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Communities of Practice - Stakeholders
Communities of Practice (Vertical Market Portal) evolved from the original search-engine-attached portals which were "horizontal" in nature, and they have become more and more horizontal with the expansion of services and content offered through them. We recognize the value of creating a place (site) that offers a vertical community a complete set of content and services.
Communities of Practice commerce involves a constellation of exchange relationships with multiple vendors, multiple buyers, and multiple transactions of varying complexity. It's that complexity that leads to high overheads, a slowing of activity and, very often, repeated work processes.
If the internet is changing "everything" it will do it through a huge corporate culture change. Making that change happen in the direction needed to increase revenue, decreasing costs while bridging the communication gap is our mission as we develop corporate communities.
Enabling people to act jointly for profit is our goal when we implement communities of practices. The vertical community integrates our entire range of eBusiness Solution Applications: Marketing On-Demand, Vendor/Product Management, Personalized Dynamic Content Management, Customer Communications and Reporting. Here marketing, supply chain and knowledge network is re-engineered to operate within the electronic domain to create a comprehensive, robust solution.
At the core of the e-business revolution lays the leverage of knowledge and communication to create extra value. The online community must revolve around an interactive site that provides personalized content for each individual user, communicate, share information, conduct business and register opinions.
One of these programs is the integration of all the customer contact points into a unified contact repository. Whether a customer contacts the company in person at a branch, over the phone at a call center, or over the Web, all of the information that is generated is available in one place, making life much easier for the customer. This required integrating numerous databases and information systems into a seamless network—in other words, continuous standardization. Realizing that it lacked the expertise that was required to serve affluent individuals and institutional clients, Charles Schwab decided to partner with outside firms and advisors to provide those services. In effect, Charles Schwab became the orchestrator of this new service. The Schwab Advisor Network (and its predecessor, Advisor Source) has been key to building the company’s presence in the affluent market. The outside advisors help these customers make investment decisions, while Charles Schwab provides the technology and financial infrastructure needed to make the actual investments. In 2001, Charles Schwab referred 16,500 clients to its Advisor Network, with total potential new assets of $22 billion. Charles Schwab also relies on partners to provide more than 3100 different mutual funds that are offered to Schwab’s customers.
Foundational characteristics for Communities of Practice
Communities of practice provide forms of content; many rely on their user base to provide content in various forms - specialist expertise, advice, resource recommendations, reviews, discussion, and feedback. This type of content is important but we poll data from manufacturers, resellers, institutions, researchers, corporations and know experts in the field adding real value.
Why should I clutter my mind with general information when I have people around me who can supply any knowledge I need? - Henry Ford
Focus
Vortals typically concentrate on one subject - an interest, a business sector, or an individual company (external or internal).
Variety
although the vortal is focused, a variety of content is offered. The objective of most vortal builders is to create an environment that will become the users' home page - the place from where they start their browsing, and the place they consistently return to.
Aggregation
Pulling together content from disparate sources is a central vertical community function. The benefit to the user is that someone else is spending time identifying and packaging content and services that are most likely to be of interest to them.
Interaction
Vortals understand that user interaction is a key aspect of creating a "sticky" site, and so services that generate user input and "return to see" actions are common. Examples include delivering personalized dynamic content, connecting consumers to professionals.
Dynamic
Real time - or frequently updated - information is a common vortal feature. This might include specialized news, "what's on" and event listings.
Selection
we provide quality control and pre-selection of information and resources. This is a benefit for most users.
Directory
Vortals will typically provide an opt-in directory where only subject-specific relevant links are included, supplemented by links to a major directory or search engine - or will use data supplied from something like the Open Directory Project.
COMMUNITY STAKEHOLDERS
Research shows consistent evidence that a multi-tier network that works together-by utilizing eCommerce technologies that reduce selling and holding costs while expanding customer selection and service-stays together. The speed and agility with which entire supply chains can mobilize to meet every increasing customer expectations will define competitive advantage. No matter how large a selection of goods and service a commercial entity controls success will be elusive without the appropriate level of customer service and support.
CCG’s VCES integrates the dealer network and allows the customer-facing entity of the multi-tier network to sell entire product line through an aggregated catalog and fulfill consumer’s request for real time information-an activity that enhances customer service and loyalty.
Our solution allows customers to purchase online via the dealers website and then sources the products from the appropriate manufacturer and distributor, which ships directly t the customers. This model lowers the risk of taking title to product that doesn’t sell while also lowering inventory-holding costs-this model transforms the supply chain to a customer-centric demand chain.
As the supplier multi-tier chains can support your sales endeavors by providing communications, product/service information, education and training. Further—implementing “scan-based trading,” a process that requires suppliers to retain ownership of all goods until the customer buys them upon checking out. When this process is fully in effect, Wal-Mart will not have any inventory of its own. Ownership of the goods will pass directly from the supplier to the customer, and Wal-Mart will be one step closer to a pure orchestrator.
Reseller Channel
New and emerging alliances
Vendors
Manufacturing
Increasingly focuses its internal resources on functions such as design and marketing, while out-tasking to partners functions such as assembly and distribution. And took on other firms as its customers, will not only provide PCBs, but
Also prototyping services, product testing, component procurement, and design and engineering services. Among the products Jabil will handle are set-top boxes, DVD and audio systems, televisions, and storage and display products. Jabil took over plants in Austria, Belgium, Brazil, China, Hungary, India, Poland, and Singapore. This agreement allows Philips and Jabil to each focus on what it does best.
Customer Acquisition and Retention
Education Institutions (if applicable)
Organizations
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