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목 차

전자상거래와 경영혁신 미래의 정보사회 세미나 2003년 11월 21일 한국과학기술원 테크노경영대학원 이 재 규 (02-958-3612, jklee@kgsm.kaist.ac.kr). 목 차. B2C EC 의 주요추세 초고속 인터넷의 보급구조 B2C 인터넷유통의 구조와 규모 온라인과 오프라인의 경쟁과 제휴: Amazon.com 의 경험 제조업의 Direct Marketing: Dell 의 경험 B2B EC 의 주요 추세와 SCM B2B EC 의 추세

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목 차

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  1. 전자상거래와 경영혁신미래의 정보사회 세미나2003년 11월 21일한국과학기술원 테크노경영대학원이 재 규 (02-958-3612, jklee@kgsm.kaist.ac.kr)

  2. 목 차 • B2C EC의 주요추세 • 초고속 인터넷의 보급구조 • B2C 인터넷유통의 구조와 규모 • 온라인과 오프라인의 경쟁과 제휴: Amazon.com의 경험 • 제조업의 Direct Marketing: Dell의 경험 • B2B EC의 주요 추세와 SCM • B2B EC의 추세 • B2B의 표준화와 경쟁사들의 협력구조: Covisint의 경험 • eProcurement의 전략 대안 • 전자입찰과 역경매 : GE; iMarketKorea의 사례 • CPFR: Wal-mart과 국내 경험 • Desktop Purchasing의 예 • SCM의 구현사례: Volvo CE; 삼성전자 • SCM Outsourcing의 비중

  3. Internet Usage Rate by Age 초고속 인터넷 보급구조 2000. 12 2001. 12 2002. 12 (%) 100 93.3 91.4 89.8 84.6 74.1 74.6 69.4 61.6 43.6 50 39.3 35.6 22.7 9.3 8.7 5.7 0 6~19 years 20s 30s 40s 50 or over old

  4. Internet Penetration by Gender Penetration Rate Female Male Relative Ratio Male Female

  5. Main Internet Using Place (Most frequently using) (%,Internet users) 100 2002. 12 2002. 12 79.5 71.7 50 17.5 14.3 6.1 3.3 2.9 1.8 1.6 1.3 0 PC/Internet Caffe Home Work Place School Other

  6. Internet Usage Frequency 100.0 2001. 12 2002. 12 71.8 62.4 50.0 16.6 16.1 13.8 11.9 3.0 1.6 0.9 1.9 0.0 Daily 3-4 1-2 3-4 1-2 times/week times/week times/month times/month (%,Internet user)

  7. Electronic Shopping Mall Consumer Business Customer Supplier’s Electronic Mall Consumer Business Customer Supplier’s Products Catalog Customer’s Order Information B2C EC B2B EC Business Suppliers

  8. eCustomer at an eMall B2C 인터넷유통의 구조와 규모 • Gender • Male: 43.7% • Female: 53.5% • Corporate: 2.8% • Age • Less than 20s: 5.2% • 20s: 37.6% • 30s: 34.3% • 40s: 15.6% • Above 50: 7.3%

  9. eTailing과 다른 유통 채널의 매출 성장 규모 비교 (단위: 억원) (출처: 통계청; 예측 : 하나경제연구소)

  10. 상품군별 매출 증가(2002.9) (단위: 백만원) (출처: 통계청 2002.11)

  11. 종합몰과 전문몰의 구성 : 회사수 (출처 : 통계청, 2002년 4월)

  12. 종합몰과 전문몰의 매출 규모 대비 (단위: US 백만 달러) (출처 : 통계청, 2002년 4월) 종합몰 회사수: 15.2% 집중현상: 상위 5개사 55%점유

  13. 목 차 • B2C EC의 주요추세 • 초고속 인터넷의 보급구조 • B2C 인터넷유통의 구조와 규모 • 온라인과 오프라인의 경쟁과 제휴: Amazon.com의 경험 • 제조업의 Direct Marketing: Dell의 경험 • B2B EC의 주요 추세와 SCM • B2B EC의 추세 • B2B의 표준화와 경쟁사들의 협력구조: Covisint의 경험 • eProcurement의 전략 대안 • 전자입찰과 역경매 : GE; iMarketKorea의 사례 • CPFR: Wal-mart과 국내 경험 • Desktop Purchasing의 예 • SCM의 구현사례: Volvo CE; 삼성전자 • SCM Outsourcing의 비중

  14. eTransformation of Traditional Business Clicks & Mortar Bricks & Mortar • Online and Offline Synergy Traditional Business Pure Clicks Reengineer Traditional Way of Doing Business • • Online Only • Dis-intermediation • Channel Conflict • Replace Offline Inefficiency • Supplement the Traditional Channels • Focus of eTransformation: Boost Online Sales; Reduce Cost; Resolve the Channel Conflict

  15. Amazonin the early stage (till early 1999) • Started with books • High Growth: 34% monthly • Sales : $600 million in 1998 • Cyber Book Market Share: about 50% • 5.1 million titles • 700 titles in stock [Inventory and Logistics] • Inventory Turnover Rate 42 (B&N:2.1) • Loss: $5.7 million in 1997 • Stock Price : $7 (1996), $35(‘98. 12. 29.), $200 (‘99. 1. 19) • Market Cap: $25.4Bil (‘99. 1. 19.) • Logistics by Ingram Book Group (Wholesaler) • http://www.businessweek.com/1997/43/b3550148.htm • Products Diversification • Competitor : Wal-mart

  16. Amazon Updated: Hope? • Customer rose by 2.5 Mil in Q2, 2000, totaling more than 22.5 Mil by the end of Q2, 2000. • Book, music, and video sales finally yield profits. • Sales $385.28 (Q2, 2000) • Profit $10.06 (Q2, 2000) • High growth in electronics. • Keeps $1.1 Bil in cash • Sold the search and personalization service to AOL at $100 Mil. Sources: http://www.ecommercetimes.com/perl/story/3885.html http://news.cnet.com/news/0-1007-201-4418213-0.html?tag=bplst http://www.informationweek.com/story/IWK20010724S0002

  17. Profit of Amazon (Jan 22, 2002) http://money.cnn.com/2002/01/22/technology/amazon/ 2003 Q2 Revenue $1.1 Billion (36% up from 2002 Q2) $- 43 million net loss Books and other media account for more than 78%; 81% of annual growth in the international market. http://www.usatoday.com/tech/techinvestor/techearnings/2003-07-22-amazoncom_x.htm

  18. Amazon.com의 주가

  19. B&N 와 BN.com의 주가

  20. Amazon and Toys R Us: Strategic Alliance • Alliance of pure-play with traditional retailer • Toys R Us had limited logistics capabilities including distribution centers • Amazon failed in the toy market lacking supplier relationships with toy manufacturers • Alliance allows each partner to leverage each others core strengths

  21. Retailers toward Clicks and Mortar • Walmart Online • Wal-mart: • 3,300 stores; I million workers; $218 billion revenue (2002) • Announced to offer over 80,000 of its products on the Internet • Has a strong supply chain • Next Amazon.com? • http://moneycentral.msn.com/articles/invest/jubak/3519.asp • Three relaunches http://seattle.bcentral.com/seattle/stories/2001/03/12/daily3.html • Alliance with Amazon.com desirable? • Spinoff desiable? Repurchased. • On/Offline Integration Synergy: • Tire install, pharmacy pickup, photo develop and online card, buy online and return offline, out of stock item – find online. • http://ecommerce.internet.com/news/insights/trends/article/0,,10417_1501651,00.html

  22. 순수 온라인과 On/Offline 통합 eTailer의 회사수 (출처 : 통계청, 2002년 4월)

  23. 순수 온라인과 On/Offline 통합구조의 매출 규모 (단위: US 백만 달러) (출처 : 통계청, 2002년 4월) (출처 : 통계청, 2002년 4월) Pure Online 회사수 구성비: 32.8%

  24. 전자상거래 전략의 대안 • 상품의 범위 • 종합; 특화 • 사업의 범위 • 유통; 제휴; Hosting; Solution; • 온라인과 오프라인의 경쟁구조: Amazon 과 B&N.com • 온라인과 오프라인의 제휴구조: Amazon 과 ToyRUs • 온라인과 오프라인의 Synergy: Wal-mart.com

  25. 목 차 • B2C EC의 주요추세 • 초고속 인터넷의 보급구조 • B2C 인터넷유통의 구조와 규모 • 온라인과 오프라인의 경쟁과 제휴: Amazon.com의 경험 • 제조업의 Direct Marketing: Dell의 경험 • B2B EC의 주요 추세와 SCM • B2B EC의 추세 • B2B의 표준화와 경쟁사들의 협력구조: Covisint의 경험 • eProcurement의 전략 대안 • 전자입찰과 역경매 : GE; iMarketKorea의 사례 • CPFR: Wal-mart과 국내 경험 • Desktop Purchasing의 예 • SCM의 구현사례: Volvo CE; 삼성전자 • SCM Outsourcing의 비중

  26. Dell Computer’sDirect Marketing Lessons • Dell’s Performance (built in 1984 at dormitory) • Online Sales • $50 million/day (50% of Total Sales at 2000-2Q) Austin Business Journal, August 10, 2000 [http://austin.bizjournals.com/austin/stories/2000/08/07/daily23.html] • $30million/day (40% of Total Sales at 1999-2Q) (’99.8. BizReport.com) • Characteristics ofDirect Marketing Model • Small Order; Order-to-Make; JIT Small Purchase; Small Delivery • Customer Relationship Management: One-to-one Marketing (Source: Dell Computer Financial) Profit (Mil) Revenue ($Bil) Stock Price ($) Inventory (Unit:Day) 750 12 60 40 500 9 45 30 250 6 30 20 0 3 15 10 0 0 -250 0 94 95 96 97 98yr 94 95 96 97 98yr 94 95 96 97 98yr 94 95 96 97 98yr

  27. CSFs of Dell • Make-to-Order and Mass Customization • Flexible Manufacturing System a Requisite • Nature of Product (ex. Automobile): Complexity of Implementation • SCM for Just-In-Time Part Delivery • Low Inventory • Database Marketing and Consumer Intimacy • Data Warehouse and Web Mining • Single Contact Point on the Internet and Online Customer Service • Number 1 customer satisfaction [Aug 10, 2001, Dell Press Release] • High Reliability and Reputation • Technological Excellence • Price Competitiveness • Delivery Date Estimation and Seamless Tracking System

  28. Competitor’s Response: IBM • Bricks & Mortar  Clicks & Mortar • Channel Conflict: • Price and Service Differentiation • Resolution of Channel Conflict • Transform to Pure Clicks? • Products (PC) and Geographical Market (USA) • Who has the Power?: A Manufacturer or Retailers • Transformation of Manufacturing System • Order-to-Make • Daily Demand Forecast: How to cooperate with retailers? • Layoffs 10% of PC Division

  29. Compaq Experience • Compaq • Price at Internet Channels Cheaper • Severe Resistance of Traditional Retailers • Revenue and Stock Price Collapsed • CEO Replaced (April 1999) • Layoffed 3,000 (Q3 in 1999) • Tried to reduce dealers and expand the online sales • Acquired by HP

  30. Revenue 22% rise in 2002 –3Q 28% annual rise Industry growth 2%

  31. Current Story Updated • Dell topped Compaq in US PC sales for the first time in Q4 1999. IBM slipped to fifth position in US 1999, from third place in 1998. http://www.ecommercetimes.com/perl/story/2310.html, Jan 24, 2000 • Dell passed IBM global market share in 1999. Ranked No. 1 in Q1 2001. Dell accounts for 95% of growth of industry shipment. Volume growth rate nearly 10 times faster than industry average. Dell grew 30% from a year ago, while total industry declined more than 3%. http://www.dell.com/us/en/gen/corporate/press/pressoffice_us_2001-04-19-aus-000.htm, April 19, 2001 • Number 1 for industry standard server in US Q1 2001; No. 10 in 1996. Number 2 in global market (Compaq is No. 1 yet). http://www.dell.com/us/en/gen/corporate/press/pressoffice_us_2001-05-01-aus-000.htm, May 1, 2001

  32. 목 차 • B2C EC의 주요추세 • 초고속 인터넷의 보급구조 • B2C 인터넷유통의 구조와 규모 • 온라인과 오프라인의 경쟁과 제휴: Amazon.com의 경험 • 제조업의 Direct Marketing: Dell의 경험 • B2B EC의 주요 추세와 SCM • B2B EC의 추세 • B2B의 표준화와 경쟁사들의 협력구조: Covisint의 경험 • eProcurement의 전략 대안 • 전자입찰과 역경매 : GE; iMarketKorea의 사례 • CPFR: Wal-mart과 국내 경험 • Desktop Purchasing의 예 • SCM의 구현사례: Volvo CE • 삼성전자 • SCM Outsourcing의 비중

  33. B2B EC as an Evolution of B2C EC Consumer Business Customer Supplier’s Electronic Mall Consumer Business Customer Supplier’s Products Catalog Customer’s Order Information B2C EC B2B EC Business Suppliers  In the early stage of seller-centric marketplace, the architectures of B2C and B2B are basically the same.

  34. B2B Exchange에서의 Desktop Purchasing Buyer Seller XML XML B2B Exchange Seller XML Buyer XML XML XML Buyer Seller Third Party eMarketplace

  35. Security: Intranet andExtranet Manufacturer Extranet • Extranet = Extended Intranet • Platform of B2B EC Intranet Suppliers Firewall Internet Distributors Intranet Customers Firewall

  36. From ANX to Covisint(Automotive Network Exchange) • GM, Ford, Chrysler and 30 suppliers, Dealers, Experimental Extranet (1997); 300 supplier (1998) • Eventually 30,000 participants expected • Information to Exchanges: EDI(Order, Delivery), E-Mail, Groupware, CAD, e-Payment, etc. • Goal of Cost Down: $1Billion/Year for Industry, $71/car • Standard Protocol: ANX-Certificate (IPSec Protocol) Ameritech, Bell Canada, EDS, MCI get the certificate. • Solution and Service Business: ANX eBusiness [anx.com]

  37. Automobile Industry and Covisint • GM • Joint Venture with CommerceOne: Announced TradeXchange ; Private Exchange Policy. • Goal of Cost Reduction: $100/trx  $10/trx • Goal Purchase Cycle time: 16 weeks  few hours, 2 days • Ford • Joint venture with Oracle: Announced AutoXchange • Planned Public Exchange policy • Merger: TX and AX  Covisint • Do they still need private exchanges? • Reactions: ENX, KNX • Hyundai:Vaatz 개설

  38. Covisint Trading Partners • ArvinMeritor • DaimlerChrysler • Delphi • Faurecia • Ford Supplier Portal • Freudenberg • General Motors • JCI • Lear • Nissan • Peugeot • Renault • Siemens Automotive • Tower Automotive • Yazaki NA

  39. eProcurement System in B2B EC Internet Internet Intranet TM Customer’s Corporate Buyer BuySite Suppliers MarketSite Web Browser Supply Order BuySite Web Browser Commerce One Transaction Servers Print Web Browser Web Server Fax Fax User Email EDI Format Customer’s Firewall

  40. 2002년 상반기 업종별 기업간 전자상거래 규모 총 119조원 [총거래액의 9.1%] [전자상거래의 91.6%] 2001년 기준

  41. Volume of B2B eCommerce by Operator

  42. Volume of B2B EC by Industry (in US$100M, %) Source: Korea National Statistical Office, March 2002

  43. 목 차 • B2C EC의 주요추세 • 초고속 인터넷의 보급구조 • B2C 인터넷유통의 구조와 규모 • 온라인과 오프라인의 경쟁과 제휴: Amazon.com의 경험 • 제조업의 Direct Marketing: Dell의 경험 • B2B EC의 주요 추세와 SCM • B2B EC의 추세 • B2B의 표준화와 경쟁사들의 협력구조: Covisint의 경험 • eProcurement의 전략 대안 • 전자입찰과 역경매 : GE; iMarketKorea의 사례 • CPFR: Wal-mart과 국내 경험 • Desktop Purchasing의 예 • SCM의 구현사례: Volvo CE; 삼성전자 • SCM Outsourcing의 비중

  44. eProcurement 전략 • Target of B2B • Minimum Price: • Reverse Auction (역경매), Tendering (입찰경쟁) • Minimum Procurement Administration Cost • Desktop Purchasing (DTP) • Minimum Inventory and Stockout • CPFR (협업적 계획, 예측 및 재고 보충) • Item Type 별 전략 • Direct Material – CPFR, 입찰경쟁 • Indirect Material [ MRO (Maintenance, Repair, Operations) ] – 역경매, DTP • Marketplace Type Selection • Seller Driven • Third Party Driven • Buyer Driven: Internal vs. External [Outsourcing]

  45. 전자입찰의 예GE TPN(Trading Process Network) 공급자 • Private Reverse Auction • Reengineer purchase process • Purchase on the Internet $10B(‘97.10) $16B(2001) • 60% of crews relocated , 30% reduced • 5~20% reduced price • Bidding cycle time reduced • New vendors found • Open TPN to other buyers Mfr Distruibutor GE 구매자 GE TPN VAR • Procurement Process Reengineering • Cultivate New Suppliers; Supplier 의 수를 정예화함

  46. Auction Service 시행 Demo (경매진행) 역경매 전자입찰

  47. 경매 서비스의 범위: iMarketKorea의 예 Quick Bidding 서비스 고객이 소싱, RFQ 기준작성 등 경매 이전의 모든 과정을 담당하고, IMK는 상황에 맞는 모듈을 선택하여 경매진행 업무만 담당하여 진행 (역경매 모듈 활용) Full Bidding 서비스 고객으로부터의 구매의뢰 전 과정, 즉 소싱, RFQ작성, 경매관리, 낙찰까지의 과정을 IMK가 담당하여 진행 (역경매 모듈 활용)

  48. Collaborative Planning Forecasting and Replenishment 유통업체 프로세스 비즈니스 계획, Metrics 설정, 합의 점별, 아이템별 계획수립 POS와 주요 데이터 수집 아이템 수준의 수요예측과 프로모션 일정 생성 보충을 위한 구매지시서(PO) 생성 Collaborative Planning Collaborative Forecasting Collaborative Replenishment 공급업체 프로세스 비즈니스 계획, Metrics 설정, 합의 판매와 마케팅 계획 수립 수요예측에 따른 생산계획 구매지시서에 의한 배송 아이템 수준의 수요예측

  49. CPFR(Wal*Mart) : Retail Link 사례 Wal-Mart (유통업체) Warner-Lambert(제조업체) Operational System EDI ERP Data warehouse Internet Manufacturing Plan Retail Link Sales data about W-L Products WWW Review and Comments Inventory Plan Forecast Planner Planner • 점포별 결품율: 13%  2% (84.6% 개선 ) • 재고수준 감소: 5~6 주  2 주

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