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United States Court of Appeals for the Third Circuit, Philadelphia, in granting an injunction against the Communications decency Act. June 12, 1996 >aa?The World Wide Web$Is the web a medium for advertising? It is also a medium for: Direct Marketing Retailing and Distribution Delivery of service and product elements Marketing Research Testing price A Comprehensive Marketing EnvironmentN>v&#v&%D2STRUCTURE OF INDUSTRY SUPPORTING INTERNET COMMERCE33FWhat is Electronic Commerce? sFrom a communications perspective: delivery of goods, services, payment and information over computer networks From a business process perspective: application of technology towards automation of business processes and workflow From a services perspective: cut service costs while improving the quality of goods and increasing the speed of service delivery$ZPZ&ZTZZhZ!S#WjsG(What is Electronic Commerce? [continued])) (RFrom an online perspective: the capability of buying and selling of products and information on the Internet From a collaborations perspective: as the framework for inter and intra-organisational collaboration From a community perspective: provides a gathering place for community members to learn, transact and collaborateU$FXX!IZ$RH5How is E-business different from Electronic Commerce?66 5Electronic Commerce is widely understood by many as transactions conducted between business partners Transaction where buyers actually buy and shoppers actually shop Transaction such as a support enquiry or an online catalogue search Includes etailing, online banking and shoppingDe4 %I5How is E-business different from Electronic Commerce?665E-business not just buying and selling of goods and services Also servicing customers Collaborating with business parters Conducting electronic transactions within an organisation Thus, a much broader definition Automation of all business processes in the value chain From procurement or purchasing of raw materials, to production, to stock holding, distribution and logistics, to sales and marketing, after sales invoicing, debt collection and more Includes e-commerce and e-marketing n ZZZ&Z %   Case: Amazon (  Case Facts : Background 2 Expanded from books to offering 28 million items across numerous categories Acquired 29 million global customers In 1999, Amazon s founder and CEO Jeff Bezos named Time magazine s Man of the year By 2000, Amazon.com became the 48th most valuable brand in the world (Interbrand)L># >1 3 YGlobal Growth : Price  Late 2000, Amazon s US books/music/movies segment lost $2.3 billion Amazon borrowed $2.1 billion for the sake of its international investments A few analysts were questioning Amazon s ability to survive until it reached profitability Dotcom burst  Internet stock shakeout stripped billions of dollars from the valuations of Internet-related stocks bbZ The Beginning H An online bookseller has virtually unlimited online shelf space and can offer customers a vast selection through an efficient search and retrieval interface. This is particularly valuable in the book market because the extraordinary no. of different items precludes even the largest physical bookstore from economically stocking more than a small minority of available titles. In addition, by serving a large and global market through centralised distribution and operations, online booksellers can realise significant cost advantages relative to traditional booksellers. Amazon IPO=Z Z& ('-& , 5N[ RKey advantages of Online Business model to the traditional book retailing industrySS  Physical store-based book retailers must make significant investments in inventory, real estate and personnel for each retail location. This capital and real estate intensive business model limits the amount of inventory that can be carried in any location. The average superstore stocks less than 10 % of the estimated 1.5 million English language books believed to be in print, which limits customer selection. Finally, publishers and retailers cannot easily obtain demographic and behavioural data about customers.Z:& Q\+tG \! Get Big Fast  : Audacious start  1 million titles! 1999, entirely new businesses (electronics, toys and software in US and music in Europe) Co-branded auctions and zShops Revenue models fundamentally different from its initial model Its storefront model, though more efficient than brick and mortar competitors, had a significant capital component Investments in inventory and fulfillment New businesses  acted as an agent facilitating transactions and taking a fee zShops were virtual shopping malls Amazon Payments monitored zShop transactions *OR*OR  >.8]"!Joy of a Negative Operating Cycle""  Received credit card payment from customres within a few days of purchase Did not pay its vendors for 30  60 days of sale Did not actually carry inventory in many of its products relied on suppliers for fast fulfillment shifted inventory risks to vendors Typical operating cycle (order to cash) was around (-) 41 days Typical book retailing operating cycle was around (+) 78 days Generated interest on the full sale price (cost of goods sold and gross margin) for over a monthO5 ?b~ O5 3  8# ^#.Amazon s Business Model  Comparative lack of physical infrastructure a minimum of bricks carries minimal inventory relies on rapid fulfillment from major distributors and wholesalers distributors and wholesalers carry a broad selection of titles Ingram, the single largest supplier, accounted for 59% of the company s inventory purchases (1996) Used automated interfaces for sorting and organising orders Electronically ordered books often shipped by distributors within hours of receipt of order from Amazon.com-ZuZZZ `?d,q j _$.Amazon s Business Model  A mix of Web skills e-commerce platform and payment mechanisms Fulfillment expertise Amazon s distribution facility a key competitive advantage (Bezos) Yet, Amazon enjoyed a much higher valuation than even the best of breed retailers with state-of-the-art distribution skills What then separates Amazon from other retailers?B, , `%Getting Personal  We use collaborative filtering, a statistical method that looks at your purchase history, compares it to other customers, builds a statistical aggregage  soul mate that tells you what your soul mates has purchased that you have not. Bezos>, Ra&9Amazon.com Annual Income Statement Millions of US Dollars:#  0 b'Case: Dell Online c(Case: Dell Online   Highlights the emerging components of Internet success: a customer friendly value-added sales interface (website) a cost-effective product procurement (or production) and distribution system ^9@ @.@@@ d)Case: Dell Online  n Two major drivers for Dell s online success Michael Dell s support for the channel Envisioned the channel Created the organisational focus for the effort Stepped in and provided direction when in problems Internal and external public relations blitz by the online team Goals for the public relations campaign Create internal awareness Legitimise and build momentum for the E-commerce initiative with customers and thought leaders-Z)Z}ZAZ)Z{ZB$,BB&BB}@B@B) @ {B e*Case: Dell Online " @  $@ f+*How would you judge Dell's online success?++B +  Transaction channel Mid 90s: Dell retreated from this channel Individuals and small business customers were less sophisticated; they required more intensive sales and service support Late 90s: This segment began to change Unsophisticated first-time computer buyers of the late 80s sought replacement computers Web was an opportunity to educate this unsophisticated users Dell capitalised on this opportunity Gaining about 50% of its transaction business conducted via the Internet channel*z(&RBB*BzB(BB& B RB h-*How would you judge Dell's online success?++B + j Relationship channel The Internet was an opportunity to create differentiation in the market ultimately increase switching costs between Dell and its competitors The Premier pages can become the basis of competitive advantage for Dell With Dell s emphasis on this market, this was a breakaway opportunitypIF@@I@F@@6k0:What advantages does Dell derive from its online success? ;; ; tTransaction segment The Internet has created for Dell a point of access to the consumer market There is potential to expand the market going through the direct channel Majority of Sales conducted through Dell online were from BSD and DCS segments Transaction customers attracted to the website were the more sophisticated users Dell deisres (Market Research findings)fa@$B'BB B/Bur7X How substantial and sustainable are these advantages in comparison to its competitors? "Y XX  Dell will continue to have a sustainable competitive advantage in the Internet space even after its first mover advantage is eroded Dell has created considerable awareness of the company and its Internet-based commerce capabilities Has a `high-velocity direct to consumer supply chain model behind its webpage a model highly tuned to deliver efficiencies surpassing industry norms Only Dell can deliver in the fulfilment side with its proven direct supply-chain from the manufacturer through to the consumerZZHZZB$Bf@ODHB@y>Case: Dell Online "  n The Dell way To remain entrepreneurial To launch a concept, and refine the process based on market response"o@n@oz?Priceline.com Case {@ Introduction  DFundamental change made possible by Internet, change in the basic mechanism of  making the market Most products are sold via a process in which the manufacturer/service provider offers a good at a stated price Consumers accept or reject the offer of the unit of supply at the given price&dd|A Introduction  Priceline  flipped a conventional system on its head A potential buyer advertises a unit of demand at a given price to potential suppliers Suppliers then choose whether or not to meet this demand How significant is this move towards buyer driven commerce?:6<6<}BTEconomic Logic for  buyer driven commerce ,+)   Lead to greater social welfare and greater supplier profits  Posted price on items have the benefit that a transaction can take place without any additional information exchange between buyer and seller Downside: All buyers pay the same price despite perhaps vast differences in their reservation values To tap the high reservation values of some, by setting a high price, the seller keeps others from buying despite their reservation value well above the firm s cost X<PPP<~C&Much more than a new pricing mechanism'' 2Moving away from uniform pricing to customised pricing Buyers pay different prices depending on their perceived value of the product Allows a potential buyer to express his willingness-to-pay What the buyer is willing to reveal is not actually his valuation of the product Then no consumer surplus Since customer cannot increase his named price, some correlation with  named price and true willingness-to-payzQpQ5 D!Priceline Airlines ticket model ""$^Priceline s brilliance is in creating not only a new model of  name your pricing only Rather, there is a product story here as well Priceline creates a new product in the airlines space: An unbranded seat with a routing selected to the convenience of the airline, not to the convenience of the travelerRtj E1  ) EPriceline Airlines ticket model $There is a price-sensitive segment in the Airlines industry  I want low price The Airlines are perfectly capable of finding this type of customer on their own There is another untapped segment  I want low price and I am willing to fly a convoluted routing, on any Airlines, at any time of the day to get it . Priceline finds them and permits them to communicate their willingness to pay~<ZdZ"ZtZNZ<d"pNF GHPriceline model  Airlines industry %% Consumer benefits Economic Access to unpublished fares / cheap No advance purchase requirements No Saturday night stay necessary to get a cheap seat Easy to do Non-economic  I was in control  Named my own price/Got what I wanted  Beat the Airlines pricing scheme p  ]  ]  HHPriceline model  Airlines industry %% Key Supplier benefits No cannibalisation/Incremental demand Sell off low marginal cost inventory, which would "perish" otherwise Block low-end "no-name" carriers Preserve existing price structure*KOWhy Airlines Industry was a very good initial setting for Priceline to target? PP lGeneric demand was price sensitive; so low prices expanded demand rather than cannibalised high price seats Low industry load factors 50,000 seats flew empty each day With a near zero marginal cost, airlines were looking for incremental demand even at low prices as long as it did not upset the rest of their price structure Consumers have relatively low brand preference Traditional airline pricing generally looked upon as unfair The idea of  name your own price and empowerment over the airlines was very appealing  a feeling that  I won Huge potential markettkpkpQCompeting Long term Patents on buyer driven commerce Microsoft is posing steep challenge How well will this hold up? If patent protection is ineffective, idea can be easily copied Brand building A brand which empowers customers and puts them in control Priceline s ability to attract customers by presenting itself as a brand would be criticalT!ZZZZ!RLessons Priceline is in effect an intermediary between suppliers and potential customers The Internet introduced a new player in the system in contrast to the more usual disintermediation story where the Internet eliminates middleman The real success of Priceline is not in a new pricing mechanism, but rather a way in which an unattractive market segment becomes attractive By now having a mechanism to express its willingness to accept a lower quality product in return for the low priceh^s ^^sT( UWCase CNET 2000 XCNET    Our mission is to be the most important company to the most important industry in the world  the IT industry& . If you become the leading information intermediary, you have great power. Shelby Bonnie> YBCNET  High points as on June 99 "" Relies on advertising and  lead generated revenue derived when CNET referred prospective customers to its e-commerce partners Positioned itself as a leading market maker for technology-savvy individuals scouting for technology products Posted revenue gains and quarterly profits in each of five succeeding quarters Tenfold increase in share price between April 1998 and April 1999 CNET announced an aggressive marketing campaign of $100 million Immediately following the announcement, stock price got a hit!x3ZMZ~Z3$L0Z.CNET 2000  the process NAn ambitious undertaking for a young Internet company Many of CNET s peers lacked the discipline to reflect systematically on their competitive position and strategy A year long planning process, completed in 1999 A team spent six months in highly interactive small group sessions, involving each employee Did SWOT analysis Did extensive consumer research Presented their findings in a series of workshops to every employeeB6ZpZZ6p[CNET 2000 objectives hDetermined which product markets and customer segments to serve Concluded that they had defined the technology market too narrowly Faced an enormous untapped opportunity in their core business Decided to avoid diversifying beyond technology into other vertical markets Resolved to extend their coverage beyond PC computing into new segments such as enterprise computing, consumer electronics and telecommunications equipment Decided to extend CNET s reach beyond computer hobbyists and corporate IT professionals to encompass managers who were  technology novices .@ZZ@\CNET 2000 objectives `Re-articulated their business model from that of content provider to an information intermediary Sized up the competitive landscape Embarked on an aggressive $100 million marketing campaign Research indicated that CNET s brand awareness was low within the customer segments the company planned to target 2rs]CNET Business Model  Business Model A business model is the method of doing business by which a company can sustain itself -- that is, generate revenue Content provider Produces original information, or repurposes for Internet distribution content originally created for another medium nuus!uBs ^CNET Business Model Portal Aggregates Internet traffic by providing users with: Navigational assistance and links to relevant websites Information content Exploits that traffic through advertising and e-commerce partnershipsR5KF5KF`CNET Business Model CNET illustrates that the line between content provider and the portal business model is somewhat blurry Most online content providers, over and above delivering self-produced information, also link to third-party information sources To differentiate themselves, many portals provide some proprietary content Whether a site should be categorised as a content provider or portal depends on how much of its content is self-producedRiZFZi O UaCNET Business Model CNET positions itself between manufacturers, retailers and end users as an information intermediary It delivers information that is: Complete Unlike content providers, who are less inclined to link to relevant third party content sources Credible Unlike list brokers, who cannot be trusted to represent their clients strengths and weaknesses Convenient to use Unlike portals, who present a great deal of information, but fail to integrate the information in an easy-to-use, consistent mannerZ`Z Z_ZZZK! ` _    bCNET Competition hPrior to CNET 2000, most CNET employees considered Ziff Davis, IDG and CMP as their main competition These are technology focused publishing companies that have extended their print franchises online Redefined competition: Anyone sitting between buyers and sellers of technology products Suddenly, CNET found Microsoft, Amazon and Yahoo! as serious contenders>AHAHcCNET Competition VViewed the market as three tiered On top sits the  Aggregators Companies like Yahoo!, AOL and Excite Search engine who help find information Next tier is  Provider Companies like Ziff, IDG, CMP and CNET Bottom tier has  Closers or  Executors Egghead or Amazon Companies that actually sell thingst@N')6@N')6 dCNET Competition From the top tier Yahoo! can aggregate all content providers Users get multiple viewpoints Finds lots of information that s relevant They can even link up with a potential seller They can offer advertisers good targeting Cut CNET out of the loop Problem: Their service not as well integrated as CNET Aggregate content from so many disparate third party sources`=-= -= eCNET Competition &Amazon can do well to integrate information Put product reviews just where you want to see them Create tools to compare products  Provide eyeballs when they are most valuable  right before consumers make a decision Downside: just one vendor Can you be completely sure you have got the best product or the best price?  We have to out-aggregate Yahoo! and out-integrate Amazon to dominate this vertical R,ZZUZ  UfCNET Product Strategy Goal:  Serve all technology related need of our users Being complete and being helpful Completeness being as wide and as deep as possible in technology information Being helpful: Helping people stay up-to-date Helping them get something done Explore, evaluate, and execute Even linked to their competition A different style of presentationjZ?ZZCZ.?C hCNET Organisational changes  JIntegration of company s websites: Download.com Shopper.com News.com Gamecenter.com [now gamespot.com] Builder.com Integrated the look and feel Common infrastructure6#P3#P3,E AipCNET s decision to avoid entering other vertical markets99 Technology market is very large and growing rapidly The broad IT market roughly $ 1 trillion Current focus was on personal computing and Internet  Barely scratching the surface Significant opportunity to provide information about other products and services Enterprise resource planning software Telecommunications products and servicesl4Z^Z ZQZOZ4^ QO vWhat happened? zIn January 2000, CNET purchased mySimon for $700 million mySimon is a shopping  bot , a software robot It allows consumers to compare a large set of online retailers for a broad range of products Provides links to the retailers for consumers to complete the purchase mySimon is paid lead generation fees by retailers&99P +wWhat happened? In March 2000, Halsey Minor stepped down as CNET s CEO. He retained his position as Chairman of the Board Shelby Bonnie replaced Minor as CEO CNET changed its name to CNET Networks, signaling a desire to extent the CNET brand beyond information technology.xWhat happened? Despite management s repeated statements, they have changed course. Minor compared mySimon acquisition to Turner Broadcasting s expansion from original TBS Network into a whole suite of properties including CNN, TNT and Cartoon network  We are doing what media companies do as they mature; they get larger and they develop more properties In July 2000, CNET acquired ZDNET in a stock deal worth $1.6 billion. Wall Street reaction to the merger was positiveBZhZvZhvSpyWhat happened?  We have proven that we can build a profitable business out of linking buyers and sellers of technology products. In the future, the company that will be most important to e-commerce will be the one that enables the truly informed purchase decision in every category Halsey Minor, at the time of acquisition of mySimon on January, 2000B F  9:z{Financial performance  |Financial performance  }Case Autobytel.com ~Problem , Struggling to accelerate revenue growth Alternatives: add new dealers 89% of current company s revenues are from dealer subscription fees focus on new products and services service and maintenance wholesale car market How to reposition itself, given growing competition8E%/58E%/ 5Disintermediation Theory The disintermediation theory argues that most intermediaries will become eliminated, as the marketplace becomes more e-commerce focused (Benjamin and Wigand 1995). Only direct links to the end consumer (/Internet Changes Traditional Channel structure00 E Typically, internet facilitates disintermediation producer uses control over information to displace traditional channel members Dell In Autobytel, company uses control over information to take market power away from traditional channels instead of reducing the number of steps, Autobytel has added a step in the channel3ViT3+#i8Value Proposition for consumers   A better price A no-haggle experience Convenience and Time-savings Unbiased information Disadvantages: Doesn t cut out the dealer consumers after submitting purchase request have to hear from a salesperson Actual dealer quote can be known only after salesperson s calls Consumers have to visit dealership to  sit behind the wheel, feel the leather and take a test drive\ZZZMZZ] MValue Proposition for dealers ` Lead generation Mid  99, sends about 200,000 referrals to dealers 2993 dealers, so average dealers get 66 leads Exclusive territories to dealers Higher yields (Targeted marketing) Referrals are of higher quality Typical car salesman sales 9 cars/month Autobytel Salesman sales 15  30 cars/month\$x$x>Autobytel s efforts for Dealers   Grant geographic exclusivity assures dealers a large volume of referrals higher closing ratios (no competition over a lead) Training to handle Autobytel customers 25 DMs for field support to Autobytel salespeople Believes that relationship with dealers has been the key to successLaa\DWhat it is right now ]Autobytel Inc. is a leading Internet automotive marketing services company that helps retailers sell cars and manufacturers build brands through marketing, advertising, data and CRM. The Company owns and operates the automotive websites Autobytel.com, Autoweb.com, Carsmart.com, Car.com and AutoSite.com. As the Internet's largest new car buying service, Autobytel generates over a billion dollars a month in car sales for dealers through its services and was the most visited new car buying and research destination in 2003, reaching millions of car shoppers as they made their vehicle buying decisions. h^PVt ?Income Statement   0Case: Oracle Corporation( J The IT World  Hardware Vendors HP, IBM, Sun Microsystems and Cisco Software Vendors Microsoft, Oracle Independent Service Vendors SAP, People Soft, Siebel System Integrators Accenture, IBM, DeloitteVP$ KDatabase Software Market Share Case Facts : Background  LCase Facts : Background  Three Tier Software Architecture Produced database products at the lowest level of the tier Middle tier was widely profitable for firms like SAP and Siebel Developed applications for middle tier software applications development tools for customising their own applications8QP Oracle e-Business Suite  A single view into the company A single source of data at Oracle, before it adopted its own suite, if it wanted data on its employees worldwide, it accessed 70 databases for data on its largest customer, it had to access each geographic region s database where the customer did business with Oracle with a single, centralized software, Oracle accessed all company information through an internet browser Not the only product of this sort in the market, but the only integrated suite available otherwise a client had to use several vendors software that the vendors helped integrated:`Z[:`Z[M Intention  F Expand from its market-share-leading database software Entice firms to buy the entire suite of business applications as opposed to the  best of breed solutions.w-w-Oracle e-Business Suite  .What changed at Oracle? Operational Structure /- ( From regionally organised to centralised Centralising operations  implication of standardizing processes pull internal operations out from the control of country managers, and locate them at HQ 97 email servers with 120 databases to 2 servers and 4 databases one system guided all internal business practices business processes could be standardized throughout Downside inability to adapt systems to local environments no local experimentation, innovation to occur centrally within organisationlZZZBZ3Z6Z ZZlZB36 P    +What changed at Oracle? Internal Operations,, M Removed paper processing Better performance for employees Faster Access Less work All done on Oracle products Advertisement for potential benefits for use of the product Learned how to use its own products Improve its consulting services Created an internal feedback loop that improved features and functionality of product H<ZZZ<'What changed at Oracle? Sales Processes((  Selling to lower-level tech people to  C level executives Focus shift From Features and functionality to to streamlining practices to eliminate waste Advantages touted: CEOs could view their world from their desktop Oracle s early success got people s attention Rather than Sales Reps, C-level executives wanted to talk to Ellison and his inner circleB00m+Can other companies expect similar results?,,  Oracle experienced cost savings as well as growth in revenues Other firms can experience cost savings Only in rare instances will they get revenue enhancements A great deal of Oracle s savings derived from low-hanging fruits existing Before using its own software, Oracle was very inefficient many manual and redundant processes provided tremendous cost savings2*ZGZ*G+Can other companies expect similar results?,, N If other firms demonstrate usefulness of Oracle s products, Oracle s revenue stream will be increased! Cost savings likely advantage for Oracle s customers Oracle publicly demonstrated the usefulness of its products Flip side is, Oracle set itself up for public display of success or failure(( Which solution to take?  While deciding a software solution, a firm s decision comes down to deciding a complete and integrated suite of products Oracle s e-Business Suite a collection of  best in breed applications Siebel in CRM, Peoplesoft in HR, i2 for SCM completely customised software Does other companies have same experience as Oracle while using its products? Oracle software custom code for Oracle Off-the-self for its customers Effect of Oracle product for customer may be very differentN..- ON..-  O    ,  Argument for e-Business Suite N Even if a single application is not  best in breed , savings in integration time and hassle Ellison stated he was replicating Microsoft Office strategy integrated suite of products allowed individual applications to lag behind competition Dell and Compaq, implemented ERP system Dell canceled an ERP order and built a customised solution Dell based its bet on internal capabilities to give competitive differentiation\X)X)C [%Co-opetition - Dancing with the enemy&&  5 Oracle wages war with Microsoft in database software, but Oracle has to run on Windows NT to be commercially viable One of Oracle's key competitors is SAP, but it is an equally valuable customer IBM demonstrates benchmark software scores to the industry at an IBM sponsored tradeshow running with Oracle's database software, not IBM's own DB2 IBM's OS/2 operating system was quashed by Windows, and Lotus 1-2-3 by Excel. Yet IBM remains one of Microsoft's largest licensees About 70-80% of SAP, JD Edwards, People Soft and i2 software runs on Oracle's database6P6Update  Oracle President Roy Lane left in July 2000 Sources attributed to pressure from Ellison Executive Vice President Gary Bloom left in November 2000 Sources attributed to his desire to become CEO of a company Stock market reacted negatively to the departure of both executivest--;=E--;=E=Top 5 Worldwide CRM Software New License Revenue Market Share>>      Case: Apple Computer 2005( Summary  Macintosh business  continues to suffer from earlier challenges  despite its ease of use buyer loyalty (especially in desktop publishing and education) powerful brand Still a nice product iPod  a fundamental shift in Apple s positioning and strategy earlier, Apple business was focused on Macintosh now, iTunes and iPod available to the Windows world Opportunity to break out of its former niche position Dominate one of the fastest growing consumer electronics categories dPs@Ps@>s< The Fall of an American Icon  . The year was 1984. Apple Computer Inc. was the magic kingdom. It was the hip, young heart of Silicon Valley  the place where America was showing the world how the combination of technology and entrepreneurship could make a revolution. Apple created the legend of two kids in a garage inventing a computer  and then building a New Age company where the old corporate rules were scrapped & today, that Apple  the very icon of a post-industrial, high-tech America  is barely recognizable in the troubled $11 billion company that bears the name. Years of overlooked opportunities, flip-flop strategies, and a mind-boggling disregard for market realities have caught up with Apple Business Week, 1996 1997, Steve Jobs named one of the  25 top executives of the year . Business Week, 1999 jPPDAnecdote, Fortune 1997*    0  Apple is a boat. There s a hole in the boat, and it s taking on water. But there s also a treasure on board. And the problem is, everyone on board is rowing in different directions, so the boat is just standing still. My job is to get everyone rowing in the same direction so we can save the treasure . Gini Amelio, CEO Apple After he turned away, the person next to him asked,  But what about the hole? Z1ZZZPZ1Q,1] Lessons from Apple Computer 2002!!  Big difference between a company having a product advantage and having a competitive advantage Product advantages alone are difficult to sustain To build competitive advantage, have to think more broadly about the entire value system of a company underlying cost drivers (the economics of OS development) not just making a  better product .``Current Macintosh business 7 Apple is selling 4 million units per year Roughly 200 million PCs are being shipped (based on the number of Intel CPUs) Market share remains mired around 2% In the last two years, Mac sales have declined to roughly 50% of the overall business Even in its heyday, Apple never had more than 10% of the market88The iPod business  L Apple had a market share of 87% in September 2005 in the MP3 business (PC Magazine) Is this sustainable? Why have other MP3 players failed? Apple turned iPod into a fashion item as well as a product Competitive products have lower prices and comparable features Access to similar libraries of songs through RealNetworks, Yahoo\|BH <|B,  Sustainable?   Apple s barriers to imitations Constant innovations iPod video iPod mini iPod iPod nano Innovation may slow down at some point Apple has successfully filled major price points and innovated at a torrid pace Switching costs Locks current users into future iPods with iTunes Very difficult to buy a song on iTunes and use on a competitive player ZZ(ZyZZ3ZHZ (y3 H7"! Sustainable?  D Contracts Long term contracts with leading suppliers of flash memory Reported to give Apple a 40% discount off list price Hold up Music labels are not happy with Apple Apple sells the iPod at very high margins Gives away the music Music companies pressuring Apple to raise prices Give them a bigger share of the pie\ r  r  Sustainable?  * Substitution  biggest long term threat Renting Music Vs Purchase Yahoo trying to get consumers rent songs for an annual fee instead of buying music if Yahoo succeeded, any generic MP3 player could become popular Will iPod remain an independent category, or will PDAs or phones integrate the functionality into their products? especially when flash memory becomes the primary storage tool Should Apple enter the phone business against Nokia, Motorola or Samsung? Phone companies were not allowing importing music from iTunesPZPsP?PKP?PZs?K?  >)   Summary  All firms ultimately need to reinvent themselves Apple struggled with innovation for 15 years Finally hit the jackpot with iPod Threats exist But Apple is a great example of rebuilding competitive advantage~SCase: Google Incorporated( Search and Ads , Searchers prefer platforms that deliver more ads??  I never click on those ads 40% of web searches have commercial motivation 70% of e-commerce transactions begin with a search Somebody must be clicking on paid listings they yielded Google $ 6 billion in revenue in 2005!@5#5Search Algorithm  Google s algorithm for ranking web search results, a closely guarded secret Incorporates many factors beyond Pagerank Industry observers speculate that observed click-through rates for pages listed in Google s search results influence subsequent listingsoThe Portal Opportunity   Google offers many of the features expected from portals communication tools personalised home page video aggregation service personal information management tools (Calendar, Maps, Blogger, Picasa) e-commerce services (Froogle, Base) Is Google missing anything?B::PP ^%The Portal Opportunity  Yahoo, MSN and AOL all offer access to a huge array of third party content nested into channels (autos, finance, job, health, travel etc) Amassing high quality content, they build consumer traffic helps them attract additional content partners Google s experiments fall short of mass market portal offerings Google Finance Vs Yahoo FinanceL@<0A!L@<0A! JDoes it make sense to add channels and compete head to head with portals? KK T A  me too portal strategy Negative arguments prevail Too risky to challenge Yahoo Schmidt dismisses the portal opportunity  a tired model & . invented ten years ago .++VThe Software Opportunity  Middleware Layer,,  A new layer in the PC industry s existing stack of horizontal layers (CPU, computer, OS, application) Platform can be accessed by consumers through three existing Google products Personalised homepage, requires a web browser Desktop, a standalone, downloadable Windows PC application Mobile, for cell phone and PDAsj5, zMiddleware Layer  Give users access to personalised search service email Calendar and contact management tools Maps Office suite optimised for collaboration (word processor, spreadsheet etc) Media players Internet based file storage Could develop some applications themselves, and some from third parties New layer in the personal computing ecosystem Since it will be hardware-agnostic, middleware tends to commodify existing PC operating systems lPPPP> R    RThe Software Opportunity  Replacement OS**  Develop a Linux based operating system open to third-party application developers Arguments against Applications barrier End users are unlikely to embrace a new OS until a critical mass of applications is available Developers will not invest in applications until the new OS has a critical mass of users Customer Service Requirements Users will insist on support like Red Hat for a new OS  who do I call when it breaks? Providing support to hundreds of million users a daunting taskf8!@R8  !  @   xThe Software Opportunity  Replacement OS Arguments against "=*  Ecosystem Resistance Efforts by Google to co-opt Linux could meet resistance from members of the open source community Community would not be happy to see one computing hegemonist (Microsoft) replaced by another Microsoft s response Provoke retaliation from Microsoft Deep pockets and a track record of successfully fending off challengers Consistency with mission Developing a new OS not consistent with Google s mission  organise the world information and make it universally accessible and useful Wrt to useful, while Windows has well-know flaws, not obvious that Linux would offer dramatic improvementsZZZmZZZm<  L  n  > Gh The Software Opportunity"  2 Pursuing a new platform appears to be an attractive strategy Opportunity to wrest control of the PC s technical leadership from Microsoft PC ecosystem was once characterised by divided technical leadership from several firms Intel in CPUs Microsoft in operating systems IBM and Compaq in computer manufacturing Wordperfect and Lotus in applications Over time, Microsoft displaced leading application providers, and computer makers relegated to assembly role Technical leadership concentrated in the hands of Intel and MicrosoftdPPP,   The E-Commerce Opportunity"  D Past assaults on eBay s marketplace by Yahoo! and Amazon were expensive failures eBay could match Google s bundle by joint venturing with either Yahoo or Microsoft April 2006 Wall Street Journal published a front page article describing eBay s negotiations with these firms Conflict with values If Google incorporated Base listings into its web search results, it risked compromising its neutrality and thereby violating its  Don t be evil rule Consistency with mission Google have to help merchants with complexities of order management, customs, shipping, insurance, payment processing Did it make sense to channel Google s energy and talent into such activities?PoPPPPP P   tGoogle s Unique Organisation  a strength or a liability?;;  d Don t be evil  Google does not allow ads to appear on our result pages unless they are relevant  there [can] be no compromising of the integrity of our results. We never manipulate rankings to put our partners higher Does being good have a cost?  Don t be evil limits Google s strategic flexibility\77A strength or a liability?  Any time Google makes moves interpreted as compromising its core values, management must defend its integrity Few other companies are held to the same high standards Few espouse their ideals in such memorable mottos Problem will worsen as Google exercises its market power that threaten rivals and customers Suffer a backlash akin to the fear and jealousy provoked by IBM in its heyday and more recently by Microsoft In Google s value system,  Don t collect monopoly rent and  Don t crush weak rivals are not corollaries to  Don t be evil Google s critics will conflate these rules and undermine Google s credibilitydol];ol];bCase: Living on Internet Time: Product Development at Netscape, Microsoft, Yahoo! and NetDynamicscc(b &Two Approaches to Product Development '' jStructure of Microsoft s flexible development process66 $ Development Process at Microsoft!!$ Such highly flexible processes can be employed by competitive giants not just small startups Microsoft late to the party Since it already had a flexible process, when Gates turned organisation s attention towards the web, the firm was able to react with astonishing speed Development approach of MS similar to Netscape and Yahoo!BFF% Integration $  Team members quickly translate product features into a functioning prototype User input continuously integrated into design through rapid  beta iterations Rapid integration of components into a system System rebuilt every day to allow the product to evolve(*&Sensing the Market - Netscape$ Gaining continuous customer feedback critical head-to-head race with MS in internet browsers Release of six beta versions Played a large role in  evolving the product Code, features and technology integrated into Navigator 3.0 release after the fourth beta versionB/0/0)<Sensing the Market  Microsoft$ Rapid high-quality feedback on own intranet Engineers are extensive users of technology also fully familiar with functions and features of competitor s offerings Controlled external beta releases for knowledge gathering a way to avoid errors\ZK#0ZK#024Integrating New Technology with Customer Preferences55 5%The Development of IE 3.0: A Timeline&& 6 :$  We want to run our business as though we were driving a car on the highway. The car is fast and, especially, really maneuverable. A lot of cars will follow us closely, all going very fast. Then we want to turn, quickly and unpredictably, and cause a big wreck behind us. Then we want to speed up again, but not too much, so that other cars will follow us closely again. Then we want to turn again and have another wreck, and so on. We need to remember that we can t get out too far out front, or the others will see us turn too early Senior Manager, major software companyPP'PX N) )O Reference $ Harvard Business School Cases  ` 33` Sf3f` 33g` f` www3PP` ZXdbmo` \ғ3y`Ӣ` 3f3ff` 3f3FKf` hk]wwwfܹ` ff>>\`Y{ff` R>&- {p_/̴>?" dd@,|?" dd@   " @ ` n?" dd@   @@``PR    @ ` ` p>> $(    6ߤ  `}  T Click to edit Master title style! !  0T  `  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     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' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*<%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*<%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(+8+0+u +  \(  x  c $ĵu`p  u   c $u`<$ 0 u H  0޽h ? fГ̳t___PPT10.+wFDN' = @B D ' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*l%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*l%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*F%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*Fu%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*u%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*!%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*!7%(+8+0+u +  4\(  4x 4 c $Hu `  u  4 c $ȃu<$ 0 u H 4 0޽h ? fГ̳t___PPT10e.+wFD' = @B D' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4!%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4!E%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4Ea%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4a%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4D%(+8+0+4u +  8\(  8x 8 c $u`@  u  8 c $uP<$ 0 u H 8 0޽h ? fГ̳t  ___PPT10 .+wFDs ' = @B D. ' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*8Q%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*8Q%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*8%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*8o%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*8o%(+8+0+8u +O"  f!^!''@ (  @~ @ s *@u `#  u 8  `@` @# #"*9 u @ 6w?"0@NNN?N` K719 @` @ 6` w?"0@NNN?N0  K482 @` @ 6,w?"0@NNN?N 0  J35 @` @ 6w?"0@NNN?N`  NRevenues   @` @ 6p#w?"0@NNN?N0 V  O(1,062) @`  @ 6+w?"0@NNN?N0 c V  M1,120 @`  @ 6X4w?"0@NNN?N0  c  J57 @`  @ 6-w?"0@NNN?N0   K424 @`  @ 6>w?"0@NNN?N0 @ R Year 1999    @`  @ 6Mw?"0@NNN?NV ` J25 @` @ 6+B#style.visibility<*Ps%(D' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*Ps%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*P%(+8+0+Ps +  `Tn(  T T  0+B#style.visibility<*T3%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*T3%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*T%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*T=%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*T=%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*T%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*T%(+8+0+Ts +  pXn(  X X  0Rs`  s  X s *Ss@ <$ 0 s H X 0޽h ? 3f3f___PPT10e.+9;D' = @B D' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*X6%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*X6%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*X%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*X2%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*X2D%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*XDd%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*Xd%(+8+0+Xs +z  \n(  \ \  0is`  s  \ s *js0<$ 0 s H \ 0޽h ? 3f3fD<___PPT10.+9;D' = @B Dw' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*\@%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*\@%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*\%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*\ %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*\ %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*\5%(+8+0+\s +   `n(  ` `  0s`  s  ` s *s <$ 0 s H ` 0޽h ? 3f3f  ___PPT10 .+9;D* ' = @B D ' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*`a%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*`a%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*`%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*`0%(+8+0+`s +  dB(  d d  0ps`  s ~ d s *Ds`  s H d 0޽h ? 3f3f___PPT10e.+D=' = @B +  hB(  h h  0ܚs`  s ~ h s *s  s H h 0޽h ? 3f3f___PPT10e.+D=' = @B +  pB(  p p  0`s`  s ~ p s *4s  s H p 0޽h ? 3f3f___PPT10e.+D=' = @B +  tB(  t t  0йs`  s ~ t s *sp s H t 0޽h ? 3f3f___PPT10e.+D=' = @B +  xB(  x x  0s`  s ~ x s *s s H x 0޽h ? 3f3f___PPT10e.+D=' = @B +  |B(  | |  0Xs`  s ~ | s *,sp s H | 0޽h ? 3f3f___PPT10e.+D=' = @B +  B(     0Ps`  s ~  s *$sp s H  0޽h ? 3f3f___PPT10e.+D=' = @B +   B(     0,s`  s ~  s *s`p s H  0޽h ? 3f3f___PPT10e.+D=' = @B +  0B(     0 y`  y ~  s *d yp`p y H  0޽h ? 3f3f___PPT10e.+D=' = @B +  PB(     0y`  y ~  s *Xy0` y H  0޽h ? 3f3f___PPT10e.+D=' = @B +  `B(     0sM`  y ~  s *s   s H  0޽h ? 3f3f___PPT10e.+D=' = @B +  0 B(     0*y-  y ~  s *+y  y H  0޽h ? 3f3f___PPT10e.+D=' = @B +  @ B(     08y-  y ~  s *9y  y H  0޽h ? 3f3f___PPT10e.+D=' = @B +  P B(     0@y-  y ~  s *\Ay y H  0޽h ? 3f3f___PPT10e.+D=' = @B +  ` B(     0@Py-  y ~  s *Qy y H  0޽h ? 3f3f___PPT10e.+D=' = @B +L p (  T  C ,Aint-basicH  0޽h ? ___3̙3f3_   22(  ~  s * ^y `  y L UM # p8N SK  SKN I  I  60cy+ ` B00 # `  0IN I   I    6tiyt  2000 (in million dollars) p00 ## ## `   0I N  S    S   6qy ( 2001 (in million dollars) p00 ## ## `   0 SN I  I  <yy+ Projected Total Revenue T00 ## `  0IN I   I   6Ԁyt  p160 P00 ## `  0I N  S   S  6y ( p217 P00 ## `  0 SN Is   Is   6ԍy+s  Actual Total Revenue R00 ## `  0Is N I s   I s   6`yt s  p427 P00 ## `  0I s N  Ss    Ss   6y (s  p285 P00 ## `  0 Ss N s I_    s I_  ! 6y+s _  Projected Net Profit R00 ## ` " 0s I_ N Is _  # Is _  $ 6yts _  p(5) P00 ## ` % 0Is _ N  s S_  &  s S_  ' 6y s (_  o29 P00 ## ` ( 0 s S_ N _ IK ) _ IK * 6y+_ K ~Actual Net Loss R00 ## ` + 0_ IKN I_ K , I_ K - 64yt_ K r(938) P00 ## ` . 0I_ KN  _ SK /  _ SK 0 6y _ (K s(1989) P00 ## ` 1 0 _ SK` 2 0UMH  0޽h ? ___3̙3f3*   j(  ~  s *Ly -  y r p{ # #"Sp{W  <y?@ p{RJB___PPT9$ (4) Net Income 2F(" ( # @`<  <y?p @{VNF___PPT9(  j(20)4(" # @`=  <ly?p p {VNF___PPT9(  k(381)4(" # @`?  <y?p p{VNF___PPT9(  m(1,857)4(" # @`Q  <{? p{VNF___PPT9(  Operating Income (Loss)6(" # @`;   <y?@p VNF___PPT9(  i2024(" # @`;   <{?p @ VNF___PPT9(  i2464(" # @`;   < {?pp VNF___PPT9(  i2364(" # @`;   <*{?pp VNF___PPT9(  i2854(" # @`B   <T%{?p VNF___PPT9(  pRevenues6 (" # @`X  <.{?@pRJB___PPT9$ 2004 (Nine months)F(" ( # @`<  <9{?p @VNF___PPT9(  j20034(" # @`<  <T{?pp VNF___PPT9(  j20024(" # @`<  <^{?ppVNF___PPT9(  j20014(" # @`T  <Ti{?pVNF___PPT9(  All figures in USD million6(" # @``B  08c ?p`B  08c ?{p{`B  08c ?{`B  08c ?pp{`B  01 ?p`B  01 ?pp{`B  01 ?pp{`B  01 ?p p {`B  01 ?@@{`B  01 ? p   Bo{> >  B0 H  0޽h ? ___3̙3f3    (  x  c $<{` `0   { H  0޽h ? 33y___PPT10Y+D=' = @B +  0(  x  c ${B { x  c $6{ { H  0޽h ? 33___PPT10i.Xt+D=' = @B +   o(    6|{0 8Consumer    <\-{00 p 8Reseller  RB  s *DP0P  <{p  < Manufacturer    <p{P  ; Distributor  RB  s *D pRB  s *D RB   s *D p   <{6 ; Traditional    <{ S#Disintermediation: The Dell Example$$   6{ 0  8Consumer     <h{ p   6DELLRB  s *D  RB  s *D p   <d{@ 8Internet H  0޽h ? 33___PPT10i.X`5+D=' = @B +    h (    6{0 8Consumer    <{00 p 6Dealer  <p{0P@ < Manufacturer    <{6 ; Traditional   <T{ Z*Re - intermediation: The Autobytel Example++RB  s *D    <l{@ 8Internet RB   s *DP0 PRB   s *DP P   6{p  8Consumer     <{p0  6Dealer   <{pP  < Manufacturer  RB  s *D 0 RB  s *D    6l{"`0 P ; AUTOBYTEL   @  fZGHI?"0@NNN?N @P    `G}HTI}?"0@NNN?N  H  0޽h ?/@   33___PPT10i.X`5+D=' = @B +   <(  ~  s *{ `}  { ~  s *{ { H  0޽h ? -%%HGbֈ\m6]Xh@___PPT10e.+D=' = @B +  0(  x  c $|{B { x  c $P{ { H  0޽h ? 33___PPT10i.Xt+D=' = @B + 2* (    Z${?"6@ NNN?N0 p W(Step 1) Research/ Select Car $  Zx{?"6@ NNN?Np@ \"(Step 2) Find Dealer/ Settle Price# '  ZH{?"6@ NNN?NP @  _%(Step 3) Get financing and insurance& (  Zx{?"6@ NNN?N   `&(Step 4) Close the deal/ Take Delivery'   Z|?"6@ NNN?N P  W(Step 5) Service/ Maintenance   Z|?"6@ NNN?NP R(Step 6) Resell the car    # lGLHILԔ?"0@NNN?NP0     fG@WHI@WԔ?"0@NNN?NP p   # lZGEHIEԔ?"0@NNN?N  P    # lZGHTIԔ?"0@NNN?N    # lG{H$I{Ԕ?"0@NNN?N 0   # lGHIԔ?"0@NNN?N00   T, | ?"6@ NNN?N ^ V"The Car Buying and Ownership Cycle##   TD|?"6@`NNN?NpP  ; AUTOBYTEL    Tp?"0@NNN?Np p  Tp?"0@NNN?NP @H H  0޽h ?      33___PPT10i._K+D=' = @B + 0 0(  x  c $|B | x  c $<| | H  0޽h ? 33___PPT10i.Xt+D=' = @B + @  0(   x   c $('|B | x   c $'|0 | H   0޽h ? 33___PPT10i.Xt+D=' = @B + p 0(  x  c $.|B | x  c $/|0 | H  0޽h ? 33___PPT10i.Xt+D=' = @B +  80(  8x 8 c $;|B | x 8 c $d<| | H 8 0޽h ? 33___PPT10i.Xt+D=' = @B +  <(  <x < c $ L|B | x < c $L| | sv pp  <# #""p  < NN| ?"6@ NNN?N R p  K7.4 @` < NHP| ?"6@ NNN?N R  N(20.7) @` < N`_| ?"6@ NNN?N R  N(44.9) @` < N(o| ?"6@ NNN?NpR   T Net Income   @`  < Nw| ?"6@ NNN?N pR  K8.7 @`  < N| ?"6@ NNN?N  R  K2.6 @`  < N| ?"6@ NNN?N  R  N(11.8) @`  < N| ?"6@ NNN?Np R  ZOperating Profit @`  < N| ?"6@ NNN?N Ip M88.9  @` < NX| ?"6@ NNN?N I  L80.9 @` < N| ?"6@ NNN?N I  L71.1 @` < Nh| ?"6@ NNN?NpI  XTotal Revenue @` < N| ?"6@ NNN?N pI M2003  @` < N@| ?"6@ NNN?N  I L2002 @` < N| ?"6@ NNN?N  I L2001 @` < ND| ?"6@ NNN?Np I R  @`B < No ?"0@NNN?NppB < H1 ?"0@NNN?NpIpIB < H1 ?"0@NNN?NppB < H1 ?"0@NNN?NpR pR B < No ?"0@NNN?Np p B < No ?"0@NNN?Npp B < H1 ?"0@NNN?N   B < H1 ?"0@NNN?N  B < H1 ?"0@NNN?N  B < No ?"0@NNN?Npp H < 0޽h ? 33___PPT10i.Xt+D=' = @B +  & (  ~  s *|P  | H  0޽h ? ̙33y___PPT10Y+D=' = @B + h0(  hx h c $`| ` | x h c $4|p  | H h 0޽h ? 33___PPT10i.F+D=' = @B +.+  E*=*CCl)(  lx l c $|` `  | )  ` l# #"2& RPQPRQj | l 6|?q` G8.3(( l 6~?q G100(( l 6D~?@ q M 12,757.80( (  l 6~?q@  G100(( l 6 ~?q M 13,817.40( (   l 6H~? q GTotal&   l 6~? `q ;4.1(  l 6~? q ;8.5(  l 6 ~?@ q @1,090.40 (   l 6~? @ q ;8.2( l 6!~? q @1,134.70 (  l 6$~?  q C Other Vendors  l 6(~? `  ;6.3( l 6,~?   93( l 6/~?@   =382.8( l 62~? @  ;2.9( l 65~?   ;407( l 6\9~?    <Sybase  l 6<~? `  ;6.9( l 6@~?   ;3.2( l 6|C~?@   =412.1( l 6F~? @  ;3.2( l 6l s *1 ? S`SZB ?l s *1 ? | `| ZB @l s *1 ?  ` ZB Al s *1 ?  ` ZB Bl s *1 ?  ` ZB Cl s *1 ? q`qH l 0޽h ? 33___PPT10i.>/+D=' = @B +  @(  x  c $`~ ` ~  0 <A ?hWp   ~H  0޽h ? 33___PPT10i.F+D=' = @B + `0(  `x ` c $~ ` ~ x ` c $~  ~ H ` 0޽h ? 33___PPT10i.F+D=' = @B +  0(  x  c $,~` ` ~ x  c $~`  ~ H  0޽h ? 33___PPT10i.F+D=' = @B + d0(  dx d c $~ ` ~ x d c $~  ~ H d 0޽h ? 33___PPT10i.F+D=' = @B +  @(  x  c $~ ` ~  0 <A ?   ~H  0޽h ? 33___PPT10i.F+D=' = @B +  0(  x  c $~0  ~ x  c $~@ ~ H  0޽h ? 33___PPT10i.F+D=' = @B +  0(  x  c $< 0   x  c $ @  H  0޽h ? 33___PPT10i.F+D=' = @B +  0(  x  c $0   x  c $|@  H  0޽h ? 33___PPT10i.F+D=' = @B +  0(  x  c $#0   x  c $l&@  H  0޽h ? 33___PPT10i.F+D=' = @B + 0 0(  x  c $40   x  c $9@  H  0޽h ? 33___PPT10i.F+D=' = @B + @ 0(  x  c $=0   x  c $lD@  H  0޽h ? 33___PPT10i.F+D=' = @B + ` 0(  x  c $DR0   x  c $A  H  0޽h ? 33___PPT10i.F+D=' = @B +  0(  x  c $b` `  x  c $c P  H  0޽h ? 33___PPT10i.F+D=' = @B +  0(  x  c $p0   x  c $u@   H  0޽h ? 33___PPT10i.F+D=' = @B +   ##w(  x  c $_ `}      # #"."   <?O P  @`  <? O P  @`  <p? O  P  @`  6?O  8Estimates for 2002 Source: Gartner Dataquest (June 2003)69  %  @`  <`? O P  @`   <l?  O ]5.5(( @`   <0? O ]3.2(( @`   <Ȓ? O Amdocs (Clarify)*(  @`   <,ђ?   P  @`   <ے?    ]3.8(( @`  <ܽ?   ]4.3(( @`  <?  bOracle*( @`  <4?}   P  @`  <? }   ]3.9(( @`  < o? }   ]4.3(( @`  <o?}  f PeopleSoft* (  @`  <$o?7 }  P  @`  <o? 7 }  ^10.9(( @`  <? 7 }  ^15.9(( @`  < o?7 }  _SAP*( @`  <t>o?7  P  @`  <Go? 7  ^28.5(( @`  <Qo?  7  ^24.9(( @`  <Zo? 7  bSiebel*( @`  Bbo?  K   @`  <do?   q2001 Market Share (%)*(3 @`  <vo?   q2002 Market Share (%)*(3 @`  <o?   cCompany*(3 @`HB   C   HB ! 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