Electronic Commerce Business Impacts Project EBIP OECD Crystal Sector Portugal 2001 Confidential
Taux de chômage standardisØs de l�OCDEParis, 5 juillet 2002
OCDE Taux de chômage standardisés-En pourcentage de la population active civile
mai jun jul aou sep oct nov dØc jan fØv mar avr mai
OCDE-Total 6.2 6.3 6.4 6.5 6.5 6.7 6.8 6.8 6.7 6.7 6.7 6.8 6.9
EU15 7.3 7.4 7.4 7.4 7.4 7.4 7.4 7.4 7.5 7.5 7.5 7.5 7.6
Zone euro 8.0 8.0 8.0 8.0 8.0 8.1 8.1 8.1 8.2 8.2 8.2 8.3 8.3
Sept grands 5.7 5.8 5.8 6.0 6.0 6.2 6.4 6.5 6.4 6.3 6.4 6.5 6.5
Canada 7.0 7.1 7.1 7.3 7.2 7.4 7.6 8.0 7.9 7.9 7.7 7.6 7.7
Allemagne 7.7 7.7 7.7 7.7 7.8 7.9 7.9 7.9 8.0 8.0 8.0 8.0 8.1
France 8.6 8.6 8.6 8.6 8.6 8.7 8.8 8.8 8.9 9.0 9.0 9.1 9.2
Italie 9.5 9.5 9.5 9.4 9.3 9.3 9.2 9.1 9.1 9.0 9.0 9.0
Japon 4.9 4.9 5.0 5.0 5.3 5.4 5.4 5.5 5.3 5.3 5.2 5.2 5.4
Royaume-Uni 5.0 5.0 5.0 5.0 5.1 5.1 5.1 5.1 5.0 5.1 5.1
Etats-Unis 4.4 4.6 4.6 4.9 5.0 5.4 5.6 5.8 5.6 5.5 5.7 6.0 5.8
2001 2002
OCDE Taux de chômage standardisés - Variation du taux sur 12 mois
mai jun jul aou sep oct nov dØc jan fØv mar avr mai
OCDE-Total -0.1 0.1 0.2 0.3 0.4 0.6 0.7 0.7 0.5 0.6 0.5 0.6 0.7
EU15 -0.6 -0.4 -0.4 -0.3 -0.2 -0.2 -0.1 -0.1 0.1 0.1 0.1 0.2 0.3
Zone euro -0.5 -0.5 -0.4 -0.4 -0.3 -0.1 0.0 0.0 0.1 0.2 0.2 0.3 0.3
Sept grands 0.0 0.2 0.1 0.3 0.4 0.7 0.8 0.9 0.8 0.7 0.8 0.8 0.8
Canada 0.3 0.4 0.3 0.2 0.3 0.4 0.7 1.2 1.0 1.0 0.7 0.6 0.7
Allemagne -0.1 0.0 0.0 0.0 0.2 0.3 0.3 0.3 0.4 0.4 0.3 0.3 0.4
France -0.8 -0.7 -0.6 -0.5 -0.4 -0.2 0.0 0.1 0.3 0.4 0.4 0.6 0.6
Italie -1.0 -1.0 -0.9 -0.9 -0.8 -0.7 -0.7 -0.8 -0.7 -0.7 -0.6 -0.5
Japon 0.3 0.2 0.3 0.4 0.6 0.7 0.6 0.7 0.5 0.6 0.5 0.4 0.5
Royaume-Uni -0.3 -0.2 -0.2 -0.2 -0.2 -0.1 0.0 0.1 -0.1 0.1 0.2
Etats-Unis 0.3 0.6 0.5 0.8 1.0 1.5 1.6 1.8 1.4 1.3 1.4 1.5 1.4
La zone OCDE comprend 26 pays.Les totaux incluent des estimations du SecrØtariat lorsque les donnØes ne sont pas disponibles.
EBIP Confidential ___________________________________________________________________
Introduction and background
The OECD definition for electronic transaction, approved by the Information,
Computer and Communication Policy Committee in September 1997, is that “an
electronic transaction is the sale or purchase of goods or services, whether between
businesses, households, individuals, governments or other public or private
organisations, conducted over computer-mediated networks. The goods and services
are ordered over those networks, but the payment and the ultimate delivery of the
good or service may be conducted on or off-line”.
The aim of this paper is to analyse e-business in the Portuguese Crystal Sector and
to discuss possible future trends. It is based on work conducted by Cap Gemini Ernst
& Young in September/October 2001, under the supervision of the Portuguese
Communications Institute (ICP), according to OECD methodologies.
E-business in Portugal
In 2000, the penetration rate of Internet in Portugal was 21,1%1.
According to a sample survey based on individuals done by ICP and the Observatory
for Science and Technology (OCT), 8,1%2 of the families in the sample had access to
the Internet at home in 1999. Those were eventually the ones with more interest in
doing electronic commerce.
1 ICP Statistics - The penetration rate is calculated on the basis of the total number of customers of
any type of access, whether paid or free-of-charge, divided by total population. Is based on
information supplied by the ISPs, and may include situations in which a user make use of more than
one ISP.
2 ICP/OCT – Survey on the use of ICT technologies by individuals – 1999. The survey adopted OECD
methodology and was done with a sample of 5998 individuals.
Portugal – Crystal Sector 2
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Regarding electronic commerce, 1,3%3 of the individuals surveyed had already done
online shopping in 1999 and 4,4%4 planned to do it in a year’s time. In 2000, 2,5%5 of
the Portuguese population did online shopping (B2C).
According to surveys done by ICP and IDC6, the main points against Internet and
B2C use by the Portuguese population seem to be costs, education of the population,
information and trust and security. The points for the use of Internet and B2C seem
to be educational/professional reasons/use, access/variety of products and ease.
There are several estimations to Internet penetration in enterprises that differ mainly
in sample construction. For instance, a sample survey on telecommunications use by
enterprises conducted by ICP and OCT7 uses businesses of every size but excludes
some sectors such as Financial Activities and Public Administration. A study
conducted by IDC8 does not include businesses with less than 10 workers but
includes businesses of Financial Activities and Public Administration.
According to ICP and OCT sample survey, 24,1%9 of the businesses had Internet
access in 2000.
3 ICP/OCT – Survey on the use of ICT technologies by individuals – 1999
4 ICP/OCT – Survey on the use of ICT technologies by individuals – 1999
5 IDC – Internet & E-Comm; Enterprises’ Strategy & Use Intentions in Portugal; July 2000
6 ICP/OCT – Survey on the use of ICT technologies by individuals – 1999; IDC – Internet & E-Comm;
Enterprises’ Strategy & Use Intentions in Portugal; July 2000
7 ICP/OCT – Survey on the use of ICT technologies by businesses – 2000. The survey adopted OECD
methodology and was done with a sample of 4922 enterprises.
8 IDC – Internet & E-Comm; Enterprises’ Strategy & Use Intentions in Portugal; July 2000
9 ICP/OCT – Survey on the use of ICT technologies by businesses – 2000.
Portugal – Crystal Sector 3
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According to other sources, 62,7% of Portuguese enterprises already had a website
in 2000 and 30,3% planned to have it until the end of that year10. The reasons stated
for not implementing a website are lack of perceived benefits, costs and high risk.
Regarding electronic commerce done by firms, the implementation of B2C
transactions in the enterprise’s website in 2000 was 14,1%11 (7,6% already done and
6,5% until the end of the year). The implementation of B2B was 8,1%12 (3,8% already
done and 4,3% until the end of the year). The main reasons stated to implement
electronic commerce were improve of consumer service and increase of revenues
and market share.
On the technological side, equipment and communications costs are considered to
be high and there are difficulties in systems and applications integration.
According to some industry and consultancy sources, regulation for the Internet and
e-business is still dispersed and has some omissions. It is also argued that there is a
lack of diffusion and promotion of the e-business and a reduced effectiveness of the
incentives and other kinds support to e-business projects.
At the market level, it is considered that there is a lack of contents, services and
support transaction systems. There are also few users because of transactional
habits, and people are not willing to take risks.
The promotion of e-business should be a joint action of decision-makers,
technological enablers and sector enterprises. Incentives and initiatives that try to
change the mentality of the consumer, install broadband communications and
provide for its liability and security are assumed to be necessary actions for the
development of e-business.
10 IDC – Internet & E-Comm; Enterprises’ Strategy & Use Intentions in Portugal; July 2000
11 IDC – Internet & E-Comm; Enterprises’ Strategy & Use Intentions in Portugal; July 2000
12 IDC – Internet & E-Comm; Enterprises’ Strategy & Use Intentions in Portugal; July 2000
Portugal – Crystal Sector 4
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Value chain analysis
Market structure indicators
Glass industries in Portugal include domestic glass (where crystal is included), flat
glass and packaging glass (bottles). Crystal producing enterprises represent 8% of
the total of glass industry. In 1999, the crystal represented 12% of total business
volume in the glass sector (95 million Euros).
Between 1996 and 2000 the business volume in Crystal Sector in Portugal only grew
6,7% (current prices) totally. In 2000 it was 101 million Euros, 76% of which coming
from decoration, illumination and flasks/bottles (see Figure 1).
Figure 1
Business volume by type of product (2001; %)
Decoration48%
Illumination16%
Flasks/Bottles12%
Chalices9%
Glasses9%
Others5%
Construction materials1%
Source: Survey on the impacts of electronic commerce in the crystal sector, 2001
The crystal enterprises have had a stable volume of employment after 1997. In 1998,
15 crystal enterprises had 25% of the total number of employees of the glass sector.
In that year, the Crystal Sector had 45% of highly skilled workers, although 81% had
poor education (see Figure 2 and Figure 3).
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Figure 2
Human resources qualifications in the crystal subsector(1998; %)
Assistants and apprentices
8,54%
Highly qualified workers45,44%
Medium and high cadres4,82%
Semi and non qualified workers35,46%
Unknown level0,63%
Foremans5,11%
Source: CONVIR, VitroCristal and Banco de Portugal
Figure 3
Habilitation level in the crystal subsector (1998; %)
Highschool15%
Unknown level1%
Licence degree/Graduation
3%
Lower than highschool
81%
Source: CONVIR, VitroCristal and Banco de Portugal
Crystal enterprises have a relatively high degree of internationalisation, larger than
the glass industry as a whole. Atlantis, the larger crystal producer, has international
investments and distribution networks. The enterprise exports to 30 different
countries, has 21 stores in Portugal, one in Barcelona and over 3000 points of sale
around the world.
Portugal – Crystal Sector 6
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In 1999, exports of the sector were 52% of the total sales (see Figure 4 for evolution
of internal and external market sales). 47% of these exports went to France and the
United States (see Figure 5).
Figure 4
Partition of sales between internal and external market
44%60% 61% 52% 59%
56%40% 39% 48% 41%
0%
20%
40%
60%
80%
100%
1996 1997 1998 1999 2000
Exports Internal market
Source: CONVIR, VitroCristal and Banco de Portugal
Portugal – Crystal Sector 7
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Figure 5
Sales in international markets by country by enterprise
Marividros
Vetricor
In-Fusão
Arte Fosco
Ivo Neto
Carlos
Simão Ifavidro Crista
l II Atlantis Canividro Cristalcôa Dâmaso
Belgium 48%
Denmark 5% 46% 7%
England 25% 5% 12% 22%
France 22% 40% 60% 25% 13% 60% 80% 12%
Germany 10% 30%
Greece 6%
Ireland 18%
Italy 16%
Netherlands 15% 15% 40% 8%
Spain 10% 39% 20%
Sweden 18%
Other EU countries 15% 50%
Brazil 15%
Japan 5%
USA 20% 15% 20% 70% 45% 5% 34% 32% 10%
Others 47% 20% 30% 40%
Source: Survey on the impacts of electronic commerce in the crystal sector, 2001
As stated above, crystal production is based on handiwork of highly skilled workers. It
requires high level of know-how, has a very high artistic creation component and,
since it is influenced by fashion, generates products with perceived value by
customers. In Portugal, production is concentrated in the Marinha Grande region with
2 large manufacturers and several small enterprises (SMEs). Critical success factors
for this industry include design and quality of the product, skilled workers and
branding.
It is an energy intensive sector. The product has high financial risk, low variation of
quality and low standardisation. The high quality soda glass is a substitute product of
crystal. There are also growing substitution processes of finishing techniques.
Portugal – Crystal Sector 8
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Technological changes, mainly in design, are a source of competitive advantages.
However, the time for the competitor to follow the leader is very short.
At the moment, 87% of crystal-producing enterprises are subcontracted. Design and
product development are imposed by customers (wholesalers and other distributors).
For that reason, suppliers, agents and distributors are likely to have stronger
bargaining power than small and medium sized crystal producers. Concerning raw
materials, however, the bargaining power of crystal producers and raw material
suppliers is probably similar.
Crystal is not a first need good and the purchase is dependent on the family’s
available income. Motives for buying are emotional and aesthetical except for some
utility objects. The frequency of buying these items is not high.
Figure 6
Partition of sales between domestic production and imports
51% 56% 59% 60%
49% 44% 41% 40%
0%
20%
40%
60%
80%
100%
1996 1997 1998 1999 2000
Imports Domestic production
not available
Source: CONVIR, VitroCristal and Banco de Portugal
There is a high level of concentration in domestic production. In 2000, two
enterprises of the Crystal Sector were responsible for 85% of the business volume
and 75% of the total number of employees of the analysed enterprises.
In the region of Marinha Grande, competition is very concentrated because there are
several SMEs that sell on that region. Nonetheless, since those SMEs sell their
products to wholesalers, at national level, only major companies sell to the final
Portugal – Crystal Sector 9
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consumer. International competition is strong since imports represent 60% of the
sector sales (see Figure 6 above).
Since high quality soda glass is a substitute product of crystal, producers of this kind
of glass are also competitors to the crystal-producing enterprises.
Regarding international competition, China and Taiwan have low costs strategies and
high levels of production. Nevertheless, the design is very limited and manufacturers
are dependent from the distributors.
East European countries produce automatic crystal and other. The design is
considered good, as well as the quality of products and the prices seem to be
competitive.
As exports are a large percentage of sales (see Figure 4 above), it can be suggested
that domestic firms operate in Portugal and abroad in a strongly competitive
environment.
Organisations in the value chain
The value chain can be seen as a series of activities from planning to retail. Each of
these activities has several identifiable success critical factors as well as different
participants and interested parties (see Figure 7 for value chain).
Portugal – Crystal Sector 10
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Figure 7
Activity description
Success critical factors
Planning/Strategic Marketing
Design and product
developmentProduction Transformation Marketing Wholesale
distribution Retail
• Development of positioning and representative brand image
• New products development
• Internationalisation strategy
• Supply of material and consumables needed for the subsequentfases (raw materials, energy, packaging, moulds, etc.)
• Production from glass mass, crystal and glass parts
• Manual work with or without moulds
• Manual activity with high artistic component
• Transformation done by cutting, tarnishing, painting, others
• Activity seldom performed by enterprises
• Absence of product identity, price, distribution or communication politics
• High negocialpower with manufacturers and transformers
• Activity of distributors is focused to the concept “home” where glass and crystal are present
• High number of small retailers (Ex.: Decoration stores) and big warehouses in Portugal and department stores abroad
• Impose the model and design
• Listen to the market• Keep up with the
tendencies • Perceived image by
the client
• Production articulation with supplying and orderings
• Quality and design of the work
• Energy consumption efficiency
• Production capacity flexibility
• Variety of finishing
• Production capacity flexibility
• Promotion of the product and brand image
• Market niches exploitation
• Parts flexibility related to demand needs
• Available references variety
• Enterprise credibility
• Strong distribution system
• High purchase volume
• Direct contact with market tendencies and client needs
Supplier chain
• New products creation and development
• High artistic component
• Some collaboration between clients, manufacturers and designers
• Innovation and quality image
• Keep up with the tendencies
• Keep up with the market
Final Market
• Convir/IAPMEI• AIC/VitroCristal• Manufacturers• Transformers• Suppliers*• Distributors*
• Suppliers• AIC/VitroCristal*• Manufacturers*
• Manufacturers• Suppliers*• Distributors*
• Transformers• Suppliers*• Distributors*
• AIC/VitroCristal• Leiria and Fátima
Tourism• Manufacturers• Transformers• Distributors*
• Distributors• AIC/VitroCristal*• Manufacturers*• Transformers*
• Distributors• AIC/VitroCristal*• Leiria and Fátima
Tourism*• Manufacturers*• Transformers*
• AIC/VitroCristal• Manufacturers• Transformers• Distributors• Leiria and Fátima
Tourism*
Participants
* Potential participants
Value chain of the Crystal SectorValue chain of the Crystal Sector
Those participants can be aggregated in three groups: individual firms, business
associations and institutions.
1. Individual firms
At the firm level, the value chain aggregates the suppliers, the glass crystal
enterprises and the distributors.
The suppliers provide the necessary materials to produce glass and crystal.
The glass enterprises are divided in producers (25%), transformers (25%) and
producers-transformers (50%). The producers make glass and manual crystal
goods. The transformers make finishing in glass and crystal goods using
tarnishing, painting, cutting and other methods. The producers-transformers make
both things.
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The distributors are the intermediaries between the producers and transformers
and the retailers.
2. Business associations
VitroCristal and AIC (Crystal Industry Association) business associations that
support the development of the Crystal Sector, form and inform enterprises,
promote a brand image and quality of the product and promote the Glass Route.
The Glass Route is a tourist itinerary in the Marinha Grande geographical region
where one can visit, monuments, countryside, costal areas and local glass
production enterprises. The objective is to know more about the art of working
glass and crystal from glassmakers to glass transformers. It also includes a visit
to the glass museum in Marinha Grande.
3. Institutions
The project CONVIR is an Integrated Consolidation Project of Marinha Grande
Glass Region launched by VitroCristal. It aims to promote the glass production
enterprises, create commercial infrastructures and promote cultural and artistic
valorisation, entrepreneurial cooperation and human resources qualification.
IAPMEI is a national Support Institute to the SMEs that can also be important in
subsidising the development of the sector, support the integrated consolidation of
the glass sector in Marinha Grande and develop projects and studies to support
the crystal.
The Leiria and Fátima Tourism promote the tourism and the traditional products of
the region, make the occupation of hotels in the region efficient and promote the
Glass Route.
Analysing all available data, each value chain step suggests several implications to
electronic commerce (B2B and B2C).
Portugal – Crystal Sector 12
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− Planning and Strategic Marketing
Most of the enterprises do not intervene on the planning and strategic marketing
step of the value chain.
The two main enterprises of the sector make strategic marketing by defining and
positioning the brand on the market, internationalising, development of new
exclusive products and defining the way of entry and presence in international
markets.
VitroCristal/AIC promote a joint image of product quality, train and inform the
enterprises in this sector and launched a representative brand (MGlass) jointly
developed by designers and several enterprises of the sector.
The lacking of strategic marketing can represent an initial handicap to a fast
implementation of electronic commerce models.
− Design and product development
There is a general sense for the need of developing product lines, paralleled with
the culture of developing products with the clients in subcontract regimes. The
products must be publicised to the customer in catalogues.
The brand MGlass is a good example of intervention on the design and product
development step of the value chain.
E-business would promote a major use of electronic tools to increase the
cooperation between several participants in the development of a product
(suppliers, industries and clients).
− Supplier chain
Crystal production enterprises conduct their business with a small and fixed
number of suppliers (see Figure 8 and Figure 9).
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Figure 8
Average of players in the transactional cycle
Consultation Selection Negotiatio
n Suppliers
Raw materials 4 2 2 1
Energy 2 2 2 2
General services 3 3 3 1
Moulds 2 1 1 2
Packaging 3 2 1 1
Production consumables 4 2 2 2
Other consumables 0,3 0,3 0,3 1
Others 2 0,3 0,3 2
Source: Survey on the impacts of electronic commerce in the crystal sector, 2001
Figure 9
Market dynamics (suppliers entry and exit from the market)
Suppliers that seldom leave the market
77%
Suppliers that sometimes leave the
market15%
Suppliers that frequently leave the
market8%
Source: Survey on the impacts of electronic commerce in the crystal sector, 2001
In principle, this might allow for an ease of partnerships for e-business due to the
simple negotiation process with existing suppliers. Nevertheless, there is some
resistance shown to the adoption of e-business models, apparently as a result of
the reduced market dynamics and the stability of current relationships.
EBIP Confidential ___________________________________________________________________
Figure 11
Internationalisation of portuguese distribution enterprises(2000; %)
Distribution enterprises with [51%-75%] of international clients
36%
Distribution enterprises with [0%-25%] of
international clients43%
Distribution enterprises with [76%-100%] of international clients
14%
Distribution enterprises with [26%-50%] of international clients
7%
Source: Survey on the impacts of electronic commerce in the crystal sector, 2001
Potentially there are enough clients to allow for development of a B2B model and
the existing internationalisation and moderate market dynamics will not be
obstacles to the adoption of such model.
− Final market
The utility products have a high adaptation potential to the electronic sales
channel.
United States and France have the highest international sales concentration (see
Figure 5 on page 8). This is an advantage for e-business penetration because the
American markets have a tradition of buying from distant suppliers and also have
a high Internet penetration rate.
Dynamics and Trends
There is a slow adoption of electronic transaction technologies in crystal production
enterprises. “E-mail” and the “www” are the most common, adopted by 56% and 38%
of enterprises respectively (see Figure 12). Most of those who have adopted these
Portugal – Crystal Sector 16
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technologies do not have them integrated with internal information systems (see
Figure 13). Information collection and use are the main motivation to adopt electronic
transactions technologies with suppliers and clients.
Figure 12
From the 16 enterprises interviewed:
Transactional technologies
Have already adopted the technology
Plan to adopt the technology
EDI 0 0
Web EDI 1 0
Videotext 0 0
E-mail 9 2
WWW 6 6
Electronic technologies
Extranet 1 0
Fax 16 0 Non electronic technologies Telephone 16 0
Source: Survey on the impacts of electronic commerce in the crystal sector, 2001
Portugal – Crystal Sector 17
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Figure 13
Types of suppliers with whom transactional technologies have been adopted
Types of clients with whom transactional
technologies have been adopted
Production consumables 100% Wholesalers 83%
Other consumables 67% Store chains 67%
Raw materials 67% Specialised retailers 50%
Packaging 33% Department stores 50%
Moulds 33% Decoration chains 33%
Generic services 33% Large distribution channels 17%
Energy 33% Own distribution channels 17%
Source: Survey on the impacts of electronic commerce in the crystal sector, 2001
Transformation enterprises 17%
A possible way of illustrating the enterprise’s electronic commerce integration level is
the one shown in Figure 14.
Figure 14
EE -- b u s i n e s s m o d e l s a d o p t i o nb u s i n e s s m o d e l s a d o p t i o n
E n t e r p r is e in t e g r a t e d inin t e r c o n e c t e d
e n t e r p r is e s n e t w o r k s
E n t e r p r is e in t e g r a t e d inE n t e r p r is e in t e g r a t e d inin t e r c o n e c t e din t e r c o n e c t e d
e n t e r p r is e s n e t w o r k se n t e r p r is e s n e t w o r k s
E le c t r o n ic b u s in e s s a n d p r o c e s s e s
E le c t r o n ic b u s in e s s E le c t r o n ic b u s in e s s a n d p r o c e s s e sa n d p r o c e s s e s
E le c t r o n ic C o m m e r c eE le c t r o n ic E le c t r o n ic C o m m e r c eC o m m e r c e
In s t it u t io n a l
L e v e l o f C o m p le x ity
Pote
ntia
l Gai
n
I
I I
I I I
IV
A t la n tis
I vi m a
C r is a l
D â m a s o
I f a vid r o
I n - f u s ã o
V ic r im a g
Source: Survey on the impacts of electronic commerce in the crystal sector, 2001
Portugal – Crystal Sector 18
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There seems to be a low adoption of e-business models in this industry. A
comparative analysis of sites functionalities between crystal sector enterprises sites
and other sites of foreign crystal enterprises has been made under this project (see
Figure 15 and Figure 16). The issues under analysis were: Institutional contents,
Commercial contents, On-line Stores and Client support services.
Figure 15
Inst
itutio
nal
Inst
itutio
nal
Con
tent
sC
onte
nts
Com
mer
cial
C
omm
erci
al
Con
tent
sC
onte
nts
On
On --
Line
Sto
reLi
ne S
tore
Clie
nts
Clie
nts
Supp
ort
Supp
ort
B e s t In te r n a ti o n a l P r a c tic e sB e s t In te r n a t io n a l P r a c t ic e s R e le v a n t In te r n a t io n a l P r a c tic e sR e le v a n t In te r n a t io n a l P r a c t ic e s
F u n c t io n a l i t y g a p s o f s e c to r e n te r p r is e s ’ s i te sF u n c t io n a l i t y g a p s o f s e c to r e n te r p r is e s ’ s i te s
S o u r c e : C G E Y A n a ly s is ; S it e s f u n c t io n a lit ie s in th e t o t a l n u m b e r o f p o s s ib le f u n c t io n a lit ie s
1 8 % 3 2 % 1 8 %
1 3 % 2 9 % 1 7 %
5 % 2 9 % 1 0 %
1 6 % 2 5 % 6 %
N a tio n a l S ite s N a tio n a l S ite s
G a p 1 4 %
G a p 1 6 %
G a p 2 4 %
G a p 9 %
Figure 16a
B est Interna tio na l P ra ctice sB est Interna tio na l Pra ctice s R ele va nt Interna tio na l P ra ctice sR ele va nt Interna tio na l P ra ctice s
INST
ITUT
ION
AL C
ON
TENT
SIN
STIT
UTI
ONA
L CO
NTE
NTS
INST
ITUT
ION
AL C
ON
TEN
TS
• L ist of prize s rece ived• L ist o f prize s rece ived
• Institutiona l inform atio n of the e nte rprise
• Inst itutio na l inform ation o f the ente rprise
• V is ita tio n P rom otio n –gene ra l inform ation
• V is itat io n P rom otion –genera l inform atio n
• R ecru iting/ Job A pplicatio n• R ecruiting/ Job Applicat io n
• V irtua l v is its• V irtua l v is its
• L ist of product creato rs• L ist o f prod uct creato rs
• S ub scrip tion of the ente rprise’s m a iling list
• S ub scrip tio n o f the ente rprise’s m a iling list
• L inks to o the r s ite s suc h a s m use um , etc.
• L inks to o the r s ite s such as m useum , e tc.
• D esc rip tion of g la ss productio n (used techniques)
• D esc riptio n o f glass prod uctio n (used techniq ue s)
S ource: C G E& Y An alys is
N a tiona l S ite sN a tiona l S ite s
C rysta l sector s ites evaluationC rysta l sector s ites eva luation
Portugal – Crystal Sector 19
EBIP Confidential ___________________________________________________________________
Figure 16b
CO
MM
ERC
IAL
CO
NTEN
TSC
OM
MER
CIA
L C
ONT
ENTS
CO
MM
ERC
IAL
CO
NTEN
TS
• Product information (High level)
• Product information (High level)
• Products catalogue (detailed)• Products catalogue (detailed)
• Search of products• Search of products
• Photos of collection pieces, new pieces, etc.
• Photos of collection pieces, new pieces, etc.
• Books list• Books list
• Distributors list• Distributors list
• Addresses and stores (contacts and maps)
• Addresses and stores (contacts and maps)
• Advertising campaigns• Advertising campaigns
• Calendar of exhibitions/fairs/wine tasting
• Calendar of exhibitions/fairs/wine tasting
• List with gift suggestions• List with gift suggestions
• Forms for pieces sales• Forms for pieces sales
• Request for catalogues, brochures
• Request for catalogues, brochures
• Customised gifts• Customised gifts
• Product commercialisation (Ex.: furniture)
• Product commercialisation (Ex.: furniture)
Source: CGE&Y Analysis
Melhores práticas InternacionaisMelhores práticas Internacionais Relevant International PracticesRelevant International PracticesBest International PracticesBest International PracticesNational SitesNational Sites
Crystal sector sites evaluation (cont.)Crystal sector sites evaluation (cont.)
Figure 16c
Source: CGE&Y Analysis
CO
MM
ERC
IAL
CO
NTEN
TS (c
ont.)
CO
MM
ERC
IAL
CO
MM
ERC
IAL
CO
NTEN
TS (c
ont.)
CO
NTEN
TS (c
ont.)
ON
-LIN
E ST
OR
EO
NO
N -- L
INE
STO
RE
LIN
E ST
OR
E
• Wedding gifts lists, etc.• Wedding gifts lists, etc.
• Information on delivery services
• Information on delivery services
• Creation of an account (become a member)
• Creation of an account (become a member)
• Promotion of bridal events• Promotion of bridal events
• On-line shopping• On-line shopping
• Orderings visualisation• Orderings visualisation
• Shipping of purchase offers coupons
• Shipping of purchase offers coupons
• Enterprise’s credit card• Enterprise’s credit card
• On-line shopping using instructions
• On-line shopping using instructions
• FAQ’s• FAQ’s
• Track of ordered products• Track of ordered products
• Comments/Suggestions• Comments/Suggestions
• Newsletter• Newsletter
CLI
ENTS
SU
PPO
RT
CLI
ENTS
SU
PPO
RT
CLI
ENTS
SU
PPO
RT
Melhores práticas InternacionaisMelhores práticas Internacionais Relevant International PracticesRelevant International PracticesBest International PracticesBest International PracticesNational SitesNational Sites
Crystal sector sites evaluation (cont.)Crystal sector sites evaluation (cont.)
Portugal – Crystal Sector 20
EBIP Confidential ___________________________________________________________________
According to this analysis, it may be suggested that sites of Portuguese crystal
production enterprises may have several gaps concerning commercial content,
transactional capabilities and quality of the site itself (see Figure 15 and Figure 16).
The usability variables of the sites of crystal producing enterprises were also
analysed (see Figure 17). The usability variables considered were Information
Architecture, Design, Brand Impact, Marketing, Functionality and Content.
Figure 17 Inf
ormati
on
Infor
mation
Archit
ectur
e
Archit
ectur
e
Design
Design
Brand I
mpact
Brand I
mpact
Marketi
ng
Marketi
ng
Functi
onality
Functi
onality
2 2 2 2 2
2 3 2 2 2
2 3 2 2 2
3 2 2 3 2
1 1 1 1 1
2 2 2 2 2
3 2 2 2 2
2 2 2 2 2
Source: CGE&Y Analysis
Content
Content
2
2
2
2
1
2
2
2
Key:1 – Low quality2 – Low differentiation and attractive to users3 – Attractive with differentiated value proposal to users
Key:1 – Low quality2 – Low differentiation and attractive to users3 – Attractive with differentiated value proposal to users
Crystal sector sites evaluation Crystal sector sites evaluation –– Usability variablesUsability variables
From Figure 17 above it can be suggested that there is room for improvement in
national crystal sector sites.
Enterprises say that in order to adopt e-business they have to adapt business
processes, educate their employees, secure their systems and add quality and
functionality to the Website.
The suppliers and distributors that could push the e-business adoption are inactive,
probably because the way processes are traditionally done is good and they do not
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EBIP Confidential ___________________________________________________________________
see a need for change. On the other hand, since the crystal product is not very easy
to sell on a model B2C there are no reasons to innovate and the inactivity remains.
The main impacts and benefits from the “e” stated by the interviewed enterprises are
the growth of sales and efficiency in relations with partners. Other indicated impacts
were publicity (indicated by 94%), ordering processes (69% of the enterprises),
market expansion (94%), product differentiation (94%) and expansion (94%).
Crystal enterprises do not have many expectations regarding process innovation. As
for the value chain they expect to enlarge the number of clients and use a new
distribution channel. Only two enterprises were able to identify real impacts on
transaction support and relational and product innovation.
Crossing the two dimensions (transactional and trade), the main expected impacts
are relational innovation, transaction preparation and production support (see Figure
18).
Figure 18
Synthesis matrix of impacts expectations on Synthesis matrix of impacts expectations on transactional level versus organizational leveltransactional level versus organizational level
Diversification
Differentiation
Customisation
Anticipation
Studies
Logistics
Production chain
Coordination
Expansion
Segmentation
Trust
Loyalty
Expe
cted
impa
cts
on th
e bu
sine
ssPr
oduc
t In
nova
tion
Rela
tiona
l In
nova
tion
T ransaction preparation Transaction com pletion Production support
Expected im pacts on transaction process
Proc
ess
Inno
vatio
n
Source: Questionnaire on the Impact of Electronic Commerce in the Crystal Sector, 2001
Advertising Catalogues Inform ation Services Negotiation Ordering Billing and
Payment Finance DeliveryCapture of
Transaction Inform ation
Inform ation M anagem ent
M arket Analysis
M arket Development
9
9
1
6
1
6
2
3
1
4
2
4
2
1
2
1
3
4
3
4 4
4
1
1
3
5
1
2
1
4
7
13
5050 2222 4343
5959
2424
3232
Portugal – Crystal Sector 22
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Position of proactive firms in the value chain
In trying to increase benefits, a sector “core” was created involving retail producers
(Ex: Atlantis), subcontracted producers (Ex: Dâmaso), transformation producers (Ex:
Carlos Ceia Simões), an ACE (Ex: VitroCristal) and tourism organisations (Ex: Leiria
and Fátima Tourism). These entities participate and contribute differently to the value
chain (see Figure19).
Figure 19
Participation of the “core” on the value chain
Importance level of each value chain step to the “core” Importance level of each value chain step to the “core” - based on offline activities -
Carlos Ceia Simões
Carlos Ceia Simões
Source:Source: Presencial interviews with each “core” entity
Suppliers of sands, intermediate
products, etc.
Designers Manufacturers Intermediate products
transformation enterprises
Big distributors and wholesalers
Agents and retailers
Key:Key: - Main focus areas
Supplier ChainStrategic MarketingDesign and
Product Development
Production Transformation Marketing W holesale Distribution Retail
Case Studies
Atlantis
Atlantis is a large manufacturer of crystal products. Its expansion has been supported
trough market diversification, brand name and presence in the retail market.
Together with Nova Ivima and Crisal constitutes Atlantis Group. Nova Ivima makes
hand-blown glass and Crisal is the only Portuguese soda glass producer.
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EBIP Confidential ___________________________________________________________________
The total revenue of Atlantis Group in 2000 was 57,1 million Euros and employment
was 1037 workers. By product, the revenue is 35% for Decoration, 33% for Glasses
and Flasks and 32% for Chalices and Bottles. 81% of sales are done in Portugal.
From the 19% international revenues, the United States represent 34%, Ireland 18%,
United Kingdom 12% and Greece 6%.
Atlantis Group has the most developed Web process of the sector based on Atlantis
Crystal (Atlantis On-Line Store). The other participants (Nova Ivima and Crisal) have
an informative Web site. The Atlantis On-Line Store is a transactional B2C site (see
Figure 20).
Figure 20
E ach enterprises ’ e -business m orpholog ies have determ ined the reposition ing or re in forcem ent of the partic ipation in the va lue chain , privileg ing m arketing and d irect access to consum ers
Im pact of enterprises ’ eIm pact of enterprises ’ e --business m orphologies on the ir partic ipation business m orphologies on the ir partic ipation in the va lue chainin the va lue chain
C arlos C eia S im ões
C arlosC arlos C eia C e ia S im õesS im ões
S upp lier C ha inS trategic M arketing
D esig n a nd P roduct
D eve lopm entP roduction Transform ation M arketing W holesa le
D istr ibution R eta il
++++
++++
++++
++
++++
++++
++
K ey:K ey: - Partic ipatio n re inforcem ent; - Ine xiste nt partic ipatio n in o ff line activ ity++++ ++
ee--B usiness B usiness M orpho log iesM orphologies
Tra nsactio na l (B2C )
Tra nsactio na l (B2C )
P roduct Aggregator
(B2C )
P roduct Aggregator
(B2C )
Inform ative (B2C )
Inform ative (B2C )
Inform ative (B2B)
Inform ative (B2B)
The implementation process of this Web project lasted 6 months for the 3 institutional
sites (Atlantis, Nova Ivima and Crisal) and 1 year for the Atlantis On-Line Store. The
decision-makers for this project were the Executive Board of the company and the
marketing department for the institutional sites and the computer department for the
on-line store.
The technological options were: 2 front-ends Windows 2000 advance server,
functioning in WLBS (Windows Load Balancing) and running II S (Internet Informating
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5) with 3 site servers. The database runs in 2 back-ends, in Windows 2000, running
SQL 2000 in cluster. The on-line store has broadband. The investments already done
until now in Communications, Development and Maintenance were 3000 thousand
escudos (14,96 thousand Euros) for institutional sites and 18000 thousand escudos
(89,78 thousand Euros) for on-line store.
A Baan System does the application systems integration in the back office
compatible with the electronic platform and Netgest, a front-end invoice program that
had a licence cost of 200 thousand escudos (1 thousand Euros).
Dâmaso
Dâmaso is a producer of glass and construction material focused on production “by
order” and is strongly dependent from distributors and agents. Currently Dâmaso is
betting on design and product innovation.
Total revenue in 2000 was 11 million Euros and employment was 324 workers. By
product, the revenue is 85% for Decoration and 15% for Construction Material. 15%
of sales are done in Portugal. From the 85% international sales, Germany represent
30%, France 12%, United States 10% and the Netherlands 8%.
Initially, Dâmaso only wanted to be present on the Internet but now other alternatives
are under development. It has an informative B2B site, where information to business
clients is provided (see Figure 20 above).
The implementation process of the website lasted 3 months, after a one-month
decision process. This implementation was needed due to the representativeness
and importance of the company.
This project was totally financed by PEDIP II and CPD. PEDIP II was an Incentives
Program to the Portuguese Industry that aimed to support strategic development of
science and technology institutions, R&D projects from industry, entrepreneurship
and academia-industry partnerships. CPD is a Portuguese Design Centre whose
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EBIP Confidential ___________________________________________________________________
mission is to act as an intermediary between the business and corporate world and
the design services it requires, to assist design professionals in finding career
openings and to bring the world of design to a wider, more active audience.
The application systems integration is done on a UNIX platform with totally integrated
MUI software with several supporting modules to the needs of the company. The
implementation process lasted 1 year. The initial investment was 6000 thousand
escudos (29,93 thousand Euros).
Carlos Ceia Simões
Carlos Ceia Simões is a transformer focused on acquiring intermediate products and
adding value to them trough design. Produces “by order” and is also dependent from
distributors. Its main activity transformation but occasionally does glass production.
The total revenue in 2000 was 1462,8 million Euros and 29 workers were employed.
By product, the revenue is 30% for Chalices, 30% for Glasses, 10% for Flasks and
Bottles and 30% for others. 5% of sales are done in Portugal. From the 95%
international sales, the European Union represents 50%, United States 45% and
Japan 5%.
Carlos Ceia Simões is currently finishing the process of installing an Intranet with
external electronic mail but is already interested in the development of a website.
The implementation process of the Intranet is due immediately. The decision process
lasted 3 days and the reasons for implementing this solution were the needs of the
company and the reduced cost.
The technological option was Netpower from Telepac. Initial investment was 5000
escudos (24,94 Euros) and maintenance costs 3000 escudos (14,96 Euros) per
month. The project began in July 2000 and is still running.
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The integration of application systems is done by a platform with PHC 4.0 computer
support, compatible with a Web platform. This platform enables the management of
buys, billing, stock management, treasury, accounting and wages.
The integration of technological systems is foreseen to January 2002 and this
implementation process will last 1 year.
This solution is going to be implemented because it is an open solution with
changeable parameters and there are good financial conditions to do it. The
investment already done is 7000 thousand escudos (34,92 thousand Euros).
VitroCristal
VitroCristal is an ACE (Businesses Complementary Group) that aims to promote and
develop the sector, supporting enterprises in marketing, obtaining funding and
promoting sector projects (Ex: Internationalisation).
Its mission is to implement in Portugal and internationally the glass brand of Marinha
Grande. Its objectives are to promote an international brand that represents the
quality of glass products from Marinha Grande and to form and inform, particularly in
what concerns innovation and competition, the sector enterprises.
Currently, they are developing a strategic action plan in order to consolidate the glass
industrial cluster of Marinha Grande in the next two years, in all production phases,
including design, decoration/finishing and industrial workmanship. Still, they are trying
to consolidate a brand of the sector (MGlass).
Their projects are to explore the MGlass brand in international markets, promote
internal and external initiatives of cultural and tourist valorisation of the Glass Region,
develop the quality image of the MGlass brand and improve the enterprises
technologically and environmentally.
The enterprise has a product aggregation B2C site that aims to promote the
industry’s products and the MGlass brand in particular (see Figure 20 above).
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Leiria and Fátima Tourism
The Leiria and Fátima Tourism promotes the Glass Region and creates some
prestige for the region brands by associating them with the tradition and quality of
manual crystal.
Its mission is to push national and international tourism trough an integrated offer
based on attractive factors of the region, promoting adequate physical and
organisational structures and communication actions in an integrated and coherent
manner. The objectives are positioning tourism has one of the major incentives to the
economic development of the region, increase the notoriety of the tourist offer, seek
traditional products of the region and promote the Glass Route jointly with
VitroCristal/ACE.
Currently is increasing the occupation rate of hotels in the region and providing
tourists the adequate information.
The future projects are to turn the hotel reservation process more efficient by
centralising an electronic support (Internet) and increase the satisfaction level of
tourists by providing adequate information to different market targets.
It has an informative B2C site on the offers of the tourism region, including crystal
products (see Figure 20 above).
Exploratory Scenarios
On the section “Position of proactive firms in the value chain” it was mentioned the
creation of a sector “core” with retail producers, subcontracted producers,
transformation producers, an ACE and tourism.
This “core” should promote the modernisation of industry actors upstream and
downstream, develop a joint plan to facilitate the access to incentives, integrate
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EBIP Confidential ___________________________________________________________________
actors who will be the role models to small enterprises and/or enterprises with less
developed organisational cultures, congregate efforts to promote the Glass Region
and maximise the efficiency and synergy in the industry trough e-business models.
The e-business morphologies can evolve to more advanced models, related to the
strategic positioning of each company.
On a conservative scenario, the B2C transactional model of Atlantis could evolve to
an integrative B2B2C model. This would mean communication, marketing and
commerce with consumers and integration of commercial processes with distributors
and stores. A more aggressive scenario would have an expanded B2B2C integrative
model, which adds to the conservative scenario the integration of strategic marketing
and design (see Figure 21).
Figure 21
Key:Key: - Conservative scenario; - Extens ion through the aggressive scenario
Atlantis, through a B2B2C m odel, reinforces and optim ises its direct positioning in retail and can have im portant benefits by participating in industry portals and m arketplaces
Positioning, role, requirem ents and benefits of ePositioning, role, requirem ents and benefits of e --business m orphologiesbusiness m orphologies
Supplier cha inStrategic Marketing
Design and Product
Developm entProduction Transform ation Marketing W holesale
Distribution Retail
Carlos Ceia Sim ões
CarlosCarlos Ceia Ceia Sim õesSim ões
Marketplace B 2B
Tourism Porta l
Industry Portal
Synergies/ Benefits:• Enterprise optim ises
sourcing processes by participating on an industry m arket with scale
• The B2C portals com plete the retail positioning
Synergies/ Benefits:• Enterprise optim ises
sourcing processes by participating on an industry m arket with scale
• The B2C portals com plete the retail positioning
Role/ Requirements:• M odel B2B2C reinforces the retail
positioning and optim ises the relationships with the distributors
• Requires integration of enterprise’s front and back-en d system s and with distributors
• Integration of the catalogue and client support system s with industry portals
Role/ Requirements:• M odel B2B2C reinforces the retail
positioning an d optim ises the relationships with the distributors
• Requires integration of enterprise’s front and back-end system s and with distributors
• Integration of the catalogue and client support system s with industry portals
Atlantis, trough a B2B2C model, reinforces and optimises its position in the retail and
can have important benefits by being in the industry portals and marketplaces.
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Dâmaso, which now has an informative B2B model, could evolve to an integrative
B2B model downstream, on a conservative scenario. This means integration of
commercial processes with distributors. On a more aggressive scenario, it might
evolve to an integrative B2B2C model, which are communication, marketing and
commerce with consumers and integration of commercial processes with distributors
(see Figure 22).
Figure 22
Dâmaso, by developing an integrative B2B model downstream optimises its relation with distributors and is able to support a market approximation strategy on the industry B2C portals and benefit from e-Procurement
Supplier ChainStrategic Marketing
Design and Product
DevelopmentProduction Transformation Marketing Wholesale
Distribution Retail
Carlos Ceia Simões
CarlosCarlos Ceia Ceia SimõesSimões
Marketplace B2B
Tourism Portal
Industry Portal
Synergies/ Benefits:• Enterprise optimises sourcing processes by
participating in an industry scale market • B2C portals complete the retail positioning • B2C portals allow greater brand visibility on the
market, support on direct approximation to consumers and support to the market distribution network
Synergies/ Benefits:• Enterprise optimises sourcing processes by
participating in an industry scale market • B2C portals complete the retail positioning • B2C portals allow greater brand visibility on the
market, support on direct approximation to consumers and support to the market distribution network
Role/ Requirements:
• Integrative B2B model downstream optimises the relationship with distributors, critical factor to the activity;
• Requires the creation of an electronic catalogue and the integration of enterprise’s front and back-end systems and with distributors
• Integration of the catalogue and customer support services with the industry portals
Role/ Requirements:
• Integrative B2B model downstream optimises the relationship with distributors, critical factor to the activity;
• Requires the creation of an electronic catalogue and the integration of enterprise’s front and back-end systems and with distributors
• Integration of the catalogue and customer support services with the industry portals
Positioning, role, requirements and benefits of ePositioning, role, requirements and benefits of e--business morphologiesbusiness morphologies
Key:Key: - Conservative Scenario; - Extension through the aggressive scenario
Dâmaso, by developing an integration B2B model downstream optimises its relation
with the distributors, being able to support an approximation strategy to the markets
using B2C portals from the industry and benefit from the e-Procurement.
The conservative evolution of Carlos Ceia Simões can be an integrative B2B model
upstream, which is the integration of procurement processes and supplying
upstream. The aggressive scenario would be an integrative B2B upstream and
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downstream, integrating procurement processes and supplying upstream with
distributors downstream (see Figure 23).
Figure 23
Carlos Ceia Simões, through an integrative B2B model upstream optimises and reinforces the control over mould suppliers and designers, having benefits from the industry portals
Supplier ChainStrategic Marketing
Design and Product
DevelopmentProduction Transformation Marketing Wholesale
Distribution Retail
Carlos Ceia Simões
CarlosCarlos Ceia Ceia SimõesSimões
Marketplace B2B
Tourism Portal
Industry Portal
Synergies/ Benefits:• Enterprise optimises sourcing processes by
participating on an industry scale market • B2C portals complete the retail positioning • B2C portals allow greater brand/product
visibility in the market and distribution network support in accessing the market
Synergies/ Benefits:• Enterprise optimises sourcing processes by
participating on an industry scale market • B2C portals complete the retail positioning • B2C portals allow greater brand/product
visibility in the market and distribution network support in accessing the market
Role/ Requirements:
• Integrative B2B model upstream optimises the relationship with mould suppliers and designers critical to the enterprise’s transformation activity
• Requires the catalogues creation and systems integration with suppliers (Ex.: CAD drawings transference)
Role/ Requirements:
• Integrative B2B model upstream optimises the relationship with mould suppliers and designers critical to the enterprise’s transformation activity
• Requires the catalogues creation and systems integration with suppliers (Ex.: CAD drawings transference)
(external)
Positioning, role, requirements and benefits from ePositioning, role, requirements and benefits from e--business morphologiesbusiness morphologies
Key:Key: - Conservative scenario; - Extension through the aggressive scenario
Carlos Ceia Simões, trough a B2B integrated model upstream optimises and
reinforces the control over the mould suppliers and designers.
VitroCristal can evolve from product aggregator (non transactional B2C) to business
aggregator (e-procurement) and product aggregator (transactional B2C) (see Figure
24).
Leiria and Fátima Tourism have now an informative B2C model. It can develop an
integrative B2B2C model, which are communication, marketing and commerce with
consumers and integration of processes with distributors and retailers (see Figure
24).
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Figure 24
VitroCristal and Leiria and Fátima Tourism are the ones that should create the e-procurement and B2C portals with the necessary size to obtain return
Supplier ChainStrategic Marketing
Design and Product
DevelopmentProduction Transformation Marketing Wholesale
Distribution Retail
Carlos Ceia Simões
CarlosCarlos Ceia Ceia SimõesSimões
Marketplace B2B
Tourism Portal
Industry Portal
Role/ Requirements:
• These portals would aggregate all industry’s enterprises, assuring the size of operations and the investment optimisation;
• Require the enterprises massive participation/adherence and the integration of their back-office systems with the portals’ e-business solutions
Role/ Requirements:
• These portals would aggregate all industry’s enterprises, assuring the size of operations and the investment optimisation;
• Require the enterprises massive participation/adherence and the integration of their back-office systems with the portals’ e-business solutions
Positioning, role, requirements and benefits from ePositioning, role, requirements and benefits from e--business morphologiesbusiness morphologies
Key:Key: - Conservative scenario; - Extension through the aggressive scenario
VitroCristal and the Leiria and Fátima Tourism are the ones that should create e-
Procurement and B2C portals with the necessary size to have return.
Conclusion
Gathering all, one can easily conclude that crystal producing enterprises in Portugal
still have a way to go in the implementation of e-business processes. B2B
relationships seem to be propitious in this sector. That is why mentalities of all value
chain intervenients must evolve to “e” and implement electronic transaction
technologies. A B2C model is less viable because of enterprises’ unawareness of the
market.
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Enterprises should plan ahead and implement marketing strategies. E-business can
promote cooperation between several participants in the development of a product
(suppliers, industries and clients).
By now, there are not a large enough number of “e” companies to say that we have
an electronic market in this industry.
Portugal – Crystal Sector 33