Halden Zimmermann-Merrill Lynch Summary 1/8

Why would Merrill Lynch risk damaging its key unique resource to restructure its customer interface? Internet Business to Business (B2B) commerce was nearly non-existent before 1995.

Total sales of B2B commerce grew dramatically between 1995 to 1999 to over $ 110 Billion in 1999. It was estimated that by 2003 over 90% of US Businesses would make purchases on the Internet and that the B2B would several fold larger than the Business to consumer (B2C) market (BW 2000).

Firms who embraced strategic online ventures in the early years were able to realize substantial economic gains. An example is strategic move is portrayed by Charles Schwab in 1997, who offered a flat fee of $ 29.95 per trade (see Exhibit). This bold move gave a rapid growth for Schwab and allowed them to surpass the market capitalization of Merrill Lynch by 1998 (see Exhibit), despite having a much lower value of total assets (1.5 Trillion versus 500Billion).

Halden ZimmermannThroughout the mid 1990’s, Merrill Lynch did not behave as if the internet market would be a large potential growth for their business strategy. It may well be Merrill Lynch did not believe clients would leave their full service approach for an internet-only trading firm. The Chairman of Merrill Lynch “did not see Merrill Lynch competing with online traders and discount broker (David Komasky).” Their rather conspicuous absence from this initial period suggests they either grossly underestimated the magnitude of the internet market or that they had additional considerations.

In order to better understand Merrill Lynch’s apparent reluctance, it is important to understand their unique resources and how fragile they are to change.

Unique Resources:

Tangible Assets Intangible Assets Organizational Capabilities

• Merrill Lynch offices and trading centers Customer Value

• Cheap transactions**

• Return on investment

• Banking options

• Ease of use / access

• Market information

• Name Brand – top full service brokerage house

• Customer list (20% of affluent customer relationships)

• Best trained financial consultants

• Trading seats on securities exchanges

• Full service options

• Banking options available

• Research and securities data

•Train top consultants

•Analyze industries and companies

•Use market analysis to make profit for customers

•Offer combination of services to increase customer return on assets


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