Community Dependent Purchasing in the National Acquisition Approach
What if Government acquisition can get the social networking wave and then use it to drive savings? Consumer Acquisition Agency and The spread of media and products have nurtured new business models that make use of Web 2.0 know-how. Web 2.0, ” is linked with online applications that will facilitate participatory information sharing, interoperability, user centered design and collaboration on the Global Web” (Graham, 2005). Using Web 2.0 know-how, the Government could possibly be in a position 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 a lot of the future generation can’t live without. These new technologies have driven the way that folks look at things and given them alternatives to leverage their purchasing without chemicals, without the need to wait for method based programs. But can Government get the wave?
An emergent body of initiatives which usually have placed a growing emphasis on buying things “strategically” have so far focused on the transactions themselves; purchasing in bigger lots, or even buying the same thing for more locations at a moment, saving acquisition costs. What’s been absent from the discussion about strategic sourcing so far however, has been a very good look at how products and services are acquired from the perspective of the acquisition community members and their customers. Not the operations, but the actions. What if thinking strategically about paying for incorporated using the natural social nature of the acquisition community members and their buyers?
We-commerce consists of group buying improved with social networking (Nobel, 2010). This is similar to the “deal on the day” model that has been put into highly effective use by sites for instance Groupon, Amazon, and Google Offers. A we-commerce platform will allow Government agencies to make use of social media and technology to allow entire acquisition community and anyone in their agencies to drive demand. In the we-commerce model, discounts or “deals” from listed prices could be published by vendors to a main site. Agency subscribers to the site can either publish a profile of what products and services they routinely buy, or even could search the web site for specific items. Once found, the platform would allow anyone, program offices, or buyers with a demand, to quickly spot and share works with others in the neighborhood. The process is generally known as collective commerce, in what “a group of consumers join together to influence and drive the need of an item or even service, resulting in a successful transaction for the retailer and a happy group of customers” (Provisor, 2009). Those customers would be using a public platform to attain cost savings for the agencies of theirs. Using such a platform, savings accessibility would also not anymore be restricted to those participating in the purchasing function. Everyone in the Government will have access as well as the incentive to seek out acquisition savings as well as talk about those savings good results with others.
A Government-wide we commerce platform would allow existing Government BPA as well as schedule contract holders to join as well as offer deals to agencies. The reward for vendors is this allows them to cash in on their own intermittent competitive advantages to offer savings to companies that they otherwise couldn’t. A vendor with excess capacity or supply, for instance, or perhaps one that is going through a decline in utilization, can provide time based discounts from their established prices they otherwise would be unable to give to Government buyers. These could be limited in scope or time, and may be offered with maximums or set minimums to stop driving vendors beyond their potential to offer savings.
Through the we-commerce platform, buyers could also sign up en masse to buy an identical products together with the cost of the product would fall as more individuals signed up to order it. Government individuals that will had an interest will be given an alert notifying them of the chance to acquire a discount. Kind of a reverse reverse auction. Buyers may possibly also share discounts that they have negotiated from schedule or BPA prices with various other buyers. This allows Government customers with quite similar needs to discuss in cost savings that another buyers found. Users of the system would also be able to develop “wish lists” which can be sent to agency buyers or that may appear to any buyers Government wide whenever they initiate a purchase of similar items. Using this collective commerce approach will spend less on a broad and potentially large scale. In addition, a collective commerce design has number of barriers to entry. Any product owner with a BPA or schedule contract might participate, which includes businesses that are small and AbilityOne vendors. Ultimately, more than merely price may be used to build better value decisions.
Integrating user-generated content and social media capabilities are going to create a community of eager customers who will save far more, come back frequently & value greater engagement with vendors. This particular fusion of social networking and e-commerce transforms getting it into a lively community of consumers who interact alongside one another and with vendors, increasing sales and savings, and igniting advocacy and enthusiasm for increased use.
Suppose there was a platform for using community getting, or perhaps “we-commerce,” combining the power of entire acquisition community to drive interest for products and services to interact with agency mission requirements as well as lower acquisition costs.