The internet economy business models and strategies slideshareVille Saarikoski
Slides from a course I teach titled "The Internet Economy - Business Models and Strategies" 20 hrs of classroom interaction. During class students read 3 HBR articles, build a business model canvas BMX, view the BMC through theories and discuss how to create and shape new emerging industries
Drivers of e business value creation in banking sector in jordanIJMIT JOURNAL
With the development and growth of internet, its applications of e-banking, e-commerce, and e-business became irreplaceable channels regarding its fast access, rich content, and smooth interactivity. High investments are paid toward improving the quality of service offered by the banks. This paper is dedicated to empirically investigating the drivers of e-Business value creation in the Jordanian banking sector. This work summarizes the main differences among employees of Jordanian and foreign bank regarding their perspectives. Many of the competing foreign banks to the Jordanian banks are enforced with huge financial capital, having long periods of banking practices and are employing cutting-edge technologies and tools.
To minimize the technological gap, Jordanian banks are working hard to develop their e-Business services.
This in one hand has to enhance their trust, satisfaction, and commitment toward existing customers and
entice new comers on other hand. Based on business model of Amit and Zott, i.e. the four constructs of eValue framework (efficiency, complementarities, lock-in, and novelty), four hypotheses have been formulated to test the differences in the drivers of e-Business value creation between Jordanian and foreign banks. A survey questionnaire in a form of paper-and-pencil was delivered personally to 200 employees
from four main Jordanian banks and 200 employees from four foreign banks working in Jordan. The questionnaire was formed and constructed to test the proposed hypotheses. the findings in this study based on the SEM and T-test analyses, revealed important implications that will help banks’ managers to make well-informed decisions and policies regarding investments and resources allocation for implementing eBusiness strategies and ventures. The paper concludes with discussing the importance of these findings for practitioners and for future research on value accrued from e-Business services.
Drivers of e business value creation in banking sector in jordan a structural...IJMIT JOURNAL
With the development and growth of internet, its applications of e-banking, e-commerce, and e-business became irreplaceable channels regarding its fast access, rich content, and smooth interactivity. High investments are paid toward improving the quality of service offered by the banks. This paper is dedicated
to empirically investigating the drivers of e-Business value creation in the Jordanian banking sector. This
work summarizes the main differences among employees of Jordanian and foreign bank regarding their perspectives. Many of the competing foreign banks to the Jordanian banks are enforced with huge financial
capital, having long periods of banking practices and are employing cutting-edge technologies and tools. To minimize the technological gap, Jordanian banks are working hard to develop their e-Business services. This in one hand has to enhance their trust, satisfaction, and commitment toward existing customers and entice new comers on other hand. Based on business model of Amit and Zott, i.e. the four constructs of eValue framework (efficiency, complementarities, lock-in, and novelty), four hypotheses have been formulated to test the differences in the drivers of e-Business value creation between Jordanian and foreign banks. A survey questionnaire in a form of paper-and-pencil was delivered personally to 200 employees
from four main Jordanian banks and 200 employees from four foreign banks working in Jordan. The questionnaire was formed and constructed to test the proposed hypotheses. the findings in this study based on the SEM and T-test analyses, revealed important implications that will help banks’ managers to make
well-informed decisions and policies regarding investments and resources allocation for implementing eBusiness strategies and ventures. The paper concludes with discussing the importance of these findings for practitioners and for future research on value accrued from e-Business services.
After reading this chapter, you will be able to:
Define e-commerce and describe how it differs from e-business.
Identify and describe the unique features of e-commerce technology and discuss their business significance.
Describe the major types of e-commerce.
Discuss the origins and growth of e-commerce
Understand the vision and forces operating during the first five years of e-commerce, and assess its successes, surprises and failures.
Identify several factors that will define the next five years of e-commerce.
Describe the major themes underlying the study of e-commerce.
Identify the major academic disciplines contributing to e-commerce research.
Entrepreneurship & Commerce in IT - 08 - E-Commerce business models and conceptsSachintha Gunasena
This series in about the Entrepreneurial and E-Commerce opportunities and how to harness the power of Information Technology to improve or revolutionize business.
This session discusses about e-commerce business models and concepts:
• Growth of the Internet and the Web • Origins and Growth of E-commerce • E-commerce I and E-commerce II eras • Organizing themes of e-commerce • Elements of a business model • Business-to-consumer (B2C) business models • Business-to-business (B2B) business models • Business models in other emerging e-commerce areas • How the Internet and Web change business, strategy, structure, and process.
1.
•
•
• An e-commerce business model aims to use and leverage the unique
qualities of the Internet, the Web, and the mobile platform.
• There are eight key elements of a business model.
Value proposition
Defines how a company’s product or service fulfills the needs of customers.
Questions to ask:
• Why should the customer buy from you?
• What will your firm provide that others do not or cannot?
Successful e-commerce value propositions:
• Personalization/customization
•
Reduction of product search, price discovery costs
• Facilitation of transactions by managing product delivery
2. Revenue model
• Describes how the firm will earn revenue, generate profits, and produce a superior return
on invested capital.
Most companies rely on one, or some combination, of the following major revenue models:
• Advertising (Yahoo)
• Subscription (WSJ)
• Transaction fee (eBay)
• S ales (Amazon)
• Affiliate (MyPoints)
Why may a company want more than one revenue model?
3. Market opportunity
• • Refers to the company’s intended marketspace and the overall potential financial
opportunities available to the firm in that marketspace.
Marketspace
• Area of actual or potential commercial value in which company intends to
operate.
Realistic market opportunity:
•
Defined by revenue potential in each market niche in which company hopes
to compete.
Market opportunity typically divided into smaller niches
4. Competitive environment
• Refers to the other companies operating in the same marketspace selling
similar products.
Who else occupies your intended marketspace?”
• Other companies selling similar products in the same marketspace.
• Includes both direct and indirect competitors.
Influenced by:
• Number and size of active competitors
• Each competitor’s market share
• Competitors’ profitability
•
•
•
•
5. Competitive advantage
• Competitive advantage:
• Achieved by a firm when it can produce a superior product and/or
bring the product to market at a lower price than most, or all, of its
competitors.
“What special advantages does your firm bring to the marketspace?”
• Is your product superior to or cheaper to produce than your
competitors’?
6. Market strategy
• • The plan you put together that details exactly how you intend to enter a
new market and attract new customers.
Details how a company intends to enter market and attract customers Best
business concepts will fail if not properly marketed to potential customers.
Examples:
• YouTube having social network marketing strategy which lets users to
post content on the site for free;
• AOL distributing out free trial CDs through magazines and newspapers
7. Organizational development
• Development plan describes how the company will organize the work that
needs to be accomplished.
Work typically divided into functional departments, e.g, production,
shipping, marketing
The internet economy business models and strategies slideshareVille Saarikoski
Slides from a course I teach titled "The Internet Economy - Business Models and Strategies" 20 hrs of classroom interaction. During class students read 3 HBR articles, build a business model canvas BMX, view the BMC through theories and discuss how to create and shape new emerging industries
Drivers of e business value creation in banking sector in jordanIJMIT JOURNAL
With the development and growth of internet, its applications of e-banking, e-commerce, and e-business became irreplaceable channels regarding its fast access, rich content, and smooth interactivity. High investments are paid toward improving the quality of service offered by the banks. This paper is dedicated to empirically investigating the drivers of e-Business value creation in the Jordanian banking sector. This work summarizes the main differences among employees of Jordanian and foreign bank regarding their perspectives. Many of the competing foreign banks to the Jordanian banks are enforced with huge financial capital, having long periods of banking practices and are employing cutting-edge technologies and tools.
To minimize the technological gap, Jordanian banks are working hard to develop their e-Business services.
This in one hand has to enhance their trust, satisfaction, and commitment toward existing customers and
entice new comers on other hand. Based on business model of Amit and Zott, i.e. the four constructs of eValue framework (efficiency, complementarities, lock-in, and novelty), four hypotheses have been formulated to test the differences in the drivers of e-Business value creation between Jordanian and foreign banks. A survey questionnaire in a form of paper-and-pencil was delivered personally to 200 employees
from four main Jordanian banks and 200 employees from four foreign banks working in Jordan. The questionnaire was formed and constructed to test the proposed hypotheses. the findings in this study based on the SEM and T-test analyses, revealed important implications that will help banks’ managers to make well-informed decisions and policies regarding investments and resources allocation for implementing eBusiness strategies and ventures. The paper concludes with discussing the importance of these findings for practitioners and for future research on value accrued from e-Business services.
Drivers of e business value creation in banking sector in jordan a structural...IJMIT JOURNAL
With the development and growth of internet, its applications of e-banking, e-commerce, and e-business became irreplaceable channels regarding its fast access, rich content, and smooth interactivity. High investments are paid toward improving the quality of service offered by the banks. This paper is dedicated
to empirically investigating the drivers of e-Business value creation in the Jordanian banking sector. This
work summarizes the main differences among employees of Jordanian and foreign bank regarding their perspectives. Many of the competing foreign banks to the Jordanian banks are enforced with huge financial
capital, having long periods of banking practices and are employing cutting-edge technologies and tools. To minimize the technological gap, Jordanian banks are working hard to develop their e-Business services. This in one hand has to enhance their trust, satisfaction, and commitment toward existing customers and entice new comers on other hand. Based on business model of Amit and Zott, i.e. the four constructs of eValue framework (efficiency, complementarities, lock-in, and novelty), four hypotheses have been formulated to test the differences in the drivers of e-Business value creation between Jordanian and foreign banks. A survey questionnaire in a form of paper-and-pencil was delivered personally to 200 employees
from four main Jordanian banks and 200 employees from four foreign banks working in Jordan. The questionnaire was formed and constructed to test the proposed hypotheses. the findings in this study based on the SEM and T-test analyses, revealed important implications that will help banks’ managers to make
well-informed decisions and policies regarding investments and resources allocation for implementing eBusiness strategies and ventures. The paper concludes with discussing the importance of these findings for practitioners and for future research on value accrued from e-Business services.
After reading this chapter, you will be able to:
Define e-commerce and describe how it differs from e-business.
Identify and describe the unique features of e-commerce technology and discuss their business significance.
Describe the major types of e-commerce.
Discuss the origins and growth of e-commerce
Understand the vision and forces operating during the first five years of e-commerce, and assess its successes, surprises and failures.
Identify several factors that will define the next five years of e-commerce.
Describe the major themes underlying the study of e-commerce.
Identify the major academic disciplines contributing to e-commerce research.
Entrepreneurship & Commerce in IT - 08 - E-Commerce business models and conceptsSachintha Gunasena
This series in about the Entrepreneurial and E-Commerce opportunities and how to harness the power of Information Technology to improve or revolutionize business.
This session discusses about e-commerce business models and concepts:
• Growth of the Internet and the Web • Origins and Growth of E-commerce • E-commerce I and E-commerce II eras • Organizing themes of e-commerce • Elements of a business model • Business-to-consumer (B2C) business models • Business-to-business (B2B) business models • Business models in other emerging e-commerce areas • How the Internet and Web change business, strategy, structure, and process.
1.
•
•
• An e-commerce business model aims to use and leverage the unique
qualities of the Internet, the Web, and the mobile platform.
• There are eight key elements of a business model.
Value proposition
Defines how a company’s product or service fulfills the needs of customers.
Questions to ask:
• Why should the customer buy from you?
• What will your firm provide that others do not or cannot?
Successful e-commerce value propositions:
• Personalization/customization
•
Reduction of product search, price discovery costs
• Facilitation of transactions by managing product delivery
2. Revenue model
• Describes how the firm will earn revenue, generate profits, and produce a superior return
on invested capital.
Most companies rely on one, or some combination, of the following major revenue models:
• Advertising (Yahoo)
• Subscription (WSJ)
• Transaction fee (eBay)
• S ales (Amazon)
• Affiliate (MyPoints)
Why may a company want more than one revenue model?
3. Market opportunity
• • Refers to the company’s intended marketspace and the overall potential financial
opportunities available to the firm in that marketspace.
Marketspace
• Area of actual or potential commercial value in which company intends to
operate.
Realistic market opportunity:
•
Defined by revenue potential in each market niche in which company hopes
to compete.
Market opportunity typically divided into smaller niches
4. Competitive environment
• Refers to the other companies operating in the same marketspace selling
similar products.
Who else occupies your intended marketspace?”
• Other companies selling similar products in the same marketspace.
• Includes both direct and indirect competitors.
Influenced by:
• Number and size of active competitors
• Each competitor’s market share
• Competitors’ profitability
•
•
•
•
5. Competitive advantage
• Competitive advantage:
• Achieved by a firm when it can produce a superior product and/or
bring the product to market at a lower price than most, or all, of its
competitors.
“What special advantages does your firm bring to the marketspace?”
• Is your product superior to or cheaper to produce than your
competitors’?
6. Market strategy
• • The plan you put together that details exactly how you intend to enter a
new market and attract new customers.
Details how a company intends to enter market and attract customers Best
business concepts will fail if not properly marketed to potential customers.
Examples:
• YouTube having social network marketing strategy which lets users to
post content on the site for free;
• AOL distributing out free trial CDs through magazines and newspapers
7. Organizational development
• Development plan describes how the company will organize the work that
needs to be accomplished.
Work typically divided into functional departments, e.g, production,
shipping, marketing
Marketing Fundamentals - Chapter 1 - BBA / MBA Course
PPT material Marketing Principles
Your comments are welcome to improve the content.
Dr. Francois Gaucher, DBA, MBA
www.checkerboard.com - Presentation given to marketing managers and business owners. Special thanks to my many sources. If you'd like to work with our company, or need additional information on this topic, please contact us!
“If you were to give a one-sentence tip to a small business owner just started out with social media, what would you say?”
That’s the question we’ve been asking a lot over the last few weeks.
We’ve asked: business owners, marketers, social media experts, bloggers, entrepreneurs, best-selling authors, and a ton of other people who have achieved success on social media.
Most stuck to one sentence. Some cheated a little.
But all provided helpful tips that any business can use when getting started.
Now, it’s your turn! “If you were to give a one-sentence tip to a small business owner just started out with social media, what would you say?” Let us know on our blog: http://ow.ly/A1gr1
A Complete Guide To The Best Times To Post On Social Media (And More!)TrackMaven
Do you know the most effective times to post on social media, send an email, or publish a blog? We've broken down the data behind the most effective times to post content on Twitter, Instagram, Facebook, Content Marketing, and Email.
The purpose of this article is to explore e-commerce issues particularly for developing an appropriate framework for ecommerce marketing. The issues that e-commerce faces will be examined through the marketing mix. The authors consider process as an additional P especially for ecommerce. Exploring the ideas of product, place, price, promotion and process with their implication in addressing and mitigating problems of ecommerce is the main focal point of this article. The authors find that the five concepts of the marketing mix equally play a critical part in the success of e-commerce. Therefore, concentrating on these concepts will prove to be of the utmost importance as an e-commerce provider.
This paper outlines the increasing challenges of Business Model Innovation in the Digital and New Media Economy. It describes drivers of change, impacts on the innovation and business landscape, consequences for business modeling and the innovation process, as well as the implications for organizational adaptation. It presents in-depth observations from empirical
research on 12 business cases in the Digital and Media Economy in Germany.
Lo speech di Stefano Guerrieri che racconta il metodo con cui è arrivato a progettare il modello di business della sua startup Playwood. Questo speech è stato fatto a Creativity Day e durante un incontro gratuito presso Impact Hub di Reggio Emilia.
Innovation processes over the last 30 years.
What is changing fast now?
Exponential Tech
Ubiquitous Connectivity
Urbanization/Ageing
Digital Healthcare
How to prevent being disrupted?
What do you need to change?
Options for the new innovation set up
Impacts on the company/functions
A solution, e.g Bus Model to suit your company
Ideation/New Concepts/Portfolio generation
Team effectiveness, trust, productivity, results
Transformation execution
Global Rollout/Portfolio mgt
Business Models:
- Runthrough of Osterwalder and Pigneurs "Business Model Canvas"
- 40 examples of online business models
Lecture at ITU class "Concept Development with Industry", February 15.
There’s a vast chasm between the hype and reality with today's IoT buzz. Here is a preview of the trends, predictions, value domains and routes to make your own initiatives a success.
Two-sided Internet platforms: A business model lifecycle perspectiveLaurent Muzellec
Multi-sided platforms bring together two or more distinct but interdependent groups of customers, normally
described as B2B and B2C. Two-sided platforms have proliferated rapidly with the Internet and this has led to
the development of new business models to monetize innovative value propositions in online markets. This
paper puts forward amodel of the evolution of themarketing strategies and businessmodels of two-sided Internet
businesses. In thismodel, Internet intermediaries are visualized as resource integrators, involving consumers and
business partners in a process of co-creation of value—an integrated, two-sided businessmodel. An analysis of five
early stage Internet ventures reveals that the business models of these Internet ventures show a clear pattern of
evolution from inception to maturity, from B2C towards B2B, and ultimately to an integrated combination
(B2B&C and B2C&B). This is primarily due to a shift in the relative influence of different business stakeholders,
identified as change agents in the context of the business modeling of two-sided Internet platforms.
Scenarios - approaches for exploring urban futures Ian Miles
Presentation to "future of cities" network, explaining diofferent types of scenario and describing work undertaken in context of Greater Manchester 2040+ see http://www.gm2040.com/ for more
What has happened to Foresight in the UK?Ian Miles
The UK Foresight Programme has been widely lauded. But how is it valued by the current government? This presentation examines trends in the Programme, which suggest that forebodings expressed in 2010 have proved accurate.
First of a set of four presentations on e-business to students at Higher School of Economics, Moscow. This one presents some of the very first efforts to create online business (after remote computer sharing way back), and takes us trhough to the dot com bubble and the growth of thinking about Business Models.
Presentation to MSC at Manchester, IME, module on service innovation. This week the focus in so-called creative industries, and innovation in these ; and the talk concludes with discussion of the challenge of digitalisation
1. Higher School of Economics , Moscow 2011 www.hse.ru Ian Miles Research Laboratory for the Economics of Innovation, HSE (and Manchester Institute of Innovation Research) June 2011 e - Business and e - Business Models – Part 3 [ « Business and business models in the Internet »]
2.
3.
4. Many lists of different types of e-Business Model – example from Rappa
5. This view of the key elements is by Liting Liang 2011 (DPhil thesis) , studying low-cost airlines as innovative business models. But the emergence of the Web (and web2.0) and new media platforms means new approaches possible in all the hexagons. “ Building blocks” need to be aligned, though tension can be creative Higher School of Economics, June 2011 Value Proposition Economic Formula Organisational Vision Position in Value Network Target Market Value Chain Structure Resources and Capabilities Elements of a Business Model
6. Organisational Vision Definition : Strategic intent - what the desired future of the firm will be, what opportunities are to be seized (the business model should flow from this). Example : To be the leading source of news/gossip/reviews... Innovation : To be the leading online portal for news/gossip/reviews... A new vision of what the rules of the game could be. This helps define what business model is adopted. Now let us explore some basic elements. Higher School of Economics, June 2011 Organisational Vision We have already explored Organisational Vision
7. Value Proposition Definition : What services offered to the consumer, at what price and conditions. Example: Books; sold at shop; can examine there; can keep and share them. Innovation : e-books; copying/sharing restricted; available online anywhere; need a reader. New services, new delivery mechanisms, new prices, new service/price combinations (e.g. “no fills”). [scope for “blue ocean strategy”?] Higher School of Economics, June 2011 Higher School of Economics, June 2011 Economic Formula Organisational Vision Position in Value Network Target Market Value Chain Structure Resources and Capabilities Value Proposition 1 – Value Proposition
8.
9.
10. Price/Quality Choice BETTER QUALITY Differentiation strategy (Michael Porter) BETTER PRICE (for customers) Cost leadership strategy (Michael Porter) “ Rip off”: overcharging shouldn’t work in competitive, informed markets Fantastic value: may require mastery of a disruptive innovation Premium services: may work well with demanding/ status-oriented / money rich time poor consumers Budget services: often where disruptive innovation begins, but may also be aimed at low-income niches What space for intermediate value offerings? Whose choice: yours or consumers? Note that the customers’ perceptions of price and quality may differ from yours! Their perceptions are the ones that count. You may have a range of price/quality offerings – and you may have dynamic pricing of some sort.
11. In the first lecture, we noted three types of “Telematic Service” associated with the very first e-businesses INFORMATION TRANSACTION COMMUNICATION Online Databases News, Weather, Timetables “Home and office” banking Shopping, ticketing Electronic mail Bulletin boards, chatlines Earliest services were access to remote computers for data processing, but as prices and sizes declines, more interactive services developed.
12. The three types help to illustrate different Value Propositions INFORMATION TRANSACTION COMMUNICATION e-Publications of all kinds: Text, graphic, audio, video Real-time, transitory and long-term material Static vs.Dynamic (mash-ups etc.) Retail and wholesale services 1-2-1,1-2-many, many-2-many Email, VoIP Many sorts of service have proliferated: here are some of the varieties Processing of uploaded data, etc.: Software as a Service (SaaS) Pay for content, software, data processing Brokering virtual market places Blogs, podcasts, P2P content delivery systems
22. Transactional Services: Value Proposition Special offers, news Membership and established customers Key service is upfront. Simple booking and payment (Expedia get commi-sssions) Note effort to differ-entiate
23. Transactional Services: Value Proposition Very basic presentation: Deliberate strategy? Key service is upfront. Link to areas where classified ads are located “ little interest in maximizing profit” (? Conflicts with eBay part-owners?) “ Funding from paid job and apartment advertisements. Content controversies!
24.
25. Target Market Definition : Who services are being aimed at, for whom value is created. Example : Travel planning and ticket purchasing system . Innovation : Reach people on the move, with services targeted to mobile phones. New target market, often by expanding existing market and reaching people who were excluded, and/or by increasing amount of consumption in existing markets. Higher School of Economics, June 2011 Value Proposition Economic Formula Organisational Vision Position in Value Network Value Chain Structure Resources and Capabilities Target Market 2 – Target Market Value Chain Structure Position in Value Network
26.
27. As they say in business… http://www.plantescompany.com/blog/business-model-innovation-best-practices/ Story about trying to appeal to too many demanding customers
33. Resources and Capabilities Definition : the buildings, tools, knowledge, skills, routines, relationships used to create value. Example ; design services using paper-based graphics. Innovation : online CAD service (in future, 3-D printing) Better/new use of existing capabilities, application of new capabilities Higher School of Economics, June 2011 Value Proposition Economic Formula Organisational Vision Position in Value Network Target Market Value Chain Structure Resources and Capabilities 3- Resources and Capabilities Value Chain Structure Position in Value Network