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黃光彩 博士 太世科公司 2002/03/16

黃光彩 博士 太世科公司 2002/03/16

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黃光彩 博士 太世科公司 2002/03/16

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  1. Competitive Advantage through Internet Technology & Strategy 64157 電子商務模式設計與應用 國立中山大學企管所 2002 Spring, Week 2-2 黃光彩 博士 太世科公司 2002/03/16

  2. 大綱 • e-Learning & Knowledge-On-Demand • Porter’s Competitive Model • Summary

  3. The Learning Industry: delivery at-the-point-of-need • complementary distribution channels and integration of information content • enables integrated learning and learning-on-demand at the point of need - at the time of need Web content Internet and other digital delivery methods as distribution and feedback media video (TV) content - on-demand digital printing of books print content Print on-demand mobile content DISTRIBUTED ON-DEMAND PRINTING AS NEEDED feedback LEARNING RESOURCE REPOSITORIES - interactive tools - request details on-demand PPV TV PC Mobile DigitalTV InternetTV SetTopBox +TV +phone &modem MOBILITY & FEEDBACK

  4. Individual Learning Stages Individual Learning Stages Job Skills for Future • Personal study plan • Partners • Life-long learning • Learn to study • Earn to study • Error to learn • Work is Changing • Economy is Changing • Worker’s Careers Changing • Shortage of Knowledge Worker

  5. Individual Training EPSS Mentoring Knowledge Management Group Classroom Collaborative Sync Asynch Learning Model – A Decision Framework

  6. e-Learning Coaching Individual Training EPSS Mentoring Tutoring CD-ROM Knowledge Management Conferencing Discussion Group Classroom Satellite Correspondence Collaborative Sync Asynch Learning Tools

  7. Customer driven production GOAL ORIENTED LEARNING feedback Learning infrastructure services (accounting, security, access control, repositories...) BASIC NETWORK SERVICES AND TOOLS (Internet, Intranets, Extranets,...) NETWORK INFRASTRUCTURE (basic telecomms services) Learning need & preferences, constraints (& profiles) Course specification Learning Service Provider CUSTOMERS SUPPLIERS Production & Delivery Methodology Learning Environment and Tools Presentation Delivery Production

  8. Knowledge-On-Demand Server Broadband e-Learning SolutionCorporate Communications & Training

  9. e-Learning Portfolio Best Methods Education Standards Instructional Resources Lesson Plans Attendance Data Grade Data Student Portfolio Assessment Data Teacher e-Learning Portfolio SIS Data

  10. e-Learning Solution Architecture Content Infrastructure Applications Certificate Aggregated Enterprise e-Learning Server

  11. Knowledge-On-Demand Server – Video • Knowledge, the foundation of competitive advantages • Video, the best medium for carrying knowledge • Streaming, the best way to disseminate knowledge • Knowledge Accumulation & Dissemination via Comprehensive Broadband Video Streaming • Scope of video streaming: • Creation: live presentation, library • Delivery: live multicast, individual on-demand playback • Management: clip creation, organization, and publishing • Distribution: intelligent transfer and caching • Add comprehensive video streaming to knowledge management with Audio and Video Support

  12. Functions for Video Knowledge • User friendly (and customizable) Web based interface • High quality full motion video • Full screen or page embedded video • Integrated access to video library and live multicast • Video library: • Intuitive album-based video clip organization • Web compliant search • One click time-based streaming • Multicast Channels: • Always up-to-date Electronic Program Guide • Instant and effortless viewing of live presentations at desktop • Powerful and seamless integrated instant or off-line review

  13. View Of Live Knowledge Multicast Electronic Program Guide Embedded Player Full-Screen Button Instant Replay Control Slider

  14. KOD Access To Video Library Knowledge-On-Demand Server Search Video Clip Albums

  15. Access To Knowledge Presentation



  18. Knowledge-On-Demand Configuration PC CLIENT IP-BASED NETWORK TASKCO Broadband KM Server PC CLIENT Video Console DATABASE STB CLIENT STORED VIDEO (MPEG-1, MPEG-2, MPEG-4, DVD …) QVOD SERVER STB CLIENT • High quality audios & videos, e.g., MPEG1 and MPEG2 • Full interactivity, e.g., play, pause, seek, resume • Each user gets an independent stream • Unlimited growth in audio & video streaming and capacity

  19. Knowledge Clip Management Thumbnail Start/End Time Attributes

  20. Knowledge Distribution/Caching Configuration Distribution Manager SCHEDULED PUSH SCHEDULED PUSH ON-DEMAND PULL STORED VIDEO ON-DEMAND PULL CACHE SERVER CACHE SERVER CACHE SERVER Edge Site Edge Site Edge Site Client Client Client • Intelligent distribution with robust fail recovery • Priority based scheduling for optimized bandwidth cost

  21. Distribution Management Set of Cache Sites Set of Distribution Files

  22. Turnkey Knowledge Management Solution Knowledge Management Solution • Knowledge OnDemand • Knowledge Multicast • Knowledge Distributed Cache • Knowledge Archive • Windows NT/2000 • Pentium CPU • 2U • RAID storage Knowledge-On-Demand Server

  23. Knowledge-On-Demand Applications • 1.     Parliament Solution • Knowledge-On-Demand (KOD) provides a video knowledge distribution solution using streaming technology to the parliament (Federal, state or local) with off-the-shelf PCs. The requirements from the parliament's operation were for a video system that allows for live multicast, real-time recording and on-demand playback of video from all congressional meeting rooms. • Ability to perform multiple video-related tasks simultaneously • Creating and using the digital clips with ease. • 2.Content Management for Broadcasting Company • Broadcasting companies can deployed Taskco's Knowledge-On-Demand (KOD) solution to replace a legacy tape-based distribution system. Each day's promotional spots are aggregated in rough cut form and encoded onto the Taskco’s KOD server. Production professionals can instantly and independently watch the MPEG-1 quality video footage from their network-connected laptops and desktop PCs, without waiting for a tape delivery or a lengthy file download. • The Knowledge-On-Demand system dramatically shortens the overhead time from production of the spots to review and, finally, on-air broadcast, leaving more time for collaboration and improvement.

  24. Knowledge-On-Demand Applications • 3.Real-time Monitoring and After-action Review • Many high-security and high-safety facility management applications, such as the F-16 flight simulators, Nuclear-power plant management, Airport security management, etc. require a real-time monitoring and after-action recording and review of the scenes and activities. To allow for such real-time and distributed location viewing for managed professionals, Taskco’s Knowledge-On-Demand (KOD) solution provide the simulcast, recording and playback of ultra-high resolution video and past experience sharing. • Live Monitoring and Instant Playback • Precise Synchronization. • High Quality Video

  25. System Management Perspective • Robust • Centralized • Remote • Flexible • Dynamic • Automation

  26. TASKCO’s KOD Server Advantages • Comprehensive Solution: Integrated VOD, multicast, content indexing, distribution and management functions • Off-the-Shelf Hardware: Ensures ease of maintenance and upgrade, lowest Total Cost of Ownership • Proven Track Record: Satisfied, top-tier customers • Performance: provides significantly higher streaming throughput than competitors for any given server configuration • Openness: leverages industry standards, maintains open architecture and comprehensive APIs • Scalability: ensures low entry cost and unlimited growth

  27. Sample Customers for Video Streaming Technology

  28. 大綱 • e-Learning & Knowledge-On-Demand • Porter’s Competitive Model • Summary

  29. Porter, M.E. (2001), “Strategy and the Internet," Harvard Business Review, 79(6), 63-78. Strategy & the Internet

  30. Outline of Presentation • Internet to you & Its Problems • Strategic Planning and Competitive Model • Porter’s Five Forces & Value Chain

  31. New Internet Industries E-Business strategy New technology Fundamental Questions to ask: Who will capture the economic benefits that the Internet creates? Will all the value end up going to customers, or will companies be able to reap a share of it? What will be the Internet’s impact on industry structure? Will it expand or shrink the pool of profits? What will be its impact on strategy? Will the Internet bolster or erode the ability of companies to gain sustainable advantages over their competitors? So what is Internet to you? An enabling technology A powerful set of tools that can be used, wisely or unwisely, in almost any industry and as part of almost any strategy

  32. What was the problems? • Many have assumed that the Internet changes everything, rendering all the old rules about companies and competition obsolete • Many have leaded to bad decisions – eroded the attractiveness of their industries and undermined their own competitive advantages • Some have shifted the basis of competition away from quality, features, and service and toward price, making it harder for anyone in their industries o turn a profit • Some have forfeited important proprietary advantages by rushing into misguided partnerships and outsourcing relationships

  33. Many strategic planning frameworks view competition too narrowly and pessimistically because they are primarily based on projections of market share and market growth. Strategic Planning

  34. Awareness of competitive forces can help a company stake out a position in its industry that is less vulnerable to attack. Michael E. Porter Competitive Forces

  35. Porter Competitive Model • Breaks an industry into it logical parts. Analyzes them and then puts them back together. • Avoids viewing the industry too narrowly. • Provides an understanding of the structure of an industry’s business environment. • Provides an understanding of competitive threats to an industry.

  36. What determines the relative importance, or power, of a force in a particular industry? Industry Forces

  37. Porter Competitive Model Potential NewEntrants Bargaining Power of Suppliers Intra-IndustryRivalry Bargaining Power of Buyers SubstituteProducts andServices

  38. Intra-Industry Rivalry • Numerous or Equally Balanced Competitors • Industry Growth • High fixed or storage costs • Product Differentiation • Switching costs • Exit Barriers • Brand Identity

  39. Threat of New Entrants • Economies of Scale / Capital Requirements • Government Policy • Proprietary product differences • Absolute Cost Advantage • Brand Identity • Switching Costs • Profitability of the Industry • Access to Distribution • Expected Retaliation

  40. Bargaining Power of Suppliers • Number of suppliers • Differentiation of inputs • Presence of substitute inputs • Importance of volume to supplier • Threat of forward integration

  41. Threat of Substitutes • Relative price/performance of substitutes • Switching Costs • Buyer propensity to substitute

  42. Bargaining power of Buyers • Buyer volume • Buyer information • Price Sensitivity • Switching Costs • Differentiation and Brand Identity • Threat of backwards integration • Availability of Substitutes

  43. Basic Objectives of SBUs • Create effective links with buyers and suppliers. • Build barriers to new entrants and substitute products. • Use core competencies to pursue a competitive strategy. • Cost Leadership • Differentiation • Focus/Niche

  44. Primary Activities Identify Customers Design Purchase Materials and supplies Manufacture/Provide Service Market and Sell Deliver Provide after-sale service and support Supporting Activities Finance and administration Human resources Developing technology Business Value Chain A value chain is a way of organizing the activities that each strategic business unit undertakes.

  45. Porter’s Five Forces & Value Chain • Distorted Market Signals • The Internet & Industry Structure • The Myth of the First Mover • The Internet & Competitive Advantage • The Internet as Complement

  46. 1. Distorted Market Signals “New technologies trigger rampant experimentation, by both companies and customers, and the experimentation is often economically unsustainable.”

  47. 1. Distorted Market Signals • Distorted… • Revenue • Costs • Business Metrics

  48. 1. Distorted Market Signals • Distorted Revenue

  49. 1. Distorted Market Signals • Distorted Costs

  50. 1. Distorted Market Signals • Distorted Business Metrics