chapter 3 enhanced version business models exhibits and tables october 18, 2000

Chapter 3 Enhanced Version

Business Models

Exhibits and Tables

October 18, 2000

ZOP-BOK-StrategyChapterFigures-3-16-00

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Exhibit 3-1: Components of a Business Model

Value ClusterValue Cluster

Marketspace OfferingMarketspace Offering

Resource SystemResource System

Financial ModelFinancial Model


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Point-Counterpoint

Single Benefit Cluster of Benefits

Clear, non-contradictory communication tocustomer

Partnerships can be assembled with “like-minded” firms

Back office systems must be tailored to distinctbenefits

Focuses employee hiring and retention Focuses the enterprise

Customers rarely desire one benefit In the online world, back-office systems can

easily be reconfigured for different benefits With an online presence, a firm can provide

multiple benefits - with no tradeoff ofperformance (e.g. provide broadest selectionand low price)

We have examples of firms that offer multiplebenefits such as portals (e.g. Yahoo!), ISPs (i.e.AOL), product sites (BN.Com) and informationservices (WSJinteractive)

Supporting Slide 3-A:

Point-Counterpoint: Single Vs. Cluster of Benefits


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Exhibit 3-2: Shattering Myth That Consumers Care Only About

Prices On-line

19

22

23

24

24

45

49

49

58

65

0 10 20 30 40 50 60 70

Product Price

Product Selection

Web Site Navigation & Locks

Product Information

Ease of Ordering

Privacy Policies

Product Content

Product Shipping & Handling

On-time Delivery

Customer Support

PERCENTAGE OF CUSTOMERS WHO CARE ABOUT ATTRIBUTE

AT

TR

IBU

TE

Source: JP Morgan Report: etailing and the five Cs


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Table 3-1: Consumer Decision Process — Flower Example

DisposalDisposal

LoyaltyLoyalty

SatisfactionSatisfaction

Purchase DecisionPurchase Decision

Evaluation of AlternativesEvaluation of Alternatives

Information SearchInformation Search

Problem - RecognitionProblem - Recognition

PRE-PURCHASE

PURCHASE

POST-PURCHASE


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Supporting Slide 3-B:

Consumer Decision Process — Flower ExampleFlowers

DisposalDisposal

LoyaltyLoyalty

SatisfactionSatisfaction

Purchase DecisionPurchase Decision

Evaluation of AlternativesEvaluation of Alternatives

Information SearchInformation Search

Problem - RecognitionProblem - Recognition

Pre-Purchase

Purchase

Post-Purchase

Need recognition, potentially triggered by a holiday, anniversary or everyday events

Search for ideas and offerings, including:– Available on-line and off-line stores– Gift ideas and recommendations– Advice on selection style and match

Evaluation of alternatives along a number of dimensions, such as price, appeal, availability, etc.

Purchase decision Message selection (medium and content)

Post-sales support– Order tracking– Customer service

Education on flowers and decoration Post sales perks


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Flower / Gift Decision Process

Need Recognition

Search For Ideas and Offerings

Purchase Decision

Message Selection

Post Sales Support and Perks

Education on Flowers and Decoration

Exhibit 3-3: Egg Diagram for 1-800-flowers.com

Gift reminder service Holiday specials Everyday celebrations

suggestions Special occasion suggestions

Gift guru Favorite gifts Gift frequency Gift impossible Gift baskets Corporate gift services

Ideas and Information

Post-Sales Support

Product price Product picture Product description Delivery information Delivery availability

Gizmo fully-animated greeting cards

Physical cards in gifts

Order receipt email eQ&A online customer

service FAQ Customer service

inquiry form

Perks Miles earned with

flower purchases Free gifts Discounts at AOL &

BN with flower purchases

Member specials

“Care and handling” “Do it yourself” Special events and

educational workshops held at stores

Floral ideas Garden ideas Home ideas Gift ideas Gourmet ideas Store locator Recommendations by budget Best sellers

Evaluation of Alternatives

Gift Recommendations

Shopping basket E commerce transaction Special shopping features

– Delivery outside U.S.– 1-800-lasfloras.com

Product Offering


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Exhibit 3-4: 1-800-flowers.com Resource System

Online Gift Center

Online Gift Center

Integrated Partner Offers


Broad Assortment

of Gifts

Broad Assortment

of Gifts

Customer Service

Customer Service

AOLAOL MSNMSN

SNAPSNAP

Wide Reach to Customers


Widespread, Easy

Access

Widespread, Easy

Access

Multiple Contact Points


Popular Web Site

Popular Web Site

High Quality of Flowers


TechnologyTechnologyStrong Brand

NameStrong Brand

Name

Strong Distribution

Network

Strong Distribution

Network

TelephoneTelephone

On-lineOn-line

Franchise

Stores

Franchise

Stores

CatalogCatalog

StarmediaStarmedia

Gift Recommend-

ations

Gift Recommend-

ations

Address BookAddress Book

Gift ReminderGift Reminder

Garden WorksGarden Works

Plow & HearthPlow & Hearth

Great FoodsGreat Foods

= Activities & assets

= Capabilities

= Core Benefits

Customer Service Centers


Integrated on-line off-

line systems

Integrated on-line off-

line systems

3,000 Affiliates3,000 Affiliates

Personalization Capabilities


Rich ContentRich Content

Third Party Contractors


StoresStores

BloomNet Network

BloomNet Network

Fulfillment Center

Fulfillment Center


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Supporting Slide 3-C: Benefits and Challenges of Hybridization

BenefitsBenefits

Persistent connection with customers

New value for customers

Acces to new customers

Scalability

Persistent connection with customers

New value for customers

Acces to new customers

Scalability

ChallengesChallenges

Cannibalization

Channel conflict

Customer confusion

Investor confusion

Cannibalization

Channel conflict

Customer confusion

Investor confusion


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Exhibit 3-5 : On-line/Off-line Egg Diagram for 1-800-flowers.com

Off-line Product Offering

Special events and educational workshops held at stores

Prompts on toll free number recording Suggestions from CSRs* in stores and via phone

Prompts on toll free number recording

Suggestions from CSRs* in stores and via phone

Brochure

Suggestions from CSRs in stores via phone

Brochure

Information from CSRs in store and via phone

Brochure

Purchase in-store Purchase via phone

In-store specials Specials offered

via phone

*CSR = Customer service representative

Flower / Gift Decision Process

Need Recognition

Search For Ideas and Offerings

Purchase Decision

Message Selection

Post Sales Support and Perks

Education on Flowers and Decoration

Gift reminder service Holiday specials Everyday celebrations suggestions Special occasion suggestions

Gift guru Favorite gifts Gift frequency Gift impossible Gift baskets Corporate gift services

Ideas and Information

Post-Sales Support

Product price Product picture Product description Delivery information Delivery availability

Gizmo fully-animated greeting cards

Physical cards in gifts

Order receipt email eQ&A online customer

service FAQ Customer service inquiry

form

Perks

Miles earned with flower purchases

Free gifts Discounts at AOL &

BN with flower purchases

Member specials

“Care and handling” “Do it yourself”

Floral ideas Garden ideas Home ideas Gift ideas Gourmet ideas Store locator Recommendations by budget Best sellers

Evaluation of Alternatives


Shopping basket E commerce transaction Special shopping features

– Delivery outside U.S.– 1-800-lasfloras.com

On-line Product Offering

In-store customer service

Customer servifce on toll-free number

Select card in-store Select card via phone


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Supporting Slide 3-D:

On-line and Off-line Integration for the 1-800-FLOWERS Resource System

Online Gift Center

Online Gift Center



Broad Assortment

of Gifts

Broad Assortment

of Gifts

Customer Service

Customer Service

AOLAOL MSNMSN

SNAPSNAP



Widespread, Easy

Access

Widespread, Easy

Access



Popular Web Site

Popular Web Site



TechnologyTechnologyStrong Brand

NameStrong Brand

Name

Strong Distribution

Network

Strong Distribution

Network

TelephoneTelephone

On-lineOn-line

Franchise

Stores

Franchise

Stores

CatalogCatalog

StarmediaStarmedia

Gift Recommend-

ations

Gift Recommend-

ations






= On-line Activities & Assets



3,000 Affiliates3,000 Affiliates



Rich ContentRich Content



StoresStores

BloomNet Network

BloomNet Network

Fulfillment Center

Fulfillment Center

= Off-line Activities & Assets

Integrated on-line off-line systems

Integrated on-line off-line

systems


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Supporting Slide 3-E: 1-800-FLOWERS Partnerships

American Airlines® Advantage®, Delta Airlines SkyMiles®, United Airlines Mileage Plus

– Earn frequent flyer miles with 1-800-FLOWERS.com purchases

MCI Worldcom

– Receive 1-800-FLOWERS.com gift certificates with long distance sign-up

– Receive 10% off every 1-800-FLOWERS.com purchase with MCI WorldCom membership

America Online

– First agreement signed in 1994

– Exclusive marketer of fresh-cut flowers across key AOL brands until 2003

– One-year exclusive agreement to market gardening products commencing Nov. 1999

Microsoft Networks

– Premier floral partner and anchor in the MSN Home and Garden Department

– Products, advertising and links featured on MSN Shopping Channel

Snap.com

– One of the 45 premier merchants in Snap shopping service (on-line e-superstore)

– Anchor tenant in Snap.Com Flower Shop

– To be spotlighted in select Snap.com on-air promotions, scheduled to run on the NBC Television Network during the Valentine’s Day and Mother’s Day periods

Source: 1-800-FLOWERS.com website, WR Hambrecht & Co., TheStandard.com. Hoover’s Online


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Supporting Slide 3-E : 1-800-FLOWERS Partnerships (Cont.)

Excite@Home

– Markets flowers and other gifts through Excite.com and webcrawler.com web sites

– Products, advertisments and links featured in the Excite Shopping Channel

– Entered second year of marketing relationship in October 1999

Yahoo! Inc.

– Will run banner advertisements throughout the Yahoo! Network, with additional presence in shopping area

StarMedia Network

– Developing Spanish and Portuguese language versions of 1-800-FLOWERS.com web site

People PC

– Signed one year agreement to become key floral and gift-provider for PeoplePC commencing October 1999

Zapa.com

– Offers selection of online greeting cards on 1-800-FLOWERS.com web site

– Greeting cards never deleted by Zapa.com

– Users will be able to personalize greetings with their own photos, clip-art or other multi-media creations

Sears, Roebuck and Company

– Licensing relationship which enables Sears customers to use their store charge cards when shopping with 1-800-FLOWERS.com

Source: 1-800-FLOWERS.com website, WR Hambrecht & Co., TheStandard.com. Hoover’s Online


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Supporting Slide 3-F:

1-800-Flowers Activity System

BothOn-line Off-line

Key

Note:Source:

Broad Product LineBroad Product Line

Strategic AlliancesStrategic Alliances

Online Gift CenterOnline Gift Center

Multiple Customer Contacts

Multiple Customer Contacts

Nationwide Presence

Nationwide Presence

BloomNet NetworkBloomNet Network

Florist Participation

Florist Participation

Company Off-Line Stores

Company Off-Line Stores

Company Franchise Stores

Company Franchise Stores

Introduction of New Product

Categories

Introduction of New Product

Categories

Electronic Greeting Cards

Electronic Greeting Cards



Gift Reminder Program

Gift Reminder Program


BNBN

AOLAOL

Affiliate ProgramsAffiliate Programs

On-LineOn-Line

In-StoreIn-Store

TelephoneTelephone

MSNMSN

Alliance With

Distribution Carrier

Alliance With

Distribution Carrier

Partnership With

Associated Product Lines

Partnership With

Associated Product Lines


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Supporting Slide 3-G: 1-800-FLOWERS Value System

Online Gift Center

Online Gift Center

Product Partnerships


Broad Assortment

of Gifts

Broad Assortment

of Gifts

Reasonable Prices

Reasonable Prices

AOLAOL MSNMSN

SNAPSNAP

Media Partnerships

Media Partnerships

Widespread, Easy

Access

Widespread, Easy

Access



Brand NameBrand Name

Fresh Flowers

Fresh Flowers

LogisticsLogistics Bloomnet Network

Bloomnet Network

SourcingSourcing

LogisticsLogistics

TelephoneTelephone

OnlineOnline

StoresStores

AffiliatesAffiliates

StarmediaStarmedia

Gift Recommend-

ations

Gift Recommend-

ations



Garden

Works

Garden

Works

Plow & Hearth

Plow & Hearth

Great Foods

Great Foods

= Actions

= Capabilities

= Core Benefits


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Supporting Slide 3-H: 1-800-FLOWERS Value System

Online Gift Center

Online Gift Center



Broad Assortment

of Gifts

Broad Assortment

of Gifts

Reasonable Prices

Reasonable Prices

AOLAOL MSNMSN

SNAPSNAP

Media Partnerships

Media Partnerships

Widespread, Easy

Access

Widespread, Easy

Access



Brand NameBrand Name

Fresh Flowers

Fresh Flowers

LogisticsLogistics Bloomnet Network

Bloomnet Network

SourcingSourcing

LogisticsLogistics

TelephoneTelephone

OnlineOnline

StoresStores

AffiliatesAffiliates

StarmediaStarmedia

Gift Recommend-

ations

Gift Recommend-

ations






= Activities & assets

= Capabilities

= Core Benefits


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Point-Counterpoint

Focus on Competencies Focus on Resource Systems

Organizations can lose focus by not isolatingthe few key capabilities that differentially lead tocompetitive advantage

Exceptional competencies provide competitoradvantage since most activities are the “price ofentry” into a particular on-line market

Isolation of handful of key competencies leadsto ignoring other key success factors

It is the combination of capabilities - notcapabilities in isolation that provides competitiveadvantage

Supporting Slide 3-I:

Point-Counterpoint: Competencies Vs. Resource Systems


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Table 3-2: Alternative Shareholder Value Models (Company and

User Derived)Company and User Derived

Alternative Models Metamarket Switchboard

Auctions

(Traditional & Reverse) Category Switchboard

Description Hub for many buyers and

sellers; multiple categories Competitive bid hub for

buyers and sellers Aggregates brands in

product category

Examples

BabyCenter.com VerticalNet.com

Ebay Amazon Freemarket

Chemdex PlanetRX

Revenue Model

Transactions Product sales Advertising

Transactions Transactions Advertising Product sales

Value Source

Perceived value added ser-vices

Brand name credibility

% of Transactions Perceived value-added services

Brand name credibility

Key Success Factors

Build buyer database Build seller database Value-added services

Build buyer database Build seller base Credible “hub” brand Efficient back-office support

Build brand Critical mass of buyers

and sellers

Key Threat Factors

Alternative switchboard emerges

Niche switchboard emerges Fundamental shift in care

technologies

Alternative auction Niche auctions Price of switchboard

offering equal to auction Value-added services

differentiate competitors

Emergence of metamaket

Niche category switch-board

Brand name strength of market leaders


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Table 3-3: Alternative Shareholder Value Models (Company Derived)

Company DerivedAlternative

Models BestInformation

WidestAssortment

Lowest PricesBroadest User

NetworkBest

ExperienceMost

Personalized

Description

Timely, highvalue-added in-formation

Widest assort-ment within thecategory

Lowest priceswithin category

Aggregation ofusers aroundstandard

Highest qualitymerchandise asperceived by tar-get customers

Highest level ofcustomization

Examples

Forrester Zagat NYTimes Jupiter.com

ArtistDirect.com Secondspn.com

Buy.com Lowestfares.com

ICQ MP3 Mercasa Accompany

FAO Schwatz.com Ashford.com

Reflect.com

RevenueModel

Product Sales Subscriptions

Product sales Product sales Varied Product sales Product sales

Value Source

Premium pricingbased on per-ception of bestinformation

Selective pre-mium pricing

Unclear Users drive traffic Standard

emerges Price premium

follows

Level of Luxury Premium drives

prices

Level of customi-zation drivespremium pricing

Key SuccessFactors

Timeliness of in-formation

Perceived qualityof information

Reduce uncer-tainty in offering

Quality of infor-mation andvalue-addedservices

Operational ex-cellence

Supply-chainmanagement

Establish stan-dard

Grow user net-work

Network eco-nomics

Ability to spotsymbolic brands

Ability to judgequantity

Deep CustomerKnowledge

Ability to “Mine”Customer Data-base

Key ThreatFactors

Customers do notperceive suffi-cient gap in time-liness with ge-neric offerings

Competitorsmatch marketleaders

Cost of “fresh-ness” becomesprohibitive

Specializationwithin the cate-gory

Emergence ofdominant brands

Shopbots Lack of profit im-

perative Shifting investor

confidence Re-engineer total

process not price Niche markets

Alternate standardemerges

Technology shift Backward or for-

ward integrationof complemen-tary players

Subniche marketsemerge by cate-gory

Symbolic brandloses appeal

Technology ad-vanced lead to“me-to” products

Customers wantscontrol of per-sonalization


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Exhibit 3-6: Revenue Growth Choices: 1-800-flowers

New

Existing

PR

OD

UC

TS

Existing New Existing New

Plans to branch into a wide variety of product categories

GardenworksGardenworks

Greatfoods.comGreatfoods.com

Home DecorHome DecorPlow & HearthPlow & Hearth

ON-LINE MARKETS OFF-LINE MARKETS

PlantsPlants

Gourmet TreatsGourmet Treats

Greeting CardsGreeting Cards

Corporate Gift Services

Corporate Gift Services

In-Store SeminarsIn-Store Seminars


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Point-Counterpoint

Build Profit Build User Base

Basic financial rules will eventually apply Cash flow drives shareholder value Shareholders will become frustrated as time

passes

Standards will ultimately dictate success Standards require huge investments in building

a customer base Once customer base dominates other firms will

concede and eventually large margins will beavailable

Supporting Slide 3-J:

Point-Counterpoint: Does Profit Matter? Build Profit Or Build User Base?


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Exhibit 3-7: Sawhney and Kaplan — Classification of B-to-B Models

VERTICAL HUBS

Pa

pe

rP

ap

er

Ch

em

ica

lsC

he

mic

als

Pla

stic

sP

las

tics

Ste

el

Ste

el

FUNCTIONAL HUBS

Logistics ManagementLogistics Management

Media BuyingMedia Buying

AdvertisingAdvertising

Energy ManagementEnergy Management

Source: Adopted from Business 2.0, September 1999, p.88


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SOURCES OF CONTENT ORIGINATION

Table 3-4: RJS Model Summary

FOCUS OF STRATEGY

Single Brand Multiple Brands

Supply-Side

Demand-Side

Hybrid Integrator(Cisco.com)

Hybrid Aggregator(Amazon.com)

Forward-Integrated Producer

(Wal-Mart.com)

Supply-Side Aggregator

(Surplusdirect.com)

Demand-Side Aggregator

(Accompany.com)

Backward Integrated User

(Dellonline.com) - B2B


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Table 3-5: Implications of “Pure Play” Business Approaches


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Exhibit 3-8: Schwab Egg Diagram

Schwab Learning Center Live Events Principles of Investing Understanding Market Cycles “Did You Know” Q&A

Schwab Signature Services

Schwab AdvisorSource Options Service Global Investing Service

Online chat with Customer Service Representatives

Customer Service via phone Customer Service via email Customer Service at Branch My Watch List

Margin Loans Money Transfers Automatic Investing Options Service After Hours Trading Account Protection Bill Payment

Overall General Goal

Planner Investor Profile Sample

Investment PlansRetirement Retirement

Planner IRA Analyzer

Product Offering

On-Line Investment Process

Get educated about

investing Plan

investments

Decide on Investment

Perform Investment

Post Investment

Support

Perform Research

Estate Estate Tax and

Probate Calculator Alternatives ComparisonCollege College PlannerTax Tax Strategies IRS Withholding

Calculator

Overall Quotes and Charts Analyst CenterStocks and Options Stock AnalyzerBonds and Treasuries Schwab BondSource

ServicesCDs and Money Markets SchwabOne

Annuities Schwab Select

AnnuityLife Insurance Insurance Needs

Calculator


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Exhibit 3-9: Schwab Resource System

Optimize Staff in

Branches

Optimize Staff in

Branches

Lower PricesLower Prices

Train IT Staff

Train IT Staff

24x7 Access

24x7 Access

Media General

Media General

S&PS&P

Hoovers

Hoovers

PhonePhone

BranchBranch

OnlineOnline

Charge For Value

Added Services

Charge For Value

Added Services

Provide Lower

Commission for Frequent

Traders

Provide Lower


Traders

Innovative Products

Innovative Products

Center of Knowledge and

Innovation


Innovation

Investment in R&D

Investment in R&D

Cutting Edge Technology

Cutting Edge Technology Investment in ITInvestment in IT System ReliabilitySystem Reliability Multiple Points of

Access

Multiple Points of Access

Hire IT Staff

Hire IT Staff

Competitive Commission Rates

Competitive Commission Rates

Streamlined Operations


Learning

Center

Learning

Center

= Resources

= Capabilities

= Core Benefits

Superior Service

Superior Service

Partnerships with Content Providers

Partnerships with Content Providers

Invest in CSR Trainin

g


g

Align CSR Compensation

with Quality of Service



Customer ServiceCustomer Service

OnesourceOnesource


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Exhibit 3-10: Schwab Resource System

= Company needs to outsource or partner

= Company can perform in-house

Optimize Staff in

Branches

Optimize Staff in

Branches

Lower PricesLower Prices

Train IT Staff

Train IT Staff

Capable IT StaffCapable IT Staff

24x7 Access

24x7 Access

Media Genera

l

Media Genera

l

S&PS&P

Hoovers

Hoovers

PhonePhone

BranchBranch

OnlineOnline

Charge For Value

Added Services

Charge For Value

Added Services

Provide Lower


Traders

Provide Lower


Traders

Innovative

Products

Innovative

Products


Innovation


Innovation

Investment in R&D

Investment in R&D



Investmentin IT

Investmentin IT

System Reliability

System Reliability



Hire IT Staff

Hire IT Staff

Competitive Commission

Rates

Competitive Commission

Rates



Learning

Center

Learning

Center

Superior Service

Superior Service

Partnerships with Content

Providers

Partnerships with Content

Providers


g


g





Well-Trained CSRs

Well-Trained CSRs

OnesourceOnesource


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Downsized branch staff

Downsized branch staff

High quality Investment Information

High quality Investment Information

Innovative productsInnovative products

Low priceLow price

Large, well trained sales force

Large, well trained sales force

Technology LeadershipTechnology Leadership

Supporting Slide 3-K:Schwab Activity System

Superior serviceSuperior service

Investment in ITInvestment in IT

24 x 7 Customer service

24 x 7 Customer service

Exceptional team of engineers

Exceptional team of engineers

In-house technology

development

In-house technology

development

Large investment in R&D

Large investment in R&D

System able to handle large

volume

System able to handle large

volume

Increase in trade

volume

Increase in trade

volume

Increase in non-trade revenue

Increase in non-trade revenue

Multiple points of access

Multiple points of access

On-lineOn-line PhonePhone BranchBranch

Comprehensive information

Comprehensive information

Partnerships with

content providers

Partnerships with

content providers

Hoovers Online

Hoovers Online

S&P Comstock

S&P Comstock

Media General

Media General


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Supporting Slide 3-L:

Schwab Value Proposition

“Use technology to offer innovative products and superior service at lower prices to investors

unwilling to pay for investment advice”


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Table 3-6: Partners Give/Get Matrix

Partners Benefits to Partner: “Give” Benefits to Schwab: “Get”Content Partners(e.g. Hoovers,S&P, MediaGeneral, H&Q)

Partners receive revenues from Schwab Exposure and branding on a major site Click-throughs

Best-in-class content essential for Schwab todifferentiate itself from other discount brokers

OnesourcePartners: MutualFund Managers

Access to large flow of business from Schwabcustomers

Significant reduction in marketing costs

Cement the relationship with the customer byacting as valuable “switchboard”

Schwab receives transaction fees from funds

Web SitePartners:Razorfish

Opportunity to work with high profile client On-going fee based relationship

Access to highly creative site designers Consistent customer experience and look &

feel Frees up internal resource


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Exhibit 3-11: Schwab Revenue Growth Choices

New

Existing

PR

OD

UC

TS

Existing New Existing New

Advanced Software ToolsAdvanced Software Tools

After-hours tradingAfter-hours tradingInternational ExpansionInternational Expansion

ON-LINE MARKETS OFF-LINE MARKETS

International ExpansionInternational Expansion

Learning CenterLearning CenterIn-Branch SeminarsIn-Branch Seminars

New Online Investment BankNew Online Investment Bank


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Point-Counterpoint

Pure Dot-com Start Brick-and-Mortar Start

Not constrained by Old-Economy culture Not constrained by physical world assets that

have no value in digital world Can operate fast New rules apply Great examples – Amazon, Yahoo

Old-economy business culture does apply Have assets -- brand, channels, people -- that

have tremendous value in digital world Can operate “right” Old financial rules supercede new rules Great examples -- GE.com, Dellonline.com

Supporting Slide 3-M: Point-Counterpoint: Who Would You Rather

Be? A Dot-Com Or Brick-And-Mortar Business?


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Supporting Slide 3-N : Business Model Choices Must Be Consistent With Sources of Competitive Advantage

Content Production

eBusiness Interface

Content Utilization

Content Production

eBusiness Interface

Content Utilization

Content Production

eBusiness Interface

Content Utilization

Content Production

eBusiness Interface

Content Utilization

Content ProductionContent ProductionContent ProductionContent ProductionContent Production

Content UtilizationContent UtilizationContent UtilizationContent UtilizationContent Utilization

Business Model Options (Not Mutually Exclusive)

Forward-Integrated Producer

Backward-Integrated

User

Supply Aggregator

Demand Aggregator

chapter 3 enhanced version business models exhibits and tables october 18, 2000

Documents

flower gift decision

supporting slide

offline stores gift

cs slide

product offering slide

recognition search

decoration exhibit

decoration post sales