Identifying E-Business Models: a Value Chain-Based Analysis*
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“Value Chain Analysis to Improve Corporate Performance: a Case Study of Essential Oil Export Company in Indonesia”
“Value chain analysis to improve corporate performance: a case study of essential oil export company in Indonesia” AUTHORS Sutarmin Dadang Prasetyo Jatmiko Sutarmin and Dadang Prasetyo Jatmiko (2016). Value chain analysis to improve ARTICLE INFO corporate performance: a case study of essential oil export company in Indonesia. Investment Management and Financial Innovations, 13(3-1), 183-190. doi:10.21511/imfi.13(3-1).2016.04 DOI http://dx.doi.org/10.21511/imfi.13(3-1).2016.04 RELEASED ON Friday, 23 September 2016 JOURNAL "Investment Management and Financial Innovations" FOUNDER LLC “Consulting Publishing Company “Business Perspectives” NUMBER OF REFERENCES NUMBER OF FIGURES NUMBER OF TABLES 0 0 0 © The author(s) 2021. This publication is an open access article. businessperspectives.org Investment Management and Financial Innovations, Volume 13, Issue 3, 2016 Sutarmin (Indonesia), Dadang Prasetyo Jatmiko (Indonesia) Value chain analysis to improve corporate performance: a case study of essential oil export company in Indonesia Abstract The purpose of this paper is to analyze the value chain, the main activities, and supporting activities as well as cost driver activity of one essential oil export company in Central Java. This research is a case study using the survey method (ex post facto). Primary data were collected by in-depth interviews and FGD (Focus Group Discussion). Secondary data were taken from natural materials purchasing department and finance department and controlling. Based on the research, the authors found that the main activity of the company consists of Supply, Purchasing/Procurement, Production Planning, Manufacturing, Materials, Quality Control (QC), Research and Development (R & D), Sales and Marketing and Customer activities. -
Business Model Development for E-Commerce Initiative
Ilkka Heikinniemi Business Model Development for E-commerce Initiative Metropolia University of Applied Sciences Bachelor of Engineering Industrial Management Bachelor’s Thesis 7 May 2019 Abstract Author Ilkka Heikinniemi Title Business Model Development for E-commerce Initiative Number of Pages 51 pages + 4 appendices Date 7 May 2019 Degree Bachelor of Engineering Degree Programme Industrial Management Professional Major Process Management Instructors Antti Matinlauri, Global Business Development Manager Thomas Rohweder, DSc (Econ), Principal Lecturer The objective of this thesis was to develop a preliminary e-commerce business model, which would provide mutual benefit for the case company and its channel partners. The need for e-commerce emerges from increased online buying, and from urgency to better serve digital native customers. However, the existing business model, which relies on distributors and channel partners generating majority of the revenue, is currently a challenge. This work strives to find an e-commerce solution where intermediaries are not disregarded, whereby the channel conflict between traditional and digital channels can be avoided. The thesis was conducted by using the action research method with pragmatic and iterative approach. Firstly, literature best practices regarding e-commerce and channel conflict miti- gation was reviewed. It was followed by a current state analysis, where internal data were utilized, and relevant senior management interviewed. Thirdly, based on the analysis of the previous phases and on the case company’s strategic intents, a development phase was carried out to combine existing and new business elements. An ecosystem-based model was developed to address the business challenge. The model is based on a webshop, which utilizes local channel partners in the end of customer journey. -
Are You Ready for Eprocurement? Guide to Electronic Procurement Reform
Are you ready for eProcurement? Guide to Electronic Procurement Reform Are you ready for eProcurement? Guide to Electronic Procurement Reform Are you ready for eProcurement? Guide to Electronic Procurement Reform 2015 Are you ready for eProcurement? Guide to Electronic Procurement Reform 4 Preface Electronic procurement in the public sector (eProcurement) is the business-to-government tendering and sale of goods, services and works through online platforms as well as other networking systems, such as electronic data interchange and procurement planning facilities. Typically, eProcurement solutions allow for registered and qualified economic operators – suppliers and contractors active in the market – to compete for public contracts in response to tenders published online by contracting entities. In essence, eProcurement replaces traditional bureaucratic paper-based public procurement procedures with interactive online processes (online e-tendering and reverse e-auctions) making procurement processes accessible to all interested suppliers and contractors, uniform, less time consuming and cheaper for all stakeholders. In 2010 the European Bank for Reconstruction and Development (EBRD), through its Legal Transition Programme, conducted an assessment of public procurement regulatory frameworks in the EBRD countries of operations. The assessment highlighted that much of the recorded “success stories” in public procurement reforms was linked to the implementation of electronic procurement and that since the 2008 financial crisis governments’ -
Case Study: the Uberisation of Supply Chain
ISSN (Print) : 2249-1880 SAMVAD: SIBM Pune Research Journal, Vol X, 26-31, June 2016 ISSN (Online) : 2348-5329 Case Study: The Uberisation of Supply Chain Venkatesh Ganapathy* Associate Professor, Presidency School of Business, Bangalore, India; [email protected] Abstract Uber, a technology company, provides a platform for customers who wish to source a taxi ride on their smart phones. This case study analyses the impact of Uberisation on supply chains and addresses the risk Uberisation entails for traditional necessitated innovations across the supply chain. firms that are unable to leverage the smartphone app technology. This development based on app technology has Keywords: Innovations, Supply Chain, Technology, Uber, Uberisation 1. Introduction 2. Literature Review Uber is a well-known taxi aggregator that is famous across The objective of this review is to trace the evolution of the globe for its path-breaking service process innova- technology based apps. tion. Uber, a technology company, provides a platform for The World Bank’s “ICT for Greater Development customers who wish to source a taxi ride on their smart Impact” strategy seeks to transform delivery of public phones. Due to digital matching of demand and supply, services, generate innovation and improve competitive- capacity utilization of the vehicle is optimum and this ness2. leads to an affordable pricing mechanism for the services. Software development has flourished along with the This creates a win-win situation for the taxi aggregator development of smart phone technology. Transportation services, customers and drivers. industry has benefited from this new smart phone app The Uber model has become so popular that it has technology. -
Innovation to Improve Energy Productivity in the Food Value Chain
Innovation to Improve Doubling Australia’s Energy Productivity Energy Productivity in the Food Value Chain AUTHORSHIP OF REPORT acknowledge the amazing Authorship of report contribution made by Alan This report is published by Pears. the Australian Alliance for We also acknowledge Energy Productivity (A2EP). contributions of Mark Gjerek A2EP is an independent, (Move3ment) and Michael not-for profit coalition of Smith (Australian National business, government and University). environmental leaders promoting a more energy This document is a summary productive economy. of The Next Wave Phase 1 Report, which is available at The 2xEP program is an 2xep.org.au. industry-led project to double energy productivity in Australia ACKNOWLEDGEMENTS by 2030, supported by A2EP. A2EP would like to thank the 2xEP is guided by a Steering following agencies for financial Committee of business leaders. and in-kind support for this An innovation working group, work: reporting to the committee (comprising 50 representatives NSW: Department of Industry of industry associations, and Office of Environment and researchers, companies Heritage and government agencies), Victoria: Department of Doubling Australia’s provided significant input to Environment, Land, Water and Energy Productivity the Next Wave. A2EP thanks Planning members of the working group for their contributions. Queensland Department of Energy and Water Supply The views expressed in this report are those of A2EP and Commonwealth: Department do not necessarily represent of Environment and Energy, the position of all individual and ARENA working group members. Thank you for the support The members of the project in the form of funds and/or © Australian Alliance for team that compiled this report people for the Next Wave. -
Shorten the Value Chain Transforming the Stages of Value Delivery
Shorten the value chain Transforming the stages of value delivery A pattern study from the Center for the Edge’s Patterns of Disruption series Deloitte Consulting LLP’s Strategy & Operations practice works with senior executives to help them solve complex problems, bringing an approach to executable strategy that combines deep industry knowledge, rigorous analysis, and insight to enable confident action. Services include corporate strategy, customer and marketing strategy, mergers and acquisitions, social impact strategy, innovation, business model transformation, supply chain and manufacturing operations, sector-specific service operations, and financial management. Transforming the stages of value delivery Contents Overview | 2 Case studies | 8 Is my market vulnerable? | 17 Endnotes | 18 Contacts | 20 Acknowledgements | 20 About the authors | 21 About the research team | 22 iii Shorten the value chain Overview Shorten the value chain Transforming the stages of value delivery Def. Restructure the value chain to provide significant benefits to the customer by removing or shifting stages. Long-standing value chain models are being transformed by new entrants who restructure the way value is delivered to the customer. Digital and other technological innovations help new entrants eliminate or shift stages in the design, manufacture, commercialization, distribution, and support of products to create and capture new value. The large amounts of capital and infrastructure required for longer and more complex value chains are no longer required when significant stages are elimi- nated or shifted to different participants in such a way that the economics are dramatically changed. Incumbents with longer value chains provide ample targets for new entrants to reconceive how, when, and by whom value is created and delivered. -
Study of Cooperative Product Business Support Platform for New Product Development
674 The Fourth International Conference on Electronic Business (ICEB2004) / Beijing Study of cooperative product business support platform for new product development Haigang Li School of Management, Shanghai Jiao Tong University, Shanghai 200052, China [email protected] ABSTRACT The development phases of e-business is described firstly, then the new product development process in cooperative product business is presented in detail, the cooperative product business support platform including technical platform and information platform is discussed finally. Key words: new product development; e-business; cooperative product business; platform 1. INTRODUCTION supply chain management and customer relationship management; fourthly, internal and external resource of With the more and more fierily of market competition, enterprises should be integrated, and attention to internal enterprise is obliged to adopt new administration value chain should be changed to external one by the operation mechanism and new business model, the key to method of business process integration; finally, digital this is electronic business. The kernel meaning can be operation and decision should be fulfilled by the method presented like this, firstly, new business model should be of business intelligence. built and the existing business model should be integrated on the basis of the Internet techniques Product is the key to manufacturing operation of platform; secondly, organization structure of enterprises enterprise. For manufacturing industry, cooperative should be reengineering and improved systematically by business based on Internet is the senior type of electronic the technique of business process reengineering for the business, which includes electronic commerce and purpose of enhancement of enterprises operation; thirdly, collaborative product commerce. Figure 1 gives us the relationship among manufacturer, supplier and customer development process of electronic business. -
Next Generation Supply Chain: Supply Chain 2020
Supply Chain 2020 Next generation supply chain: Supply chain 2020 July 2013 Copyright © 2013, by McKinsey & Company, Inc. Next generation supply chain: Supply chain 2020 Knut Alicke Balaji Iyer 2 Next generation supply chain Supply chain 2020 3 Contents Acknowledgements 5 Introduction 7 1. Key trends shaping supply chains 9 2. Implications for the next generation supply chain 15 4 Next generation supply chain Supply chain 2020 5 Acknowledgements We would like to thank Sumit Dutta, a partner in our Mumbai office, and Muthiah Venkateswaran, an associate partner in our Chennai office, for their contributions to this whitepaper. We would like to thank Insa Mareen Wente, a consultant based in our Hamburg office; Kerstin Kubik, a knowledge expert based in our Vienna office; and Markus Leopoldseder, a director of knowledge (supply chain management) based in our Vienna office, for their contributions. We would also like to thank Vineeta Rai for the editorial support; Kulsum Merchant for the support in external relations; J Sathya Kumar and Nipun Gosain for their visual aids support. This whitepaper is not based on any primary research that we conducted; it synthesises our perspectives gained from past research and experience in serving multiple stakeholders of supply chains over many years. For the experience and perspectives, we acknowledge our supply chain practice without whose efforts this whitepaper could not have been published. Finally, we would like to thank the Confederation of Indian Industry (CII) and CII Institute of Logistics for the opportunity and the forum to provide our perspective on supply chain evolution. This work is independent and has not been commissioned or sponsored in any way by any business, government or other institution. -
An Analysis on the Implementation of Electronic Supply Chain In
An Analysis on the Implementation of Electronic Supply Chain in International Trade Hanlin Chen, Lingxiang Kong The business school, Hubei University, Wuhan, 430062, China luckhl@yahoo. com. en Abstract. The advancement of information technology has allowed firms that participate in supply chain management to share information across organizational boundaries. An innovative transaction process which is electronically supported may lead to efficiency gaining and cost reducing, at the same time it enhances the operational effectiveness. The implementation of electronic supply chain in international trade improves coordination between buyers and sellers and increases transaction efficiency by raising the operational effectiveness. The paper gives us a rough introduction of electronic supply chain. Then it shows us the process of international trade in which an effective electronic supply chain is implemented. Finally, a case study about Dell is brought out to show how to implement E-supply chain in international trade. 1 Introduction Fewer than 10 years ago, the purchase of a product, using some modes of transport to reach the shopping destinations, selecting the product physically, and then paying for the purchase. Today, many consumers, be they at home, at work, or at some other locations, can go online 24 hours a day, seven days a week, and select and purchase a great assortment of products over the Internet while doing their "shoppmg". Indeed, it is now possible, in many instances, to buy books, videos, and CDs online as well as to order food from a supermarket or a restaurant in an electronic manner, and have the items delivered afterwards to the desired destinations. -
Strategy Train
Strategy-Train Small Enterprise Strategic Development Training Module IV Formulation of Strategy Unit 4 Business Level Strategy Author Maria Helena Antunes (AIDLEARN) Training Material online www.strategy-train.eu This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Table of Contents Module IV. Formulation of Strategy Unit 4 : Business Level Strategy Entrance.......................................................................................................................... 3 Keywords...................................................................................................................... 3 Learning Objective........................................................................................................ 3 Estimated Time............................................................................................................. 3 Introduction ..................................................................................................................... 3 4.1 Competitive Advantage and Value Chain Analysis................................................ 3 4.1.1 What is meant by competitive advantage? ....................................................... 3 4.1.2 Why is competitive advantage important? ........................................................ 4 4.1.3 How to implement competitive advantage?...................................................... -
Collaborative, Co-Operative and Collective Business Models in the ‘New’ Music Industries: a Literature Review Marcus O’Dair Middlesex University M.O’[email protected]
Collaborative, co-operative and collective business models in the ‘new’ music industries: a literature review Marcus O’Dair Middlesex University m.o’[email protected] Introduction Much has been written about the disruptive effect of digital technologies on the music industries since the emergence of the peer-to-peer file-sharing network Napster in 1999. Some (Hughes and Lang 2003, Dubosson-Torbay et al 2004, Kusek and Leonhard 2005, Knopper 2009) have portrayed the changes as revolutionary. Others (Thompson et al 2009, Campos 2012, Moyon and Lecoq 2013, Rethink Music 2013, Rogers 2013) insist that several essential aspects have not, in fact, changed; they speak, like Rogers, of ‘evolution not revolution’ (177). If there has been, at the very least, a significant shift in music’s value chain in recent years, due to factors such as the shift of music consumption from an ownership to an access model and the ‘unbundling’ of albums into single tracks, (Rethink Music 2015), it is widely seen (by Hughes and Lang 2003, for instance) as essentially bad news for record labels and good news for consumers. There are conflicting reports, however, as to what it means for those actually making the music. Perhaps inadvertently, Fox (2004) sums up the musician’s ambiguous position when he writes that downloadable music and its associated technologies have brought about a redistribution of power from major record companies to music consumers ‘and, arguably, artists’ (205; my emphasis). Feehan and Chertkow (2009) and Owsinski (2009) have written enthusiastically about the possibilities of a DIY approach for musicians, arguing that lowered costs and barriers to entry have allowed artists to disregard gatekeepers. -
Value Chain Analysis
VALUE CHAIN ANALYSIS Key Points • The value chain helps an organization identify how it creates value for customers and locate where its sources of competitive advantage lie. • Value chain models can be created in both qualitative and quantitative forms. • Many organizations do not consciously make decisions to optimize the sources of advantage resident in their value chain and in so doing, risk losing competitive advantage. Main Thoughts Most mangers know that their organization’s value chain represents the sequence of activities necessary to create a product or service, produce or deliver it, market and sell it to customers, distribute or provide it to those customers while ensuring necessary post sales service is completed. They also know that internal firm infrastructure activities such as human capital development or procurement support the main stages in the value chain. What managers sometimes aren’t as knowledgeable of is the fact that the value chain within a firm or industry is actually comprised of a very specific model of performance that depicts the discrete stages of organizational value creation. Further, they don’t always use the model to compare and contract activities across firms for the purpose of determining where competitive advantages lie. Developed in the early 1980s by Harvard Business School Professor Michael Porter in his book Competitive Advantage, the value chain consists of two main components: primary activities and secondary activities. A generic, firm specific value chain is shown in figure 1. Firm Infrastructure Human Resource Management Support Activities Technology Development Procurement M a gr ni Inbound Operations Outbound Marketing Service Logistics Logistics & Sales Primary Activities Figure 1: Porter Value Chain, 1985 Copyright ©2013 www.cambridgeperformancepartners.com Support Activities: These consist of activities that do not directly produce goods or services.