SlideShare uma empresa Scribd logo
1 de 48
Baixar para ler offline
INTRODUCTION PRODUCT INNOVATION CUSTOMER RELATIONSHIP INFRASTRUCTURE MANAGEMENT CONCLUSION March 2007 Internet + business = e-business Jl. Nakula I/5-11 Tel. +62243520165 -  http://www.dinus.ac.id Universitas Dian Nuswantoro Business Strategic Table of content
Chapter 5 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION
Business/IT alignment BUSINESS strategy I. TECHNOLOGY strategy Function integration Strategic fit BUSINESS IT strategy infrastructure I. SYSTEM infrastructure ORGANIZATION infrastructure Architecture Processes Skills Technology scope System competencies IT governance Administrative structure Business processes Skills Business scope Distinctive competencies IT governance [Henderson and Venkatraman, 1993] INTRODUCTION  | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION
Business/IT alignment > individual decision BUSINESS strategy Function integration Strategic fit BUSINESS IT strategy infrastructure ORGANIZATION infrastructure I. TECHNOLOGY strategy I. SYSTEM infrastructure Internal/external USERS GOALs TASK Standards Architecture … Action  Information  Interaction  APPLICATION USABILITY prototyping
Order fulfilment (Pemenuhan order)  Buyer Seller information Identify product Promote product influence Negotiate Negotiate payment BUY SELL goods Consume Serve information Query Answer Find source Find customer information product   customer payment logistics after-sale order
Business/IT alignment > organizational behavior BUSINESS strategy Function integration Strategic fit BUSINESS IT strategy infrastructure ORGANIZATION infrastructure I. TECHNOLOGY strategy I. SYSTEM infrastructure Intra/inter-organization Standards Architecture … Activity  Resource  Coordination  WORKFLOW PRODUCTIVITY simulation PROCESS UNITs / AGENTs MISSIONs
Business model > definition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[Linder, 2000]
Business/IT alignment > Business model BUSINESS strategy Function integration Strategic fit BUSINESS IT strategy infrastructure ORGANIZATION infrastructure I. TECHNOLOGY strategy I. SYSTEM infrastructure company/network Standards Architecture … Application  Database  Network  INFRATRUCTURE PROFITABILITY ROI VALUE CHAIN CUSTOMERs VALUE PROPOSITION
Business Model > questions Core capability Value configuration Partnership Customer segment Relationship Distribution channel VALUE proposition Revenue Cost HOW? WHAT? HOW MUCH? What do we offer to our customers? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? Who are our customers?  How do we reach them? How do we get and keep them? WHO?    Trust
Case study >  Question ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Value proposition 1 Core capability Value configuration Partnership Customer segment Relationship Distribution channel VALUE PROPOSITION Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? Who are our customers?  How do we reach them? How do we get and keep them? WHO? What do we offer to our customers? INTRODUCTION |  PRODUCT INNOVATION  | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION
Value proposition > definition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[Kambill, 1997]
Value proposition > examples ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ticketless Yield Management Barcelone Loterie Romande reservation easyCar Illustration
Value proposition > cost/performance COST PERFORMANCE Value frontier Underperformers Me-too Imitative innovation excellence innovation High-end market economy free Concorde EasyJet Exec jet High-end Quality, comfort … Low cost (frequent flight, on-time schedule,  service)  Major airlines [Kambill, 1997]
Customer segment 2 Core capability Value configuration Partnership CUSTOMER SEGMENT Relationship Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? WHO? What do we offer to our customers? Who are our customers?   How do we reach them? How do we get and keep them? INTRODUCTION | PRODUCT INNOVATION |  CUSTOMER RELATIONSHIP  | INFRASTRUCTURE MANAGEMENT | CONCLUSION
Customer segment > definition ,[object Object],[object Object],[object Object],Large  organization Home User Market Small  Business Medium  Business SOHO
Distribution channel 3 Core capability Value configuration Partnership Relationship DISTRIBUTION CHANNEL Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? WHO? What do we offer to our customers? Who are our customers?  How do we reach them? How do we get and keep them? Customer segment
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Distribution channel > definition The purpose is to make the right quantities of the right products or services available at the right place, at the right time
Distribution channel > life cycle Implementation and Use Training  Monitoring  Maintenance Troubleshooting Reverse Logistics (Returns) Life Cycle Management Community Offer (Specification) Negotiation Decision Contract Order & Order Tracking Billing & Payment (Financing) (Risk taking) Fulfillment Information Consulting (&Requirements) Specification Testing (Community) Advertising Promotions Public Relations Partnerships AFTER SALES EVALUATION PURCHASE AWARENESS [Muther, 2000; Ives, 2000]
Distribution channel > activities Illustration Promotion of authors and books Reading corners Coffee shops Sales person Cash registry (cash/credit card) Return books Banners to books etc. Search function Customer review Critics Excerpt Shopping cart checkout (Credit card) Order status Return books Transaction history Specialized affiliate Websites Expert commentaries Recommendation Free online courses Courses based on books etc. Mass advertising
Customer relationship 4 Core capability Value configuration Partnership CUSTOMER RELATIONSHIP Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? WHO? Who are our customers?  How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
Customer relationship  >  customer equity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],In some mobile firms, customer acquisition costs had reached almost a quarter of all operating expenses said Mr Zehle, CEO of [Blattberg, 2001]
Customer relationship   > trust ,[object Object],Certification Verification et authorization Escrow Notary, payments Expertise Guarantee of quality Rating Reputation of actors Insurance Risk management
Customer relationship   > customization Make recommendation  2 3 4a 5 4b Establish configuration  Planing of production  Listen to the customer Distribution CRM Production (internal) ERP Outsourcing (external)  SCM One-to-one Mass-customization
Infrastructure management upload images Print of images Delivery of items Marketing of product services Printing infrastructure Packing staff ColorMailer Website enables value for ACTIVITIES CAPABILITIES PARTNERS INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP |  INFRASTRUCTURE MANAGEMENT  | CONCLUSION
Business process >  integration Order processing Order confirmation Planing of realization De-stocking loading Planing delivery Customer service Prevision  Planing of stock Planing of capacity MRP choice supplier Availability stock Scheduling Stock allocation order of priorities Scheduling manufacturing Scheduling distribution Process Order planning Process Replenishment Process Production & assemblage Process Distribution ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[Kalakota, 2001]
Core capabilities (resources) 5 CAPABILITY Value configuration Partnership Customer relationship Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? WHO? Who are our customers?  How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Capability > definition DO OWN [Wallin, 2000]
Value chain 6 capability VALUE CONFIGURATION Partnership Customer relationship Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? WHO? Who are our customers?  How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
Value chain > definition ,[object Object],[object Object],[object Object],[object Object],infrastructure Human resources Technology development Procurement inbound logistics production outbound logistics marketing & sale After-sale Main activities Support activities Value
Value chain >  Illustration
Value configuration Value chain Value shop Value network [Stabell, 1998]
Partnership agreement 7 capability Value configuration PARTNERSHIP Customer relationship Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? WHO? Who are our customers?  How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
Partnership > Supply chain managment (SCM) SCM [Kalakota, 2001] manufacturer supplier seller distributor buyer information payment product «Bullwhip effect»
Partnership >  e-market Dutch Flower auction E-PROCUREMENT SCM [Pinker, 2003]
Partnership > Alliances Author marketing Distributor inventory sales Information systems coordination contents Shipping transport tracking Affiliate sales Customer buy content Bank payment deliver deliver order sale order sales critics Credit card clearance returns network
Revenue stream capability Value configuration Partnership Customer relationship Distribution channel Value proposition REVENUE Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? WHO? Who are our customers?  How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
Revenue stream > categories REVENUE one time recurrent sale registry subscription advertisement use Income of the subscription fees to become a member Paid by the buyer and/or the vendor transaction commission Income, percentage of a transaction made by the settlement (affiliate program) Income of online sales paid by the buyer Income of the ad banners posted on the shopfront Paid by the vendor ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],combination Mobile: PRE-PAID card
Profit and cost account capability Value configuration Partnership Customer relationship Distribution channel Value proposition Revenue COST HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing?  What are our costs? WHO? Who are our customers?  How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
Profit model ,[object Object],[object Object],[object Object],[object Object],[object Object],Net income (loss) Income (loss) before tax Operating income (loss) Total operating expenses Operating expenses research and development sales and marketing general and administration Total Costs of goods sold Gross margin Total Costs of goods sold Cost of goods sold Total net revenue Revenues
The Business Model Ontology (BMO) Channel Customer Proposition Configuration Capability Link Activity Cost Revenue Partnership Relationship Actor Needs requires Profit HOW? WHAT? HOW MUCH? WHO? Resource INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT |  CONCLUSION
Business model >  Bird’s eye view Illustration
A company that defines it’s business model can... ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Formal Document
A company that defines it’s business model can…  (continued) ,[object Object],[object Object],[object Object],[object Object],System thinking BSC
Business model innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[Osterwalder, 2005]
Business model innovation > typology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[Osterwalder, 2005]
Business model innovation > examples [Osterwalder, 2005]  E.  9. Cost structure C.  8. Revenue streams B.  7. Partnership agreement A.  6. Value configuration I.  5. Core capabilities F.  4. Customer relationship D.  3. Distribution channel G.  2. Target customer segment H.  1. Value proposition
Questions … http://www.hec.unil.ch/yp/TALK/slides/SHS_Mar2006.ppt  ? INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION

Mais conteúdo relacionado

Mais procurados (20)

Ecommerce Business Models
Ecommerce Business ModelsEcommerce Business Models
Ecommerce Business Models
 
E business
E businessE business
E business
 
Chapter 1/ Overview of Electronic Commerce Technology of E-Business
Chapter 1/ Overview of Electronic Commerce Technology of E-BusinessChapter 1/ Overview of Electronic Commerce Technology of E-Business
Chapter 1/ Overview of Electronic Commerce Technology of E-Business
 
E commerce
E commerceE commerce
E commerce
 
Structure & components of e-business
Structure & components of e-businessStructure & components of e-business
Structure & components of e-business
 
Ch01
Ch01Ch01
Ch01
 
E business
E businessE business
E business
 
ROLE OF E COMMERCE AND M COMMERCE
ROLE OF E COMMERCE AND M COMMERCEROLE OF E COMMERCE AND M COMMERCE
ROLE OF E COMMERCE AND M COMMERCE
 
Value chain
Value chainValue chain
Value chain
 
E-business
E-businessE-business
E-business
 
E business
E businessE business
E business
 
A presentation on e commerece
A presentation on e commerece A presentation on e commerece
A presentation on e commerece
 
Business communication (E Commerce)
Business communication (E Commerce)Business communication (E Commerce)
Business communication (E Commerce)
 
E-Commerce
E-CommerceE-Commerce
E-Commerce
 
Module 4 Enterprise Resource Planning
Module 4 Enterprise Resource PlanningModule 4 Enterprise Resource Planning
Module 4 Enterprise Resource Planning
 
05 Business Models for E-commerce slides
05 Business Models for E-commerce slides05 Business Models for E-commerce slides
05 Business Models for E-commerce slides
 
E Business
E BusinessE Business
E Business
 
An introduction to E-Commerce
An introduction to E-CommerceAn introduction to E-Commerce
An introduction to E-Commerce
 
E commerce
E commerceE commerce
E commerce
 
E COMMERCE FOR MBA STUDENTS
E COMMERCE FOR MBA STUDENTSE COMMERCE FOR MBA STUDENTS
E COMMERCE FOR MBA STUDENTS
 

Destaque

Business Value: is there something missing from the BA toolkit?
Business Value: is there something missing from the BA toolkit?Business Value: is there something missing from the BA toolkit?
Business Value: is there something missing from the BA toolkit?Optimice
 
customer relationship management
customer relationship managementcustomer relationship management
customer relationship managementVidyut Jain
 
Customer relationship management in Hotel Industry
Customer relationship management in Hotel IndustryCustomer relationship management in Hotel Industry
Customer relationship management in Hotel IndustryMilan Padariya
 
Customer Relationship Management (CRM): Theory and Practice
Customer Relationship Management (CRM): Theory and PracticeCustomer Relationship Management (CRM): Theory and Practice
Customer Relationship Management (CRM): Theory and PracticeJ. Todd Bennett
 
Customer relationship management
Customer relationship managementCustomer relationship management
Customer relationship managementcharanreddy589
 
Alternative channels of banking
Alternative channels of bankingAlternative channels of banking
Alternative channels of bankingRavi Arora
 

Destaque (7)

Business Value: is there something missing from the BA toolkit?
Business Value: is there something missing from the BA toolkit?Business Value: is there something missing from the BA toolkit?
Business Value: is there something missing from the BA toolkit?
 
customer relationship management
customer relationship managementcustomer relationship management
customer relationship management
 
Customer relationship management in Hotel Industry
Customer relationship management in Hotel IndustryCustomer relationship management in Hotel Industry
Customer relationship management in Hotel Industry
 
Customer Relationship Management (CRM): Theory and Practice
Customer Relationship Management (CRM): Theory and PracticeCustomer Relationship Management (CRM): Theory and Practice
Customer Relationship Management (CRM): Theory and Practice
 
Customer relationship management
Customer relationship managementCustomer relationship management
Customer relationship management
 
Business ethics
Business ethicsBusiness ethics
Business ethics
 
Alternative channels of banking
Alternative channels of bankingAlternative channels of banking
Alternative channels of banking
 

Semelhante a Internet + Business = E Business

Product Vision and Strategy - Value Propositions
Product Vision and Strategy - Value PropositionsProduct Vision and Strategy - Value Propositions
Product Vision and Strategy - Value PropositionsDoug Henderson
 
Product Vision and Strategy - Creating Value
Product Vision and Strategy - Creating Value Product Vision and Strategy - Creating Value
Product Vision and Strategy - Creating Value Doug Henderson
 
Ttb eloqua slides stein ias v0.5 (final shared version)
Ttb eloqua slides stein ias v0.5 (final   shared version)Ttb eloqua slides stein ias v0.5 (final   shared version)
Ttb eloqua slides stein ias v0.5 (final shared version)Marc Keating
 
Business model Canvas
Business model CanvasBusiness model Canvas
Business model CanvasIbrahim Faza
 
The Customer Journey Be One Step Ahead
The Customer Journey   Be One Step AheadThe Customer Journey   Be One Step Ahead
The Customer Journey Be One Step AheadCirquent
 
The PitchMethod: Business Model Canvas
The PitchMethod: Business Model CanvasThe PitchMethod: Business Model Canvas
The PitchMethod: Business Model CanvasTim Delhaes
 
Demystifying UX, CX and Digital Transformation
Demystifying UX, CX and Digital TransformationDemystifying UX, CX and Digital Transformation
Demystifying UX, CX and Digital TransformationMelissa Wilfley
 
Engage 9 Blocks Business Model case study
Engage 9 Blocks Business Model case studyEngage 9 Blocks Business Model case study
Engage 9 Blocks Business Model case studyAbdelrhman Tantawy
 
SXSW_Synthesis for Business Transformation
SXSW_Synthesis for Business Transformation SXSW_Synthesis for Business Transformation
SXSW_Synthesis for Business Transformation James Tantaro
 
Lecture 04 The Digital Marketing Opportunity
Lecture 04 The Digital Marketing OpportunityLecture 04 The Digital Marketing Opportunity
Lecture 04 The Digital Marketing OpportunityDavid Edmundson-Bird
 
Customer Segmentation
Customer SegmentationCustomer Segmentation
Customer SegmentationCarlos Soares
 
Becoming A Digital Business
Becoming A Digital BusinessBecoming A Digital Business
Becoming A Digital BusinessKen Polotan
 
Business model canvas_poster
Business model canvas_posterBusiness model canvas_poster
Business model canvas_posterokta26
 
Business model canvas_poster
Business model canvas_posterBusiness model canvas_poster
Business model canvas_posterKirill Kirillov
 
Customer Centric Marketing Seminar 4 04 06v3
Customer Centric Marketing Seminar 4 04 06v3Customer Centric Marketing Seminar 4 04 06v3
Customer Centric Marketing Seminar 4 04 06v3Mark Price
 

Semelhante a Internet + Business = E Business (20)

Product Vision and Strategy - Value Propositions
Product Vision and Strategy - Value PropositionsProduct Vision and Strategy - Value Propositions
Product Vision and Strategy - Value Propositions
 
Product Vision and Strategy - Creating Value
Product Vision and Strategy - Creating Value Product Vision and Strategy - Creating Value
Product Vision and Strategy - Creating Value
 
Ttb eloqua slides stein ias v0.5 (final shared version)
Ttb eloqua slides stein ias v0.5 (final   shared version)Ttb eloqua slides stein ias v0.5 (final   shared version)
Ttb eloqua slides stein ias v0.5 (final shared version)
 
Business model Canvas
Business model CanvasBusiness model Canvas
Business model Canvas
 
The Customer Journey Be One Step Ahead
The Customer Journey   Be One Step AheadThe Customer Journey   Be One Step Ahead
The Customer Journey Be One Step Ahead
 
The PitchMethod: Business Model Canvas
The PitchMethod: Business Model CanvasThe PitchMethod: Business Model Canvas
The PitchMethod: Business Model Canvas
 
Demystifying UX, CX and Digital Transformation
Demystifying UX, CX and Digital TransformationDemystifying UX, CX and Digital Transformation
Demystifying UX, CX and Digital Transformation
 
Engage 9 Blocks Business Model case study
Engage 9 Blocks Business Model case studyEngage 9 Blocks Business Model case study
Engage 9 Blocks Business Model case study
 
SXSW_Synthesis for Business Transformation
SXSW_Synthesis for Business Transformation SXSW_Synthesis for Business Transformation
SXSW_Synthesis for Business Transformation
 
Lecture 03 DMC and Strategy
Lecture 03 DMC and StrategyLecture 03 DMC and Strategy
Lecture 03 DMC and Strategy
 
Business model part 1 1
Business model part 1 1Business model part 1 1
Business model part 1 1
 
Business model/Modelo de negocios
Business model/Modelo de negociosBusiness model/Modelo de negocios
Business model/Modelo de negocios
 
Customer First - A True Business Transformation - Consulting_Arnab
Customer First - A True Business Transformation - Consulting_ArnabCustomer First - A True Business Transformation - Consulting_Arnab
Customer First - A True Business Transformation - Consulting_Arnab
 
Lecture 04 The Digital Marketing Opportunity
Lecture 04 The Digital Marketing OpportunityLecture 04 The Digital Marketing Opportunity
Lecture 04 The Digital Marketing Opportunity
 
Customer Segmentation
Customer SegmentationCustomer Segmentation
Customer Segmentation
 
Becoming A Digital Business
Becoming A Digital BusinessBecoming A Digital Business
Becoming A Digital Business
 
Business model canvas_poster
Business model canvas_posterBusiness model canvas_poster
Business model canvas_poster
 
Business model canvas_poster
Business model canvas_posterBusiness model canvas_poster
Business model canvas_poster
 
Business model canvas_poster
Business model canvas_posterBusiness model canvas_poster
Business model canvas_poster
 
Customer Centric Marketing Seminar 4 04 06v3
Customer Centric Marketing Seminar 4 04 06v3Customer Centric Marketing Seminar 4 04 06v3
Customer Centric Marketing Seminar 4 04 06v3
 

Mais de Mrirfan

Teori Etika Keperawatan
Teori Etika KeperawatanTeori Etika Keperawatan
Teori Etika KeperawatanMrirfan
 
Pengertian Etika
Pengertian EtikaPengertian Etika
Pengertian EtikaMrirfan
 
Pertemuan 06 Black Box Testing
Pertemuan 06      Black Box  TestingPertemuan 06      Black Box  Testing
Pertemuan 06 Black Box TestingMrirfan
 
M K P L Pertemuan5
M K P L  Pertemuan5M K P L  Pertemuan5
M K P L Pertemuan5Mrirfan
 
Pertemuan 3
Pertemuan 3Pertemuan 3
Pertemuan 3Mrirfan
 
Pertemuan 04 Software Testing Techniques 2
Pertemuan 04     Software  Testing  Techniques  2Pertemuan 04     Software  Testing  Techniques  2
Pertemuan 04 Software Testing Techniques 2Mrirfan
 
Pertemuan 04 Software Testing Techniques
Pertemuan 04     Software  Testing  TechniquesPertemuan 04     Software  Testing  Techniques
Pertemuan 04 Software Testing TechniquesMrirfan
 
Pertemuan 06 Black Box Testing
Pertemuan 06     Black Box TestingPertemuan 06     Black Box Testing
Pertemuan 06 Black Box TestingMrirfan
 
Ratnasuhartiniunairbab4
Ratnasuhartiniunairbab4Ratnasuhartiniunairbab4
Ratnasuhartiniunairbab4Mrirfan
 
Pertemuan 04 Software Testing Techniques 2
Pertemuan 04    Software Testing Techniques  2Pertemuan 04    Software Testing Techniques  2
Pertemuan 04 Software Testing Techniques 2Mrirfan
 
Pertemuan 04 Software Testing Techniques
Pertemuan 04    Software Testing TechniquesPertemuan 04    Software Testing Techniques
Pertemuan 04 Software Testing TechniquesMrirfan
 
Mkpl Pertemuan5
Mkpl Pertemuan5Mkpl Pertemuan5
Mkpl Pertemuan5Mrirfan
 
Pertemuan 3
Pertemuan 3Pertemuan 3
Pertemuan 3Mrirfan
 
04 Testing Perangkat Lunak
04 Testing Perangkat Lunak04 Testing Perangkat Lunak
04 Testing Perangkat LunakMrirfan
 
Strategi Pengujian Perangkat Lunak Mg Ke 8 Lanj
Strategi Pengujian Perangkat Lunak Mg Ke 8 LanjStrategi Pengujian Perangkat Lunak Mg Ke 8 Lanj
Strategi Pengujian Perangkat Lunak Mg Ke 8 LanjMrirfan
 
Kel2 Data Warehouse
Kel2 Data WarehouseKel2 Data Warehouse
Kel2 Data WarehouseMrirfan
 
Kel2 Data Warehouse 2
Kel2 Data Warehouse 2Kel2 Data Warehouse 2
Kel2 Data Warehouse 2Mrirfan
 
2 Basic Principal Of Utp Installation
2 Basic Principal Of Utp Installation2 Basic Principal Of Utp Installation
2 Basic Principal Of Utp InstallationMrirfan
 
1 Introduction To Premises Cabling System
1 Introduction To Premises Cabling System1 Introduction To Premises Cabling System
1 Introduction To Premises Cabling SystemMrirfan
 
Modul 16 Perc7 Bluetooth
Modul 16 Perc7 BluetoothModul 16 Perc7 Bluetooth
Modul 16 Perc7 BluetoothMrirfan
 

Mais de Mrirfan (20)

Teori Etika Keperawatan
Teori Etika KeperawatanTeori Etika Keperawatan
Teori Etika Keperawatan
 
Pengertian Etika
Pengertian EtikaPengertian Etika
Pengertian Etika
 
Pertemuan 06 Black Box Testing
Pertemuan 06      Black Box  TestingPertemuan 06      Black Box  Testing
Pertemuan 06 Black Box Testing
 
M K P L Pertemuan5
M K P L  Pertemuan5M K P L  Pertemuan5
M K P L Pertemuan5
 
Pertemuan 3
Pertemuan 3Pertemuan 3
Pertemuan 3
 
Pertemuan 04 Software Testing Techniques 2
Pertemuan 04     Software  Testing  Techniques  2Pertemuan 04     Software  Testing  Techniques  2
Pertemuan 04 Software Testing Techniques 2
 
Pertemuan 04 Software Testing Techniques
Pertemuan 04     Software  Testing  TechniquesPertemuan 04     Software  Testing  Techniques
Pertemuan 04 Software Testing Techniques
 
Pertemuan 06 Black Box Testing
Pertemuan 06     Black Box TestingPertemuan 06     Black Box Testing
Pertemuan 06 Black Box Testing
 
Ratnasuhartiniunairbab4
Ratnasuhartiniunairbab4Ratnasuhartiniunairbab4
Ratnasuhartiniunairbab4
 
Pertemuan 04 Software Testing Techniques 2
Pertemuan 04    Software Testing Techniques  2Pertemuan 04    Software Testing Techniques  2
Pertemuan 04 Software Testing Techniques 2
 
Pertemuan 04 Software Testing Techniques
Pertemuan 04    Software Testing TechniquesPertemuan 04    Software Testing Techniques
Pertemuan 04 Software Testing Techniques
 
Mkpl Pertemuan5
Mkpl Pertemuan5Mkpl Pertemuan5
Mkpl Pertemuan5
 
Pertemuan 3
Pertemuan 3Pertemuan 3
Pertemuan 3
 
04 Testing Perangkat Lunak
04 Testing Perangkat Lunak04 Testing Perangkat Lunak
04 Testing Perangkat Lunak
 
Strategi Pengujian Perangkat Lunak Mg Ke 8 Lanj
Strategi Pengujian Perangkat Lunak Mg Ke 8 LanjStrategi Pengujian Perangkat Lunak Mg Ke 8 Lanj
Strategi Pengujian Perangkat Lunak Mg Ke 8 Lanj
 
Kel2 Data Warehouse
Kel2 Data WarehouseKel2 Data Warehouse
Kel2 Data Warehouse
 
Kel2 Data Warehouse 2
Kel2 Data Warehouse 2Kel2 Data Warehouse 2
Kel2 Data Warehouse 2
 
2 Basic Principal Of Utp Installation
2 Basic Principal Of Utp Installation2 Basic Principal Of Utp Installation
2 Basic Principal Of Utp Installation
 
1 Introduction To Premises Cabling System
1 Introduction To Premises Cabling System1 Introduction To Premises Cabling System
1 Introduction To Premises Cabling System
 
Modul 16 Perc7 Bluetooth
Modul 16 Perc7 BluetoothModul 16 Perc7 Bluetooth
Modul 16 Perc7 Bluetooth
 

Último

L-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersL-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersPlan Writers
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateAdnet Communications
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model InnovationMichal Hron
 
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPanhandleOilandGas
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfLouis Malaybalay
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsWristbands Ireland
 
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckPitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckHajeJanKamps
 
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptBus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptendeworku
 
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelShopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelBhaviniSharma12
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersFlyyx Tech
 
Unleashing the Power of Fandom: A Short Guide to Fan Business
Unleashing the Power of Fandom: A Short Guide to Fan BusinessUnleashing the Power of Fandom: A Short Guide to Fan Business
Unleashing the Power of Fandom: A Short Guide to Fan Businesstompeter3736
 
NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxNVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxKrutik Rakade
 
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...BilalAhmed717
 
Meet Raj Shamani: A Trailblazing Entrepreneur
Meet Raj Shamani: A Trailblazing EntrepreneurMeet Raj Shamani: A Trailblazing Entrepreneur
Meet Raj Shamani: A Trailblazing Entrepreneurramya202104
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdfEni
 
Presented by Sabri international .......
Presented by Sabri international .......Presented by Sabri international .......
Presented by Sabri international .......SABRI INTERNATIONAL
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandakashm530190
 
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdfBloomerang
 
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxStreamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxPaulBryant58
 

Último (20)

L-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersL-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan Writers
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 Update
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model Innovation
 
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 Final
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly Products
 
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckPitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
 
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptBus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
 
WAM Corporate Presentation Mar 12 2024.pdf
WAM Corporate Presentation Mar 12 2024.pdfWAM Corporate Presentation Mar 12 2024.pdf
WAM Corporate Presentation Mar 12 2024.pdf
 
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelShopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business Model
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K Subscribers
 
Unleashing the Power of Fandom: A Short Guide to Fan Business
Unleashing the Power of Fandom: A Short Guide to Fan BusinessUnleashing the Power of Fandom: A Short Guide to Fan Business
Unleashing the Power of Fandom: A Short Guide to Fan Business
 
NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxNVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptx
 
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
 
Meet Raj Shamani: A Trailblazing Entrepreneur
Meet Raj Shamani: A Trailblazing EntrepreneurMeet Raj Shamani: A Trailblazing Entrepreneur
Meet Raj Shamani: A Trailblazing Entrepreneur
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf
 
Presented by Sabri international .......
Presented by Sabri international .......Presented by Sabri international .......
Presented by Sabri international .......
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brand
 
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf
 
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxStreamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
 

Internet + Business = E Business

  • 1. INTRODUCTION PRODUCT INNOVATION CUSTOMER RELATIONSHIP INFRASTRUCTURE MANAGEMENT CONCLUSION March 2007 Internet + business = e-business Jl. Nakula I/5-11 Tel. +62243520165 - http://www.dinus.ac.id Universitas Dian Nuswantoro Business Strategic Table of content
  • 2.
  • 3. Business/IT alignment BUSINESS strategy I. TECHNOLOGY strategy Function integration Strategic fit BUSINESS IT strategy infrastructure I. SYSTEM infrastructure ORGANIZATION infrastructure Architecture Processes Skills Technology scope System competencies IT governance Administrative structure Business processes Skills Business scope Distinctive competencies IT governance [Henderson and Venkatraman, 1993] INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION
  • 4. Business/IT alignment > individual decision BUSINESS strategy Function integration Strategic fit BUSINESS IT strategy infrastructure ORGANIZATION infrastructure I. TECHNOLOGY strategy I. SYSTEM infrastructure Internal/external USERS GOALs TASK Standards Architecture … Action Information Interaction APPLICATION USABILITY prototyping
  • 5. Order fulfilment (Pemenuhan order) Buyer Seller information Identify product Promote product influence Negotiate Negotiate payment BUY SELL goods Consume Serve information Query Answer Find source Find customer information product customer payment logistics after-sale order
  • 6. Business/IT alignment > organizational behavior BUSINESS strategy Function integration Strategic fit BUSINESS IT strategy infrastructure ORGANIZATION infrastructure I. TECHNOLOGY strategy I. SYSTEM infrastructure Intra/inter-organization Standards Architecture … Activity Resource Coordination WORKFLOW PRODUCTIVITY simulation PROCESS UNITs / AGENTs MISSIONs
  • 7.
  • 8. Business/IT alignment > Business model BUSINESS strategy Function integration Strategic fit BUSINESS IT strategy infrastructure ORGANIZATION infrastructure I. TECHNOLOGY strategy I. SYSTEM infrastructure company/network Standards Architecture … Application Database Network INFRATRUCTURE PROFITABILITY ROI VALUE CHAIN CUSTOMERs VALUE PROPOSITION
  • 9. Business Model > questions Core capability Value configuration Partnership Customer segment Relationship Distribution channel VALUE proposition Revenue Cost HOW? WHAT? HOW MUCH? What do we offer to our customers? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? Who are our customers? How do we reach them? How do we get and keep them? WHO?  Trust
  • 10.
  • 11. Value proposition 1 Core capability Value configuration Partnership Customer segment Relationship Distribution channel VALUE PROPOSITION Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? Who are our customers? How do we reach them? How do we get and keep them? WHO? What do we offer to our customers? INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION
  • 12.
  • 13.
  • 14. Value proposition > cost/performance COST PERFORMANCE Value frontier Underperformers Me-too Imitative innovation excellence innovation High-end market economy free Concorde EasyJet Exec jet High-end Quality, comfort … Low cost (frequent flight, on-time schedule, service) Major airlines [Kambill, 1997]
  • 15. Customer segment 2 Core capability Value configuration Partnership CUSTOMER SEGMENT Relationship Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? WHO? What do we offer to our customers? Who are our customers? How do we reach them? How do we get and keep them? INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION
  • 16.
  • 17. Distribution channel 3 Core capability Value configuration Partnership Relationship DISTRIBUTION CHANNEL Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? WHO? What do we offer to our customers? Who are our customers? How do we reach them? How do we get and keep them? Customer segment
  • 18.
  • 19. Distribution channel > life cycle Implementation and Use Training Monitoring Maintenance Troubleshooting Reverse Logistics (Returns) Life Cycle Management Community Offer (Specification) Negotiation Decision Contract Order & Order Tracking Billing & Payment (Financing) (Risk taking) Fulfillment Information Consulting (&Requirements) Specification Testing (Community) Advertising Promotions Public Relations Partnerships AFTER SALES EVALUATION PURCHASE AWARENESS [Muther, 2000; Ives, 2000]
  • 20. Distribution channel > activities Illustration Promotion of authors and books Reading corners Coffee shops Sales person Cash registry (cash/credit card) Return books Banners to books etc. Search function Customer review Critics Excerpt Shopping cart checkout (Credit card) Order status Return books Transaction history Specialized affiliate Websites Expert commentaries Recommendation Free online courses Courses based on books etc. Mass advertising
  • 21. Customer relationship 4 Core capability Value configuration Partnership CUSTOMER RELATIONSHIP Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? WHO? Who are our customers? How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
  • 22.
  • 23.
  • 24. Customer relationship > customization Make recommendation 2 3 4a 5 4b Establish configuration Planing of production Listen to the customer Distribution CRM Production (internal) ERP Outsourcing (external) SCM One-to-one Mass-customization
  • 25. Infrastructure management upload images Print of images Delivery of items Marketing of product services Printing infrastructure Packing staff ColorMailer Website enables value for ACTIVITIES CAPABILITIES PARTNERS INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION
  • 26.
  • 27. Core capabilities (resources) 5 CAPABILITY Value configuration Partnership Customer relationship Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? WHO? Who are our customers? How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
  • 28.
  • 29. Value chain 6 capability VALUE CONFIGURATION Partnership Customer relationship Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? WHO? Who are our customers? How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
  • 30.
  • 31. Value chain > Illustration
  • 32. Value configuration Value chain Value shop Value network [Stabell, 1998]
  • 33. Partnership agreement 7 capability Value configuration PARTNERSHIP Customer relationship Distribution channel Value proposition Revenue Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? WHO? Who are our customers? How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
  • 34. Partnership > Supply chain managment (SCM) SCM [Kalakota, 2001] manufacturer supplier seller distributor buyer information payment product «Bullwhip effect»
  • 35. Partnership > e-market Dutch Flower auction E-PROCUREMENT SCM [Pinker, 2003]
  • 36. Partnership > Alliances Author marketing Distributor inventory sales Information systems coordination contents Shipping transport tracking Affiliate sales Customer buy content Bank payment deliver deliver order sale order sales critics Credit card clearance returns network
  • 37. Revenue stream capability Value configuration Partnership Customer relationship Distribution channel Value proposition REVENUE Cost HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? WHO? Who are our customers? How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
  • 38.
  • 39. Profit and cost account capability Value configuration Partnership Customer relationship Distribution channel Value proposition Revenue COST HOW? WHAT? HOW MUCH? How do we operate and deliver? How do we collaborate? What are our key competencies? What are our revenues? Our pricing? What are our costs? WHO? Who are our customers? How do we reach them? How do we get and keep them? Customer segment What do we offer to our customers?
  • 40.
  • 41. The Business Model Ontology (BMO) Channel Customer Proposition Configuration Capability Link Activity Cost Revenue Partnership Relationship Actor Needs requires Profit HOW? WHAT? HOW MUCH? WHO? Resource INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION
  • 42. Business model > Bird’s eye view Illustration
  • 43.
  • 44.
  • 45.
  • 46.
  • 47. Business model innovation > examples [Osterwalder, 2005] E. 9. Cost structure C. 8. Revenue streams B. 7. Partnership agreement A. 6. Value configuration I. 5. Core capabilities F. 4. Customer relationship D. 3. Distribution channel G. 2. Target customer segment H. 1. Value proposition
  • 48. Questions … http://www.hec.unil.ch/yp/TALK/slides/SHS_Mar2006.ppt ? INTRODUCTION | PRODUCT INNOVATION | CUSTOMER RELATIONSHIP | INFRASTRUCTURE MANAGEMENT | CONCLUSION

Notas do Editor

  1. Title Projet SHS - Business + internet = e-business Date October 2005 Author(s) Dr Yves Pigneur University of Lausanne (HEC) [email_address] Abstract Business/IT alignment is a key management issue and has been largely investigated. Requirement engineering now deals with goal modeling and enterprise modeling; it addresses the "function integration" but doesn't explicitly addresses the "strategic fit". The assumption of this talk is that making explicit the business model   can contribute to improving the business/IT alignment. The role of a formally defined   business model is outlined. We propose a Business Model Ontology to formulate, understand, analyze and share a company's business model when designing information systems. File /HEC/SHS/ SHS_Mar2006.ppt URL: http://www.hec.unil.ch/yp/TALK/slides/SHS_Mar2006.ppt Version 2.1 Versions Dates Remarks 1.0 October 2004 Presentation of SHS projects 1.1 November 2004 Business model /yp 1.2 March 2005 e-business 2.0 October 2005 business model innovation & web 2.0 2.1 March 2006 case study (LeShop)
  2. There are examples of business model innovations in each building block. The most obvious is innovating in the value proposition. When mobile phones appeared in the market they offered a different value proposition than fixed line phones. In the early days of the Internet popular indexes like Yahoo! helped people find information on the Web. Regarding target customer segments, low-cost airlines like EasyJet have brought flying to the masses. Dell became really successful by exploring the web as a distribution channel. Gillette has made a fortune by establishing a continuous relationship with customers based on its disposable razors. Apple resurged based on its core capacity of bringing design to computers and electronic gadgets. Cisco became famous for its capacity of configuring activities in new and innovative supply chains. Intel thrived for its capacity to get partners to build on its processing platform. Google tapped in an innovative revenue streams by linking highly specific search results and content with text ads. Wal-Mart became dominant by its ability to slash cost throughout its business model. Alex Osterwalder