What if Government acquisition might capture the social media wave and then use it to get savings? The spread and the Internet of mass media and products have nurtured new business models that make use of Web 2.0 technology. Web 2.0, ” is linked with net applications that facilitate participatory info sharing, interoperability, user centered design and cooperation on the Global Web” (Graham, 2005). Using Web 2.0 technology, the Government may be ready take advantage of the existing community evolution of e commerce to achieve greater acquisition savings, and ready itself to take advantage of the personal and portable Web 3.0, that many of the future generation can’t live without. These new technologies have led the way in which that men and women see things as well as given them means to use their buying naturally, without the need to have to hold on for process based methods. But can Government get this wave?
An emergent body of initiatives that have placed a growing emphasis on buying things “strategically” have so far focused on the transactions themselves; buying in bigger lots, or perhaps buying the same thing for even more places at a time, cutting down on acquisition costs. What is been missing from the conversation about strategic sourcing so far however, has been a very good look at how products and services are acquired from the viewpoint on the acquisition community participants and the buyers of theirs. Not the techniques, but the actions. What if thinking smartly about buying integrated using the organic social design of the acquisition community members and their consumers?
We-commerce consists of group buying enhanced with social networking (Nobel, 2010). This’s akin to the “deal of the day” version which has been put into effective use by sites like Groupon, Amazon, and Google Offers. Customer Acquisition Agency -commerce platform will allow Government agencies to make use of social networking and technology to allow the entire acquisition community as well as anyone in their companies to drive demand. In the we commerce model, “deals” or discounts from listed prices could be posted by vendors to a main web page. Agency subscribers to the site can either distribute a profile of what products and services they routinely buy, or could search the website for specific items. Once found, the platform would allow anyone, program offices, or buyers with a need, to easily spot and share works with others within the local community. The procedure is generally known as collective commerce, in what “a group of customers join together to impact and ride the desire of an item or even service, resulting in a lucrative transaction for the retailer along with a content set of customers” (Provisor, 2009). Those customers would be employing a cultural platform to achieve cost savings for the agencies of theirs. Using such a platform, savings accessibility would also no longer be limited to those participating in the purchasing function. Every person in the Government will have access and the incentive to seek out acquisition savings as well as discuss those savings success with others.
A Government wide we commerce platform would permit existing Government BPA as well as agenda contract holders to attend as well as offer deals to companies. The benefit for vendors is that this allows them to cash in on their very own intermittent competitive advantages to provide savings to agencies they normally couldn’t. A vendor with excess capacity or supply, for example, or a camera that is suffering from a decline in utilization, could offer time-based discounts from their established prices they usually would be unable to give to Government buyers. These might be limited in time or scope, and can be offered with set minimums or maximums to stop driving vendors beyond their capacity to offer savings.
Through the we-commerce platform, buyers can also sign up en-masse to buy an identical product as well as the cost of the shoes would fall as even more individuals signed up to buy it. Government participants that had an interest would be given an alert notifying them of the chance to obtain a discount. Kind of a reverse reverse auction. Buyers could also share discounts that they’ve negotiated from schedule or even BPA prices with various other buyers. This allows Government customers with quite similar needs to discuss in savings that remaining buyers found. Users of the unit would also have the opportunity to produce “wish lists” which will be delivered to agency buyers or perhaps that could seem to any buyers Government wide when they start a purchase of the same items. Using this collective commerce approach would save money on a diverse and potentially massive scale. In addition, a collective commerce model has number of barriers to entry. Any merchant with a BPA or even schedule contract might join in, this includes businesses that are small and AbilityOne vendors. Eventually, much more than just price can be utilized to build better value decisions.
Integrating user-generated content and social networking capabilities will create a community of enthusiastic customers who will save more, come back often & value greater engagement with vendors. This fusion of social networking and e commerce transforms purchasing into a lively society of customers who interact alongside one another and with vendors, increasing sales and savings, and igniting enthusiasm and advocacy for increased use.
Suppose there was a platform for choosing to use community buying, or even “we commerce,” combining the power of the entire acquisition group to drive desire for products and services to meet company mission needs and lower acquisition costs.