【正文】 Doc20343/SVO C O N S U L T I N G 1 eStrategy / ! Training eStrategy Overview October 2020 Doc /Location Doc20343/SVO 2 Topics ? eStrategy in the Market ? eBusiness Framework ? eStrategy Solution Set ? ! Doc /Location Doc20343/SVO 3 0 10% 20% 30% 40% 50% 50%99% 100%299% 300%499% 500% 17% 15% 34% 23% 11% Percent of 47 respondents Spending Increase Source: Forrester Research, Inc., November 1999 eBusiness Project Spending ? ebusiness Project Spending is on the Rise . . . ? Forrester Research forecasts that over twothirds of anizations will at least double their eBusiness funding over the next two years Doc /Location Doc20343/SVO 4 Prioritizing which projects to do Coordinating efforts across the pany 40% 36% 30% 22% 20% 20% 16% Percent of 50 panies interviewed (multiple responses accepted) Source: Forrester Research, Inc., November 1999 Moving at the speed of the market Finding qualified people Insufficient resources Convincing executives of importance Identifying strategy Project prioritization ? . . . while challenges to funding einitiatives continue to plicate managerial decisionmaking. ? Managers point to project prioritization, coordination and speed as among the top challenges in selecting which eBusiness projects to fund Doc /Location Doc20343/SVO 5 Like in traditional business consultancy, eStrategy is a relatively small area of the total market for eBusiness ? The actual market size for eStrategy is very difficult to estimate (in the market everything is strategy and everything is ?e?) ? All included, worldwide market size certainly exceeds half a trillion dollars ? Exact estimates are irrelevant now it is being clear that the value in the market is migrating to the eBusiness market and that the bandwagon is about to depart Source: NNC, Forrester, Gartner eWeb design eChange eLegal/Tax eProcess optimization eStrategy 1% eIT anisation eProgram Management eTechnology 49% 8% 2% 1% 30% 8% eStrategy Market Size Doc /Location Doc20343/SVO 6 ? 76% Of interviewees say that their preferred partner for eBusiness strategy is not the same firm employed for traditional business ? Firms are sceptical of eBusiness strategy done by management consultants like McKinsey and Bain ? Firms are dissatisfied when engaging consultants because of their lack or absence of industry depth (42%) ? Management consultants lack Inter expertise ? eCommerce integrators lack industry depth Traditional strategy consultants are no longer the logical choice of customers Source: Forrester report, eBusiness Strategy needs help, 2020 The type of eBusiness strategy firms clients are using Type of business eCommerce Integrator Management Consultant Big Five Percentage* 76% 28% 26% * percent of 50 panies using strategy help, multiple responses accepted Traditional vs. eStrategy Doc /Location Doc20343/SVO 7 Each customer need requires a distinct approach for eStrategy ? Reactors play a game of catch up and must consider strategy providers that understand: Inter business models, the / distinction and inter technology’s impact on strategy ? Definers are panies that have secured the market leader position through eBusiness efforts ? Opportunists in industries are in the position to invigorate their industry or cross over into another because of their internal capability to support eBusiness innovation ? Experimenters are in industries that are slow in adopting the Inter Source: Forrester report, eBusiness Strategy needs help, 2020 The types of strategy low high low high Internal capability to innovate for eBusiness Market pressure for eBusiness innovation Reactor Experimenter Opportunist Definer Four types of eStrategy clients (Forrester) Doc /Location Doc20343/SVO 8 Based on customers type of need, a shortlist of eStrategy consultants Source: Forrester Research, 2020 1 = poor。 2 = weak。 3 =fair。 4 = good。 5 = excellent = very suitable = suitable = not suitable Comments 1. Boston Consultancy Group 2. Ernst amp。 Young 3. BoozAllen amp。 Hamilton 4. IBM Global Services 5. KPMG 6. Sapient 7. Scient 8. Oliver, Wyman amp。 Company 9. Viant 10. Andersen Consulting 16. McKinsey 3,8 2,6 + accelerator centers focus on rapid strategy lack business process focus + delivers strategy prototype in three days + developing branding strategy skills + exhaustive global portfolio + implementation capabilities + high customer satisfaction + most global work is internally focused + strategy for Ingram Micro’s Net marketplace + 25% eBusiness revenues are Intl. + strategy for Caterpillar’s weak on branding strategy + great business model expertise weak on process strategy + deep financial services expertise not suitable for other verticals + 24% of consultants are strategists weak anisational acumen + offers incubation services struggle to retain consultants + accelerator centers focus on rapid strategy lack business process focus eStrategy Consultant Shortlist Doc /Location Doc20343/SVO 9 Consulting firms need to have indepth industry and eStrategy petencies next to eTechnology expertise Source: Forrester Research, 2020。 Nolan Norton Co. eProgram management eTechnology eStrategy Indepth industry knowledge eProgram Management capabilities are required to successfully implement eSolutions