Embed Size (px)
Citation preview
2
For 100 år siden begyndte industrialiseringen
Dampmaskine Ingeniørkunsten
Materialvidenskaben
3
For 100 år siden begyndte industrialiseringen
Resultatet blev den Industrielle Økonomi som definerede det forretningsmæssige landskab i det 20. århundrede
"Jernbaner vil bare opmuntre almuen til unødig rejsen omkring" -- Hertugen af Wellington
4
Computerne
Tele- og datakommunikation
Viden og information
I dag skaber en anden konvergens den nye økonomi
5
I dag skaber en anden konvergens den nye økonomi
Resultatet er eØkonomi som definerer det forretningsmæssige landskab i det 21. århundrede
“Jeg tror ikke andre gør så meget, det haster ikke”
-- Adm.dir. i børsnoteret selskab
6
Reducerede omkostninger
10 øre
50 kr.
10 kr.
Bank
90 kr.
1000 kr.
Aktier
20 kr.
Rejse
7
Væksten i eØkonomien er drevet af fire indbyrdes forstærkende faktorer
Kunde-
værdien
Forretnings-
værdien
Udvikling i
teknikken
Love og regler
8
Hvad nu efter dot.com sammenbruddet ? Bloomberg index:
Crash !Træerne vokser ikke ind i himlen !!
9
NASDAQ index: 5 year
ikke et sammenbrud – men en korrektion!!
10
Status på eBusinesslivsforløb
The Gartner Group Forecast
1990-96 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Visibility
Post-Net Businesses
Technology Trigger
Peak of Inflated Expectations
Trough of Disillusionment
Slope of Enlightenment
Plateau of Profitability
Optimised eBusiness
“True” eBusiness Emerges
Business Disillusionment
Publicised eFailures
Dot.Com Shake-Out
“Brick-and-Mortar” Failures
Investor Disillusionment
Dot.com Share Fallout“E is Best”
European IPOs 1999
US Christmas 1998
US IPOs 1997/1998
“Dot.com” Begins
Internet Web
2006-2008:eBusiness Ends
11
The New Business Venture market environment
European Venture Capital Funding
$5.200
$8.400
$3.200
$1.800
$1.800
$-
$1.000
$2.000
$3.000
$4.000
$5.000
$6.000
$7.000
$8.000
$9.000
1995 1996 1997 1998 1999
$MM
12
The New Business Venture market environment
13
Investment waves in the new economy
1. B2C Dot.com eTailing
2. B2B is where the action is!
3. Market places
4. Wireless Internet mCommerce
5. Broadband & Digital TV
Timeline
Wave:
14
Wave 1: B2C dot.com eTailing
1. B2C Dot.com eTailing
2. B2B is where the action is!
3. Market places
4. Wireless Internet mCommerce
5. Broadband & Digital TV
Postordre på Internettet!!!
Crash
15
Wave 2: B2B is where the action is!
1. B2C Dot.com eTailing
2. B2B is where the action is!
3. Market places
4. Wireless Internet mCommerce
5. Broadband & Digital TV
0
50
100
150
200
250
300
350
400
2000 2001 2002 2003
BtC
BtB
Source: eGlobal Report, Europe, March 2000
W. European B2C and B2B eCommerce, 2000-2003 (Billions USD)
16
Wave 3: Marketplaces
Elektroniske mellemhandlere
Indkøb ProduktionMarkeds-
føringSalg
Produktudvikling
Serviceog
support
Current trend (1):
Done by old ”Brick and Mortar” companies and VC’s =
Corporate Venturing + dot.corps!!
1. B2C Dot.com eTailing
2. B2B is where the action is!
3. Market places
4. Wireless Internet mCommerce
5. Broadband & Digital TV
17
eEurope: landscape has changed
• 97% of senior executives stated that they are currently using eCommerce
• 93% have not changed their plans following the stock market correction
Source: Accenture 2000
Using eCommerce is now mainstream
40
53
47
72
0 20 40 60 80 100
Using eProcurement
Using eCommerce forSales and Marketing
2000
1999
18
Revenge of the giants? From where will the competition come?
51 47
27
0
20
40
60
80
100
Incumbents Established players turning to newareas
New Start-Ups
Source: Accenture 2000
19
Revenge of the giants does not mean business as usual
eCommerce is transforming my business today
54
70
72
0 20 40 60 80 100
1998
1999
2000
Source: Accenture 2000
20
Pace of competition has increased
Source: Accenture 2000
Why are you pursuing eCommerce?
74
40
60
0
20
40
60
80
100
Keep up with competitors Seeking new revenues Reinvent industry
21
eCommerce will help...
65
68
68
0 20 40 60 80 100
bring products tomarket more quickly
anticipate customerneeds
create strongerrelationships with
suppliers
Source: Accenture 2000
22
Nordic is a mCommerce Hot spot...
Source: IDC 2000 and Global Mobile Magazine
Mobile users (share of population)
Inte
rne
t u
se
rs (
sh
are
of
ad
ult
po
pu
lati
on 60%
50%
40%
30%
20%
10%
0% 10% 20% 60% 70%30% 40% 50%
Sweden
FinlandNorway
Denmark
UK
GermanyNetherlands
Italy
France
Spain
Switzerland
Nordic
1. B2C Dot.com eTailing
2. B2B is where the action is!
3. Market places
4. Wireless Internet mCommerce
5. Broadband & Digital TV
Austria
23
$0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
1999 2000 2001 2002 2003
Asia PacificEuropeNorth America
$7.7B
$21.3B
$12.7B
$34.7B
$55.4B
Mobile eCommerce Revenue Forecasts
Sources: Yankee Group; Nokia; Ovum; Accenture analysis
Within five years, the mobile handset will become the predominant Internet access device
CellularSubscribers
Mil
lio
ns
PC’s onInternet
Internet Handsets
2003 2004 20051996 1997 1998 1999 2000 2001 2002
200
400
600
800
1,000
1,200
1,400 Global Subscriber Forecasts
Source: Nokia, AC Analysis
• Handset Penetration > PC’s
• Handset Substitution for simple content
• Emergence of robust, open development environments (WAP, Palm Query Application, etc.)
• Proliferation of web-based applications
1. B2C Dot.com eTailing
2. B2B is where the action is!
3. Market places
4. Wireless Internet mCommerce
5. Broadband & Digital TV
24
…it’s not just WAP...
ChatBoard
Bluetooth
Watch Vittorio on the video…….…… Insurance by the mile
1. B2C Dot.com eTailing
2. B2B is where the action is!
3. Market places
4. Wireless Internet mCommerce
5. Broadband & Digital TV
25
However, the nature of insurance products in general and a lack of compelling offerings points to a slower pace of uptake than with other financial services products
Source: Meridien
Top Financial Services Players Offering Internet Transactions
0%
20%
40%
60%
80%
100%
1994 1995 1996 1997 1998 1999 2000
Banks
Brokerages
Insurers
Purchase Complexity
Low
High
High Low
Interaction (Sales/Service) Frequency
Stock Trading
Auto
Homeowners
DDA Accounts
CDsMoney Market
Accounts
Whole/Universal/ Variable Life
HealthInsurance
Pensions/401(k)
Annuities
Term Life
Mutual Funds
Factors Inhibiting Consumers Acceptance of the Internet to Meet their Insurance Needs
(Illustrative)
Bill Payment
Home Mortgage
Estate Planning
26
The Danish Insurance Environment
In the Danish market most insurance companies play the role of product specialist only. However, some of the major players are owned by or in alliances with financial supermarkets playing the role of solution integrators.
Financial Services
Intentions
Insurance
Market Focus
Content Manufacturer
GatewayContent Coordinator Market Reach
Product Specialist:Offers insurance products & services
Service Provider:Provides outsourced services
Solution integrator:Meets one or more customer needs through comprehensive packages of products and services
Insurance Marketplace:Offers choices to buyers and aggregates demand for sellers
Taksator-ringen
ILLUSTRATIVE
27
Internationally, Insurance companies create dot.corps
• Egg (www.egg.com). Partly owned by prudential Insurance Corp. Targets young and computer-litterate customers offering a wide range of financial products e.g. savings, mortgage, investments, travel insurance and shopping rebates at 110 UK based retailers. Focusing on flexible products that are easy to understand. The five year target of attracting savings of £5 billion was reached in half a year.
• Rewards Plus (www.rewardsplus.com).Consolidate benefit administration, communication, enrollment and vendor management for employers of all sizes. Products include automoblile services incl. insurance, roadside assistance etc. Home services incl. insurance and mortgages. Financial services as mutual funds, life insurance etc.
• Lloyd 1885 (www.lloyd1885.it). Web-based insurance company established by the RAS group (owned by Allianz) in 1998. Started out with car insurance only. Year 1 results far beyond most optimistic expectations e.g. 200.000+ internet users made quotations, 7.800 policies sold. By far the most visited insurance site in Italy.
• Eagle Star Direct (www.eaglestardirect.co.uk). Call center based company started 1989. Web site launched 1997 - owned by Zürich. Sells car, home, travel and boat insurance + life and pension at the web. 900 motor insurances sold in the first five months of operation. 200.000+ quotes first 18 months.
• Cyber$ettle (www.cybersettle.com). Web-based claim resolution company. Settles insurance, personal injury, property damage and other disputes conveniently and efficiently.
• Maxsol (www.maxsol.com). Delivers e-business solutions that enable organizations to share information across geographically distributed heterogeneous systems without compromising the security or privacy of that information. Maxsol’s turn-key solutions enable companies to use the internet for more than simply broadcasting information.
• InsWeb (www.insweb.com). Web based product comparison service to make intelligent buying decisions. Quotes are available from different insurance carriers. They offer quotes to customers and passes information of them back to the carriers. Insweb - partly owned by Nationwide Insurance - was started in 1996. It has a page view of 1.5 million and a unique visitor usage time of 12 minutes.
• Channelpoint (www.channelpoint.com). Links agents/brokers to multiple carriers to conduct end-to-end sales of insurance products. Functionality include detailed product analysis and comparison and electronic proposal generation and application processing. Investors include Accenture and Intel Corp.
Product Specialist Service Provider Insurance Marketplace Solution Integrator
• Within 5 years, executives expect online sales of insurance products to reach 16-19%
• A majority of respondents believe the eEconomy will reduce commissions causing a decrease in the overall number of agents and other intermediaries within the next 5 years
• Two thirds of executives expect products sold over the internet to be less expensive than products sold through traditional channels
Recent survey of 200 FS executives worlwide*:
*The Asset Accumulation and Wealth Protection Market Place: Winning in the eEconomy (Accenture and LOMA 2000)
ILLUSTRATIVE
28
eInsurance Action Plans
Develop Long-Term eInsurance Strategy and Implementation Plan
Pursue Quick Hit eInsurance Enablement Plan
• Formulate eCommerce strategy aligned with strategic direction, considering existing capabilities
• Develop ‘long list’ of eCommerce opportunities
• Develop “criteria” to evaluate alternative strategies and eCommerce opportunities
• Evaluate eCommerce opportunities based on rigorous, fact-based business cases and make recommendation
• Identify initiatives required to implement recommended eCommerce opportunities given existing capabilities
• Develop implementation plan
• Develop ‘short list’ of eCommerce opportunities that require immediate action
• Evaluate opportunities based on criteria and ‘short-form’ business cases
• Mobilize implementation teams
We believe time is of the essence. Most insurers need to pursue two parallel action plans
ILLUSTRATIVE
29
Et typisk forløb...
Omfang af eC implementering
Ko
mp
leks
itet
i e
C
imp
lem
ente
rin
g
Lav
Høj
Experimantal Extensive
“Vilde Heste”
“Koordinering”
“Kunde-drevet integration”
Muren
Transformation
Tilstede-værelse Handel &
Interaktion
30
Med nye værktøjer og materialer kopierede grækerne deres gamle trætempler…
31
Udviklingen af den gotiske katedral tog godt 1000 år…
32
Og nu bygger vi portaler!
