©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 1
e-Business DesignA Shift to Adaptability
David A. Marca
University of Phoenix2310 Crossroads Drive
Madison, WI 53718U.S.A.
July 7, 2009
Welcome!
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 2
e-Business DesignA Shift to Adaptability
David A. Marca
University of Phoenix2310 Crossroads Drive
Madison, WI 53718U.S.A.
July 7, 2009
Disclaimers
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 3
e-Business DesignA Shift to Adaptability...….…
Part I – Business Context● Economic Downturn● Evaporating Mass Market● More Niche Marketing● Adaptive Business Needed
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 4
e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design Framework
● Atomic Relationships● Unbalanced Designs● Balanced Designs
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 5
e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business Design
● Business Profiles● e-Business Profiles● e-Business Shifts
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 6
e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business DesignPart IV – e-Business Design
● Adaptive e-Commerce● Adaptive e-Broker● e-Barter Issues
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 7
e-Business DesignA Shift to Adaptability...….…
Part I – Business Context● Economic Downturn
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 8
Economic Downturn The Economic Driver – U.S. Births
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
BirthWave
References:1,2.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 9
Economic Downturn Second Wave – U.S. Family Formation
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
BirthWave
FamilyWave
References:1,2.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 10
Economic Downturn Third Wave – U.S. Peak Spending
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
BirthWave
FamilyWave
AffluenceWave
References:1,2.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 11
Economic Downturn Peak Spending Decline Recession
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
References:1,2,3,4.
Past Peak Spending Declines
Past U.S. Recessions: 1961
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 12
Economic Downturn Peak Spending Decline Recession
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
References:1,2,3,4.
Past Peak Spending Declines
Past U.S. Recessions: 1970, 1975, 1980, 1982
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 13
Economic Downturn Peak Spending Decline Recession
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
References:1,2,3,4.
Past Peak Spending Declines
Past U.S. Recessions: 1991
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 14
Economic Downturn Peak Spending Decline Recession
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
References:1,2,3,4.
Past Peak Spending Declines
Past U.S. Recessions: 2001
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 15
Economic Downturn Current Recession (Housing Bubble)
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
References:1,2,3,4.
Past Peak Spending Declines
Past U.S. Recessions Current U.S. Recession
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 16
Economic Downturn Recessions at 2015 and 2025?
1860 1880 1900 1920 1940 1960 1980 2000 2020 2040 2060
4,700
4,200
3,700
3,200
2,700
2,200
References:1,2,3,4.
Past Peak Spending Declines
Past U.S. Recessions Current U.S. Recession
Future U.S. Recessions?
Future Peak Spending Decline?
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 17
e-Business DesignA Shift to Adaptability...….…
Part I – Business Context● Economic Downturn● Evaporating Mass Market
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 18
Evaporating Mass Market Cut Jobs + Wait for “Recovery” …References:5,6,7.
J0
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F M A M J J A S O N D J F M A M2008 2009 Past U.S.
Recession
U.S
. Job
Los
ses
in M
illio
ns
SpendingDecline Period
Cum
ulat
ive
Job
Loss
Mon
thly
Job
Los
s
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 19
Evaporating Mass Market Cut Jobs + Wait for “Recovery” …References:5,6,7.
J0
-0.5
-1.0
-1.5
-2.0
-2.5
-3.0
-3.5
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-4.5
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F M A M J J A S O N D J F M A M
1970,1980
2008 2009 Past U.S.Recession
U.S
. Job
Los
ses
in M
illio
ns1965 1985
SpendingDecline Period
.......…
Cum
ulat
ive
Job
Loss
Mon
thly
Job
Los
s
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 20
Evaporating Mass Market Cut Jobs + Wait for “Recovery” …References:5,6,7.
J0
-0.5
-1.0
-1.5
-2.0
-2.5
-3.0
-3.5
-4.0
-4.5
-5.0
F M A M J J A S O N D J F M A M
1961, 1975
1970,1980
2008 2009 Past U.S.Recession
U.S
. Job
Los
ses
in M
illio
ns1965 1985
SpendingDecline period
1965 1985
.......…
.......…
Cum
ulat
ive
Job
Loss
Mon
thly
Job
Los
s
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 21
Evaporating Mass Market Cut Jobs + Wait for “Recovery” …References:5,6,7.
J0
-0.5
-1.0
-1.5
-2.0
-2.5
-3.0
-3.5
-4.0
-4.5
-5.0
F M A M J J A S O N D J F M A M
1961, 1975
1970,1980
1991, 2001
2008 2009 Past U.S.Recession
U.S
. Job
Los
ses
in M
illio
ns1965 1985
1995 2000
SpendingDecline Period
1965 1985
.......…
.......…
.......…
Cum
ulat
ive
Job
Loss
Mon
thly
Job
Los
s
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 22
Evaporating Mass Market Cut Jobs + Wait for “Recovery” …References:5,6,7.
J0
-0.5
-1.0
-1.5
-2.0
-2.5
-3.0
-3.5
-4.0
-4.5
-5.0
F M A M J J A S O N D J F M A M
1961, 1975
1970,1980
1991, 2001
1982
2008 2009 Past U.S.Recession
U.S
. Job
Los
ses
in M
illio
ns1965 1985
1995 2000
SpendingDecline Period
1965 1985
1965 1985
.......…
.......…
.......…
.................…
Cum
ulat
ive
Job
Loss
Mon
thly
Job
Los
s
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 23
Evaporating Mass Market Cut Jobs + Wait for “Recovery” …References:5,6,7.
J0
-0.5
-1.0
-1.5
-2.0
-2.5
-3.0
-3.5
-4.0
-4.5
-5.0
F M A M J J A S O N D J F M A M
1961, 1975
1970,1980
1991, 2001
1982
2008 2009 Past U.S.Recession
U.S
. Job
Los
ses
in M
illio
ns1965 1985
1995 2000
SpendingDecline Period
1965 1985
1965 1985
.......…
.......…
.......…
.................…
Cum
ulat
ive
Job
Loss
Mon
thly
Job
Los
s
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 24
Evaporating Mass Market Wait for “Recovery” … Sound Strategy?References:5,6,7.
J0
-0.5
-1.0
-1.5
-2.0
-2.5
-3.0
-3.5
-4.0
-4.5
-5.0
F M A M J J A S O N D J F M A M
1961, 1975
1970,1980
1991, 2001
1982
2008 2009 Past U.S.Recession
U.S
. Job
Los
ses
in M
illio
ns1965 1985
1995 2000
SpendingDecline Period
1965 1985
1965 1985
.......…
.......…
.......…
.................…
Cum
ulat
ive
Job
Loss
Mon
thly
Job
Los
s
Evaporating Mass Market
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 25
e-Business DesignA Shift to Adaptability...….…
Part I – Business Context● Economic Downturn● Evaporating Mass Market● More Niche Marketing
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 26
More Niche Marketing Classic Market Profile (Pareto)References:8,9.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 27
More Niche Marketing Classic Market Profile (Pareto)
.
.
Mass Market:• undifferentiated buyers• roughly 20% of overall market• 50% of overall revenue potential• relatively easy to access.
References:8,9.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 28
More Niche Marketing Classic Market Profile (Pareto)
.
.
Mass Market:• undifferentiated buyers• roughly 20% of overall market• 50% of overall revenue potential• relatively easy to access.
.Niche Markets:
• highly differentiated buyers• roughly 80% of overall market• 50% of overall revenue potential• much more effort to access
References:8,9.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 29
More Niche Marketing Before Internet: Mass Market Dominates
.
Mass Market Access:• TV• Print• banners• pop-ups
References:8,9.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 30
More Niche Marketing After Internet: Profitable Long Tail
.
.
Mass Market Access:• TV• Print• banners• pop-ups
Niche Market Access:• e-Business can profitably access• via an Internet portal• example: Rhapsody.com
References:8,9.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 31
More Niche Marketing Mass Market … EvaporatingReferences:8,9,10.
.
.
Mass Market evaporates:• decrease branding• less “push” marketing
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 32
More Niche Marketing Long Tail … Still AvailableReferences:8,9,10,11.
.
.
Mass Market evaporates:• decrease branding• less “push” marketing• banners• pop-ups
Niche Market Access:• direct marketing• search marketing• email marketing• online communities
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 33
e-Business DesignA Shift to Adaptability...….…
Part I – Business Context● Economic Downturn● Evaporating Mass Market● More Niche Marketing● Adaptive Business Needed
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 34
Adaptive Business Needed 2009 e-Business Survey – 48 Clients
• Services, Technology• Academia, Government• Goods, Materials• Utilities, Healthcare
References:12.
Industry Span
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 35
Adaptive Business Needed 2009 e-Business Survey – 48 Clients
• Services, Technology• Academia, Government• Goods, Materials• Utilities, Healthcare
e-Business Technology Utilization
References:12.
• Proprietary Transactional System• Web Site / Extranet / Email• ERP System• Commercial Transactional System• Public Platform
Industries Surveyed
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 36
Adaptive Business Needed Rapid + Large Market Changes…
• Revenue from existing customers• Number of customers• New business wins• Number of products / offerings• Product / offering prices
Decrease in Business…
References:12.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 37
Adaptive Business Needed …Caused by the Economic Downturn
• Revenue from existing customers• Number of customers• New business wins• Number of products / offerings• Product / offering prices
Decrease in Business…
Caused by…
References:12.
• Rapidly decreasing economic growth• New entrants to market / industry• Increased demand for custom services• Pricing by existing competition
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 38
Adaptive Business Needed Highly Adaptive Sales Channel, plus…
• Adapt the sales channel• Adapt offerings to meet demand• Create / strengthen brand• Anywhere / anytime transactions• More competitive pricing
Front End Requirements…
References:12.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 39
Adaptive Business Needed ...Flexible Operations + Fast Decisions
• Adapt the sales channel• Adapt offerings to meet demand• Create / strengthen brand• Anywhere / anytime transactions• More competitive pricing
Front End Requirements…
Back End Requirements…
References:12.
• Integrate with other technology• Standardize / automate operations• Adapt the supply chain• Better / faster reports / analytics• Decrease inventory / turns
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 40
How to Shift?
• Fixed Market• Fixed Product• “Push” Marketing
• Slow to Adapt• Rigid Operations• Slow Decision Making
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 41
How to Shift? Intend to adapt to changing markets.
• Fixed Market• Fixed Product• “Push” Marketing
• Slow to Adapt• Rigid Operations• Slow Decision Making
• Dynamic Market• Adjustable Product• Niche Marketing
References:13.
Geoffrey Moore: 2009
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 42
How to Shift? Shift the business model first.
• Fixed Market• Fixed Product• “Push” Marketing
• Slow to Adapt• Rigid Operations• Slow Decision Making
• Dynamic Market• Adjustable Product• Niche Marketing
#1 ShiftBusiness
Model
References:13.
Geoffrey Moore: 2009
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 43
How to Shift? Design the e-Business for adaptability.
• Fixed Market• Fixed Product• “Push” Marketing
• Slow to Adapt• Rigid Operations• Slow Decision Making
• Dynamic Market• Adjustable Product• Niche Marketing
• Fast to Adapt• Flexible Operations• Fast Decision Making
#1 ShiftBusiness
Model
References:13.
Jelassi, Combe, Chaffey (strategy)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 44
How to Shift? Shift the e-Business design second.
• Fixed Market• Fixed Product• “Push” Marketing
• Slow to Adapt• Rigid Operations• Slow Decision Making
• Dynamic Market• Adjustable Product• Niche Marketing
• Fast to Adapt• Flexible Operations• Fast Decision Making
#1 ShiftBusiness
Model
References:13.
#2 Shifte-Business
Design
Jelassi, Combe, Chaffey (strategy)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 45
e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design Framework
● Atomic Relationships
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 46
Atomic Relationships #1 – Control
Control
ControlSubordinate
AttributeRelationship
ManagedWork
DictateCommunication
DownsizingRightsizing
RestructuringReengineering
Buzzwords
References:13.
Hierarchy + Rules
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 47
Atomic Relationships #2 – Cooperation
Cooperation
CooperationIntegrate
ControlSubordinate
AttributeRelationship
TogetherManagedWork
ViralDictateCommunication
QualityInvolvementTeamwork
Multi-skilling
DownsizingRightsizing
RestructuringReengineering
Buzzwords
References:13.
Control
Teamwork + Process
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 48
Atomic Relationships #3 – Autonomy
Autonomy
AutonomySeparate
CooperationIntegrate
ControlSubordinate
AttributeRelationship
ApartTogetherManagedWork
DialogViralDictateCommunication
DiversityEmpowermentEntrepreneurialDecentralization
QualityInvolvementTeamwork
Multi-skilling
DownsizingRightsizing
RestructuringReengineering
Buzzwords
References:13.
Cooperation
Control
Innovation + Skill
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 49
Atomic Relationships Design is a Tradeoff Among All Three
AutonomySeparate
CooperationIntegrate
ControlSubordinate
AttributeRelationship
ApartTogetherManagedWork
DialogViralDictateCommunication
DiversityEmpowermentEntrepreneurialDecentralization
QualityInvolvementTeamwork
Multi-skilling
DownsizingRightsizing
RestructuringReengineering
Buzzwords
References:13.
Autonomy
Cooperation
Control
Priority + Tradeoff
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 50
e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design Framework
● Atomic Relationships● Unbalanced Designs
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 51
Unbalanced Designs #1 – Over Prioritize One Element
ControlCauseCut cost +
sacrifice flex,quality, learning.
1. OverdoTop Priority
1
References:13.
Autonomy
Cooperation
Control
U.S. Post Office: 1975 + 2009
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 52
Unbalanced Designs #1 – Over Prioritize One Element
CooperationControlCauseConsensusdecisions.
No structure.
Cut cost +sacrifice flex,
quality, learning.
1. OverdoTop Priority
References:13.
1
Autonomy
Cooperation
Control
People Express Airline: 1987
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 53
Unbalanced Designs #1 – Over Prioritize One Element
AutonomyCooperationControlCauseExcessive
productdiversification.
Consensusdecisions.
No structure.
Cut cost +sacrifice flex,
quality, learning.
1. OverdoTop Priority
References:13,14.
1
Autonomy
Cooperation
Control
IBM copiers unit sold to Kodak: 1988
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 54
Unbalanced Designs #2 – Under Prioritize One Element
ControlCauseCut cost +
sacrifice flex,quality, learning.
1. OverdoTop Priority
No hierarchyor boundary.Deregulation.
2. UnderdoBottom Priority
References:13.
2
Autonomy
Cooperation
Control
U.S. railroads: 1870s
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 55
Unbalanced Designs #2 – Under Prioritize One Element
CooperationControlCauseConsensusdecisions.
No structure.
Cut cost +sacrifice flex,
quality, learning.
1. OverdoTop Priority
No teamwork.No projects.
No hierarchyor boundary.Deregulation.
2. UnderdoBottom Priority
References:13.
Autonomy
Cooperation
Control
2C-level groupthink, bad customer service
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 56
Unbalanced Designs #2 – Under Prioritize One Element
AutonomyCooperationControlCauseExcessive
productdiversification.
Consensusdecisions.
No structure.
Cut cost +sacrifice flex,
quality, learning.
1. OverdoTop Priority
Devalueindividual
contributions.
No teamwork.No projects.
No hierarchyor boundary.Deregulation.
2. UnderdoBottom Priority
References:13.
Autonomy
Cooperation
Control
2
1st PC firms: Osborne, GM Research
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 57
Unbalanced Designs #3 – Set No Priorities
AutonomyCooperationControlCauseExcessive
productdiversification.
Consensusdecisions.
No structure.
Cut cost +sacrifice flex,
quality, learning.
1. OverdoTop Priority
Devalueindividual
contributions.
No teamwork.No projects.
No hierarchyor boundary.Deregulation.
2. UnderdoBottom Priority
No vision/mission. Slogan-driven.Excessively matrixed organization.
3. NoPriorities
References:13.
3
Autonomy
Cooperation
Control
Stopped matrix management: HP, AT&T
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 58
e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design Framework
● Atomic Relationships● Unbalanced Designs● Balanced Designs
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 59
Balanced Designs #1 – Control Bias
AutonomyCooperationControlBias
DivisionHumanistichierarchy
VerticalFunctionalFranchise
Control
VerticalFunctionalFranchise Manufacturing ………… High Tech
Process Engineering … Control SystemsAuditing ……………….. Financial Firms
Examples:
References:13.
Autonomy
Cooperation
Control
McDonald’s (fast “food”)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 60
Balanced Designs #2 – Cooperation Bias
AutonomyCooperationControlBias
Hybridteams
Team-basedProcess-basedProject-based
HumanistichierarchyCooperation
Team-basedProcess-basedProject-based
Applied R&D ………. Auto Supply ChainMarketing ………….. “Marcom” FirmsHuman Resources … Staffing Industry
Examples:
DivisionHumanistichierarchy
VerticalFunctionalFranchise
Control
References:13.
Autonomy
Cooperation
Control
Starrett (gauges and screws)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 61
Balanced Designs #3 – Autonomy Bias
AutonomyCooperationControlBias
Product-basedConglomerate
Holding Co.
HybridteamsDivisionAutonomy
Product-basedConglomerate
Holding Co. Basic R&D ............... PharmaceuticalsSales ………………. Common BrandsCommodities ……… Agribusiness
Examples:
Hybridteams
Team-basedProcess-basedProject-based
HumanistichierarchyCooperation
DivisionHumanistichierarchy
VerticalFunctionalFranchise
Control
References:13.
Autonomy
Cooperation
Control
Genzyme (disease therapy)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 62
e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business Design
● Business Profiles
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 63
Business Profiles Control Bias – Traditional Sell–Buy
VerticalFunctionalFranchise Manufacturing ………… High Tech
Process Engineering … Control SystemsAuditing ……………….. Financial Firms
Examples:
References:13,15.
HierarchicManagedMandated
Steep ProgrammedSequential
Shareholders Directives
Cost
Control
Rewards……..Meetings……..Decisions........
Reporting…….Operation…….Data Flow…….
Constituency…Organization….Competition…..
Aspect
Autonomy
Cooperation
Control
Cisco (network technologies)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 64
Business Profiles Cooperation Bias – Deliver Services
Team-basedProcess-basedProject-based
Applied R&D ………. Auto Supply ChainMarketing ………….. “Marcom” FirmsHuman Resources … Staffing Industry
Examples:
References:13.
MutualTeamsShared
FlatSpontaneous
Reciprocal
Employee TeamworkFlexibility
Cooperation
HierarchicManagedMandated
Steep ProgrammedSequential
Shareholders Directives
Cost
Control
Rewards……..Meetings……..Decisions........
Reporting…….Operation…….Data Flow…….
Constituency…Organization….Competition…..
Aspect
Autonomy
Cooperation
Control
Brady (marketing and communications)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 65
Business Profiles Autonomy Bias – Customer Focus
Conglomerate Holding Co.
Sole Proprietor Basic R&D ............... PharmaceuticalsSales ………………. Common BrandsCommodities ……… Agra Business
Examples:
References:13.
IndividualsForums
Delegated
FlatIndependent
Pooled
CustomerPartnership
Differentiation
Autonomy
MutualTeamsShared
FlatSpontaneous
Reciprocal
Employee TeamworkFlexibility
Cooperation
HierarchicManagedMandated
Steep ProgrammedSequential
Shareholders Directives
Cost
Control
Rewards……..Meetings……..Decisions........
Reporting…….Operation…….Data Flow…….
Constituency…Organization….Competition…..
Aspect
Autonomy
Cooperation
Control
Schlumberger, Bruker (instrumentation)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 66
e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business Design
● Business Profiles● e-Business Profiles
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 67
e-Business Profiles Control Bias – Sell to Mass Market
ProductMass Market ……….. Amazon.comStandard Product ..… Zappos.comCross Sell …………… Continental Air
Examples:
References:13,16.
ControlAspect
Information…..Infrastructure…Integration…….
Solution……….Features………Delivery……….
Electronic…….Market………..Atomic Model..
WorkflowClient-ServerConstrained
ProductStandard
Portal
CommerceMass
B2B/B2C
Autonomy
Cooperation
Control
Target.com (clothing, household items)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 68
e-Business Profiles Cooperation Bias – Broker Services
Service
References:13,16,17,18,19.
CooperationControlAspect
Information…..Infrastructure…Integration…….
Solution……….Features………Delivery……….
Electronic…….Market………..Atomic Model..
WorkflowClient-ServerConstrained
ProductStandard
Portal
CommerceMass
B2B/B2C
NetworkGrid/Cloud Standard
ServicesConfigured
Agent
Broker Niche
C2B/C2C
Autonomy
Cooperation
ControlClosest Examples:Broker Services …… Mortgage.comIntelligent Agent ….... SORMASocial Network …….. Dooce.com
Priceline.com (discount travel)
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e-Business Profiles Autonomy Bias – Barter + Exchange
Commodity
References:13,16,20,21,22.
AutonomyCooperationControlAspect
Information…..Infrastructure…Integration…….
Solution……….Features………Delivery……….
Electronic…….Market………..Atomic Model..
WorkflowClient-ServerConstrained
ProductStandard
Portal
CommerceMass
B2B/B2C
NetworkGrid/Cloud Standard
ServicesConfigured
Agent
Broker Niche
B2C/C2C
RecommendP2PNone
CommodityCustom
Exchange
BarterIndividual
C2C
Exchange .................. eBay.come-Money ……………. PayPal, Visa CashRecommender ……… eBay, Amazon
Closest Examples:
Autonomy
Cooperation
Control
Gruen, et. al. 2005 (MOA theory)
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e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business Design
● Business Profiles● e-Business Profiles● e-Business Shifts
Outline
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e-Business Shifts e-Commerce: More Balance
ElectronicCommerce C2C Forum ………….. c2c Rail Info (UK)
Personalization ..……. Dell (corp clients)Whole Solution ……… Continental Air
Examples:
References:13,23,24.
ControlAspect
ComputerMulti-Media
Network
Mass MarketNice to Have
Statistical
Internet1995
Macro
Platform………Enabler……….Connection……
Majority……….Intent………….Model…………
Trigger………..Emergence…..Scope…………
Autonomy
Cooperation
Control
BuyBookShop.com (buyer forum)
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e-Business Shifts e-Broker: More Common after 2010?
ElectronicBroker
References:13,25,26,27.
CooperationControlAspect
AgentForumSOA
Group/SwarmNeed to HaveAgent-Based
SpendingAfter 2010?Macro/Micro
ComputerMulti-Media
Network
Mass MarketNice to Have
Statistical
Internet1995
Macro
Platform………Enabler……….Connection……
Majority……….Intent………….Model…………
Trigger………..Emergence…..Scope…………
Autonomy
Cooperation
ControlClosest Examples:Web Services ……… Amazon suiteIntelligent Agent ….... e-NegotiationSocial Network …….. Dooce.com
Watson: CauseWired (virtual coalition)
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e-Business Shifts e-Barter: Needed after 2050?
ElectronicBarter Exchange .................. Craig’s List, eBay
e-Money …………….. PayPal, TimeBankRecommender …....... eBay, Amazon
Closest Examples:
References:13,28,29,30,31.
AutonomyCooperationControlAspect
Exchange e-CreditPhone
IndividualMust Have
Agent-Based
OilAfter 2050?
Micro
AgentForumSOA
Group/SwarmNeed to HaveAgent-Based
SpendingAfter 2010?Macro/Micro
ComputerMulti-Media
Network
Mass MarketNice to Have
Statistical
Internet1995
Macro
Platform………Enabler……….Connection……
Majority……….Intent………….Model…………
Trigger………..Emergence…..Scope…………
Autonomy
Cooperation
Control
TimeBanks.org
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e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business DesignPart IV – e-Business Design
● Adaptive e-Commerce
Outline
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Adaptive e-Commerce Sell-Buy Portal (Zappos.com)
TransactionDatabase
INTERNET EXTRANET INTRANET INFORMATION
Customers buy direct (B2C)
References:24.
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Customers talk before they buy
(C2C)
Adaptive e-Commerce Balance: C2C + B2C (Theuvsen, 2005)
TransactionDatabase
INTERNET EXTRANET INTRANET INFORMATION
Customers buy direct (B2C)
Personalized buying (B2C)
References:16,25,32,33,34,35,36,37,38,39.
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Adaptive e-Commerce Affiliates (Booz - Allen - Hamilton, 2007)
TransactionDatabase
INTERNET EXTRANET INTRANET INFORMATION
Customers buy direct (B2C)
Personalized buying (B2C)
Sales Partners + Suppliers (B2B)
Customers talk before they buy
(C2C)
References:16,25,40.
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Adaptive e-Commerce “Open” CRM (SalesLogix, 2000)
TransactionDatabase
INTERNET EXTRANET INTRANET INFORMATION
Customers buy direct (B2C)
Personalized buying (B2C)
CustomerDatabase
Customer Analytics
Employees service customers directly
All employees see all customers
Employees service partners directly
Sales Partners + Suppliers (B2B)
Customers talk before they buy
(C2C)
References:25,40.
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Sales Partners + Suppliers (B2B)
Adaptive e-Commerce Management Decision (SEI Smart Grid)
TransactionDatabase
INTERNET EXTRANET INTRANET INFORMATION
Customers buy direct (B2C)
Personalized buying (B2C)
CustomerDatabase
DecisionDatabase
Customer Analytics
Employees service customers directly
All employees see all customers
Employees service partners directly
ProductAnalytics
Management decision making
Customers talk before they buy
(C2C)
References:25,40.
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e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business DesignPart IV – e-Business Design
● Adaptive e-Commerce● Adaptive e-Broker
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 81
Adaptive e-Broker Conversation Develops (Dooce.com)
INTERNET EXTRANET INTRANET INFORMATION
Social Network Conversation Point (C2C)
References:25.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 82
Adaptive e-Broker Like-Minded People (MySpace.com)
INTERNET EXTRANET INTRANET INFORMATION
Social Network Conversation Point (C2C)
Dynamic Niche Market
Formation
References:25,42,43.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 83
Adaptive e-Broker Broker Agent (Mok + Sundarraj, 2007)
INTERNET EXTRANET INTRANET INFORMATION
Social Network Conversation Point (C2C)
Dynamic Niche Market
Formation
ElectronicBroker(C2B)
References:25,44,45,46.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 84
Adaptive e-Broker Negotiate Value (Priceline.com)
TransactionDatabase
INTERNET EXTRANET INTRANET INFORMATION
Social Network Conversation Point (C2C)
Dynamic Niche Market
Formation
Sales Partners + Suppliers (B2B)
..Product Function, Feature, Price
References:25,40.
ElectronicBroker(C2B)
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 85
Adaptive e-Broker Dynamic Learning (Araman, 2005) …
TransactionDatabase
INTERNET EXTRANET INTRANET INFORMATION
CustomerDatabase
Customer Analytics
All employees see all negotiations
Employees service partners directly
Sales Partners + Suppliers (B2B)
Social Network Conversation Point (C2C)
Dynamic Niche Market
Formation
Employees become niche market experts
..Product Function, Feature, Price
References:25,40.
ElectronicBroker(C2B)
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Adaptive e-Broker … Including Management (Li, 2008)
TransactionDatabase
INTERNET EXTRANET INTRANET INFORMATION
CustomerDatabase
DecisionDatabase
Customer Analytics
All employees see all negotiations
Employees service partners directly
Sales Partners + Suppliers (B2B)
ProductAnalytics
Management decision making
Social Network Conversation Point (C2C)
Dynamic Niche Market
Formation
Employees become niche market experts
..Product Function, Feature, Price
References:25,40.
ElectronicBroker(C2B)
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e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business DesignPart IV – e-Business Design
● Adaptive e-Commerce● Adaptive e-Broker● e-Barter Issues
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 88
Adaptive e-Broker Economic Forces (farmer’s market)
.
Transact within Local Community
References:25.
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 89
Adaptive e-Broker Markets Forces (Pouwelse, P2P Barter)
.
Transact within Local Community
References:25.
Need For Sustenance
Need For Sustenance
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Adaptive e-Broker Barter Rules (CLAAS Logistics, 2007)
INTERNET
Transact within Local Community
References:25.
Need For Sustenance
ElectronicBarter (C2C)
Need For Sustenance
ElectronicBarter (C2C)
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Adaptive e-Broker Partner Matching (CLAAS Logistics, 2007)
INTERNET
Transact within Local Community
References:25.
Need For Sustenance
ElectronicBarter (C2C)
Need For Sustenance
ElectronicBarter (C2C)
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Adaptive e-Broker Trade Trust (Ahuja 2000, Erez 2001)
INTERNET
Transact within Local Community
References:25.
Need For Sustenance
ElectronicBarter (C2C)
Need For Sustenance
ElectronicBarter (C2C)
TradeOutcomes
TradeOutcomes
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Adaptive e-Broker Fair Trading (MommySavers.com)
INTERNET
Transact within Local Community
References:25.
Need For Sustenance
ElectronicBarter (C2C)
TradeRules
Need For Sustenance
ElectronicBarter (C2C)
TradeRules
TradeOutcomes
TradeOutcomes
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Adaptive e-Broker Reciprocal Exchange (Stoddard, 2000)
INTERNET
Transact within Local Community
References:25.
Need For Sustenance
TradeOutcomes
ElectronicBarter (C2C)
TradeRules
Need For Sustenance
TradeOutcomes
ElectronicBarter (C2C)
TradeRules
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Adaptive e-Broker e-Credit (Capie, Tsomocos, Wood, 2003)
INTERNET
Transact within Local Community
References:25.
e-Credit
Need For Sustenance
TradeOutcomes
ElectronicBarter (C2C)
TradeRules
Need For Sustenance
TradeOutcomes
ElectronicBarter (C2C)
TradeRules
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Adaptive e-Broker Privacy Loss (Kraus + Grosz, 2007)
INTERNET
Transact within Local Community
Community Dialog about Members
References:25.
e-Credit
Need For Sustenance
TradeOutcomes
ElectronicBarter (C2C)
TradeRules
Need For Sustenance
TradeOutcomes
ElectronicBarter (C2C)
TradeRules
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Adaptive e-Broker Gossip + Repudiation (Onieva, 2008)References:25. INTERNET
Transact within Local Community
Community Dialog about Members
e-Credit
Need For Sustenance
TradeOutcomes
ElectronicBarter (C2C)
TradeRules
Need For Sustenance
TradeOutcomes
ElectronicBarter (C2C)
TradeRules
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e-Business DesignA Shift to Adaptability….…
Part I – Business ContextPart II – Design FrameworkPart III – Business DesignPart IV – e-Business DesignSummary
Outline
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 99
e-Business DesignA Shift to Adaptability….…
Summary
NOW SOON?
Electronic Commerce Electronic Broker
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e-Business DesignA Shift to Adaptability….…
Summary
NOW SOON?
Electronic Commerce Electronic Broker
Triggered by Internet Triggered by SpendingMass Market Dominance Niche Market Dominance
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e-Business DesignA Shift to Adaptability….…
Summary
NOW SOON?
Electronic Commerce Electronic Broker
Triggered by Internet Triggered by SpendingMass Market Dominance Niche Market Dominance
Computer Network Social Network + ForumMulti-Media Web Services + SOA
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e-Business DesignA Shift to Adaptability….…
Summary
NOW SOON?
Electronic Commerce Electronic Broker
Triggered by Internet Triggered by SpendingMass Market Dominance Niche Market Dominance
Computer Network Social Network + ForumMulti-Media Web Services + SOA
Pushed Ads + Portal Buy Common Need + Agent BuyFixed Product/Price Adjustable Product/Price
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e-Business DesignA Shift to Adaptability….…
Summary
NOW SOON?
Electronic Commerce Electronic Broker
Triggered by Internet Triggered by SpendingMass Market Dominance Niche Market Dominance
Computer Network Social Network + ForumMulti-Media Web Services + SOA
Pushed Ads + Portal Buy Common Need + Agent BuyFixed Product/Price Adjustable Product/Price
Control Design Bias Cooperation Design Bias
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 104
e-Business DesignA Shift to Adaptability
David A. Marca
University of Phoenix2310 Crossroads Drive
Madison, WI 53718U.S.A.
July 7, 2009
Thank you!
©OpenProcess, Inc. Do not copy. Do not distribute. e-Business Design, 105
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