电子商务英文课件 (8)
合集下载
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
v Sophisticated order entry, delivery, inventory
control systems
Hale Waihona Puke Composition of the U.S. Retail Industry
Figure 11.1
SOURCE: Based on data from U.S. Census Bureau, 2010
n
Firm-specific factors
v v v v v
Financial Analysis Factors
n
Statements of Operations
v Revenues v Cost of sales v Gross margin v Operating expenses v Operating margin v Net margin
Strategic analysis/competition:
v
Online and offline general merchandisers
E-commerce in Action:
n
Strategic analysis/technology:
v Largest, most sophisticated collection of online retailing
v Services: 61 % v Nondurable goods: 29 % v Durable goods: 10 %
n
“Goods” vs. “services” ambiguity
The Retail Industry
n
8 segments (clothing, durable goods, etc.)
n
Pro forma earnings
n
Balance sheet
v Assets, current assets v Liabilities, current liabilities and long-term debt v Working capital
E-tailing Business Models
The Online Retail Sector Today Smallest segment of retail industry (6%) n Growing at faster rate than offline segments n Revenues expected to resume 10-15% growth between 2010 – 2014 n 72% of Internet users bought online in 2010 n Primary beneficiaries:
The Retail Sector
n n n
Most important theme in online retailing is effort to integrate online and offline operations U.S. retail market accounts for $10 trillion (70%) of total GDP Personal consumption:
n n n
Financial analysis:
v
Greatly improved, profitable; still heavy long-term debt
Strategic analysis/business strategy:
v
Maximize sales volume, cut prices
technologies available
n
Strategic analysis/social, legal:
v Antitrust, sales tax, patent lawsuits v Toys“R”Us suit settlement, State of New York lawsuits
n
n
n n
Major Trends in Online Retail, 2010-2011
n n n n n n n
Growth in social shopping Online retail remained profitable during recession Online retail still fastest growing retail channel Buying online a normal, mainstream experience Selection of goods increases, includes luxury goods Informational shopping for big-ticket items expands Specialty retail sites show most rapid growth
v Provide integrated shopping experience v Leverage value of physical store
n
Types of integration
v Online order, in-store pickup v In-store kiosk or clerk Web order, home delivery v Web promotions to drive customers to stores v Gift cards usable in any channel
v For each, uses of Internet may differ
n Information vs. direct purchasing
n n
General merchandisers vs. specialty retailers Mail order/telephone order (MOTO) sector most similar to online retail sector
Analyzing the Viability of Online Firms
n Economic viability: v Ability of firms to survive as profitable business firms during specified period (i.e. 1-3 years) n Two business analysis approaches:
v
E-commerce in Action:
n n
Vision:
v
Earth’s biggest selection, most customer-centric
Business model:
v
Amazon Retail, Third Party Merchants, and Amazon Web Services (merchant and developer services)
n
Future prospects:
v In 2009, net sales grew 28%, and significant gains thus far
in 2010 v Ranks among top five in customer service, speed, accuracy v However, net margins still much narrower than Wal-Mart
E-commerce Retail: The Vision
1. 2. 3. 4.
Reduced search and transaction costs; customers able to find lowest prices Lowered market entry costs, lower operating costs, higher efficiency Traditional physical store merchants forced out of business Some industries would be disintermediated
n
v Established offline retailers with online presence
(e.g. Staples) v First mover dot-com companies (e.g. Amazon)
Online Retail and B2C E-commerce is Alive and Well
v v v v v v
Barriers to entry Power of suppliers Power of customers Existence of substitute products Industry value chain Nature of intra-industry competition Firm value chain Core competencies Synergies Technology Social and legal challenges
vStrategic analysis
n Focuses on both industry as a whole and firm itself
vFinancial analysis
n How firm is performing
Strategic Analysis Factors
n
Key industry strategic factors
1. 2. 3. 4.
Virtual merchant
v
Amazon Wal-Mart, J.C. Penney, Sears Lands’ End, L.L. Bean, Victoria’s Secret Dell
Bricks-and-clicks
v
Catalog merchant
v
Manufacturer-direct
Figure 11.2
SOURCES: Based on data from eMarketer, Inc., 2010a; authors’ estimates.
Multi-Channel Integration
n
Integrating Web operations with traditional physical store operations
Common Themes in Online Retailing
n n n n
n
Online retail fastest growing channel on revenue basis Profits for startup ventures have been difficult to achieve Disintermediation has not occurred Most significant online growth: Offline general merchandiser giants extending brand to online channel Second area of rapid growth:
n n
Few of these assumptions were correct—structure of retail marketplace has not been revolutionized Internet has created new venues for multichannel firms and supported a few pure-play merchants
Chapter 9: Online Retail and Services
Blue Nile Sparkles For Your Cleopatra
Class Discussion
n
Why is selling (or buying) diamonds over the Internet difficult? How has Blue Nile built its supply chain to keep costs low? How has Blue Nile reduced consumer anxiety over online diamond purchases? What are some vulnerabilities facing Blue Nile? Would you buy a $5,000 engagement ring at Blue Nile?
control systems
Hale Waihona Puke Composition of the U.S. Retail Industry
Figure 11.1
SOURCE: Based on data from U.S. Census Bureau, 2010
n
Firm-specific factors
v v v v v
Financial Analysis Factors
n
Statements of Operations
v Revenues v Cost of sales v Gross margin v Operating expenses v Operating margin v Net margin
Strategic analysis/competition:
v
Online and offline general merchandisers
E-commerce in Action:
n
Strategic analysis/technology:
v Largest, most sophisticated collection of online retailing
v Services: 61 % v Nondurable goods: 29 % v Durable goods: 10 %
n
“Goods” vs. “services” ambiguity
The Retail Industry
n
8 segments (clothing, durable goods, etc.)
n
Pro forma earnings
n
Balance sheet
v Assets, current assets v Liabilities, current liabilities and long-term debt v Working capital
E-tailing Business Models
The Online Retail Sector Today Smallest segment of retail industry (6%) n Growing at faster rate than offline segments n Revenues expected to resume 10-15% growth between 2010 – 2014 n 72% of Internet users bought online in 2010 n Primary beneficiaries:
The Retail Sector
n n n
Most important theme in online retailing is effort to integrate online and offline operations U.S. retail market accounts for $10 trillion (70%) of total GDP Personal consumption:
n n n
Financial analysis:
v
Greatly improved, profitable; still heavy long-term debt
Strategic analysis/business strategy:
v
Maximize sales volume, cut prices
technologies available
n
Strategic analysis/social, legal:
v Antitrust, sales tax, patent lawsuits v Toys“R”Us suit settlement, State of New York lawsuits
n
n
n n
Major Trends in Online Retail, 2010-2011
n n n n n n n
Growth in social shopping Online retail remained profitable during recession Online retail still fastest growing retail channel Buying online a normal, mainstream experience Selection of goods increases, includes luxury goods Informational shopping for big-ticket items expands Specialty retail sites show most rapid growth
v Provide integrated shopping experience v Leverage value of physical store
n
Types of integration
v Online order, in-store pickup v In-store kiosk or clerk Web order, home delivery v Web promotions to drive customers to stores v Gift cards usable in any channel
v For each, uses of Internet may differ
n Information vs. direct purchasing
n n
General merchandisers vs. specialty retailers Mail order/telephone order (MOTO) sector most similar to online retail sector
Analyzing the Viability of Online Firms
n Economic viability: v Ability of firms to survive as profitable business firms during specified period (i.e. 1-3 years) n Two business analysis approaches:
v
E-commerce in Action:
n n
Vision:
v
Earth’s biggest selection, most customer-centric
Business model:
v
Amazon Retail, Third Party Merchants, and Amazon Web Services (merchant and developer services)
n
Future prospects:
v In 2009, net sales grew 28%, and significant gains thus far
in 2010 v Ranks among top five in customer service, speed, accuracy v However, net margins still much narrower than Wal-Mart
E-commerce Retail: The Vision
1. 2. 3. 4.
Reduced search and transaction costs; customers able to find lowest prices Lowered market entry costs, lower operating costs, higher efficiency Traditional physical store merchants forced out of business Some industries would be disintermediated
n
v Established offline retailers with online presence
(e.g. Staples) v First mover dot-com companies (e.g. Amazon)
Online Retail and B2C E-commerce is Alive and Well
v v v v v v
Barriers to entry Power of suppliers Power of customers Existence of substitute products Industry value chain Nature of intra-industry competition Firm value chain Core competencies Synergies Technology Social and legal challenges
vStrategic analysis
n Focuses on both industry as a whole and firm itself
vFinancial analysis
n How firm is performing
Strategic Analysis Factors
n
Key industry strategic factors
1. 2. 3. 4.
Virtual merchant
v
Amazon Wal-Mart, J.C. Penney, Sears Lands’ End, L.L. Bean, Victoria’s Secret Dell
Bricks-and-clicks
v
Catalog merchant
v
Manufacturer-direct
Figure 11.2
SOURCES: Based on data from eMarketer, Inc., 2010a; authors’ estimates.
Multi-Channel Integration
n
Integrating Web operations with traditional physical store operations
Common Themes in Online Retailing
n n n n
n
Online retail fastest growing channel on revenue basis Profits for startup ventures have been difficult to achieve Disintermediation has not occurred Most significant online growth: Offline general merchandiser giants extending brand to online channel Second area of rapid growth:
n n
Few of these assumptions were correct—structure of retail marketplace has not been revolutionized Internet has created new venues for multichannel firms and supported a few pure-play merchants
Chapter 9: Online Retail and Services
Blue Nile Sparkles For Your Cleopatra
Class Discussion
n
Why is selling (or buying) diamonds over the Internet difficult? How has Blue Nile built its supply chain to keep costs low? How has Blue Nile reduced consumer anxiety over online diamond purchases? What are some vulnerabilities facing Blue Nile? Would you buy a $5,000 engagement ring at Blue Nile?