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USWeb/CKS Introduces Time-to-Value: A New Standard for E-Success� in the Digital Economy
Time-to-value approach helps customers realize maximum value from e-business initiatives quickly
SAN FRANCISCO - August 20, 1999 - USWeb/CKS (Nasdaq: USWB), a leader in Internet professional services, today introduced "Time-to-Value," a strategic business approach for E-Success� in today's dynamic, fast-paced digital economy. As USWeb/CKS CEO Robert Shaw outlined in a live Web conference today, Time-to-Value is the time it takes to realize value from a business initiative, whether the value is expanded sales, efficient supply chain management or productive employees.
In an economy in which the competitive landscape may change overnight, companies need to realize maximum value from their e-business initiatives fast. Results are not enough. They have to be delivered in time to make a difference to a company's relationship with customers, market position and profitability. "With Internet technology, existing businesses can be transformed and new ones built faster than ever before. The need to innovate quickly has become a business imperative in the digital economy," said Stan Lepeak, vice president EBS, META Group. "For many businesses, the mega-IT project no longer serves their needs, and ROI no longer provides an accurate measurement of success. The new Internet IT project has to deliver speed and results that further a strategic business goal."
Time-to-Value
There are three key components of Time-to-Value:
� Innovation: identify new ways to do business
� Speed: think in shorter windows - perform surgical strikes
� Integration: align departments and divisions to capitalize on the integration of technology and business practices
"In order to succeed in the new economy, businesses need to respond quickly to rapidly changing market conditions," said Robert Shaw, CEO of USWeb/CKS. "And it's more than just speed. Businesses must redefine how quickly they can bring value to their core business, their shareholders and their employees. It's a fascinating time to be in business. You have to understand all the new dynamics at play. That's the best part of what we do."
USWeb/CKS delivers Time-to-Value to its clients through a combination of:
� Insight - the ability to innovate, helping customers uncover opportunities they didn't know they had and identify hurdles they may not see
� Experience - more than 4,000 client engagements and a wide range of customers gives unmatched depth and breadth of expertise
� Scale - more than 3,000 professionals in 50 locations worldwide, delivers the right depth and breadth for nearly any organizations' current requirements
Shaw continued, "The unique multidisciplinary approach of USWeb/CKS - strategy, technology and marketing - accompanied by our Time-to-Value approach helps us pinpoint and achieve our customers' business goals quickly."
Time-to-Value In Action: Williams-Sonoma and Walgreen Company
USWeb/CKS has helped Williams-Sonoma build a successful e-business by applying Time-to-Value and is currently working with Walgreen Company using the same approach. Both of these companies are in industries moving quickly online. To develop their solutions, USWeb/CKS assembled teams of experts from the company's strategy, technology and marketing disciplines. The teams developed multidisciplinary surgical strike plans to ensure that the companies could enter the online market as swiftly as possible, with maximum market impact.
Willams-Sonoma
The Williams-Sonoma Time-to-Value plan included a business goal of creating a new online sales channel that would complement existing channels. The result is the creation of an online bridal registry that is completely integrated with the retail and catalog channels, has minimum impact on existing systems and processes and maintains the strong Williams-Sonoma brand value.
"The USWeb/CKS Time-to-Value approach and surgical strike methodology played a critical role in enabling us to move our business online in a short five-month period," said Pat Connolly, executive vice president and general manager of Williams-Sonoma catalog division. "With the help of USWeb/CKS, we met all of our speed, integration and business goals and created a site that would serve as a platform for our long term e-commerce strategy."
Walgreen Company
For Walgreen Company, the Time-to-Value plan calls for two phases with a business goal of gaining online market leadership in the face of an increasingly crowded online pharmacy space. The first phase will launch in September of this year in the form of an online pharmacy. The second phase, to be completed by the end of the year, will allow customers to buy a full range of personal care products from that same online location. The ability to leverage the technology infrastructure already in place and maintain strong brand equity online will give Walgreen an immediate leg-up on the competition.
Learn More About Time-to-Value
For more details on how Time-to-Value helps companies build leadership in the digital economy, USWeb/CKS has made a white paper available at uswebcks.com. USWeb/CKS white papers are a popular source of strategic information for e-business professionals, and are downloaded tens of thousands of times of per month. To listen to a replay of today's Web conference on Time-to-Value, dial 800-642-1687 (US) or 706-645-9219 (Int'l).
About USWeb/CKS
USWeb/CKS (Nasdaq: USWB) seeks to transform businesses in the digital economy and create sustainable market leadership for its clients. As a leading Internet professional services firm, USWeb/CKS has created a new standard for success in the digital economy - Time-to-Value. Time-to-Value means USWeb/CKS applies its insight, experience and scale to deliver breakthrough results quickly. The Company is headquartered in San Francisco, California, with more than 3,000 professionals in over 50 locations worldwide. Additional information about USWeb/CKS is available by calling 415/284-7070.
USWeb/CKS, E-Success and the USWeb/CKS logo are registered trademarks of USWeb Corporation in the U.S. and certain other countries. All other trademarks mentioned in this document are the property of their respective owners.