February 2006
Optimization techniques used to plan operations can also be applied to sales and marketing.
Abstract
November 2005
Incumbents can serve the whole market—without getting stuck in the middle.
Abstract
August 2005
Some partners are more important than others.
Abstract
August 2005
Successful companies should examine all available channels and then tailor an approach according to their capabilities.
Abstract
June 2005
Although collaborative relationships with customers can be complex and time consuming, when they are done well the rewards can be substantial.
Abstract
November 2004
Migrating customers to a new channel can be a pain—for them, the company, and its channel partners. But the rewards can make the effort worthwhile.
Abstract
August 2004
By integrating systems in order to generate transaction-level costs and revenues, companies can determine where to focus their sales efforts.
Abstract
August 2003
A decade of change has upset the industrial producers’ traditional approach to selling. The time has come for many of them to change their sales channels.
Abstract
August 2003
Companies can earn higher margins or increased revenues by selling integrated offerings—if they don’t merely bundle their products.
Abstract
November 2002
Merging companies should look to their revenues, not just their costs.
Abstract
August 2002
Suppliers put off by open business-to-business exchanges might find that the newly emerging private ones offer a better deal—as well as four ways to play.
Abstract
May 2002
General retailers use their expertise in a few core categories to attract customers, but over the Web they must offer more. Enter the on-line category manager.
Abstract
January 2002
Users of the community features of World Wide Web sites really are more valuable than nonusers.
Abstract
June 2001
Only if B2B e-marketplaces collect and disseminate information that isn’t available elsewhere can they provide long-term benefits.
Abstract
June 2001
Mixed results from the first wave of e-alliances offer lessons for deal makers who are negotiating the next one.
Abstract
June 2001
For sellers, B2B e-marketplaces embody the Internet’s least attractive tendencies. Is there an alternative?
Abstract
June 2001
Consortium-based vertical marketplaces were supposed to have high liquidity, but their real advantage is information. Neither benefit will materialize until their members make more than a nominal commitment.
Abstract
June 2001
Yes, Virginia—companies can create sustainable value on-line.
Abstract
June 2001
B2B exchanges can't improve the efficiency of every element of the supply chain. An improved information flow is what they really have to offer.
Abstract
June 2001
The first two waves of B2B e-marketplaces generally failed to prosper. But the next wave may benefit all of their participants—even the markets themselves.
Abstract
June 2001
An interview with Stephen Winterhalder.
Abstract
May 2001
The latest McKinsey e-performance scorecard shows that one e-business in five makes an operating profit.
Abstract
April 2001
Joint McKinsey & Company and Stanford University Business School’s Center for Electronic Business and Commerce research
Abstract
February 2001
There is no one right way for an e-marketplace to charge for its services, but there are many wrong ways.
Abstract
February 2001
Successful e-commerce companies are following tried-and-true principles from the brick-and-mortar world.
Abstract
February 2001
In the present state of the e-nation, blindness to danger has been replaced by blindness to opportunity.
Abstract
December 2000
On-line B2B marketplaces have a bright future in Asia—if they are adapted to fit the special needs of the Asian business environment.
Abstract
November 2000
Many analysts think that profit and market liquidity—or their absence—determine the value of Internet companies. Yet the number of visitors their sites attract explains their market-cap variations better than either metric.
Abstract
August 2000
Both mobile phones and interactive TV could help on-line financial services reach market segments that elude other devices for accessing the World Wide Web.
Abstract
August 2000
Round one of the on-line brokerage game was about adjusting to a new medium in a raging bull market of technology stocks and rising price-to-earnings ratios. Round two is about holding the client’s hand.
Abstract
August 2000
Incumbents have grown rich from customers who don’t manage their assets rationally. The World Wide Web will take away most of that income, but now that incumbents are finally facing the music, they are starting to compete effectively.
Abstract
August 2000
Mobile-telephone operators could compete on all levels of the mobile-commerce value chain—but they should think twice before they do.
Abstract
August 2000
It may be hard to create a successful business-to-business market-place, but ignoring the trend just isn’t an option.
Abstract
August 2000
New Internet-based players face more challenges than some of them—or the stock market—once expected. Even so, the Net’s advantages can be brought to bear on the mortgage industry.
Abstract
August 2000
The indifferent performance of virtual banks in converting the public to on-line banking would seem to hand the advantage to their traditional competitors. Yet most incumbents have been slow to meet the on-line needs of their customers.
Abstract
June 2000
In order to create value for themselves—and keep it from shifting to competitors—businesses must choose their strategies for participating in electronic-commerce marketplaces.
Abstract
June 2000
Developing and marketing consumer profiles in the information age is a growth industry built on trust.
Abstract
June 2000
Europe is now playing catch-up to the United States in electronic business, but the European game may well have a different outcome.
Abstract
June 2000
Surprise! Europe will almost certainly take the lead in mobile commerce.
Abstract
May 2000
On-line vendors must offer customers complete satisfaction or lose them to off-line rivals
Abstract
February 2000
Internet pure plays may have won the first round of Internet retailing, but there is every reason to believe that store-based retailers will give them a run for their money.
Abstract
February 1999
Are consumers selling their privacy too cheaply? Not for long. An excerpt from Net Worth predicts the rise of the “infomediary.”
Abstract
February 1999
On-line retail sales might be modest, but don’t underestimate the broader impact of the Internet.
Abstract
November 1998
Salesforces will need to create value, not just communicate it. But even in the same industry, different customers see value very differently. Matching selling strategy to customer type.
Abstract
November 1998
Just about everyone who is (or is about to be) on-line has a bank, a broker, a credit card, or a mortgage. For a long time, the business has been a matter of numbers flickering from one file to another.
Abstract
August 1997
Separating complaints from economic reality. When there is a conflict, there are effective options. Don’t overreact, but don’t get paralyzed either.
Abstract
August 1997
As consumers take control of information about themselves, companies will have to pay for it.
Abstract
May 1997
New web-based competitors are positioning themselves as trusted, objective intermediaries. Most bank executives are following a “fortress” strategy—defending themselves while they wait for clarity in the on-line world.
Abstract
May 1997
The Internet offers consumer companies a powerful and lucrative marketing medium, but many companies do not even attempt to gather information about individuals. This piece reveals the value-exchange techniques that best-practice companies use to build customer relationships on the World Wide Web.
Abstract
February 1997
If there ever was a communal model, say good-bye to it. What’s ahead is market-based pricing and a smaller number of interconnected but differentiated networks. It all means big changes for service, technology, and content providers.
Abstract
August 1996
How online marketing could shift the balance of power: four scenarios. A key issue: information liquidity. Future competitors will include those who might capture information you want.
Abstract
May 1996
Independent developments have accelerated the pace of on-line transactions
Abstract
May 1996
The wrong debate: the Internet versus on-line services. The distinctive value of networks is the ability to form communities. The basics of quality, cost, and convenience will still drive success.
Abstract
May 1996
Should banks and software companies collaborate, or fight it out? Both players have options to redefine relationships between themselves and customers. Trend toward non-exclusive arrangements and standards.
Abstract
February 1996
Too often emotion triumphs over reason. Some improvements, like fixing incentives, can be made quickly. But emerging channels are hard to spot.
Abstract
February 1996
Competing in two worlds: the marketplace and the marketspace. New ways to create digital assets. Beware: many of the old business axioms no longer apply.
Abstract
August 1995
Understanding what electronic commerce means, how key technologies will evolve, and what roles players might adopt will be critical to the strategies of companies in a wide range of businesses in the future.
Abstract
August 1995
The distribution of power between players in the new multimedia environment will be governed by proprietary, hard to replicate content and control of proprietary distribution. McKinsey has identified six themes to guide content providers in the emerging interactive environment.
Abstract
August 1995
Critical mass is now in place. Who will control communities with the right mix of content, fantasy, chatter, and commerce? From product manager to executive producer. You will need to be brave in these new worlds.
Abstract
August 1995
Battlegrounds are unlike those in the United States. The right perspective may be short term and tightfisted. Above all, protect your core business.
Abstract
May 1995
Costs are just 60 percent those of traditional banks. Layering electronic channels on top of branches is the wrong answer. Cashing in on three waves of technology.
Abstract
May 1995
Are Americans using Europe as a dress rehearsal? Vulnerable incumbents. Strategies based on distribution are shaky. The emerging power of gateways.
Abstract
February 1995
Up to 30 percent return on spending. The movement toward account profitability.
Abstract
November 1994
A road map for navigating the industry’s current uncertain landscape.
Abstract
November 1994
How multimedia “gateways” develop will define, for years to come, many industries’ ability to create—and destroy—value.
Abstract