Copyright © 2002 by Marketspace LLC Rayport, Jaworski e-Commerce Chapter 6 Enhanced Lecture Slides Implementation Exhibits and Tables.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Implementation — Today’s Objective To introduce the firm-specific infrastructure that must be created and configured to go to market and achieve the firm’s strategic goals How can the business communicate with its target customers? How can the business go to market? Chapter 5 Chapter 6

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Chapter 6: Implementation The general implementation framework The importance of implementation A framework for the delivery system and the five components of the delivery system Online and offline integration The categories of offline innovation and the offline innovation process The new logic behind new-economy innovation and the new-economy innovation frameworks and processes Case study: Schwab Conclusion

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Exhibit 6–1: Marketspace Evolution and Need for Continuous Innovation Brand promise Branding Marketing communications Customer interface Brand promise Branding Marketing communications Customer interface Source: Monitor analysis Objectives Achieve strategic goals Adjust product offering and delivery system to rapidly changing marketspace environment The implementation follows from and is informed by branding, communication and the customer interface choices. Implementation Deliver on the promised experience Renew/innovate the customer experience Innovation Process Delivery System

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Supporting Slide 6–A: Two Integral Components of Implementation Objectives Deliver the promised customer experience Turn strategic intent / concepts into results Objectives Maintain fit between marketspace evolution and the company’s delivery system and product offering Build the infrastructure to deliver on the brand promise Innovate / renew the customer experience Source: Monitor analysis

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Source: Adapted from Thomas V. Bonoma, The Marketing Edge, The Free Press, 1985. Exhibit 6–2: Why Does Implementation Matter? Poor Good Appropriate Inappropriate Strategy Implementation Four conditions can be experienced by firms in the marketplace: success, roulette, trouble and failure. Success All that can be done to ensure success has been done Success All that can be done to ensure success has been done Roulette Good execution can mitigate poor strategy or Same good execution can hasten failure Roulette Good execution can mitigate poor strategy or Same good execution can hasten failure Trouble Poor execution hampers good strategy -- management may never become aware of strategic soundness because of execution inadequacies Trouble Poor execution hampers good strategy -- management may never become aware of strategic soundness because of execution inadequacies Failure Difficult to diagnose -- bad strategy masked by poor execution More difficult to fix -- two things are wrong Failure Difficult to diagnose -- bad strategy masked by poor execution More difficult to fix -- two things are wrong

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Exhibit 6–3: Challenges of Online Implementation Essential Challenges of Online Implementation Customer-Driven Organization-Driven More visibility of errors = stronger competitive implications of errors Lower switching barriers = increased importance of good implementation More complex linkages = increased complexity of implementation More fluid organizational boundaries = increased complexity of implementation More dynamic market environment = increased complexity of implementation

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Poor product fulfillment is one of the top consumer complaints about e-commerce businesses. In 1999, only 74 percent of all e-commerce purchases were fulfilled on time. eBay’s Network Shutdown In June 1999, eBay suffers a 22-hour site shutdown due to technical difficulties. EBay’s stock loses more than 20 percent of its value. EBay loses significant revenues. Auction sellers’ confidence in eBay’s abilities is weakened. Rival auction sites gain additional business. In June 1999, eBay suffers a 22-hour site shutdown due to technical difficulties. EBay’s stock loses more than 20 percent of its value. EBay loses significant revenues. Auction sellers’ confidence in eBay’s abilities is weakened. Rival auction sites gain additional business. Buy.com Pricing and Fulfillment Buy.com outsources most of its infrastructure services, which results in implementation problems. Buy.com has developed a poor reputation for advertising products that become back-ordered for weeks. Buy.com faces a lawsuit because it charged for orders that could not be filled. Negative publicity and low confidence in the company result. Buy.com outsources most of its infrastructure services, which results in implementation problems. Buy.com has developed a poor reputation for advertising products that become back-ordered for weeks. Buy.com faces a lawsuit because it charged for orders that could not be filled. Negative publicity and low confidence in the company result. Supporting Slide 6–B: The Effects of Poor Implementation

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Sources: Frederick P. Brooks, Built to Last, Harper Business. Supporting Slide 6–C: Point-Counterpoint: Built to Last or Built to Rebuild? “Smart Way to Start: 10 Principles of the New Economy,” Business 2.0 (March 2000).

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Supporting Slide 6–D: A Framework for the Delivery System Value Proposition The delivery system of a company is the most detailed and concrete expression of the company’s value proposition. Business Model Product Offering DELIVERY SYSTEM The value proposition, the product offering and the business model each determine the requirements for the construction of the delivery system.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Source: Clayton M. Christensen, “Meeting the Challenge of Disruptive Change,” Harvard Business Review 78, no. 2 (March-April 2000). Exhibit 6–4: The Delivery System Needs to Support and Reinforce the Resource System Processes Assets Systems People Mapping the Resource System Delivery System Supply Chains Supply Chains

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Supporting Slide 6–E: The Five Components of the Delivery System Processes Supply chains People Systems Assets Human-resources system that places high value on the recruitment, selection, training, development and evaluation of key personnel Routines or established procedures for the organization Can be divided into physical and information-based assets The patterns of interaction, coordination, communication and decision making that employees use to transform resources into customer value Provider of place for transactions, where buyers and sellers come together to conduct business

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Supporting Slide 6–F: Processes People Processes Supply Chains Because the online firm can play a number of roles, the following processes must be configured by online firms during implementation: 1. Resource allocation process 2. Human-resource management process 3. Manufacturing and distribution process 4. Payment and billing processes 5. Customer support and handling processes Assets Systems

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC B2C (Business-to-consumer) Stock-it-yourself Outsource warehousing Drop ship Fulfillment intermediaries Stock-it-yourself Outsource warehousing Drop ship Fulfillment intermediaries B2B (Business-to-business) Customer-centric Vertical hubs Customer-centric Vertical hubs C2C (Consumer-to-consumer) Much like a vertical hub, many sites (e.g., eBay) have created customer-to-customer sales Provides a forum for buyers and sellers to meet Buyers and sellers trade directly (eliminating intermediaries) A global marketplace with a large and interested trading company Much like a vertical hub, many sites (e.g., eBay) have created customer-to-customer sales Provides a forum for buyers and sellers to meet Buyers and sellers trade directly (eliminating intermediaries) A global marketplace with a large and interested trading company C2B (Consumer-to-business) C2B companies include auction services like Priceline.com. Individual consumers place bids with businesses, and businesses decide whether to sell. Also includes consumer group buying companies like Mercata.com.* Mercata.com is a trading community that lowers its prices as more people purchase a product. Mercata allows consumers from around the world to achieve group scale economies. C2B companies include auction services like Priceline.com. Individual consumers place bids with businesses, and businesses decide whether to sell. Also includes consumer group buying companies like Mercata.com.* Mercata.com is a trading community that lowers its prices as more people purchase a product. Mercata allows consumers from around the world to achieve group scale economies. Exhibit 6–5: Four Types of Supply Chains Found in Marketspace * Mercata.com is no longer in business

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Fulfillment systems Customer interface OnlineOffline Yahoo! Amazon.com BN.com McDonald’s Egghead* Exhibit 6–6: Where to Play Online and Offline Online and offline integration is most complex for hybrid companies. A simple matrix provides examples of both pure-play and hybrid companies: Due to their dual-interface nature, hybrid firms face issues that pure-play firms do not. * Egghead is no longer in business

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Disadvantages: Dual-organization hybrids Disadvantages: Dual-organization hybrids Advantages: Single-organization hybrids Advantages: Single-organization hybrids Customer benefits People Taxes Valuation Systems Customer benefits People Taxes Valuation Systems Advantages: Dual-organization hybrids Advantages: Dual-organization hybrids Coordination processes License to cannibalize People Allocations Taxes Valuation Coordination processes License to cannibalize People Allocations Taxes Valuation Disadvantages: Single-organization hybrids Disadvantages: Single-organization hybrids Coordination and cooperation process People Allocations Coordination and cooperation process People Allocations Avoiding customer confusion Consistent integration of online and offline customer service Managing a consistent brand Avoiding customer confusion Consistent integration of online and offline customer service Managing a consistent brand Supporting Slide 6–G: Advantages and Disadvantages Single- Organization and Dual-Organization Hybrids Whether structured as a single or dual organization, there are advantages and disadvantages to housing the online and offline interfaces in a hybrid firm.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Chapter 6: Implementation The general implementation framework The importance of implementation A framework for the delivery system and the five components of the delivery system Online and offline integration The categories of offline innovation and the offline innovation process The new logic behind New Economy innovation and the New Economy innovation frameworks and processes Case study: Schwab Conclusion

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Supporting Slide 6–H: The Categories of Offline Innovation Line extensions Changing the basis of competition Changing the basis of competition New industries Incremental advances to an existing product New competitive position or niche in market Innovations that can create a new industry 3M, a leading offline innovator, describes three categories of innovation development. Each has a different research process and product time frame.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC 3M’s Research Paradigm Key Takeaways Source: Ernest Gundling, The 3M Way to Innovation, (Kodansha America Inc., 2000). Traditional offline innovation took years and emphasized sustainable and gradual innovation. Marketspace still offers room for incremental innovation, but emphasis shifts to more drastic innovations. High information content of innovation objects increases speed of innovation from years to months or even shorter periods. Short history of marketspace means new collaborators and complementors become available frequently. Traditional offline innovation took years and emphasized sustainable and gradual innovation. Marketspace still offers room for incremental innovation, but emphasis shifts to more drastic innovations. High information content of innovation objects increases speed of innovation from years to months or even shorter periods. Short history of marketspace means new collaborators and complementors become available frequently. Table 6–1: Innovation Used to be Slow and Gradual in the Offline World

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Innovation by Doodling Innovation by Design Innovation by Direction Exhibit 6–7: The Offline Innovation Process Was Internal to the Firm The offline world views innovation as a funnel process with three distinct phases. Ideas are eliminated during each phase, until only the most promising remain. First step: Brainstorm. Next: Cull the ideas that are the most effective and promise greatest customer acceptance. Finally: Refine ideas through market research, test runs, and further testing of viability.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Chapter 6: Implementation The general implementation framework The importance of implementation A framework for the delivery system and the five components of the delivery system Online and offline integration The categories of offline innovation and the offline innovation process The new logic behind new-economy innovation and the new- economy innovation frameworks and processes Case study: Schwab Conclusion

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC New Logic Behind the New-Economy Innovation It is fundamentally shaped by the dynamic nature of online business. New innovation frameworks try to incorporate the new focus on coevolution of technology and customers. New innovation processes are emerging as applied versions of these new innovation frameworks. High investment costs are a key constraint in the innovation selection process, and those costs are higher offline than online. Innovation is no longer an optimization within given constraints. The fluid nature of online companies and abundance of capital mean the online companies do not have to focus on optimization. The locus of innovation selection moves from inside the firm’s boundaries to the market outside. The company can get direct customer feedback Companies use adaptive innovation, or a “sense and respond” approach, instead of trying to “guess right the first time.” Online companies are eager to innovate, and they tolerate imperfection. It is fundamentally shaped by the dynamic nature of online business. New innovation frameworks try to incorporate the new focus on coevolution of technology and customers. New innovation processes are emerging as applied versions of these new innovation frameworks. High investment costs are a key constraint in the innovation selection process, and those costs are higher offline than online. Innovation is no longer an optimization within given constraints. The fluid nature of online companies and abundance of capital mean the online companies do not have to focus on optimization. The locus of innovation selection moves from inside the firm’s boundaries to the market outside. The company can get direct customer feedback Companies use adaptive innovation, or a “sense and respond” approach, instead of trying to “guess right the first time.” Online companies are eager to innovate, and they tolerate imperfection. Supporting Slide 6–I: What is the New Logic Behind the New-Economy Innovation?

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Offline Trade-offs / Principles Supporting Funnel Approach Online Principles Online Principles Very high investments are required to launch new innovation. Limited resources force choices about which innovations to pursue. Trade-offs and choices are made inside the organization before products hit the market. Time-to-market and first-mover imperative need to be balanced with the time required to gather customer input. Launching early increases risk of failure, and flops must be avoided because of the high costs and damage to brand equity. Moderate investments are required to launch new products and services. Markets decide the future of new innovations, with no need for firms to make choices internally. First-mover imperative can be achieved while continuing to gather customer input. Beta versions allow for revisions and customization, which benefit innovator. The keys drivers that determine the success of innovation and implementation are: –Customer base –Customer data analysis –Knowledge management Table 6–2: Offline Innovation Process vs. Online Innovation Process

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Disruptive Technologies Framework Disruptive Technologies Framework Dorothy Leonard Innovation Framework Dorothy Leonard Innovation Framework Supporting Slide 6–J: The New-Economy Innovation Frameworks « Leonard categorizes innovation into five groups: User-driven enhancement Developer-driven development User-context development New application or combination of technologies Technology/market coevolution « Leonard categorizes innovation into five groups: User-driven enhancement Developer-driven development User-context development New application or combination of technologies Technology/market coevolution « Create an entirely new market through the introduction of a new kind of service or product. « The performance levels of these disruptive technologies progress faster than market demands and will more completely fulfill consumer expectations later in the product’s life cycle. « Create an entirely new market through the introduction of a new kind of service or product. « The performance levels of these disruptive technologies progress faster than market demands and will more completely fulfill consumer expectations later in the product’s life cycle. The ability of online firms to rapidly and continuously adapt and improve has led to innovation frameworks that focus on the coevolution of technology and customers. Two frameworks are particularly useful in addressing these challenges.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Source: Clayton M. Christensen, The Innovator’s Dilemma (Harvard Business School Press, 1997). Time Product Performance Disruptive technological innovation Performance demanded at the low end of the market Performance demanded at the high end of the market Progress due to sustaining technology Exhibit 6–8: New Innovation Frameworks Addressing Coevolution Have Emerged Christensen frames disruptive technologies as innovations that create new markets through the introduction of new services and products.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC In the early days of Internet Over time Supporting Slide 6–K: Amazon.com as Example of Disruptive Technologies The Internet has proven to be a disruptive innovation for many companies and industry sectors. Innovation  Amazon.com sold only books, without many frills or value-added services.  Amazon.com upgraded its bookselling offering by adding several features: Reviews by customers One-click buying Personalized recommendations for book purchases  Amazon also added new shopping categories (music, electronics) and other forms of commerce (auctions, zShops).  Amazon.com upgraded its bookselling offering by adding several features: Reviews by customers One-click buying Personalized recommendations for book purchases  Amazon also added new shopping categories (music, electronics) and other forms of commerce (auctions, zShops).

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC 3 2 14 5 Developer-driven development Technology/market coevolution User-context development User-driven enhancement New application or combination of technologies High Low High Low Maturity of technology design Alignment of product line with current customer base Source: Dorothy Leonard-Barton, Wellsprings of Knowledge (Harvard Business School Press, 1996). Exhibit 6–9: New Innovation Frameworks Addressing Coevolution Have Emerged Next we consider the Dorothy Leonard Innovation Framework.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Supporting Slide 6–L: Dorothy Leonard Innovation Framework New application or combination of technologies New application or combination of technologies Technology/market coevolution User-driven enhancement Developer-driven development User-context development No-risk product improvements such as lowering product price or adding low-cost enhancements. New way of meeting an existing consumer need Positioning and development to meet a previously unexpressed need The application of established technology to a new industry Occurs when marketspace is undeveloped, user behavior is not well defined, and product offerings are heavily influenced by technology While this framework was developed in an offline context, many of its principles apply to the online environment.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Napster as an Example of Technology and Market Coevolution Napster’s technology allows easy downloading, sharing and playing of music files. Napster’s technology was not intended to be a major commercial product. Napster has been adopted because of the sheer demand of users. In 1999 (the year Napster was launched), an estimated 1 million of the 10 million online music buyers were Napster users. The behavior of music buyers changed as a result of this new technology. Napster’s technology was originally developed for MP3 files but has already been extended to other applications. Napster’s technology allows easy downloading, sharing and playing of music files. Napster’s technology was not intended to be a major commercial product. Napster has been adopted because of the sheer demand of users. In 1999 (the year Napster was launched), an estimated 1 million of the 10 million online music buyers were Napster users. The behavior of music buyers changed as a result of this new technology. Napster’s technology was originally developed for MP3 files but has already been extended to other applications. Supporting Slide 6–M: Drill-Down – Napster as an Example of Technology and Market Coevolution Napster may be gone — or is at least very different from its original form — but peer-to- peer file sharing is alive and well in services such as Audiogalaxy, KaZaA, LimeWire and Gnutella, which all offer a wide selection of digital recordings.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Beta 1 Initial input Initial input Evolution of customer preferences Product release Product release Evolution of technical possibilities Exhibit 6–10: Integrating New Technology with Customer Preferences Beta 2Beta 3 Source: Marco Iansiti and Alan McCormack, Sense and Respond (Harvard Business School Press, 1998). The flexible development process emphasizes the integration of technology with customer preferences. Beta testing begins shortly after the product is developed and continues well into the implementation phase.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Exhibit 6–11: The Development of Navigator 3.0 FebJanAprMarMayJunJulAug Objectives Input from user feedback Beta 0 (internal) Beta 1 Beta 2 Beta 3 Beta 4 Beta 5 Beta 6 Stabilize Integration Feature design and coding Full release Specifications complete Start Source: Marco Iansiti and Alan McCormack, Sense and Respond (Harvard Business School Press, 1998 The Netscape 3.0 product innovation process is a good example of the flexible development process:

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Exhibit 6–12: Distributed Innovation Customers Collaborators EnablersSuppliers Competitors Company = Boundaries of the firm = Feedback loop The distributed-innovation model puts the purpose of continuously maintaining a fit between the organization and the evolution of the online domain at the very heart of the innovation process.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Flexible Development Process Distributed Innovation Model Supporting Slide 6–N: The New-Economy Innovation Processes Key points –Concept development and implementation of the ideas in the field need to overlap and be tightly integrated –Improved version of the traditional funnel process Benefits –Time-to-market of innovations cut from years to months –Multiple versions of an innovation can be launched without significant risk or additional cost –Increased flexibility to adjust direction of innovation Key points –Concept development and implementation of the ideas in the field need to overlap and be tightly integrated –Improved version of the traditional funnel process Benefits –Time-to-market of innovations cut from years to months –Multiple versions of an innovation can be launched without significant risk or additional cost –Increased flexibility to adjust direction of innovation Key points –An additional step away from classical funnel process –Taps into sources of online evolution: technology, collaborators, customer preferences, new entrants and competitors –Innovation becomes a fluid process Benefits –Maximizes use of both internal and external experts and sources –Minimizes the chance of the organization being surprised by external changes –Highly interactive and more flexible than funnel process –Reduced time-to-market Key points –An additional step away from classical funnel process –Taps into sources of online evolution: technology, collaborators, customer preferences, new entrants and competitors –Innovation becomes a fluid process Benefits –Maximizes use of both internal and external experts and sources –Minimizes the chance of the organization being surprised by external changes –Highly interactive and more flexible than funnel process –Reduced time-to-market

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Case Study: Schwab Delivery System People Systems Assets 395 branches (as of June 2002) 8 million online and offline investor accounts (as of 8/31/2002) Growing database of investor information Three-tier IT system included mainframes, middleware servers and Web servers The dial service eSchwab was separated from the traditional brokerage and reported directly to Schwab’s CEO In 1998, after Schwab.com launch, Schwab and eSchwab were replaced with a new hybrid that gave Internet training to offline employees An accounting of the first three components of Schwab’s delivery system — assets, people and systems — when Schwab migrated its products and services online by launching Schwab.com.

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Schwab’s Innovation High investment in technology and strong history of releasing new products and services Innovations offered convenience to customers while reducing Schwab’s overall service costs With Schwab.com, investors can manage their portfolios and access new tools, such as an IRA analyzer, an online retirement planner and online funds transfer High investment in technology and strong history of releasing new products and services Innovations offered convenience to customers while reducing Schwab’s overall service costs With Schwab.com, investors can manage their portfolios and access new tools, such as an IRA analyzer, an online retirement planner and online funds transfer Case Study: Schwab Innovation

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Exhibit 6–13: Schwab IT Infrastructure Source: Nicole Tempest and Warren McFarlan, Charles Schwab Corporation (A), Case no. 9-300-024, (Harvard Business School Publishing, September 1999).

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Exhibit 6–14: Timeline for Schwab Innovations Entire trade clearing system brought in- house Equalizer: DOS-based product enables PC users to trade stocks online Telebroker: 24/7 quotes and order placement by telephone SchwabLink: Service for fee-based financial advisors OneSource: Mutual fund program allowing investors to purchase Schwab and non-Schwab funds free of charge Streetsmart: Windows- based software allows online trading of equities, bonds and mutual funds October 1995 eSchwab: Electronics software package dialing into Schwab system June 1995 Advisor Source: Referral service for fee-based advisors March 1996 Upgraded eSchwab: First major brokerage firm to offer trading via the Internet September 1997 Customized asset allocation tool available online October 7, 1997 SchwabLink available on the Web October 1, 1997 First speech- recognition service for investors January 27, 1998 MoneyLink: Electronic funds transfer service May 14, 1998 First US website enabling order placement in Chinese January15, 1998 Schwab.com launches January 20, 1998 IRA Analyzer launches September 21, 1998 CD-ROM tool for retirement setup and monitoring November 23, 1998 Web tool to track and benchmark investor performance April 16, 1999 New site based on user input April 27, 1999 Retirement Planner online August 14, 1999 Velocity software trading system for active investors September 8, 1999 New Web tools for investment advisor offering May 24, 1999 MySchwab launches August 19, 1999 Plans for cross- platform wireless trading November 9, 1999 Paperless trading with eConfirms October 20, 1999 After Hours trading November 23, 1999 Velocity 2.0 launch December 1, 1999 Enhanced Analyst Center December 22, 1999 New online mutual fund tools February 3, 2000 Learning Center: Interactive education tool for online learning March 7, 2000 Schwab and Barclays announce Internet-based foreign exchange service March 15, 2000 Schwab expands advice offering with portfolio consultation March 31, 2000 Schwab and Dow Jones unveil online Chinese news and research service May 7, 2000 Stock Analyzer launches, offering third-party equity analyst recommendations and earnings projections

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Case Study: Schwab Innovation Timeline Update 2001 Introduced Stock Explorer®, an online stock screening tool Initiated Live Online program, a series of workshops that utilize the Internet to bring Schwab representatives and clients together to discuss investing strategies, retirement planning and wealth management 2002 Introduced an alternative for investment research: Schwab Equity Ratings™ Launched Schwab Advisor WebCenter™, an advisor-branded website development, and hosting service for independent investment advisors working with Schwab Institutional 2001 Introduced Stock Explorer®, an online stock screening tool Initiated Live Online program, a series of workshops that utilize the Internet to bring Schwab representatives and clients together to discuss investing strategies, retirement planning and wealth management 2002 Introduced an alternative for investment research: Schwab Equity Ratings™ Launched Schwab Advisor WebCenter™, an advisor-branded website development, and hosting service for independent investment advisors working with Schwab Institutional

Last Updated: 03/18/02 Copyright  2002 by Marketspace LLC Implementation – Conclusion What is online implementation? Why does implementation matter? What is the delivery system? What are the five components of the delivery systems? What are the advantages and disadvantages of online/offline integration? What are the categories of offline innovation? What is the offline innovation process? What is the new logic behind the new-economy innovation? What are the new-economy innovation frameworks? What are the new-economy innovation processes? After today’s lesson, you should be able to answer the following questions:

Copyright © 2002 by Marketspace LLC Rayport, Jaworski e-Commerce Chapter 6 Enhanced Lecture Slides Implementation Exhibits and Tables.

Similar presentations

Presentation on theme: "Copyright © 2002 by Marketspace LLC Rayport, Jaworski e-Commerce Chapter 6 Enhanced Lecture Slides Implementation Exhibits and Tables."— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Copyright © 2002 by Marketspace LLC Rayport, Jaworski e-Commerce Chapter 6 Enhanced Lecture Slides Implementation Exhibits and Tables.

Similar presentations

Presentation on theme: "Copyright © 2002 by Marketspace LLC Rayport, Jaworski e-Commerce Chapter 6 Enhanced Lecture Slides Implementation Exhibits and Tables."— Presentation transcript:

Similar presentations

About project

Feedback