- STRATEGIC IMPACT OF IT WHERE ARE WE? - STRATEGIC IMPACT OF IT - MANAGING IN THE MARKETSPACE - IDENTIFYING OPPORTUNITIES/ CREATING VALUE - EMERGING INTERNET MODELS - BUSINESS TRANSFORMATION - INTERNATIONAL ISSUES OF E-COMMERCE
90% of the world’s population today lives in emerging countries. Yet emerging markets account for only 20% of world’s GDP
Internet Securities Business Concept Information Providers (over 600) Global: Economist Intelligent Unit BBC Worldwide Monitoring Local Emerging Markets: Newspapers, Banks, Government, Statistics Bureau, Trade Councils, Brokerage Firms, etc. ISI pays 15% of subscriber revenues based on content viewed Internet Securities, Inc. Customers pay $250/country/user/month Customers (650) (Institutional only--No Retail) International Investment Mgmt. Firms Global Commercial and Investment banks Local Banks and Corporations Multi-national Companies
ISI’S INFORMATION VALUE Customers Third Party content Suppliers Internet Securities Site transaction info. Content Expertise Shareholders
Internet Securities & Key Competitors Focus of Information Size/Brand Recognition Service Low High www.bradynet.com Emerging markets www.cmie.com focus www.economatica.com www.securities.com (before Euromoney) Comprehensive global Business Information www.euromoneyplc.com (after Internet Securities (High emerging market acquisition) coverage) www.bloomberg.com Comprehensive business www.newedge.com www.dowjones.com information (with some www.dialog.com www.economist.com emerging market www.ft.com coverage) www.lexisneis.com www.primark.com www.reuters.com
Advice to ISI INTERNAL - Employing people who understand local culture, thinking analytically, and write well. - Increasing account management responsibilities - Taking editorial accountability EXTERNAL - Continued acquisition of third-party content sources - Increased content expertise - Transaction information capture and analysis
THE PRIMARY OBJECTIVES OF INTERNET SECURITIES CASE STUDY 1. TO SHOW HOW A SMALL COMPANY USED THE INTERNET TO IMPLEMENT NEW GLOBAL BUSINESS PRACTICES. 2. THEIR BUSINESS MODEL CAN BE DESCRIBED AS “CYBERNATIONAL,” CONDUCTING CORE BUSINESS FUNCTIONS ONLINE . 3. THE CASE HIGHLIGHTS CHALLENGES FACED BY CYBERNATIONAL MANAGERS: GLOBAL VISION AND VERY DEEP LOCAL KNOWLEDGE.