EXPERTISE IN TECHNICAL SKILLS
Mastery of technological tools and skills is the third essential resource in the formation of economic models at work on the Internet. Observers and site supporters have been greatly devalued in their marketing footprint analysis.
This importance of technical ingenuity concerns both production technology, which is the heart of industrial business, and information and communication technology, which makes it possible to manage databases and online activities. It expresses itself in different ways.
Mastery of technical skills primarily strengthens the interdependent relationships that exist between partners in an industry.
From the equipment stage, suppliers or customers may impose application and equipment selection. In the building, automotive or mass distribution sectors, the deployment of ICTs has therefore been carried out on the initiative of major customers.
We also observe easy and dense deployment of ICTs when supply chains are integrated (in the case of the logistics and parcel transport industry), connecting many companies with rich applications.
Information technologies, the performance of small companies directly depend on the information and competencies that large companies have access to.
The factor is the intensification and consolidation of dependency relations between subcontractors and creators.
The situation is not new and has already occurred in the industrial history of telecommunications. He points out that it is thanks to the development of the telegram that the transport companies can establish a federation and improve their integration.
However, while emphasizing dependency relationships, ICTs are changing companies' position on value chains and the organization of corresponding flows of goods and services.
In the automotive industry, for example, the development of electronic marketplaces more recently has had the effect of strengthening manufacturers' relationships with some equipment suppliers into a kind of semi-integration.
However, thanks to ICT and modern forms of project organization, manufacturers' partners were also able to be more involved in the design and development of new vehicles.
Strengthening existing actors and erecting barriers to entry for new entrants creates a second characteristic effect of the importance of technical mastery.
The threat of new entrants and substitutes leads existing companies to preemptively equip themselves to avoid rapid replacement of traditional products by developing new skills or positioning themselves in new market segments.
This is the prevailing situation today, for example, in ordering by mail and in the distribution of cultural goods. But these barriers to entry are balanced by the advantage offered to new entrants by fully mastering their communication skills.
Because the third effect associated with technical mastery corresponds to the attack of technology providers. They are becoming full-fledged players in traditional industries.
RE-ORDERING VALUE CHAINS
The creation of new strategic assets linked to regional, informational and technical capabilities therefore acts as a real lever. The ability to consolidate, mobilize and develop relevant resources is difficult to achieve in the short term and at low cost.
It allows companies with cost and differentiation to create a sustainable competitive advantage. This explains the dominant role in e-commerce of key functions associated with the mobilization of these resources.
The analyzes developed above lead us to identify the three main types around which the business models of e-commerce industries today are structured.
1. Third party or professional agent as technical (brokerage, financial) or wholesaler.
2. Virtual broker, portal, Internet service provider, auctioneer, search engines and comparison tools, shopping mall
3. Collector, manager and facilitator of industry platforms and virtual communities
4. Market regulator (certificate, insurance, domain name, trusted third party).
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Scalable Positions in Value Chains
The transformation of sectors around core functions is marked by various movements.
• The first corresponds to the emergence of new players.
• The second concerns the evolution of companies' respective positions. The redefinition of external boundaries and the weight of partnerships on the internal organization is important.
• The third is due to the emergence of new positions in the value chain. There is the weight of consumer decisions and information transferred by distributors to manufacturers' decisions.
The autonomy of these functions and these skills corresponds to an approach of adaptation in the face of demand and technical development. It also reflects proactive strategic approaches aimed at limiting competition.
As structures and markets stabilize, competition gradually shifts to dimensions not determined by this process.
Some functions can only be performed by certain operators. But others can be performed by anyone. In the telecommunications industry, those who provide certain functions often also tend to assume responsibility for open and more competitive functions.
Competition is built on the one hand from the development of integration capacity. On the other hand, it requires the activation of various skills.
For example, technical mastery, control of the network and its access, marketing management, knowledge of user needs, consumer lock-in with the use of data sources, customer data and product information.
Dr.Yaşam Ayavefe
