E-Markets: Creating the Future of Business-to-Business Online by Chris Trayhorn, Publisher of mThink Blue Book, November 15, 2000 A Foundation for the Future Now consider the Internet, which creates unprecedented opportunities for companies to readily participate in, and even create, powerful online trading communities. In so doing, companies reap the benefits of cross-company optimization without incurring the costly configuration investment of current tools. These trading communities – defined here as Value-Added Communities (VACs) – are rapidly becoming the great enablers of e-business. Sometimes known as an “e-market,” “e-commerce hub,” or an “electronic marketplace,” a VAC enables the optimization of an entire network of businesses – in the same way that software advances like ERP enabled the optimization of individual businesses. Case Study e.conomy is an example of a horizontal VAC. Launched in late 1999 by PricewaterhouseCoopers, e.conomy brings together mid-sized and certain large companies to create a powerful purchasing consortium that helps companies significantly reduce the costs of indirect products and services such as office supplies, office equipment and copy services. In addition to the significant cost reductions achieved through purchase power, e.conomy provides its members process efficiency with a low-cost online ordering channel and aggregated content/ community through access to information and best practices. VACs create value for a community of buyers and suppliers in previously unattainable ways. They revolutionize trading relationships and B2B e-commerce by introducing new efficiencies to the supply chain and new, innovative ways of selling and purchasing products and services. By providing a central platform for transaction automation, demand and/or information aggregation, improved market liquidity, and extended market reach, they reduce product, process, and sales costs. Every member of the network comes to the table based on a mutually established need to leverage the market power and infrastructure of many. In short, VACs create powerful benefits to both buyers and sellers: lowered costs of doing business, creation of markets on the network scale, and improved service levels. Moreover, VACs skillfully leverage the “network effect,” creating a buying community that becomes more valuable to members as the number of trading partners increases. In fact, it is the power of these networks that provides the foundation of the Value-Added Community. In the very near future, the potential to increase transaction, sourcing, and market efficiencies will be so high that almost every business will be clamoring to participate. Companies that do not join these trading communities will remain limited by their own market power and infrastructure – in short, they’ll be about as successful as countries that remain aloof from the world market. Creating Value-Added Communities VACs are expected to form along two primary dimensions, addressing either industry-specific processes or cross-industry functional processes. The former, often referred to as vertical communities, are organized along specific industries to resolve specific supply-chain inefficiencies – industry “pain points” – that lower margins. The latter, or horizontal communities, cut across industries and automate functional processes such as maintenance, repair and operations (MRO) procurement, and human resource services – in other words, solving business problems that are common to more than one market. At the highest level, VACs draw their strength from three key characteristics: Buyers and suppliers can participate with relative ease Market liquidity is created with participation of numerous buyers and suppliers They are actively managed by independent, or trusted, third parties Despite their seeming simplicity, creating and maintaining a VAC is far from simple. In addition to the skills required to initially define the value proposition for the community, VACs must be actively managed to sustain the community as well as the value created. This need for active, expert management has led to the rise of online intermediaries known as eMarket Makers. Those who opt to play this role must combine a deep understanding of industry dynamics, market players, and power balances with the ability to design and deliver a sustainable value proposition. Often, trusted third-party relationships with both suppliers and buyers are required to facilitate relationships of mutual benefit. In addition, eMarket Makers require sufficient resources and technology expertise to create a common platform for managing digital trade among multiple standards. Finally, developing and sustaining a VAC requires the ability to create a new operating model to derive all the benefits outlined above. The VAC – A Unique Value Proposition Perhaps the most meaningful way to conceptualize the VAC is as a unique value proposition that links together target buyers and target suppliers. The following five levers, either separately or in combination, create the value proposition of a particular VAC: Purchase Power A VAC derives its purchasing power value from aggregating demand in buying consortiums. This results in such benefits as volume pricing, sophisticated information for supplier negotiations, consolidation of suppliers, and spending and control reports. Process Efficiency and Operational Excellence Integrating sourcing, purchasing, billing, and payment vastly reduces the cost of acquisition for business goods, services, and customers. VACs that offer process efficiency must build functionality including electronic order taking and management, electronic requisition and approval, and improved information access to reduce transaction and workflow costs. VACs may provide an additional level of value to members by achieving operational excellence in the management of select procurement processes, including strategic sourcing and spend monitoring/control. Supply Chain Integration Supply chain offerings might include disintermediation, improved visibility across market supply chains, reduced lead time, reduced inventory levels, improved logistics management, and ERP integration. Aggregated Content/Community This lever includes the value gained from the knowledge brought to the network, whether it be industry best practices, knowledge management, or benchmarking studies. Other content-based value includes monitoring/control reports, discussion forums, product information and reviews, FAQs, and newsletters. Market Efficiency VACs that offer this value proposition provide online market-making mechanisms that match buyers and suppliers (e.g., e-catalog, auctions, exchanges, and bid processes) to improve both market and product liquidity and remove search time from the buying and selling process. By creating a marketplace of aggregated buyers and sellers, the VAC provides members with broader access, improved market knowledge, and new sales opportunities for both buyers and sellers. VACs – The Current State Although this business model is just beginning to take shape, the market is quickly developing. A number of VACs have already begun to form, and the number is expected to grow even more dramatically in the next few years. Bear Stearns estimates that Internet-based businesses have already created more than 200 VACs, with the number launched between 1998 and 1999 more than doubling. According to the same report, $438 billion of the $1.7 trillion in B2B online transactions anticipated for 2003 will occur within VACs. These communities are expected to generate over $55 billion in value, providing eMarket Makers an estimated $23 billion in revenues. Examples of emerging VACs include VerticalNet, Chemdex, and Bizzed.com, each of which either targets specific industry groups or solves a functional need. These early-stage VACs typically focus on only one or two of the value levers outlined above, and often are targeted at small- to mid-sized businesses. Many are developing as content or community portals (e.g., VerticalNet, Bizzed.com), replicating the business-to-consumer model of using community to drive commerce. Others leverage enabling technologies to create market and process efficiencies through bids, auctions (TradeOut), exchanges (ChemConnect), or catalog aggregation (Chemdex). As the market matures, eMarket Makers must continue to deepen their value propositions to remain competitive – engaging more value levers to develop increasingly sophisticated B2B solutions. The Rise of the Meta-Market As quickly as Value-Added Communities are emerging and multiplying, a newer and greater market-shaping entity is expected to arise in the coming months. Known as Meta-Markets, these nascent forces will consist of portfolios of VACs joined together to bring even greater levels of value to the online business system. Meta-Markets will establish portfolios of VACs to provide members a cost-effective and comprehensive offering of products and services. In this way, Meta-Markets will seek to build and maintain a critical mass of buyers and sellers. Leveraging the benefits of economies of scale, Meta-Market providers will rapidly develop new VACs on an ongoing basis to complement the offerings for existing members. This continuous VAC-formation process will draw on both the established customer base as well as the underlying technology platform and back-office shared services (e.g., billing, customer service) of the Meta-Market. VACs, meanwhile, will be forced to join or be subsumed by Meta-Markets as Meta-Markets achieve a significant competitive advantage through their ability to rapidly form and launch new communities. Both buyers and suppliers will feel a pull to participate in the Meta-Markets in order to benefit from the greater reach and offerings available – as well as the expanded community and collaboration opportunities. Before long, the combination of the network effect and the tremendous economies of scale will begin to create higher barriers to entry for any fledgling VAC. As the Meta-Market creation process accelerates over the next couple of years, these same forces will severely limit the number of viable Meta-Markets. As a result, there is a tremendous advantage to those who move quickly and decisively, solidifying the market position through strategic partnerships, acquisitions, and joint ventures. Like VACs, Meta-Markets will require active and expert management to drive industry transformation and convergence through the cross-optimization of VACs. Only those Meta-Market providers that bring certain core competencies to the table will be able to stake a significant claim to this opportunity. Meta-Market providers require a breadth and depth of knowledge, characterized by an in-depth understanding of multiple industry-specific supply chains and the associated pain points throughout, in order to rapidly develop a broad portfolio of both horizontal and vertical VACs. In addition, Meta-Markets will need access to broad communities of buyers and sellers to gain competitive advantage through critical mass. The core competence of a Meta-Market will rest on its ability to make VACs interop-erable on the front end while integrating them into buyer and seller systems on the back-end – as well as to develop and integrate a technology platform for its communities. Currently, no single entity is strongly positioned to provide the full range of these capabilities. The more likely scenario is that a community of partners, by leveraging the collective synergies, will create Meta-Markets. Seemingly, only a few players currently exist with the size, power, and breadth-and-depth to create the community of providers from which the Meta-Market will draw its strength. Those best positioned to create Meta-Markets include external service providers with deep industry knowledge, a reputation of extreme trustworthiness, and a large customer base on which to draw in building communities – as well as the necessary IT capabilities. These service providers will likely partner with large IT vendors and/or software vendors whose strengths include enabling technologies and market visibility. Finally, financial institutions, with their unmatched ability to acquire and develop new customer relationships, have the potential to emerge as key contributors to the formation of a Meta-Market. Success, much like that of the VACs, will continue to rely largely on the ability to develop a community of providers – joined together, based on mutually established need, to leverage the power of many. The Network Is the Business The message is clear. In the new economy the network will be the business. The advent of Value-Added Communities, aggregated and managed through Meta-Markets, is too important to ignore. Ultimately, these entities will survive, prosper, and thrive based on their ability to win and keep members. At the speed that these forces are taking shape, early adopters will be richly rewarded – and latecomers severely penalized. With traditional sales and distribution channels crumbling around us, the stakes are nothing less than survival. Filed under: White Papers Tagged under: Utilities About the Author Chris Trayhorn, Publisher of mThink Blue Book Chris Trayhorn is the Chairman of the Performance Marketing Industry Blue Ribbon Panel and the CEO of mThink.com, a leading online and content marketing agency. He has founded four successful marketing companies in London and San Francisco in the last 15 years, and is currently the founder and publisher of Revenue+Performance magazine, the magazine of the performance marketing industry since 2002.