Online Business Model Proposal

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eStrategy consulting proposal. Includes key drivers, planning, and example approaches.

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<ul><li> 1. eStrategy Business Model Proposal </li> <li> 2. eBusiness accelera,on: Organiza,on and business plan model date Your Clients logo Your logo </li> <li> 3. Page Page 3 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Agenda Context and objectives Suggested approach Budget and team Context and objectives Suggested approach Budget and team Your Clients logo </li> <li> 4. Page 4 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Context and goals A booming B2B Internet usage u Internet is becoming a key competitive factor in the B2B arena Major companies are aggressively investing in B2B Web applications u Technological improvements are fostering the e-transformation Higher connectivity between systems allows new usages Mobile devices (such as iPad) deeply change the sales processes (front and back office) Better and personalized interfaces improve users acceptance and change management u Professional usages also are deeply influenced by personal experience Social networks and mobile uses are good examples u Economic crisis has also encouraged Internet B2B impacts all the main business drivers (see next page) to improve sales, loyalty, while cutting costs Successful IPO of the leading B2B social network Context and objectives Suggested approach Budget and team </li> <li> 5. Page Page 5 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Internet B2B impacts all the key drivers Nurture the brand ( more frequent contacts, improve impact through rich media) Improve interactions ( improve quality of interactions, lower the costs) Kwow and analyze the market (Direct contact with final clients) Attract new targeted audience (Web marketing) Promote products and usages (Catalog, elearning) Facilitate &amp; develop sales (online store, where to buy) Provide services &amp; increase value (e-care, webservices ) Sustain key players (Distributors, prescribers, ) Context and objectives Suggested approach Budget and team </li> <li> 6. Page 6 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Low results entails low investment level The main challenge for traditional firms : Define a new vision and align organization Unlcear Internet Vision Low investment Unoptimized organization Insufficient monitoring Unoptimized efforts Low results (real &amp; perceived) Insufficient monitoring impairs vision Dispersed investment due to low synergies Low results lead countries to take action on their own Internet status quo : e-transformation is often hindered by a blurred understanding of the value created by the new channels Context and objectives Suggested approach Budget and team </li> <li> 7. Page 7 Proposal date Confidential Your firm - www.yourfirm.com address, phone number An activity Impacts Emerging As an emerging activity, the digital businesses require a sufficient level of resources to develop Risks: key resources can be monopolized by the existing channels Change management presents significant issues that must be addressed Transverse The digital businesses impacts all parts of the organization Coordination is crucial to ensure consistency of customer experience The dispersion of effort must be avoided Opportunities of cross selling development and improvement of customer service must be explored In Short Cycles The cycles of changes are short on the web The distribution of effort over time is not the same as in traditional media: the effort is continuous and not organized by campaigns. The changes are made in an iterative manner, often with a test/error approach Which requires new skills The digital businesses require to develop new skills: design and ergonomics, video and multimedia production, SEO, mobile development IT Consuming Internet projects require a significant level of integration with business systems Computer skills and project management methods are specific: agile methods, frequent deliveries producing Organizing Internet activity may also be difficult due to Internet characteristics Context and objectives Suggested approach Budget and team </li> <li> 8. Page 8 Proposal date Confidential Your firm - www.yourfirm.com address, phone number e-organization raises a lot of questions u How can we coordinate services? u How do we manage transversal projects? u How many people do we need? u Where do we allocate headcounts? u What tasks can we subcontract? u What competencies do we need to internalize? u What do we need to centralize? u Which local governance should we implement across functions? u What will be the next evolutions to anticipate and meet the markets changes ? Context and objectives Suggested approach Budget and team </li> <li> 9. Page Page 9 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Agenda Context and objectives Suggested approach Budget and team Context and objectives Suggested approach Budget and team Your Clients logo </li> <li> 10. Page 10 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Business plan Our approach u Clarify the goal of the business plan Identify key success factors Provide estimates to better adjust resources Promote test and trial approaches u Understand key drivers of your business Motivation to buy / not to buy, current compromises, non usage u Focus on a specific business unit to provide an example Organisation u Take account of the existing situation New organization will have to be consistent with the culture that prevails within (client name) u Listen to key stake holders New organization is to be widely accepted. Potential flaws need to be identified. u Be realistic and progressive (client)s new presence on the Web will be established gradually Context and objectives Suggested approach Budget and team </li> <li> 11. Page 11 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Conducts interviews Finalize recommendations and define road map Kick off First analyses Work streams and planning Caption of event 1 72 date Identify key business drivers 4 Conduct benchmarks 3 Define Client's organizational model Build business plan and ROI model 5 6 7 date date Context and objectives Suggested approach Budget and team </li> <li> 12. Page 12 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Detailed approach (1/3) Module Activities Delivrables Kick off Goal : get promptly started, organize activities Fine tune planning and organize meetings Collect relevant data and start defining first hypothesis Minutes Conduct interview Goal: understand key expectations, identify roadblocks, understand clients culture Work out interview questionnaire Conduct interviews (7) by phone Write minutes Questionnaire Minutes Conduct benchmarks Goal: identify best practices, get data on resources allocated to e-business activities, share lesson learned, dos and don'ts Work out the benchmark framework Select firms (3 / 4 ). Conduct interviews Collect external data Write reports Benchmark framework Minuts Benchmark data and synthesis 3 1 2 Context and objectives Suggested approach Budget and team </li> <li> 13. Page Page 13 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Module Activities Delivrables Analyse key drivers Goal: identify key drivers, in order to build business case and ROI models Review of the existing documentation, Web search Collect additional data Define key drivers Synthesis on key drivers Define the organization model Goal: define an organization model adapted to clients culture and serving clients strategy on e-Business Expected entrants from client : Organization charts Data on the existing situation relating to e- business (staffing level, governance) Work out the clients organization model Organization model (see p.14) 4 5 Detailed approach phase(2/3) Context and objectives Suggested approach Budget and team </li> <li> 14. Page Page 14 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Module Activities Delivrables Build business plan and ROI model Goal: define a detailed framework to work out a business plan and calculate a ROI Build a model including : Framework to describe and estimate costs Benchmarks Automobile Test the model on a specific BU Business plan and ROI (see p 14) Finalize recommendations and define road map Goal: validate and fine tune the recommendations, work out a roadmap to ensure that the projet team will promptly start implementation Validate recommendations wiht the team Fine tune Work out road map and next steps Finalized recommendations Road map and next steps 7 Detailed approach by phase (3/3) 6 Context and objectives Suggested approach Budget and team </li> <li> 15. Page 15 Proposal date Confidential Your firm - www.yourfirm.com address, phone number Business plan and ROI Proposal of agenda for final delivrables (to be discussed) u Description of the main drivers u Standard estimates on benefits and costs u Excel templates to calculate ROI and background data u Example on a BU u Step by step recommendations to build a business plan u Dos and donts Organisation u Assessment of the current situation with main points of improvement u Organization principles and architecture u Delivery model adapted to client including a description of main competencies u Typical staffing team and organizational chart at group, country, BU level u Role and responsibility u Recommendations on externalization / internalization u Recommendations on governance Context and objectives Suggested approach Budget and team </li> <li> 16. Download the complete presentation at Consulting Caf. http://www.consultingcafe.com/products/e-strategy-business-model </li> </ul>