【正文】 n* (OEM/Channel) Configuration (Channel) OneTouch, Outsourced Manufacturing Model Demand generation (OEM) Product definition (OEM) Colocated Contract Manufacturer and Distributor Order taking (OEM and New Co) Demand generation and CRM (OEM) Product definition (OEM) Product Engineering and Board Manufacturing (Outsourced to CM) ., Solectron Distribution* and configuration ., TechData, Ingram New Co OEM 19 COMPAQ HAS RECOGNIZED THE NEED FOR A SLOW TRANSITION TO DIRECT PLAY Compaq has made multiple recent attempts at defining an effective model to pete, but all have recognized the importance of the channel COMPAQ EXAMPLE ?“ 95 in 5” strategy –Goal of delivering 95% of orders within 5 days of placing them ?Optimized distribution model –Goal of implementing configuretoorder and buildtoorder ?Distribution Alliance Program (DAP) –Reduce inventory by reducing the number of distributors directly dealt with from 39 to 4 Channel conflict issues are proving virtually insurmountable for indirect OEMs as they have never directly “owned” most customers in the past. It is unlikely that Compaq will be able to move to a purelydirect model in order to pete with direct OEMs. 20 Customer contacts Key account managers COMPAQ’S TRANSITION TO DIRECT PLAY Source: Team Customer segments emerce interface Direct partners Distributors/ indirect partners Global/ major accounts Large accounts SMB accounts Consumer x x x x x x x x x EXAMPLE COMPAQ 21 ? Corporate Extras –Direct sales –Direct or collaborative delivery –iPaQ as own web brand ? SMB Inter sites –Direct sales –Collaborative delivery –Prosignia as own web brand B2B ? Country websites –Sales are directed to local retail partners –Country products to country prices B2C ? Joint Extra sites –Partner can eprocure –Endcustomers39。 order is directly transferred to Compaq –Compaq prices are directly published on partner site B2partner Details of Compaq’s direct strategy Source: Team, CIA December 1999 Compaq announces Channel for the Inter Age EXAMPLE COMPAQ 22 GATEWAY HAS DIFFERENTIATED ITSELF WITH THE “BEYOND THE BOX” CONCEPT PC alone * Hardware, software, inter access, and other online expenses Source: C Revenue PC plus 5year revenues stream* Profit Customer acquisition cost Revenue Profit Customer acquisition cost $1,845 $133 $115 $6,000 $1,200 $250 Includes: ? Inter access ? Software ? Emerce transactions By year end, Gateway expects to generate 40% its profits from services 23 GATEWAY DIVERSIFICATION FOCUSED ON RECURRING REVENUE ? ISP serviced ? Portal Gateway Direct Consumer PCs AOL Partnership ? NonPC web access devices (Transmeta chip) Netscape Gecko browser ? Content sharing between and AOL ? Broadband