黃光彩博士太世科公司 2002/03/16

1Copyright

黃光彩博士太世科公司2002/03/16

Competitive Advantage throughInternet Technology & Strategy

64157 電子商務模式設計與應用國立中山大學企管所

2002 Spring, Week 2-2

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大綱

e-Learning & Knowledge-On-Demand

Porter’s Competitive Model

Summary

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complementary distribution channels and integration of information content enables integrated learning and learning-on-demand at the point of need - at

the time of need

The Learning Industry: delivery at-the-point-of-need

InternetTVMobile

MOBILITY& FEEDBACK

PC

Print on-demand

DISTRIBUTED ON-DEMAND PRINTING

AS NEEDED

DigitalTV

Web content

video (TV) content

print content

mobile content

feedback

- interactive tools- request details on-demand

Internet and other digital delivery methods

as distribution and feedback media

PPV TV

- on-demand digital printing of books

SetTopBox+TV+phone&modem

LEARNINGRESOURCE

REPOSITORIES

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Individual Learning Stages

Personal study plan

Partners

Life-long learning

–Learn to study

–Earn to study

Error to learn

•Work is Changing

•Economy is Changing

•Worker’s Careers Changing

•Shortage of Knowledge Worker

Individual Learning Stages

Job Skills for Future

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Learning Model – A Decision Framework

Mentoring TrainingEPSS

Classroom

Sync Asynch

Individual

Collaborative

KnowledgeManagement

Group

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Learning Tools

MentoringTrainingEPSS

Classroom

Sync Asynch

Individual

Collaborative

Coaching

Tutoring

e-Learning

CD-ROM

Conferencing

Satellite

Discussion

Correspondence

KnowledgeManagement

Group

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Customer driven production

CUSTOMERSLearning need &

preferences,constraints(& profiles)

LearningService Provider

SUPPLIERSCourse

specification

Presentation Delivery Production

Learning Environmentand Tools

Production & Delivery Methodology

NETWORK INFRASTRUCTURE(basic telecomms services)

Learning infrastructure services(accounting, security, access control, repositories...)

BASIC NETWORK SERVICES AND TOOLS(Internet, Intranets, Extranets,...)

feedbackGOAL ORIENTEDLEARNING

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Broadband e-Learning SolutionCorporate Communications & Training

Knowledge-On-Demand Server

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e-Learning Portfolio

SIS Data

Grade Data

EducationStandards

Lesson Plans

InstructionalResources

Best Methods

Assessment Data

AttendanceData

Teacher

Student Portfolio

e-Learninge-LearningPortfolioPortfolio

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Content Infrastructure Applications

Aggregated

Enterprise e-Learning Server

e-Learning Solution Architecture

Certificate

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Knowledge-On-Demand Server – VideoKnowledge, the foundation of competitive advantages

Video, the best medium for carrying knowledge

Streaming, the best way to disseminate knowledge

Knowledge Accumulation & Dissemination via Comprehensive Broadband Video Streaming

Scope of video streaming:

Creation: live presentation, library

Delivery: live multicast, individual on-demand playback

Management: clip creation, organization, and publishing

Distribution: intelligent transfer and caching

Add comprehensive video streaming to knowledge management with Audio and Video Support

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Functions for Video Knowledge

User friendly (and customizable) Web based interface

High quality full motion video

Full screen or page embedded video

Integrated access to video library and live multicast

Video library:

Intuitive album-based video clip organization

Web compliant search

One click time-based streaming

Multicast Channels:

Always up-to-date Electronic Program Guide

Instant and effortless viewing of live presentations at desktop

Powerful and seamless integrated instant or off-line review

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View Of Live Knowledge Multicast

Electronic Program Guide

Full-Screen Button

Embedded Player

Instant Replay Control Slider

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KOD Access To Video Library

Albums

Search Video Clip

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Access To Knowledge Presentation

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IP-BASED NETWORKLIVE LIVE LIVEKMC SERVER

LIVE CONTENT

SATELLITE

ANALOG VIDEO

MULTICAST STREAM

KMC CONSOLE

KMC SERVER

VIDEO FILE

Knowledge Multicast Configuration

Remote Consol

e

Central Manageme

nt

Distributed Multicast Servers

Live Source

FileSource

KMC MANAGER KMC SERVER

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Video Recording/Replay Configuration

IP-BASED NETWORKMULTICAST STREAM

RECORDING

ON DEMAND STREAM

KMC SERVER

LIVE CONTENT

SATELLITE

ANALOG VIDEO

VIDEOFILE

DIGITAL VIDEO

KMC CONSOLE

KAR WITH CLIP CREATOR

KOD SERVERKMC RECORDER

VOD Based Recorder

Recorded Clip

Management

Instant Replay

KMC MANAGER

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Knowledge-On-Demand Configuration

• High quality audios & videos, e.g., MPEG1 and MPEG2

• Full interactivity, e.g., play, pause, seek, resume

• Each user gets an independent stream

• Unlimited growth in audio & video streaming and capacity

QVOD SERVER

PC CLIENT

STB CLIENT

IP-BASED NETWORK

STORED VIDEO(MPEG-1, MPEG-2, MPEG-4, DVD …)

Video Console

DATABASE STB CLIENT

PC CLIENT

TASKCOBroadbandKM Server

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Knowledge Clip Management

Attributes

Start/End Time

Thumbnail

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Knowledge Distribution/Caching Configuration

• Intelligent distribution with robust fail recovery

• Priority based scheduling for optimized bandwidth cost

Client

Edge Site

Client

Edge Site

SCHEDULED PUSH

ON-DEMAND PULL STORED VIDEO

ON-DEMAND PULL

SCHEDULED PUSH

DistributionManager

CACHE SERVERCACHE

SERVERCACHE SERVER

Client

Edge Site

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Distribution Management

Set of Cache Sites

Set of Distributio

n Files

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Turnkey Knowledge Management Solution

• Knowledge OnDemand

• Knowledge Multicast

• Knowledge Distributed Cache

• Knowledge Archive

• Windows NT/2000

• Pentium CPU

• 2U

• RAID storage

Knowledge Management

Solution


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Knowledge-On-Demand Applications1. Parliament SolutionKnowledge-On-Demand (KOD) provides a video knowledge distribution solution

using streaming technology to the parliament (Federal, state or local) with off-the-shelf PCs. The requirements from the parliament's operation were for a video system that allows for live multicast, real-time recording and on-demand playback of video from all congressional meeting rooms.

• Ability to perform multiple video-related tasks simultaneously

• Creating and using the digital clips with ease.

2. Content Management for Broadcasting CompanyBroadcasting companies can deployed Taskco's Knowledge-On-Demand (KOD)

solution to replace a legacy tape-based distribution system. Each day's promotional spots are aggregated in rough cut form and encoded onto the Taskco’s KOD server. Production professionals can instantly and independently watch the MPEG-1 quality video footage from their network-connected laptops and desktop PCs, without waiting for a tape delivery or a lengthy file download.

The Knowledge-On-Demand system dramatically shortens the overhead time from production of the spots to review and, finally, on-air broadcast, leaving more time for collaboration and improvement.

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Knowledge-On-Demand Applications3. Real-time Monitoring and After-action ReviewMany high-security and high-safety facility management applications, such as the

F-16 flight simulators, Nuclear-power plant management, Airport security management, etc. require a real-time monitoring and after-action recording and review of the scenes and activities. To allow for such real-time and distributed location viewing for managed professionals, Taskco’s Knowledge-On-Demand (KOD) solution provide the simulcast, recording and playback of ultra-high resolution video and past experience sharing.

• Live Monitoring and Instant Playback

• Precise Synchronization.

• High Quality Video

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System Management Perspective

Robust

Centralized

Remote

Flexible

Dynamic

Automation

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TASKCO’s KOD Server Advantages

Comprehensive Solution: Integrated VOD, multicast, content indexing, distribution and management functions

Off-the-Shelf Hardware: Ensures ease of maintenance and upgrade, lowest Total Cost of Ownership

Proven Track Record: Satisfied, top-tier customers

Performance: provides significantly higher streaming throughput than competitors for any given server configuration

Openness: leverages industry standards, maintains open architecture and comprehensive APIs

Scalability: ensures low entry cost and unlimited growth

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Sample Customers for Video Streaming Technology

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大綱



Summary

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Strategy & the Internet

Porter, M.E. (2001), “Strategy and the Internet," Harvard Business Review, 79(6), 63-78.

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Outline of Presentation

1. Internet to you & Its Problems

2. Strategic Planning and Competitive Model

3. Porter’s Five Forces & Value Chain

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So what is Internet to you?

New Internet Industries

E-Business strategy

New technology

Fundamental Questions to ask:

Who will capture the economic benefits that the Internet creates?

Will all the value end up going to customers, or will companies be able to reap a share of it?

What will be the Internet’s impact on industry structure?

Will it expand or shrink the pool of profits?

What will be its impact on strategy?

Will the Internet bolster or erode the ability of companies to gain sustainable advantages over their competitors?

An enabling technology

A powerful set of tools that can be used, wisely or unwisely, in almost any industry and as part of almost any strategy

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What was the problems?

Many have assumed that the Internet changes everything, rendering all the old rules about companies and competition obsolete

Many have leaded to bad decisions – eroded the attractiveness of their industries and undermined their own competitive advantages

Some have shifted the basis of competition away from quality, features, and service and toward price, making it harder for anyone in their industries o turn a profit

Some have forfeited important proprietary advantages by rushing into misguided partnerships and outsourcing relationships

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Strategic Planning

Many strategic planning frameworks view competition too narrowly and pessimistically because they are primarily based on projections of market share and market growth.

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Competitive Forces

Awareness of competitive forces can help a company stake out a position in its industry that is less vulnerable to attack.

Michael E. Porter

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Porter Competitive Model

Breaks an industry into it logical parts. Analyzes them and then puts them back together.

Avoids viewing the industry too narrowly.

Provides an understanding of the structure of an industry’s business environment.

Provides an understanding of competitive threats to an industry.

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Industry Forces

What determines the relative importance, or power, of a force in a particular industry?

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Porter Competitive Model

Potential NewEntrants

Bargaining Power of Suppliers

Bargaining Power of Buyers

SubstituteProducts and

Services

Intra-IndustryRivalry

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Intra-Industry RivalryNumerous or Equally Balanced Competitors

Industry Growth

High fixed or storage costs

Product Differentiation

Switching costs

Exit Barriers

Brand Identity

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Threat of New EntrantsEconomies of Scale / Capital Requirements

Government Policy

Proprietary product differences

Absolute Cost Advantage

Brand Identity

Switching Costs

Profitability of the Industry

Access to Distribution

Expected Retaliation

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Number of suppliers

Differentiation of inputs

Presence of substitute inputs

Importance of volume to supplier

Threat of forward integration

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Threat of Substitutes

Relative price/performance of substitutes

Switching Costs

Buyer propensity to substitute

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Bargaining power of Buyers

Buyer volume

Buyer information

Price Sensitivity

Switching Costs

Differentiation and Brand Identity

Threat of backwards integration

Availability of Substitutes

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Basic Objectives of SBUs

Create effective links with buyers and suppliers.

Build barriers to new entrants and substitute products.

Use core competencies to pursue a competitive strategy.Cost Leadership

Differentiation

Focus/Niche

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Business Value Chain

Primary Activities

Identify Customers

Design

Purchase Materials and supplies

Manufacture/Provide Service

Market and Sell

Deliver

Provide after-sale service and support

Supporting Activities

Finance and administration

Human resources

Developing technology

A value chain is a way of organizing the activities that each strategic business unit undertakes.

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Porter’s Five Forces & Value Chain

1. Distorted Market Signals

2. The Internet & Industry Structure

3. The Myth of the First Mover

4. The Internet & Competitive Advantage

5. The Internet as Complement

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“New technologies trigger rampant experimentation, by both companies and customers, and the experimentation is often economically unsustainable.”

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Distorted…Revenue

Costs

Business Metrics

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Distorted Revenue

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Distorted Costs

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Distorted Business Metrics

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How can the Internet Create Value?

Assuming that Market Signals are distorted, how can we determine the effect of the Internet on value creation?Industry Structure

Sustainable Competitive Advantage

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Services


“Whether an industry is new or old, its structural attractiveness is determined by five underlying forces of competition …”

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2. The Internet & Industry 2. The Internet & Industry StructureStructure





Services


Reduce barriers to entry such as the need for a sales force, access to channels, and physical assets – anything that Internet technology eliminates or makes easier to do reduces barriers to entry (--)

Internet applications are difficult to keep proprietary from new entrants (--)

A flood of new entrants has come into many industries (--)

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BargainingPower ofSuppliers




Services


Procurement using the Internet tends to raise bargaining power over suppliers, though it can also give suppliers access to more customers (+/--)

The Internet provides a channel for suppliers to reach end users, reducing the leverage of intervening companies (--)

Internet procurement and digital market tend to give all companies equal access to suppliers, and gravitate procurement to standardized products that reduce differentiation (--)

Reduced barriers to entry and the proliferation of competitors downstream shifts power to suppliers (--)

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Services


Channels – eliminates powerful channels or improves bargaining power over traditional channels (+)

End-users –

Shifts bargaining power to end consumers (--)

Reduces switching costs (--)

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Services





By making the overall industry more efficient, the Internet can expand the size of the market (+)

The proliferation of Internet approaches creates new substitution threats (--)

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Services

Reduces differences among competitors as offerings are difficult to keep proprietary (--)

Migrates competition to price (--)

Widen the geographic market, increasing the number of competitors (--)

Lowers variable cost relative to fixed cost, increasing pressures for price discounting (--)

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Notable Exception: Electronic AuctionsCustomers and suppliers are fragmented and thus have little

power

Substitutes, such as classified ads and flea markets, have less reach and are less convenient to use

Companies can build economics of scale, both in infrastructure and in the aggregation of many buyers and sellers, that deter new competitors

•eBay -- Avoid price competition & strengthen the profitability of the industry

•Buy.com – defining competition solely on price, a wrong approach

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“Most notable was the general assumption that the deployment of the Internet would increase switching costs and create strong network effects, which would provide first movers with competitive advantages and robust profitability.”

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1. Increase Switching Costs

2. Create Strong Network Effects

3. The Myth of the First MoverGeneral Assumption:

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3. Internet Brands

4. Partnering Complements

Outsourcing


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How to obtain a sustainable competitive advantage.Operational Effectiveness

Strategic Positioning

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Six Principles of Strategic Positioning1. Goal: Superior long-term ROI

2. Value Proposition

3. Distinctive Value Chain

4. Trade-offs

5. Fit

6. Continuity

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Virtual activities do not necessarily eliminate or cannibalize physical activities.

Internet activities can place greater demands on physical activities (e.g. warehousing, applicant processing).

Threat of disintermediation overstated.

Internet has shortcomings

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Applications of the Internet to the Value Chain

Inbound Logistics

Operations

Outbound Logistics

Marketing and Sales

After-Sales Service

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Applications of the Internet to the Value Chain

Firm Infrastructure

Human Resource Management

Technology Development

Procurement

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Conclusion – Internet & Strategy

“Basic Internet applications will become table stakes – companies will not be able to survive without them, but they will not gain any advantage from them.”

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“The more robust competitive advantage will arise instead from traditional strengths such as unique products, proprietary content, distinctive physical activities, superior product knowledge, and strong personal service and relationships.”

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“The old economy of established companies and the new economy of dot-coms are merging, and it will soon be difficult to distinguish them.”

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Summary

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The B2B EcosystemRawRaw

MaterialsMaterialsTier 1Tier 1

ManufactManufactTier 2Tier 2

ManufactManufactDistributorDistributor BuyerBuyer

CommerceCommercePlatformPlatform





Trading Network

TradingNetwork

TradingNetwork

TradingNetwork

Knowledge-based Common Services

Market: Many Trading Networks will happen

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Business Will Never be the Same

Knowledge EconomyKnowledge Economy- Mass Customization- New Globalization- Mergers & Acquisitions- Integrated SCM- Virtual Enterprises- Speed & Agility

Competitive Advantage Is Ideas

Success Is How Quickly You Can Put Your Ideas Into Action

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Move To Cross-Functional Business Processes

Purchasing Manufacturing DistributionCustomer Service

/Sales

Order Fulfillment

Available-to-Promise (ATP) Capable-to-Promise (CTP)

Integrated Sales and Operations Planning (S&OP)

SOURCE MAKE DELIVER SELL

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Move From Components to Constituents

Suppliers Partners

EmployeesCustomers

New WebFulfillmentProcesses

Better marginsRevenue GrowthMore Efficient

ChannelsMore Agile SuppliersHappier Customers

All of these objectives require a

process improvement of some type

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黃光彩博士太世科公司

E-mail: [email protected]: 02-8772-2300 x110

Fax: 02-8772-2301

Thank You!Thank You!

電子商務的領導者電子商務的領導者TASKCOTASKCO

Connecting Business , Delivery Connecting Business , Delivery KnowledgeKnowledge

黃光彩 博士 太世科公司 2002/03/16

Documents

黃光彩博士太世科公司 2002/03/16