EBIZ - BATCH 2 HANDOUT

7/29/2019 EBIZ - BATCH 2 HANDOUT

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1

Management & Innovation of E-Business(IS3167, 2790167 )

Slides (Set-2)

(Lectures 7 to 12)

Sept 2012 2Lect-7/8:EBIZ - Mgt & Innovation eBusiness(by JackKoh)

Discuss

Why did

Apple

sent me

this after

I have

registered

my new

iPhone, a

few dayslater?



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4


what forms of e-marketing channels are available to

e-business strategy to facilitate new customer

acquisition, retention, and extension of existing

customers.

involves attracting and sustaining

customers attention in order to

persuade them to purchase a product

or service..

...central to advertising is the use of

brands


Exploit new media marketing such aspersonalisation, mass customization, search

engine optimization, affiliate marketing, online

ads (Google Adwords), Viral marketing, email

marketing, social media marketing, multi-

channel integration . . . . .



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8

Evaluate and identify the marketing channels

used by easyJet and Dell as reference casestudies, Chaffey pg 402 and Dellpg 425


Price transparency

Commoditization

New pricing approaches: Dynamic pricing



Consumer profiling

Privacy. Research online how Amazonsrecommendation engine works. Based on yourfindings, critically analyse the privacy issuesinvolved in the profiling of customers. How muchdoes Amazon know about its users and how mightthis information be misused or abused? Can youimagine a world in which every organisation we dobusiness with has a similar system in place? Whathappens to the notion of free choice in a world whereour tastes and desires are continually predicted bycompanies trying to sell us products?


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Management & Innovation of E-BusinessIS3167, 2790167 (2011) (assembled by JackKoh)

Set 2 of 3 sets of Ebiz study notes Page 54/ 153

concept holds that achieving organisational goals depends on knowing the needs and wants of target markets and

delivering the desired satisfaction better than competitors do (P Kohler, 2010).

The discipline of marketing is a huge area of study, but it is essential that you grasp the basic concepts in order to

appreciate the increasing role that e-business is playing in an area that is key to competitive advantage in many

industries and product markets.

If you input the term marketing into any search engine, you will see that it has many definitions. There are

commonalities and differences amongall of them. We find the definition provided by the UKs Chartered Institute

of Marketing helpful: Marketing is the management process responsible for identifying, anticipating and satisfying

customer requirementsprofitably.This definition shows us that the customer is central to business objectives, with the

understanding, of course, that profitability is also important.

However, as with all definitions, there are alternatives. Nonetheless, marketing is a set of customer-oriented strategies

and practices. As with most aspects of business, marketing pre-existed what we now refer to as e-business. So it is

important to explore briefly the fundamentals of traditional marketingbefore looking at how e-business changes it.

Here we focus on a few basic concepts and models, including customersegmentation, the 4 Ps, the customer lifecycle,

and customer relationship management.

Who go online and why?

Laudon (2011) advised that before firms can market online, they must understand who go online, who shops and why,

and what they do. Laudon advised 4 areas to review and understand first.

Key features of internet audience:. 70% of U.S households have internet access (with growth slowing to 3% annually)

as compared to 98% has TV and 94% has a phone. But intensity and scope of internet usages have increased with 78%

of adult users logging in everyday for a wide range of activities (email (62%), search (50%), news (43%), social

networking (40%), research, banking (25%), purchases (11%), hobby-related, job hunting, health information,download, dating).

Both men and woman participation are equal. Usage age groupings: 20% of age-group below 12 uses the Internet, 95%

from ages 12 -29; 85% from ages 30-49, 45% from the above 65 group. There is no significant difference between

ethnic groups though the American-Africans are slightly lower by 10% at 70%. Income and educational levels affect

the online access and intensity of usage which may differ as much as 40% between the different groups.

Concepts of consumer behaviour and purchasing decisions. Where human traffic is heavy, many consumers tend to

partake in purchases. Location. Location. But with online consumers, location is of no consequence. Neighbourhood

to other online relatedsites, social network ties, blogs have increasing influence on consumer behaviour.

Need to construct consumer behaviour models (involving study of sociology, psychology, economics) to predict or

explain consumer behaviour will enlighten firms in their in marketing plans. Background factors, culture (which shape

basic human values, wants, perceptions and behaviours), social (reference groups (eitherdirect: family, religion,

profession ORindirect: social styles, lifestyles, celebrity blogs. Both have opinion leaders/viral influencers), and

psychological aspects (set of needs, drives, motivation, learned behaviours) have great impact on consumer behaviour.

So, why consumers chose online transactions? Is it the price, convenience, time saving, transaction cost (search,

contract, control), online features (live chat, return policy, trusted trademark, reviews, free delivery, payment policy)?

Consumers online behaviour. 72% of online users are online buyers (shoppers), 16% uses online search (browsers)

but buy offline. These 88% online audience are interesting for marketers. While e-commerce is a major conduit for

online and offline purchases, the reverse is also true. Offline marketing media also influence online purchase decisions.What are purchased online? Surprisingly, both big and small ticket items. Computers, electronics, apparel, office


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recession economy pricing sees more sales. However it is not the same as a value pricing approach which we come to

shortly.

Price Skimming. Price skimming sees a company charge a higher price because it has a substantial competitive

advantage. However, the advantage tends not to be sustainable. The high price attracts new competitors into the market,

and the price inevitably falls due to increased supply.

Manufacturers of digital watches used a skimming approach in the 1970s. Once other manufacturers were tempted into

the market and the watches were produced at a lower unit cost, other marketing strategies and pricing approaches are

implemented. New products were developed and the market for watches gained a reputation for innovation.

Place(refers to channel, distribution, intermediary): How should the product or service make its way to the customer?

That is, where should it be purchased? Obviously be available through the most appropriate marketing channel or

combination of channels. Kohler (2010) said A marketing channel is a set of interdependent organisations that help

make a product or service available for use or consumption by the consumer or business user. Different channels could

be exploited at different stages of the product life cycle. Source: http://www.marketingteacher.com/lesson-store/lesson-

place.html

Promotion: How do we encourage the customer to purchase the product or service (e.g., advertising, sales

promotions)? Promotion is the marketing term used to describe all marketing communications activities and includes

personal selling, sales promotion, public relations, direct marketing, trade fairs and exhibitions, advertising and

sponsorship. It is how these promotion tools be uniquely blended that the company can use them to persuasively

communicate customer value and build customer relationships.

The 4Ps concept is simple. Think about another common mix - a cake mix. All cakes contain eggs, milk, flour, and

sugar. However, you can alter the final cake by altering the amounts of mix elements contained in it. So for a sweet

cake add more sugar! It is the same with the marketing mix. The offer you make to your customer can be altered by

varying the mix elements. So for a high profile brand, increase the focus on promotion and desensitize the weight given

to price.

Another way to think about the marketing mix is to use the image of an artist's palette. The marketer mixes the prime

colours (mix elements) in different quantities to deliver a particular final colour. Every hand painted picture is original

in some way, as is every marketing mix.

A general perception of strategist is to change the mix on product, place or promotion in some way before resorting to

price reductions.

Notethat segmentation is about more than just advertising, as it can also inform the processes of product innovation,

pricing and selecting distribution channels. For example, if it is determined that adventure seeking, young professional

men are especially keen on a new sporting trend, a company might develop a new product for this market segment and

price it based on their purchasing power.

While this is very helpful for understanding the fundamentals of the marketing process, the 4 Ps have their limitations.

I n parti cular , the 4Ps have been cr iti cised for not being compatible with longer term customer relationships. This is

where the idea of managing the customer relationship proves important.

The customer li fecycle (CLC)

This model emphasises the importance of initiating and building relationships with customers over the long term.

The Customer Life Cycle (CLC) has obvious similarities with the Product Life Cycle (PLC). However, CLC focuses

upon the creation of and delivery of lifetime value to the customer i.e. looks at the products or services that customersNEED throughout their lives. It is marketing orientated rather than product orientated, and embodies the marketing
http://www.marketingteacher.com/lesson-store/lesson-place.htmlhttp://www.marketingteacher.com/lesson-store/lesson-place.htmlhttp://www.marketingteacher.com/lesson-store/lesson-place.htmlhttp://www.marketingteacher.com/lesson-store/lesson-place.html


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Information technology plays an important role in acquisiti on ofnew customers, retainingexisting one and customer

extension. But CRM is more than just a software solution. It is an approach to doing business that is extended and

sometimes intensified with the use of information technology. Some prefer to call it a strategy. Chaffey (2011) Chapter-

9 , pg 452, describes the different marketing applications of CRM as:

automating the sales force

managing customer service efforts

managing sales processes

managing marketing campaigns

analysis.

There are many case studies that show how CRM is often done poorly by companies, resulting in high costs or elusive

benefits. Rigby et al.(2002) discuss the four perils of CRM. When it works well, CRM allows companies to gather

customer data responsively, identify the most valuable customers, and increase customer loyalty through customisation.

However, things often go wrong. These perils can be summarised as follows:

Implementing CRM before there is a customer strategy in place companies often implement CRM without first

completing a segmentation analysis or determining their marketing goals, which is like trying to builda house without

engineering measures or an architectural plan.

Rolling out CRM before changing the organisation to match an organisation that wants to do CRM well must first

be interested in actually relating to customers.

Assuming that more CRM technology is better CRM does not have to be technology-intensive. It can also be

achieved by other means, such as motivating employees to care more about customers.

Stalking, not wooing, customers excessive and aggressive marketing communications to current or potential

customers might inadvertently turn them away from your brand, product or service.

We will return to a discussion of how best to use information technology to achieve e-business marketing goals in the

next section. For now it is important to grasp that, for CRM to be successful, companies need to consider not justtechnological issues, but also organisational, social and strategic ones.

Case study for discussion

In Chapter 9 of Chaffey (2011)pg 495 on Case study 9.6 discusses the CRM strategy of a company called Toptable,

which is an online service for booking restaurants. Originally, Toptable relied on sending undifferentiated, mass

emails to their consumers. However, over time this strategy became less and less effective. Recognising the limitations

of this approach to CRM, Toptable partnered with a marketing company in order to improve their communications and

customer relations.

Read through the case study and explore the four key areas that Toptable and its partner focused on. How did they

target defectors and lookers? What problems did Toptable face in successfully delivering email messages to

potential clients, and how did their new partner overcome these problems? Think critically about these issues, and then

consider: in what ways might their strategy be likened to spam operations?

The e-business contr ibuti on to marketing

Until now we have been exploring the conceptual dimensions of marketing, without focusing too much on e-business.

Indeed, mostifnot all of the practices and strategies we discussed above are relevantin both the offline and online

worlds. In this section we look specifically at what e-business and information technology can offer to marketing, i.e.

what forms of e-marketing channels are available to e-business strategy to facilitate new customer acquisition, retention,

and extension of existing customers.

Chaffey refers to this topic as e-marketing, which is a term that nicely captures marketing on various e-businessplatforms such as the internet and mobile phone networks.


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Reconsider how the company measures brand equity the value of a brand varies dramatically from customer to

customer IT may have a role to play here.

Through the careful design and functionality of websites and the amount and type of product information provided, e-

business can add considerably to brand awareness and brand experience.

New media marketing

That brings us to a discussion of the main diff erences between marketing off li ne and online. A handy way of thinking

about these differences is in terms of the 6 Is of e-marketing.

Interactivity: A key characteristic of the internet is its interactivity. Instead of a company simply pushing a message to

a customer, which represents the old media, broadcast way of marketing (think traditional television), customers can

now interact with companies online by seeking out information themselves. This distinction is also known as push

media versus pul lmedia. Online, the user most often seeks out the information s/he is interested in. The potential for

new interactions opens up new marketing opportunities, but it also introduces new problems. For one, marketers have

less control over their messages than in traditional media. Also note that not everythingonline is pulled. Email, for

example, is an online push medium.

Intelligence: The internet and other new media facilitate new ways of collecting data on customer preferencesand

perceptions. No longer do companies have to rely on traditional surveys for their market research, as new media offer

new ways to understand market segments in much greater detail. For example, software can track a customers

progress around a website (i.e. which products they consider as well as which ones they purchase) and, at the network

level, which websites they visit. Such behavioural profiling raises ethical questions, to which we return in the final

section of this chapter.

Individualisation: The interactivity of the internet and other new media also permits greater personalisation and

customisationof marketing communications. For example, Amazon is famous for its highly customised

recommendation system.

Integration: The internet (and other new media) enables the integration of various marketing communication

techniques in at least two ways. Itcomplements other marketing channelsfor product promotion and it facilitatescustomer service. Note how the UK supermarket Tesco (see the case study in Chaffey) integrates its online offering with

its offline operations and customer loyalty scheme. This case also shows how the company uses CRM techniques

to increase sales. However, as we discuss below, multi-channel integration is a complex problem.

Industry restructuring: This has to do with the issue ofdisintermediation and re-in termediationdiscussed in SG

Chapter-3 . Marketers have to consider how to represent the companys brand and products among the various

intermediaries.

Independence of location: New media increase the reachof companies and their communications, and so companies

need to review how their relationships with various local agents are affected by the globalisation of marketing efforts.

Personal isation and mass customisation

There is much promise in the new medias capacity to deliver personalisedand customised information and marketing

communications to current and potential customers. While the terms personalisation andcustomisation are often

used interchangeably, there is a slight difference in meaning. Personalisation involves the individualisation of

content, while mass customisation focuses on tailoring marketing content at the group level. A good example of mass

customisation isAmazons recommendation system whereby the merchant recommends similar products according to

what customers in the same marketing segment have bought. This approach to marketing is referred to as collaborative

filtering and is also known as recommendation marketing.

Personalisation can use different variables to tailor content, includingcustomers preferences, time or date, upcoming

events or users locations. For example, many portals allow users to personalise their home pages to include

information such as the local weather, stock prices, the latest news, the scores of their favourite sports teams, and so on.


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activity can be tracked online, the merchant now has a better idea of how effective its advertising is, especially

compared to the offline world where marketers have wondered for decades about the effectiveness of advertising.

Onl ine adverti sing

Display advertising that appears on the Internet are called online advertising. Display advertising appears on web pages

in many forms such as text, logos, photos, location maps including web banners. Banner ad standards continue to

evolve.

From the early days of the dot.com boom, advertising has been seen as an important revenue stream for websites. This

was usually in the form ofbanner or pop-up adverts, on which many of the more reckless ventures of the time

depended for revenue. However, unless the site has a large number of visitors (e.g. portals like Yahoo) or enough

visitors from a specific marketing segment or niche (e.g. a site that specialises in mountaineering information), few

advertisers will be interested. Furthermore, as the novelty wore off, users began to be irritated by the adverts and click-

through rates fell from 2 per cent in the mid-1990s to 0.3 per cent a decade later. However, Googles AdWords service

(see the case study in Chapter 3 of Chaffey, 2011) revolutionised advertising, such that it is frequently referred to as

the worlds most valuable online advertising agency masquerading as a search engine.

Advertisers bid (handsomely) to appear on the (right-hand side of) screens of information retrieved as the result of a

particular keywordsearch and then payment is based on pay per click as the consumer clicks through to the

advertisers website. This is much more focused advertising, and much more likely to lead to a sale, than broadcast

advertising on television. The latter is criticised as sending messages to a large, diverse number of people, most of

whom are not concentrating and have no interest in the product or the advertiser.

In contrast, AdWords provides advertisers with sales opportunities where the consumer has indicated his likely

intention to buy by clicking twice: once on the keyword search itself and once on the link from Google to the

advertisers site. The success of AdWords can be seen in the fact that advertising currently makes up at least 97 per

cent of Googles revenue of around $20 billion (2008). Many companies have switched part of their TV advertisingbudget to AdWords, causing pain in the commercial television industry. In 2009, the UK advertising spend on internet

advertising exceeded that on television advertising for the first time.

Although the internet is considered to be the most measurable advertising medium, click-throughs dont tell the whole

story about the impact of online advertising. We often treat the offline and online worlds as exclusive, but they are not:

online advertising can also stimulate offline sales. Furthermore, many people use the internet as a source of

information for comparison before buying the product or service offline. Much of that information is marketing content.

Online advertising is normally found on search engine results pages, banner ads, blogs, rich media Ads, social network

advertising, interstitial ads, online classified advertising, advertising networks and e-mail marketing, including e-mail

spam. Many of these types of ads are delivered by an ad server.

Google AdWords is Google's main advertising product and main source of revenue. Google's total

advertising revenues were US$28 billion in 2010. AdWords offers pay-per-click, i.e, cost-per-click (CPC)

advertising, cost-per-thousand-impressions or cost-per-mile (CPM) advertising, and site-targeted advertising

for text, banner, and rich-media ads. The AdWords program includes local, national, and international

distribution. Google's text advertisements are short, consisting of one headline consisting of 25 characters

and two additional text lines consisting of 35 characters each. Image ads can be one of several different

Interactive Advertising Bureau(IAB) standard sizes.
http://en.wikipedia.org/wiki/Interactive_Advertising_Bureauhttp://en.wikipedia.org/wiki/Interactive_Advertising_Bureauhttp://en.wikipedia.org/wiki/Interactive_Advertising_Bureau


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by others. Whatever the proper description, Microsoft continues to generate buzz around the world

http://www.youtube.com/watch?v=fQyx6PCd2F4&feature=player_embedded

5. Barack Obamas presidential win had about as much to do with social media and viral marketing skills asit did with his Harvard Law degree or stance on an array of political issues. Obama got the youth to vote, a

task many thought impossible. He accomplished this by strategically tapping into nearly every major social

media outlet. At the time of Obamas inauguration in January 2009, the President had 13 million people on

his email list, 3 million online donors, 5 million friends on more than 15 different social networking sits

including 3 million friends on Facebook, 8.5 million monthly visitors to MyBarackObama.com, nearly

2,000 official YouTube videos (with more than 80 million views and 135,000 subscribers), and more than 3

million people signed up for his text messaging program. Now, that is how you win an election

6. The skydivers linked up to spell H-O-N-D-A in the sky. The British ad was a traditional television ad inEurope, but became a YouTube hit in the United States, generating over 400,000 views. Though the

effectiveness of this commercial has been debated, it must be noted that the Accord became the best selling

vehicle in America in April 2009 for the first time in its history. Coincidence?

http://www.youtube.com/watch?v=MdBESZaB6NA&feature=player_embedded#!

Example of viral marketing (w/o the Internet, or old school approach):

The Ponzi scheme and related investment pyramid schemes are early examples of viral marketing. In each

round, investors are paid interest from the principal deposits of later investors. Early investors

enthusiastically recruit their friends, generating exponential growth until the pool of available investors is

tapped out and the scheme collapses

At this juncture we would like to bring your attention to Table 9.3/ pg 499in Chaffey (2011), which summarises the

strengths and weaknesses of the various new media marketing channels, including search engine optimisation, affiliate

marketing and viral marketing as well as many others.

Email marketingIt is directly marketing a commercial message to a group of people using electronic mail (email). In its broadest sense,

every email sent to a potential or current customer could be considered email marketing. It usually involves using email

to send ads, request business, or solicit sales or donations, and is meant to build loyalty, trust, or brand awareness.

Email marketing can be done to either cold lists or current customer database. Broadly, the term is usually used to refer

to:

Sending email messages with the purpose of enhancing the relationship of a merchant with its current or

previous customers, to encourage customer loyalty and repeat business,

Sending email messages with the purpose of acquiring new customers or convincing current customers to

purchase something immediately,

Adding advertisements to email messages sent by other companies to their customers

Social media marketing

This refers to the process of gaining website traffic or attention through social media sites. Social media marketing

programs usually center on efforts to create content that attracts attention and encourages readers to share it with their

social networks. For instance, Twitter is a social site designed to let people share short messages or updates with

others. Facebook, in contrast is a full-blown social networking site that allows for sharing updates, photos, joining

events and a variety of other activities.

Why would a search marketer or a site about search engines care about social media? Both search engines and social

media are very closely related. Social media often feeds into the discovery of new content such as news stories, and

discovery is a search activity. Social media can also help build links that in turn support into SEO efforts. Many

people also perform searches at social media sites to find social media content.
http://www.youtube.com/watch?v=fQyx6PCd2F4&feature=player_embeddedhttp://www.youtube.com/watch?v=MdBESZaB6NA&feature=player_embeddedhttp://www.youtube.com/watch?v=MdBESZaB6NA&feature=player_embeddedhttp://www.youtube.com/watch?v=fQyx6PCd2F4&feature=player_embedded


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Multi -channel integration

With all these different ways of marketing, using both offline and online channels, and targeting newer and more

specific customer segments, comes what has been calledthe proliferation challenge. As well as the various marketing

techniques, marketers often use a variety of channels, including text-messaging and telephone sales/call centres. The

vast amount of customer information that has become available has led to an increasing number of customer segments,

calling forth additional brands and products. With the advent of web 2.0, in the shape of social networking sites, blogs,

wikis and Twitter (see SG Chapter 8), the complexity of the problem has mushroomed.

Company Intermediary (social media, email, sms, telephone, post , person) Customer

The result is a major headache for marketing managers who, faced with a bewildering choice, must devise a marketing

strategy that is effective but stays within budget and is consistent across channels of intermediary. For example,

increased spending on AdWords implies less spending on TV advertising, which may make sense for some products (e.g.

digital cameras) but not for others (e.g. washing powder). Consistency includes product descriptions and prices, except

perhaps where channels can be sufficiently differentiated and incentives or constraints can be applied. For example,

one retailer with excellent distribution and warehousing facilities but limited showrooms may focus on online price

promotions whereas another, which wants to increase footfall in their stores but suffers from poor logistics, will choose

the opposite strategy.

Case studies

As discussed in the case study on easyJet, in Chaffey (2011)pg 402 of Chapter 8, while the company sells 98 per cent of

its tickets online, it still uses other channels (e.g. newspapers) for advertising. The case study on Dell i n pg 425of the

same chapter discusses how the company uses various media to market its computers. Watson et al. (2000) talk further

about integrated internet marketing.

Examine these case studies and evaluate their relevance to the customer life cycle.

Dynamic pri cing

What is the maximum price you are willing to pay for your favourite shampoo? How valuable is that good to you?

These are questions that companies interested in dynamic pricing ask.

Unlike fixed pricing, with which we are all familiar, dynamic pricing is the dynamic adjustment of prices depending on

the value that customers assign to the good. Advances in information technology make this approach to marketing

much more feasible than in the past, as companies require access to lots of information about customer preferences and

values as well as demand levels for it to work.

In a sense, dynamic pricing isnt new. Price discrimination has been around for decades, if not centuries. Movie

theatres, buses, trains, airlines and even amusement parks and restaurants offer different prices to children, students

and senior citizens. Indeed, airlines have grown very sophisticated in their price differentiation schemes, segmenting

business travellers from non-business travellers, who are more flexible in their itineraries and more price-sensitive.

Even without e-business, there has been an element of dynamic pricing in the shape of cheap standby tickets for the

theatre or cinema and end-of-season fashion sales. The internet has changed the game, however. It facilitates the

simple and rapid transformation of list prices while allowing companies to gather and analyse customer data quickly.

For example, airlines operate highly sophisticated yield management systems that price tickets for a particular flight

based on the sales so far, such that if the flight is half-empty the price drops and if it is nearly full the price increases.

This access to data on actual customer behaviour enables companies to micro-manage their marketing and pricing

strategies to the extent that every sales offer can be customised. Some argue that its not just companies thatbenefitfrom these technologies, but also customers. The emergence of shopping comparison websites (e.g. www.kelkoo.com)


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Lecture-9 Tutorial-3 Questions

1. Choose what you consider to be one cool brand and one uncool brand for clothing. What are your reasons

for choosing them? Are these subjective reasons? What role does experience play? How does the website

support the offline brand experience?

2. Search online for information on a recent viral marketing campaign. Try to identify how much the campaign

cost the sponsoring company, how the message was spread, what media were used (e.g. video, funny image,

etc.) and what sites were involved. Was the campaign deemed successful or unsuccessful? Why? Were there

any unexpected problems with the campaign?

3. Consider a product that is subject to dynamic pricing (e.g. airline seats, fashion clothes) and outline the costs

and benefits of the practice for both the seller and the buyer. Does dynamic pricing change the behaviour of

buyers? Under what circumstances might it not change their behaviour?

4. Research online how Amazons recommendation engine works. Based on your findings, critically analyse the

privacy issues involved in the profiling of customers. How much does Amazon know about its users and how

might this information be misused or abused?Can you imagine a world in which every organisation we do

business with has a similar system in place? What happens to the notion of free choice in a world where our

tastes and desires are continually predicted by companies trying to sell us products?

5. What is customer segmentation? How does e-marketing contribute to segmentation? Justify your answer using

examples.

6. Why is customer relationship management important? How is e-marketing used within customer relationship

management? What are the dangers of customer relationship management?

7. What is viral marketing? What are the benefits and dangers for companies intending to use viral marketing as

part of a conventional marketing campaign?

8. Online revenue contribution can be considered a key objective of an e-marketing plan. What are the factors

that contribute to a companys online revenue? Support your answer with relevant examples.(2012)

9. Do social networks reduce the costs of customer segmentation? Justify you answer using examples (2012,

Prelim).


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Lecture 10 & 11: Supporting notes onChapter-7/ Supply Chain Management (importantly, for B2B)

Relevant reads:

Chaffey, D.E-business and e-commerce management. (Harlow: Financial Times/ Prentice Hall, 2011) Chapter 6.

Kenneth C Laudon & Carol Guercio Traver: E-Commerce 2011: Business, Technology, Society. Pearson (2011) 7th

Edition. isbn 10:0-273-75084-4 Chapter 12 pg 794 - 812

The UK Chartered Institute of Logistics and Transport: www.ciltuk.org.uk

UK govts business link:

http://www.businesslink.gov.uk/bdotg/action/layer?r.i=1075059386&r.l1=1073861197&r.l2=1075422920&r.l3=10744

07649&r.s=m&r.t=CASE STUDIES&topicId=1074407649

https://blog.itu.dk/BEBF-F2011/files/2011/03/supplyprocurement.pdf

videos: http://www.youtube.com/watch?v=Mi1QBxVjZAw

shareslides:http://www.slideshare.net/anandsubramaniam/supply-chain-risk-management

Aims of the chapter

The aims of this chapter are to introduce the main concepts of supply chain management (SCM), to identify the

problems that supply chains face, and to explore how information technology is used to improve their efficiency,

coordination and management. Key concepts in this chapter include:

information and uncertainty

push and pull supply chain models

restructuring supply chains with e-business technology

value chains and value networks

vendor-managed inventory

virtual organisations

third party logistics

implementation of integration

supply chain management strategies.

Learni ng outcomes

By the end of this chapter, and having completed the essential reading and activities, you should be able to:

recognise the various types and components of supply chains andappreciate their purposes and functions

analyse the role of information and e-business technologies within the supply chain

discuss the importance of SCM in the context of value chains and value networks

recognise the various actors within the supply chain and appreciate their roles

discuss the various levels of integration that are required to facilitate SCM

analyse the strengths andweaknesses of particular SCM strategies.
https://blog.itu.dk/BEBF-F2011/files/2011/03/supplyprocurement.pdfhttp://www.youtube.com/watch?v=Mi1QBxVjZAwhttp://www.slideshare.net/anandsubramaniam/supply-chain-risk-managementhttp://www.slideshare.net/anandsubramaniam/supply-chain-risk-managementhttp://www.slideshare.net/anandsubramaniam/supply-chain-risk-managementhttp://www.slideshare.net/anandsubramaniam/supply-chain-risk-managementhttp://www.youtube.com/watch?v=Mi1QBxVjZAwhttps://blog.itu.dk/BEBF-F2011/files/2011/03/supplyprocurement.pdf


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I ntroduction to supply chain management (SCM)

Is there a need for SCM? Well, surveys reveal a variety of needs and reasons for adoption of SCM.

Here is the summary list.

Virtually every business relies on suppliers to provide it with certain goods and services before it can deliver its

products to customers. These supply chains can be quite extensive and are made up of diverse companies, transport

fleets, warehouses, and production and distribution facilities. A supply chain is the flow of information, materials,

goods and services from raw material suppliers (upstream) through manufacturers and warehouses to the final

consumer(downstream). For example, imagine all the different actors required to manufacture, deliver and assemble

the various parts that comprise a finished car. This is a complex and multifaceted affair.

Upstream supply chain - Transactions between an organization and its suppliers and

intermediaries, equivalent to buy-side

e-commerce.

Downstream supply chain - Transactions between an organization and its customers and

intermediaries, equivalent to sell-side

e-commerce.


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Its not just demand that may be uncertain. Supply chain uncertainty can also vary depending on the type of product

and the stability of both its supply and demand. Certain products have a stable and predictable demand (e.g. basic

groceries), while others face high demand uncertainty due to the nature of the product (e.g. innovative computer

technology with a small consumer base). Likewise, supply uncertainty can differ depending on the stability of the supply

process and how well established it is.

New and evolving supply processes can involve high uncertainty, as well as variable weather in the production of crops

for food. For further discussion, see Lee (2002) on Aligning Supply chain strategies with product uncertainties see:

http://scilab.nl/Scilab/Downloads_files/hau%20lee%20-%20cmr%20-%202002.pdf

Figure 7.3 provides examples.

Where in the above uncertainty framework would you place the following products?

natural gas books refrigerators solar panels.

Consider other products and where they could be placed in the framework. Are products

likely to move from one cell to another? Why

Push and pul l supply chain modelsAs we discuss at the end of this chapter, this uncertainty in supply or demand can impacton a companys SCM strategy.

In other words, all supply chains are not the same. One distinction that we would like to make at this stage of the

discussion is between push and pull approaches to SCM.
http://scilab.nl/Scilab/Downloads_files/hau%20lee%20-%20cmr%20-%202002.pdfhttp://scilab.nl/Scilab/Downloads_files/hau%20lee%20-%20cmr%20-%202002.pdfhttp://scilab.nl/Scilab/Downloads_files/hau%20lee%20-%20cmr%20-%202002.pdf


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Push modelsinvolve manufacturers developing products, which they then try to market. Chaffey Chapter 6 captures

this way ofthinking in the question, This is a great product, now who shall we sellit to? The push approach is

typically motivated by a desire to lower costs and increase efficiencies during production. Here, the producers seek to

control and dominate the supply chain and, in markets where there is little competition, they often have their way.

Pull modelsfocus instead on what customers need(i.e. based on customer orders), incorporating their requirements

into product development and distribution. The supply chain is geared toward delivering value to customers through

reduced costs andimproved service quality. In buyers markets, where customers call thetune, pull models are

becoming much more prevalent.

The key difference between the push and pull models involves inventory management. In a true push model, stock is

pushed up in the supply chain generally at the retail level or an offsite warehouse location to ensure customer demand is

satisfied. The limits the occurrence of stock-out. The pull system turns this around and moves inventory further down

the supply chain, to the manufacturer and supplier of the raw material. (see:

http://kongandallan.com/en/us_pdf/EPPS0711U.pdf). Push production is based on forecast demand and pull production

is based on actual or consumed demand.

Push-Pull model. Some companies have come up with a strategy they call the push-pull inventory control system,

which combines the best of both the push and pull strategies. Push-pull is also known as lean inventory strategy. It

demands a more accurate forecast of sales and adjusts inventory levels based upon actual sale of goods. The goal is

stabilization of the supply chain and the reduction of product shortages which can cause customers to go elsewhere to

make their purchases. With the push-pull inventory control system, planners use sophisticated systems to develop

guidelines for addressing short - and long-term production needs

It is difficult for inventory managers to always know how much inventory to order and when. Some items, automobiles

for instance, may not be able to be produced with the just-in-time or pull inventory control method. The production of

large items, such as automobiles, is too complex and takes too long to only produce the amount needed to fulfill

specific customer orders. Computer companies, such as Dell, are incorporating the push-pull system, where raw

materials and goods are pre-ordered and stored, but the actual computer is not assembled until the customer makes anorder.
http://kongandallan.com/en/us_pdf/EPPS0711U.pdfhttp://kongandallan.com/en/us_pdf/EPPS0711U.pdfhttp://kongandallan.com/en/us_pdf/EPPS0711U.pdf


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What is the difference between a push orientation to the value chain and pull orientation? A change in supply chain

thinking, and also in marketing communications thinking is the move from push models of selling to pull models or

combined pushpull approaches. The push model is illustrated by a manufacture who perhaps develops an innovative

product and then identifies a suitable target customer market. A distribution channel is then created to push the product

to the market. This situation can be characterized by this famous statement This is a great product, now who shall we

sell it to or the quip about the original model T Ford you can have any colour, so long as it is black. The typical

motivation for a push approach is to optimize the production process for cost and efficiency.

Restructuri ng supply chains with e-business technol ogy

Technology, especially the internet, has led to the creation of more efficient and cost-effective supply chains. Keeping

in mind that the supply chains of one firm connect with those of others, creating almost seamless virtual organisations,

the question of control becomes interesting. Virtual integration is the notion that shareholders are best served if

companies focus their investments on specific areas of specialization, thereby achieving unassailable efficiencies and

output. These companies then rely on third-parties to perform all other aspects of its operations. Chaffey understands

this virtuality as a continuum with vertical integration at one extreme and virtual integration at the other, with vertical

disintegration in the middle.

Vertical integration is the extent to which supply chain activities are undertaken and controlled within the

organisationin order to control the entire supply chain in an industry segment and virtual integration occurs where

the majority of supply chain activities are undertaken and controlled outside the organisation by third parties. In

essence this means that the vertical integration spectrum of activities is internal; the other extreme is when business

processes are outsourced.

Chaffey (2011) provides a framework to make sense of why companies choose vertical integration:

The direction of any expansion. Should the company aim to direct ownership at the upstream or downstream supply

chain? A company can decide to buy into the downstream part of the supply network (downstream vertical integration).

This is sometimes referred to as an offensive strategic move since it enables the company to increase its power withrespect to customers. The alternative approach of purchasing services or raw materials would be upstream directed

vertical integration which is strategically defensive.

The extent of vertical integration. How far should the company take downstream or upstream vertical integration?

Companies in certain industries have moved from a wide process span to a narrow process span. This change is the

main way in which e-business can impact upon vertical integration by assisting the change from a wide to narrow

process span.

The balance among the vertically integrated stages. To what extent does each stage of the supply chain focus on

supporting the immediate supply chain?

The idea of vertical integration was taken a step further by Dell Computer, one of the most successful companies of

the 1990s. Michael Dell, its founder, said that he combined the traditional vertical integration of the supply chain

with the special characteristics of the virtual organisation to create something that he called virtual integration.

Dell assembles computers from other firms' parts, but it has relationships with those firms that are more binding than

the traditional links between buyer and supplier. It does not own them in the way of the vertically integrated firm,

but through exchanges of information and a variety of loose associations it achieves much the same aimwhat

Michael Dell calls a tightly co-ordinated supply chain.

Vertical integration is a difficult strategy for companies to implement successfully. It is often expensive and hard to

reverse. Upstream producers frequently integrate with downstream distributors to secure a market for their output.

This is fine when times are good. But many firms have found themselves cutting prices sharply to their downstream

distributors when demand has fallen just so they can maintain targeted levels of plant utilisation.Full details at source: http://www.economist.com/node/13396061
http://www.economist.com/node/13396061http://www.economist.com/node/13396061


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Vertical disintegration means that various diseconomies of scale or scope have broken a production process into

separate companies, each performing a limited subset of activities required to create a finished product.

Acers supply chain management strategy can perhaps best be characterized as a strategy of vertical disintegration. In

the recent past, Acer sold majority stakes in both Wistron and BenQ. These companies were main providers of

manufacturing services in Acers supply chains. By selling its majority stake in these companies, Acer clearly

demonstrates that it intends to disintegrate its supply chains and focus on branding and marketing.

The vertical disintegration of Acers supply chain becomes even more evident when analyzing the supply chain of

specific Acer products. Components are sourced from many different component manufacturers, while assembly is

carried out by a small group of selected contract manufacturers. In some cases, Acer holds a considerable stake in these

contract manufacturers, although it almost never owns these companies. The selected contract manufacturers are

allowed to manufacture final products for Acer. It does not matter whether a desktop computer or notebook is

assembled in China, the Philippines or in the Netherlands. In the end, all Acer products are sold as made in Taiwan.

One major reason for vertical disintegration is to share risk. Also, in some cases, smaller firms can be more responsive

to changes in market conditions. Vertical disintegration is thus more likely when operating in volatile markets. Stability

and standardized products more typically engender integration, as it provides the benefits of scale economies.

Above strategies are made possible via technology. Electronic supply chain management (e-SCM), using such

technologies as EDI and RFID can help reduce order-to-delivery time, reduce costs of manufacturing, manage

inventory more effectively, improve demand forecasting, reduce time to introduce new products, improve aftermarket/

post-sales operations, and lead to faster turnaround in innovation. However, there are also a few risks involved with e-

SCM. If it is easy to nurture electronic marketplaces, then the relationships built this way are ephemeral and weak,

which enables the customer to move to another supplier with little trouble. But there is also the possibility of the

reverse happening, where the customer can get tightly locked into a specific supplier because of high overhead costs.


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There are benefits (for the retailer), which include reduced inventory and faster replenishment, and improved

collaboration in areas such as joint promotions (special offers).

Potential drawbacks (for the retailer) include loss of autonomy andincreased dependence upon the supplier.

The implementation of VMI is usually driven by large organisations; for example, Procter and Gamble and Wal-Mart

in the FMCG industry. In this industry, VMI forms part of initiatives known as continuous replenishment and efficient

consumer response, where the underlying facilitator is the electronic exchange of inventory information and orders

using EDI networks. The retailer provides the supplier with its inventory information, and the supplier calculates a

proposed order (based on past trends and current marketing promotions) and sends it to the retailer for approval

before supplying the goods.

Vir tual organisation

The underlying concepts of value networks and VMI are part of a wider trend towards what is known as the virtual

organisation.As parts (processes and functions) of an organisations business are increasingly outsourced to partners,

interesting questions arise regarding the boundaries of the business. Is it more meaningful (or interesting) to consider

an entire supply chain, made up of separate companies collaborating closely together to provide goods to consumers,

as opposed to the activities of an individual member company within the chain?

How do we conceptualise businesses with reduced physical assets and whose presence and relationships with partners

are almost entirely electronic? We discuss virtual organisations in detail in SG Chapter 9, as there are many important

issues that transcend the realms of SCM, which is still rooted in the production and distribution of physical goods.

Nevertheless, it is worth starting to think about the concept here and Chaffey (2011) provides a useful introduction. In

particular, his definition of a virtual organisation is as follows:An organisation which uses information and

communications technology to allow it to operate without clearly defined physical boundaries between different

functions. It provides customised services by outsourcing production and other functions to third parties.

The key point is to consider the supply chain as an entity, or virtual organisation, that is made up of individualcompanies collaborating closely with each other to meet a particular objectiveprofit-seeking in a commercial market.

The key issues then become collaboration and coordination, rather than the competition that is emphasised in

traditional business writing.

Thi rd party logistics (3PL)

A typical outcome of the diffusion of information and communication technologies in SCM is the externalisation of

logistics activities. Third party logistics (3PL) is the outsourcing (contracting out) of part or all of the logistics

activities by a company that used to perform such activities in-house. Third party logistics describes businesses that

provide one or many of a variety of logistics-related services. Types of services would include public warehousing,

contract warehousing, transportation management, distribution management, freight consolidation.

An even more strategic move in the area of 3PL is now called 4PL which shifts the focus from operational services to

supply chain coordination, which is more information intensive. Some of the logistics services that are usually

outsourced to a 3PL provider are transportation,warehousing, order entry, customs clearance, reverse logistics,

product labelling, fleet management, transportation management and other such logistics-related activities. All of these

activities are easedand indeed made more strategic and cost effectivethrough the heavy use of up-todate

e-SCM technology.

A move towards 3PL can become a strategic advantage for a company, but there is a need to consider a number of

issues before taking such a step. Below you will find a list of possible advantages and disadvantages of 3PL

provision by an external company. In practice, 3PL is a relationship that needs to be managed with great care,strategic alignment and clear goals.


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The organisational culture of Zara aims to reduce hierarchy and increase face-to-face interaction, not just between

the customer and staff but also between various levels of Zara staff, and this makes their business strategy unique and

challenging for competitors to imitate. This is not to downplay the role of technology but it does signify the

importance of people within the supply chain.

Global SCM risk

From a success story, we now turn to a disaster concerningEricsson,

the mobile telecommunications supplier (see report on

http://www.economist.com/node/7032258or Norrman and Jansson,

2004). In this highly competitive business, Ericsson had squeezed out

costs from its supply chain to make it as lean as possible. However,

this lean supply chain depended upon a single supplier for a radio-

frequency chip and, when this suppliers plant in Albuquerque, New

Mexico (USA) caught fire in March 2000, Ericsson lost months of

production, at a cost of $200 million, and finally withdrew completely

from manufacturing mobile phones. In 2001 Ericsson decided to quit

making handsets on its own. Instead, it put that part of its business into

a joint venture with Sony.

This is not the only such case, and these disasters demonstrate the fragility of excessively lean supply chains.

There are two types of risk in a supply chain, external and internal. As in the Ericsson case, they can conspire together

to cause a calamity. This seems to be happening more and more often. It is not just that inventory levels are getting

leaner, but the range of items that companies are carrying is also growing rapidly. Just look around a typical

supermarket. Where it once stocked mainly groceries, it now also sells clothing, consumer electronics, home

furnishings and many other items. This compounds supply-chain problems. In many cases shippers have gone too far

in implementing the lean supply chain and have found themselves virtually out of business because of a by now annual

catastrophic event.

In 2003 a number of companies suffered serious disruption because of severe acute respiratory syndrome (SARS). Even

though SARS turned out to be not as virulent as influenza, and only 8,000 people got infected, with one in ten dying, it

still cost an estimated $60 billion in lost output in South and East Asia. The latest worry is the spread of avian flu. If the

virus concerned were to mutate and become infectious for humans, the consequences could be far more devastating.

Sometimes even a political wrangle in Brussels will bring a supply chain to a shuddering halt. Last autumn some 80m

items of clothing were impounded at European ports and borders because they exceeded the annual import limits that

the European Union and China had agreed on only months earlier. Retailers had ordered their autumn stock well before

that agreement was signed, and many were left scrambling to find alternative suppliers.

Toyota builds more than 600,000 cars a year in Europe, where it has some 200 first-tier suppliers operating more than

400 factories. They work with second, third and fourth-tier suppliers, so the overall number grows exponentially the

further you go down the chain, where problems can be harder to spot. This means the suppliers themselves have to be

involved in the risk-management process.

A supplier may find it difficult to tell the company that it has a problem. But Toyota emphasises that given the co-

operative nature of a supply chain, with early knowledge there is more chance of putting things right. A first step the

company would seek to help its suppliers solve their own problems. We are hugely more competent at this than we

were a year ago, he adds. And so far, Toyota has been able to act swiftly enough to prevent any supply problems

holding up production.
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Is a lean, flexible and highly outsourced supply chain like Toyota's any safer than the vertically integrated production

methods of old, as practised at Henry Ford's giant River Rouge manufacturing complex near Detroit? At its zenith in

the 1920s, ships carrying raw materials such as iron ore and coaloften from Ford-owned operationswould unload

directly into the plant. Steel was produced on site, then cast, pressed and machined into all the components needed to

assemble a car. The process was inflexiblewhich is why Ford's cars could be any colour as long as it was blackas

well as rather inefficient. Toyota has turned that process on its head, making its manufacturing system far more capable

of responding to change. That is one of the best insurance policies a company can have.

So, how did e-business techcnology support the supply chain? Well, Information systems are used to increase theefficiency of information flow by:

delivering more information (e.g. sales data in Tesco TIE system)

analysing information (e.g. alerting a large order)

delivering it more rapidly (e.g. reduced lead times in e-procurement).

Conclusion

Supply chains, comprising a combination of companies, people and technologies, are a very important part of the

practice of e-business. They represent efficient and powerful supply channels and often competition in a market isbetween competing supply chains, rather than individual companies. However, they require high levels of integration,

collaboration and coordination, which places heavy demands on both the technology and the relationships between

organisations. There are various trade-offs, in terms of strategy, especially between lean supply chains and ones that

are more responsive to uncertainties or changes in supply and demand.

So, in summary, what are the key strategic options in supply chain management?

- How to restructure supply chain (vertical integration/disintegration/virtual integration)

- How to restructure (disintermediation, reintermediation, countermediation)

- How to restructure relationships in a value network

- New procurement models e.g. auctions and B2B exchanges


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Lecture-12 Tutorial Questions

1. Case study: In Chapter 6 of Chaffey (2009), you will find Case study 6.1 on the supply chain management

strategy of Shell Chemicals. Since implementing a system called SIMON (Shell Inventory Managed Order

Network) to manage their supply chain relationships, the company has moved to an online portal known as

Elemica. SIMON was based on vendor-managed inventory SCM processes. Read the passage to understand

how SIMON worked in practice. What types of information did it handle? How is Elemica different from

SIMON? Why did Shell Chemicals switch from SIMON to the Elemica portal?

2. Case study: Select a large (local or international) company (e.g. UPS, Amazon) and through researching on the

web, try to discover how its supply chain works. Try to identify the component processes and who carries

them out, and also what strategy the company employs. Explain how the company uses e-SCM technology.

3. Case study: Based on your reading, can you think of other companies with very lean supply chains which

might potentially face similar or related risks to those encountered by Ericsson?

4. In what ways can computer-based information systems facilitate supply chain management? What is a vendor

managed inventory and why is it important?

5. Why is supply chain management of growing importance in many industries? What are the problems with

traditional supply chain management? Discuss how computer-based information systems are used to address

these problems.

6. Discuss, with examples, the supply chain strategies employed by companies to deal with the uncertainties of

supply and demand.

7. Uncertainty is often seen as the key problem for supply chain management. Why is this so? What types of

uncertainty exist in a typical supply chain and what implications does uncertainty have for the design of a

supply chain? (2011)

8. Imagine you are a consultant whose job is to design a new B2B strategy in a firm which intends to open a

supplier oriented marketplace. Which factors would you consider in advising the firm whether it is worthwhile

pursuing such a strategy? Justify your answer theoretically. (2012)

9. Effective supply chains depend upon the close integration of companies within the supply chain. Discuss howthis has been achieved, making use of examples in your answer (2011).

10. Supply chains benefit from cooperation between companies within the supply chain. Discuss how cooperation

in supply chain can be facilitated and supported by ICT making use of examples in your answer (2012).


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Management & Innovation of E-BusinessIS3167, 2790167 (2011)

Appendices A 1

Appendix-1: Past Exam Papers

BSc degrees and Diplomas for Graduates in Economics, Management, Finance and the Social Sciences, the Diplomas

in Economics and Social Sciences and Access Route for Ext Students

Management and Innovation of e-business

2790167 Zone-A: 10 June 2011

Candidates are required to answer any THREE of the following SIX questions. All questions carry equal marks.

1. Shopping is not the same as procurement. What does this statement mean in the context of e-business?

Discuss the impact this has on business-to-consumer e-business. How can e-business retailers counteract this

problem? Illustrate your answer with examples.

2. Effective supply chains depend upon the close integration of companies within the supply chain. Discuss how

this has been achieved, making use of examples in your answer.

3. What do you understand by the term web 2.0? Briefly describe the various collaborative components of

web 2.0 and show how each one exhibits the participative nature of web 2.0.

4. What are the main strategic reasons to support supplier oriented market or intermediary oriented market

strategies in B2B (business-to-business)? Discuss making use of examples in your answer.

5. In the literature, the impact of IT on markets is either seen as a reason for the reduction of the number of

intermediaries or as a reason for an increased role played by intermediation in the exchange processes. Discuss.

6. Transaction costs can be described as frictions in the market. How can ICT (information and communications

technology) reduce these frictions? Discuss the theoretical model of transaction costs and explain how and

why ICT can reduce or increase transaction costs.

2790167 Zone-B: 10 June 2011

Candidates are required to answer any THREE of the following SIX questions. All questions carry equal marks.

1. What is the general online value proposition for business-to-consumer e-business? Illustrate this value proposition

by applying it to one particular sector (e.g. books). Describe the problem of channel conflict and cannibalisation.

How can retailers alleviate this problem?

2. Uncertainty is often seen as the key problem for supply chain management. Why is this so? What types of

uncertainty exist in a typical supply chain and what implications does uncertainty have for the design of a supply

chain?

3. What are the functions (i.e. purposes) of an organisational form (or structure)? Describe the problems inherent in

traditional organisational forms. Using one or more examples of new organisational forms, discuss how

information & communication technologies (ICTs) are used to address the problems of organisational structure.

What problems are often encountered with new organisational forms?

4. The impact of ICT on markets has been traditionally described in terms of disintermediation. Why have many

authors recently argued in support of the idea that ICT increases the role played by intermediation in the exchange

processes. Discuss, making use of examples in your answer.

5. Discuss the main obstacles to B2B (business-to-business) e-commerce. Justify your answer with examples.

6. Discuss the main technical and security related problems in internet based e-business activities. Critically discuss

with examples.


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EBIZ - BATCH 2 HANDOUT

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