采购及外包战略课件.pptx

采购与外包 Procurement and Outsourcing;Lecture Outline;讲义大纲;FreeMarkets Online;FreeMarkets在线;The Move to B2B Commerce;向B2B商业转移;;;Highly Fragmented;制造商认同电子投标市场具有价值的原因？;制造商认同电子投标市场具有价值的原因？;How Does FreeMarkets Online Create Value for its Customers?;FreeMarkets在线如何为它的客户创造价值;How Does FreeMarkets Online Create Value for its Customers?;FreeMarkets在线如何为它的客户创造价值;Traditional B2B Trading Exchanges;传统B2B 商业交易;Internet Based B2B Trading Exchanges;以网络为基础的B2B商业交易;How Does FreeMarkets Online Create Value for its Customers?;FreeMarkets在线如何为它的客户创造价值;What are the Barriers for the buyers?;购买者的障碍是什么？;What is the value to the suppliers?;对供应商的价值是什么？;Which suppliers benefit from this model?;哪些供应商从这种模式中获利？;The Revenue Model;收入模式;Problems with the revenue model;收入模式的问题;Vertical vs Horizontal Focus?;FreeMarkets应当纵深发展还是横向发展？;How about licensing the technology? ;技术许可 ;By the end of 1998… ;在1998年底… ;The company went public in 12/99... ;公司于1999年12月上市 ;Where is FreeMarkets today?;今天的FreeMarkets;E-Marketplaces: The Initial (95-99) business model;E-Marketplaces：最初的（1995年至1999年）的商业模式;Problems with this Business Model ;商业模式存在的问题 ;Continuous evolution of the business model;商业模式的进一步演化;Evolving Market Types ;市场类型的进化 ;Consider Instill Corp.;Instill公司案例;Consider eS;eS公司案例;Evolving Market Types;市场类型的进化;Evolving Market Types;市场类型的进化;Evolving Market Types;市场类型的进化;E-marketplace实例;Private vs. consortium-based public markets;专用与以行业联盟为基础的公开市场;Private vs. consortium-based public markets;专用与以行业联盟为基础的公开市场;Private vs. consortium-based public markets;专用与以行业联盟为基础的公开市场;Consider IBM ;IBM公司案例 ;A Framework for eProcurement;电子采购的框架;A Framework for eProcurement;电子采购的框架;Risk: Commodity Products;风险：通用产品;A Framework for eProcurement;电子采购的框架;Grainger;Grainger案例;A Framework for eProcurement;电子采购的框架;Consortia or Private?;联盟还是专用？;A Framework for eProcurement;电子采购的框架;A Framework for eProcurement: A Portfolio Approach;电子采购的框架：组合方式;B2B Software Vendors;B2B 软件销售商;E-Procurement: The reality;电子采购：现实;E-Procurement: The reality;电子采购：现实;Pos