade is typified by the consumer
purchasing over the Internet but there are (or have been) other networks:
Television sales channels are in use in the US;
The French Minitel is a mature example of an interactive, public access network; and this type of e-Commerce
is also used by organizations to make once-off or infrequent purchases of items such as computer and office supplies.
This form of e-Commerce may give its customers credit facilities but is typified by the ‘cash’ trade cycle. The Internet
can be used for all or part of the trade cycle:
The first stage of the trade cycle is search and the facilities of the Internet can be used to locate sites offering,
or advertising, appropriate goods or services; a function, as already mentioned, that is similar to an electronic
market. In many instances, Internet sites offer only information and any further steps down the trade cycle are
conducted on the telephone or at a conventional shop outlet.
An increasing number of sites offer facilities to execute and settle the transaction, or in normal parlance to
make a purchase – delivery may be electronic or by a home delivery service depending on the nature of the
goods or service being offered. The use of the Internet for on-line purchasing may or may not follow a search
– publishing a web site address is an increasingly common feature on conventional advertising.
The final use of Internet e-Commerce is for after-sales service. Many IT providers now offer on-line support
and on-line services such a banking are, arguably, a special case of the use of after-sales transactions. Again the
use of the Internet for after-sales may or may not be a follow on to an earlier on-line transaction.
Internet trade is not suited to all goods or to all people. Marketing strategy is popularly enshrined in the
concept of the four Ps: product, price, promotion and place (Needle, 1994). The Internet as a marketing and sales
channel can be examined in this context:
Product: Some products are more suited than others to selling over the Internet. Existing mail order
operations give an indication and technical products, that would appeal to an Internet audience, could be added
to the list.
Price: The Internet can have a price advantage. There is no need for a retail outlet and the business facilities
needed by an Internet vendor could be relatively cheap. Set against this is the cost of delivering goods and the
premium rate currently being charged by credit card companies to some Internet vendors.
Promotion: The Internet provides a very cheap way of promoting a company and a product. That said,
promotion on the Internet, unlike almost any other form of advertising, relies an the customer having the
facility to access the Internet and then using it to find the promotional material.
Place: Internet purchases have to be delivered to the client. Information services can be delivered
electronically but tangible goods require costly physical delivery.
8. Supply Chains
The products sold in shops and purchased for use in organizations are the result of a complex web of
relationships between manufacturers, component suppliers, wholesalers, retailers and the logistic infrastructure that
links them together. Superimposed on this web of co-operating trading partners is a further layer of organizations that
provide services such as the machinery used by manufactures, advertising for the product and so on. Most
organizations have a large number of trade relationships.
The web of trade relationships is referred to as the supply chain or the value chain (as each stage adds value to
the product before passing it on). Value chains differ between trade sectors.
Each trade exchange in the supply chain is a transaction that adds cost without adding intrinsic value. e-
Commerce is, borrowing from Wigland’s definition the application of information and communications technology to
the value chain to enable the accomplishment of a business goal. The business goal can be to reduce costs, improve
service or to tap into a new market. The form of e-Commerce that is appropriate is dependant on the circumstances of
the party to the exchange and the nature of the trade relationship.
9. Porter’s Value Chain Model
Porter’s model was essentially concerned with the internal activities of the company. The three (basic) primary
activities of a product process are:
Inbound Logistics: Handling goods that are bought into the company, storing them and making them
available to operations as required.
Operations: The production process, in many cases a series of sub activities that can be represented on a
detailed value chain analysis.
Outbound Logistics: Taking the products of the company, storing them if necessary and distributing them to
the customer in a timely manner.
To these basic primary activities Porter adds two further primary activities:
Marketing and Sales: Finding out the requirements of potential customers and letting them know of the
products and services that can be offered.
Service: Any requirement for installation or advice before delivery and then after-sales service once the
transaction is completed.
To support these primary functions there will be a company infrastructure that performs a number of support activities.
Porter classifies these activities as:
Procurement: The function of finding suppliers of the materials required as inputs to the operations of the
organization. Procurement is responsible for negotiating quality suppliers at an acceptable price and with
reliable delivery.
Technology Development: The organization needs to update its production processes, train staff and to
manage innovation to ensure that its products and its overall range of goods and services remain competitive.
Human Resources Management: The recruitment, training and personnel management of the people who
work for the organization.
Firm Infrastructure: The overall management of the company including planning and accountancy.
The generic value chain is just the starting point to constructing a specific value chain for a company or
division of a company. Having identified the component activities and linkages each element can be analyzed in terms
of cost and value added so that the overall efficiency of the value chain can be established. Once analyzed any
performance deficits can be addressed to improve product quality, customer service and /or price competitiveness.
The efficiency of the linkages may be enhanced by the use of information and communications technologies
(ICTs). Internal linkages can be co-ordinated using e-Commerce technologies but they are more likely to be embedded
in point-of-sale/stock control systems or production/materials requirement planning systems. The production planning
and control process can inform the inbound logistics system of the quantity and timing of components/stock
requirements. The marketing and sales system can be interfaced with production and outbound logistics to improve the
quality of service delivery.
ICTs can also be used in other value chain activities; possible applications are:
Human Resources Management using electronic media to advertise vacancies in the organization;
Procurement using online searches to identify appropriate sources of supply;
Marketing using online advertising or portable sales terminals;
Servicing providing online assistance and/or fault diagnosis.
Automobile assembly uses a vast number of components; the making of a car is a component assembly job.
Some of the components, such as engines and body panels, may be produced by the company (possibly in
other plants), whereas most of the parts: lights, brakes, wheels, tyres etc are bought in from suppliers.
Components are delivered to the production line on a just-in-time basis; larger components might be
‘sequenced delivery’ with their arrival synchronized to match the order of the vehicles on the assembly line.
The sales channel is the dealer network; each vehicle assembler sells through a chain of dealers tied by
contract to that marque. Each dealer is assigned a sales territory and the cars are not normally available through any
other sales channel. Vehicle supply to the network is a mixture of the carmaker instructing the dealers what to stock
and the dealers ordering to meet demand. The dealer network also has a system of swapping vehicles so that the
specific requirements of a customer can be met.
Food retailers divide into those, such as the large supermarket chains, who deal direct with the manufacturers
and the small retailers who need to deal with a wholesaler.
The supermarket supply chain is from the food manufacturer. Produce is either delivered to a regional
distribution depot or direct to the shop. Items that are relatively small or are sold in modest quantities can be delivered
by the manufacturer to the regional depot where the load can be split up and sent on to the shops where they are
needed. Items required in large quantities or that need to be very fresh can be delivered direct from the supplier to the
supermarket. The supermarket sells directly to the consumer there is no requirement for any intermediary or ‘channel’.
The supply chains of the supermarkets differ from smaller retailers who get much of their produce from a
wholesaler rather than direct from the manufacturer.
Insurance is a service industry and, unlike the manufacture and retail value systems outlined above, it is not
directly reliant on its suppliers. Its value system is therefore focused on sales. Insurance policies to the public
can be:
Sold by an agent employed by the Insurance Company;
Sold by a intermediary (the ‘channel’), typically an insurance broker;
Direct sales using telesales or the Internet.
Having gained competitive advantage the problem is then to exploit and sustain it. The idea of giving the
customer access to tracking information via the Internet was new one that had considerable appeal to the customer.
To gain competitive advantage using IS and IT usually needs an element of surprise; the system heeds to be
out in the market place before competitors make a start in copying the idea. Sustaining that competitive advantage
requires either that the technical advantage is converted into brand advantage, e.g. amazon.com, or that the technical
lead is sustained by continuous product and service development.
Sustainable competitive advantage from EDI systems has been rare. Most EDI systems have been
implemented in trade sectors where all competitors have a mature use of IT and IS and hence the use of EDI by one
player is readily emulated by the competition.
Sustainable competitive advantage appears to be more common with Internet e-Commerce; probably to be
expected with a new technology where the element of surprise can be greater. The notable names in Internet e-
Commerce, have entered existing markets or created new markets using web technologies at a time when the entry
costs to those markets were low and the element of surprise was greatest.
The strategy formulation stage can be a somewhat unstructured process with interest groups lobbying for their
favoured options and alliances forming and reforming. There is no set pattern to the process as it is so dependant on the
personalities involved.
Q) e-Commerce Implementation
The strategy once devised then needs to be implemented and the use of e-Commerce in business is the subject
of the remaining chapters of this book. The strategy diagram divides implementation into the technical and the business
aspects and these are briefly considered below:
Technical Implementation
The approach to technical implementation of an e-Commerce system depends on the business objectives,
business requirements and the technologies that have been selected. It is noted that many Internet e-Commerce systems
are cobbled together rather than designed and that is often apparent. It is important that the design process considers:
The ease of use of the system by the intended end users; always an important factor in system design but
crucial if the end users are to be members of the public with perhaps limited computer literacy and the option
to switch to an alternative web site if not satisfied.
The functionality that the users need; this has to be what the users want rather than what the organization
thinks they need. Users of e-Commerce are not a captive audience that can be interviewed and evaluated like
the users of a traditional IS development.
The back office systems: Customers of an online service quite reasonably expect a rapid response and the back
office systems need to be able to meet this requirement. For a volume e-Commerce system this requires that
the customer front end integrates with the IS systems.
The approach to design for an Internet e-Commerce system would sensibly be based on a prototyping lifecycle
as the design of the user interface is crucial to the success of the overall project. That said the use of prototyping is not
intended to be an excuse for the absence of design. A thorough evaluation of each stage of the transaction lifecycle is a
good starting point to make sure that the full requirements are included.
Business Implementation
As well as building its e-Shop (or other e-Commerce facility) the organization needs to:
Put in place the business infrastructure to support the new e-Commerce facility.
Market the new e-Commerce facility to the intended users.
Most organizations moving into e-Commerce will take a staged approach. Initial implementations may have
limited functionality and be offered to a limited audience. As already indicated, full implementation of e-Commerce
can have a considerable effect on the shape of the business and the way it does business.
e-Commerce Evaluation
All new IS systems should be properly evaluated after implementation and this is particularly important for a
system that is used by people outside the company. Evaluating an e-Commerce system will include the internal
stakeholders but crucially there needs to be a way of assessing customer reaction to the system (and potential
customers who gave up before completing a transaction are particularly inaccessible).
Update it: Developments in the competitive position, changes in the company or the emergence of new e-
Commerce technologies may indicate the need to re-visit the strategic process; the strategy can be updated.
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Practicle Question:
Competitive Outcomes
The intending passenger now has a number of channels to choose from when booking an airline seat. They
can:
Go direct to the airline. This can be:
At an airline’s sales counter (typically at the airport);
Using the airline’s direct telesales office;
Via the airlines web page
Use an intermediary:
A high street travel agent;
An online travel intermediary;
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