The document discusses electronic business (e-business) and electronic commerce (e-commerce), defining them and differentiating the two. It then lists three successful e-commerce companies (Amazon, Dell, Apple) and three failed ones (MVP.com, Thought Inc., Channel A), providing brief explanations for each. Finally, it discusses factors driving and inhibiting e-commerce growth in India, and provides statistics on e-commerce usage and growth in the country from 2006-2011.

1. Assignment <br /> On<br />“Electronic Business”<br />Submitted To: Submitted By:<br />Prof. Manoj Bhatia Mohit Malviya<br />E-Business: Electronic business, commonly referred to as \"
eBusiness\"
or \"
e-business\"
, or an internet business, may be defined as the application of information and communication technologies (ICT) in support of all the activities of business. Commerce constitutes the exchange of products and services between businesses, groups and individuals and can be seen as one of the essential activities of any business. Electronic commerce focuses on the use of ICT to enable the external activities and relationships of the business with individuals, groups and other businesses.<br />E-Commerce: Electronic commerce, commonly known as e-commerce or eCommerce, consists of the buying and selling of products or services over electronic systems such as the Internet and other computer networks.<br />There is no major difference between E-Business and E-Commerce.<br />TYPES OF E-COMMERCE<br />Business to business

2. Business to consumer

3. Consumer to consumer

4. Consumer to business

5. Business to employeeLIST OF 3 SUCCESFUL AND 3 FAILED E-COMMERCE COMPANIES<br />3 SUCCESFUL COMPANIES<br /> Amazon.com: Hugh variety

6. Dell: Customization

7. Apple: Innovation3 FAILED COMPANIES<br /> MVP.com: MVP.com was a website devoted to selling sporting goods on the strength of endorsements from legends like Michael Jordan and Wayne Gretzky. The company’s prospects seemed bright at the onset, backed by $65 million in venture funding and an equity sharing partnership with CBS Sports that promised MVP free advertising during games. The $85 million deal was ill-fated, however, as MVP reneged on its promise to pay CBS the promised $10 million per year. Soon after, CBS squashed the agreement and MVP.com was benched for good. The lesson to entrepreneurs everywhere: celebrity endorsements mean nothing without a product or service people really, truly want. Today, Sports Business Journal refers to MVP as “a sobering lesson from the dot com bust, showing the need for business fundamentals no matter the names behind the venture.” Thought Inc: Thought was written up in a Forbes piece entitled “When Startups Become Blowups.” Apparently, they were a maker of customized server software that sounded a lot better in theory than it proved to be in practice. Unfortunately, their tale is symptomatic of many Internet startups that aren’t founded around a viable business strategy. The article goes on to tell the story of Hugh Carrol, a man who left a steady job in the Valley for a sales on comission job at Thought. Sadly, the software was difficult to sell and the company’s cash flow problems caused them to skip Carrol’s paychecks. When she investigated, she was told that she would get a lump sum “when revenues started coming in.” Predictably, that revenue never did come in – and neither did Carrol’s pay.<br />“It was a very disillusioning experience that left me cynical”, is all Carrol had to say about the Thought, Inc. fiasco.<br /> Channel A: The same Forbes piece recounts the tale of Channel A, a website dedicated to Asian-American issues and entertainment. The new venture was appealing enough to lure 27 year old Pamela Yoon away from a secure job and get down in the trenches working for them, instead. “Why not take a chance?”, she offered as her reason. She soon had an all-too-painful answer. Despite Asian investors sinking millions into the Channel A site (and its many favorable mentions in the San Francisco newspapers), their target market in Asia ceased to care about what the site had to offer them. Consequently, the plug was pulled in Channel A in 1997, not even a year after Yoon came aboard.<br />“It sucked afterword”, Yoon said, adding that she was also unemployed for two and a half months after Channel A closed its doors.<br />FACTORS THAT HOLD BACK THE GROWTH OF E-COMMERCE IN INDIA<br />Shift from traditional advertising to internet marketing

8. Changes in Consumer behaviour

9. Growth of video advertising