1. Развитие на електронния бизнес – необходимост за подобряване конкурентоспособността на МСП Доц. д-р Камелия Стефанова Университет за национално и световно стопанство Европейски ден на предприемача 30-31 Октомври 2008, София

2. Електронен бизнес; Иновации Електронният бизнес през последните години се разглеждаше като изолирано явление, а не като израз на цялостния процес на промени в компаниите. Иновациите са ключов фактор за просперирането на фирмите. Днес комбинирането на иновации и технологично развитие, напр. електронен бизнес, може да доведе до нови и по-добри продукти, процеси и услуги, което е изключително важно за осигуряване на бъдеща конкурентоспособност.

3. Електронен бизнес; Развитие Въпреки че решенията за електронен бизнес и ИКТ се превърнаха в продукти (инфраструктурни технологии), достъпни за всички, начините, по които фирмите използват предоставените възможности за електронен бизнес и новите ИКТ, силно се различават, и те определят иновативното поведение и икономическия напредък на компаниите.

4. Електронен бизнес; Нови перспективи Електронният бизнес е нещо повече от закупуване на нови технологии и средства. Води до промени в начина, по който се работи с клиенти и доставчици, до преструктуриране на организацията, развиване на нови умения и т.н. Електронният бизнес прави възможни иновациите и разкрива пред компаниите възможности за нови пазари и продукти. Устойчиво въздействие върху иновациите, конкурентоспособността и икономическото развитие се получава, когато електронният бизнес се използва за предефиниране на бизнес процесите и реализиране на промени във вътрешните процеси на фирмата.

5. Günter Verheugen Vice-President of the European Commission The European Commission has long recognised and emphasised the importance of information and communication technologies (ICT) for the European economy to thrive. First, the ICT producing industry itself is a major contributor to growth, with an annual average growth rate of about 6% until 2008. Second, as this report clearly demonstrates, companies from all sectors are increasingly using ICT for doing business. "e-Business" has become a critical factor for competitiveness and productivity growth.

6. Günter Verheugen Vice-President of the European Commission The European Commission is fully committed to support the wide adoption of ICT among enterprises, in particular in small and medium sized enterprises (SMEs). A high-level ICT Task Force was commissioned in 2007 to look in detail at ICT uptake and skills requirements, and to make policy recommendations.

7. Sectoral e-business differences – manufacturing, construction, services The intensity, focus and impact of eBusiness depend on the business activity of companies, and on the configuration of the value system in which these companies operate. In manufacturing sectors, companies focus on procurement processes, optimising supply chain management, and integrating with retail and distribution. In a project-oriented business such as construction, applications supporting project management have a high potential. In tourism, online information and reservation services have become a commonplace. In telecommunications, it is hardly possible to make a clear distinction between the use of e-business by telecom firms themselves and the provision of related services to (business) customers. Hospitals aim at improving the efficiency of their internal processes as well as document exchanges within the health system by means of ICT, thus cutting costs.

8. The relevance of ICT and e-business in 10 sectors in 2007 (overall assessment based on survey results, desk research and case studies)

9. The e-Business Index 2007 by firm size A = Sub-Index "ICT networks" B = Sub-Index "e-Integration of internal processes" C = Sub-Index "e-Procurement and supply chain integration" D = Sub-Index "e-Marketing and sales"

10. Overall Index (based on firm-weighted data*) * Firm-weighted data express e-business adoption as "% of firms within a size-band with a certain activity".

11. Policy implications arising from e-business (1/3)

12. Policy implications arising from e-business (2/3)

13. Policy implications arising from e-business (3/3)

14. In the area of e-business policy we should address three broad objectives How to improve managerial understanding and workforce skills for e-business; How to improve the availability of e-business solutions for SMEs; How to facilitate effective participation of SMEs in e-business networks.

15. In the area of innovation policy we should address five broad innovation policy objectives How to improve innovation governance and strategic intelligence for policy-making; How to foster an innovation friendly environment; How to encourage technology and knowledge transfer to enterprises and development of innovation poles and clusters; How to promote and sustain the creation and growth of innovative enterprises; How to strengthen entrepreneurial innovation including the protection and commercialisation of intellectual property.

16. e-Business Approach e-Sell e-Buy Equity Transactions Value Added Services (or External Wizards) Web-enable processes Intranet/ Collaboration Tools Internal Wizards SourceBid (e-Auctions) Supplier Extranet (Direct) e-Procurement (Indirect) E-Business Suppliers Strategic Plays e-Business Approach E-Metrics Prioritize Opportunities…Focus On The Objectives e-Make

17. Application & Database Servers Web-Site Customers and Suppliers with Secure Access to Intranet via Internet INTRANET Sourcing Project Tracking EXTRANET INTERNET Application & Database Servers Internet Subscriber How to work with Suppliers BuyMakeSell eBuy

18. Online Application Supplier Scorecards Electronic Invoicing On-line Auctions DART – Engineering Documents e Milestone Tracking E-LogisticsE-Packing ListE-Marketplace BuyMakeSell eBuy BuyMakeSell

19. A Web Based Utility that Allows Suppliers to Prepare and Submit Online Bids for Request for Proposals (RFQs) E-Auction E-Enables the Traditional Sourcing Process BuyMakeSell eBuy Price Negotiation Cycle Time Reduced Significantly Simplifies Supplier Approval Process by Quickly Eliminating Non-competitive Suppliers Reduced PO Placement Cycle Time Standardize and Streamline the RFQ Process. Simplifies Proposal Evaluation - Price, Quality, & Delivery BuyMakeSell

20. E-Invoice An Internet-based Invoice Inquiry and Invoice Creation and Submission Tool Replacing Paper-Based Processes BuyMakeSell eBuy Self Service Inquiry Allows Suppliers to View Invoice Information and Payment Status On-line Web Invoices Will Have to Match the PO up Front, Removing 50% of the Matching Problems That Hold up Payment Invoice Will Not Have to Wait for Mailing Time to Arrive at Accounts Payable No Manual Data Entry at Accounts Payable … Less Possibility of Error BuyMakeSell

21. Internet-based Tools Used to Request Transportation Instructions and View Shipment Tracking Information E-Logistics Replacing Paper-Based Processes BuyMakeSell eBuy Advanced Data Input Capabilities Allows Rapid Input of Requests Via Web Freight Tracking On-line Regardless of Carrier Being Utilized Reduces Errors > Data Feeds Directly Into Database Personnel Able to View Shipment Status Reports On-line Thereby Reducing Requests for Information Ensures Timely Delivery of Goods Internal/external Customers BuyMakeSell

22. The Scorecard is a Primary Vehicle for Supplier Measurement by Providing a Summary of Cost Reduction, Quality, Delivery, and Supplier Integration. Supplier XYZ Company ABC Buyer ABC Phone #: 555-555-5555 SQE ABC Phone #: 555-555-5555 Scorecards Tool For Evaluating Suppliers Performance BuyMakeSell eBuy Real-time access to supplier evaluation Provides supplier the ability to understand evaluation criteria, current evaluation status, and areas for improvement Sets benchmark for new suppliers Allows supplier to focus on strategic cost reduction methods - not just price BuyMakeSell

23. Document Archive & Retrieve Tool--Allows the Supplier to Retrieve and Print Drawings and Specifications Associated with Open Purchase Orders DART BuyMakeSell eBuy Internet Access to Drawings Reduced Cycle Time to Attain Drawings and Complete a Project Reduced Costs - Delivery, Printing, Etc. Increased Specification Accuracy Drawings Immediately Available On Open Purchase Orders BuyMakeSell

24. eMake Eliminate Manual Activities Improve and Simplify the Workflow Process Paperless Work Environment Unnecessary Touch Point Reduction or Elimination Better, Faster Information Reduce Support Resources Digitize EVERYTHING BuyMakeSell Savings on Make Costs

25. eSell BuyMakeSell Online Sales eSell generates revenue through: Online transactions Adding value to what currently offers customers Forcing to change the behavior and become more competitive, based on customer use of the Internet The Internet becomes a critical source of real-time customer / interaction and relationship management The Internet allow to build on its image of “provider-friendly, stable partner, 24x7.”

26. eSell BuyMakeSell Online sales & data portal for the plastics industry Strong design, research and order status capabilities

27. eSell BuyMakeSell Customer may “make” a particular color for a certain material Online order the color sample sheet Delivery within 48 hours which used to be in several weeks

28. Ключови фактори за успех Силно лидерство и подкрепа както от страна на ръководството на фирмата, така и от реалните потребителите на технологичното решение Включване на клиентите при разработване на решението Активно участие на бизнес потребителите при закупуване на решението Няма перфектен момент за внедряване на ново технологично решение. Трябва просто да се започне! Осигуряване на благоприятна среда за учене без ограничения Поддържане на постоянна връзка с клиентите след внедряване на решението

29. Business as we know it Bank ABank B Business Trade Banking BuyerSupplier Clearing Settlement

30. B2B, B2C and C2C e-Commerce e-Business Clearing Settlement e-Trade Business Bank ABank B Consumer B2B B2C e-Banking e-Business Business Consumer BankServ

31. e-Banking CSFs Bank ABank B Clearing Settlement e- Banking e-Trade e-Banking: Infrastructure Cost effectiveness Market segmentation Multi channel delivery Payment streams Risk management e-Business BankServ

32. B2B CSFs e-Business Bank ABank B Clearing Settlement e-Business e-Trade e- Banking e-Business: Internal processes Infrastructure Cost effectiveness Market segmentation Change Management

33. B2C CSFs Bank A Bank B Clearing Business Settlement e-Trade e- Banking Consumer “e-Individual”: Tradition Trust Sophistication Socio economic impact Cost effectiveness Access to technology Convenience e-Business

34. e-Trade CSFs Bank ABank B Clearing Settlement e-Trade e- Banking BuyerSupplier e-Trade: e-Communities Infrastructure Cost effectiveness Market segmentation Legacy Convenience Change Management e-Business

35. Tradition and Trust The Total Commitment e-Business Education & Development Cost Effective Access Trusted Communities Socio Economic Climate Market Segmentation Participation & Protection Willingness to Change Resource & Fund Governance

36. Благодаря за вниманието! Камелия Стефанова kamelia@fmi.uni-sofia.bg