The document discusses various theoretical aspects and market research findings related to the US e-commerce market. It covers topics such as the stages of B2C e-commerce, competitive advantages, drivers for e-commerce including cost and flexibility. It also discusses trends like social commerce, flash sales, recommendations, and the growth of the US e-commerce market from $200B to over $300B by 2016. The document provides examples of new e-commerce business models and discusses which have survived, as well as the shift from physical to online stores.
E-Commerce Business, Technology & Society, Full presentation covering the business model of e-Commerce starting from implementation, operation and revenue streaming, all about how to automate and sell online.
Please find here the presentation I've realised for VISA EUROPE for my 2d interview of the hiring process :
Initial subject : What position would you recommend to allow Visa to maintain its leadership in payment e.commerce?
Context : 7 days to realize it with my current job
Visa's conclusion of my presentation :
- Presentation was not enough VISA centric (sorry that eCommerce is not focus on Visa)
- I was supposed to explain more the V.me solution which is not yet released/official in Europe : V.me = Paypal copycat (this was not the subject !)
Very good exercise, but very disappointed with Visa methodology and behavior.
Anyway, the presentation is not perfect, but I should have charge VISA Europe.
Because, I 'm not a Visa collaborator, I can share this presentation I've realised.
Don't hesitate to contact me if you have any questions.
What is a strategy and how to incorporate eBusiness strategies to the business?
SWOT Analysis to understand business environment before developing strategies.
Global Trade Platform for Small and Medium Scale enterprises.
E-Commerce Business, Technology & Society, Full presentation covering the business model of e-Commerce starting from implementation, operation and revenue streaming, all about how to automate and sell online.
Please find here the presentation I've realised for VISA EUROPE for my 2d interview of the hiring process :
Initial subject : What position would you recommend to allow Visa to maintain its leadership in payment e.commerce?
Context : 7 days to realize it with my current job
Visa's conclusion of my presentation :
- Presentation was not enough VISA centric (sorry that eCommerce is not focus on Visa)
- I was supposed to explain more the V.me solution which is not yet released/official in Europe : V.me = Paypal copycat (this was not the subject !)
Very good exercise, but very disappointed with Visa methodology and behavior.
Anyway, the presentation is not perfect, but I should have charge VISA Europe.
Because, I 'm not a Visa collaborator, I can share this presentation I've realised.
Don't hesitate to contact me if you have any questions.
What is a strategy and how to incorporate eBusiness strategies to the business?
SWOT Analysis to understand business environment before developing strategies.
Global Trade Platform for Small and Medium Scale enterprises.
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.
Beyond B2B Consumerization: How Instant Commerce™ in B2B Changes the Future o...SAP Ariba
So what’s the next big thing in B2B e-commerce? Participate in this session to learn how B2B e-commerce is going beyond consumerization to instant commerce. We will examine: what factors will lead to B2B sector consolidation; who benefits when demand chains meet supply chains; what is driving the new Era of Instant Commerce™; and which new business models will profit from this new era.
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
This assignment is completely done by me. Its subject is Management Information System (Introduction to Computers) and the topic is about E-commerce. I hope this beautiful assignment will support any presenters who are working on their respective assignments for a successful presentation.
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.
Beyond B2B Consumerization: How Instant Commerce™ in B2B Changes the Future o...SAP Ariba
So what’s the next big thing in B2B e-commerce? Participate in this session to learn how B2B e-commerce is going beyond consumerization to instant commerce. We will examine: what factors will lead to B2B sector consolidation; who benefits when demand chains meet supply chains; what is driving the new Era of Instant Commerce™; and which new business models will profit from this new era.
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
This assignment is completely done by me. Its subject is Management Information System (Introduction to Computers) and the topic is about E-commerce. I hope this beautiful assignment will support any presenters who are working on their respective assignments for a successful presentation.
Lessons from Long Tail: Delivering on the Semiconductor Digital Engagement Ma...Infosys
Traditional customer engagement methods and information infrastructures are no longer sufficient. Success in the semiconductor marketplace will belong to those who are prepared for comprehensive digital and social interactions and commerce across the sales and support cycle with traditional and new prospects and customers who are “engineers” by day and “digital consumers” after hours. The industry is realizing the power of Web 2.0 technologies to reach untapped emerging markets of product developers and engineers across the globe, while increasing customer satisfaction, productivity, and profitability.
This video is presented by USEP’s BSCS student, Kenneth Jan W. Malubay under ND Arquillano as a partial fulfillment for Elective 4 E-Commerce. It talks about:
Introduction to e-business and e-commerce
E-commerce fundamentals
E-business infrastructure
E-environment
Supply chain management
E-marketing
Customer relationship management
Change management
Analysis and design
M-Commerce
Management of mobile commerce services
THE NEXT INDUSTRIAL REVOLUTION. HOW E-COMMERCE IS TRANSFORMING B2BCEO Magazyn Polska
Forrester Research estimates that cross-border B2B e-com-
merce transactions will reach US $1.2 trillion by 2021.1
With the advent of the internet and digitalization, the
opportunity for companies to boost revenues by tapping
global markets and to drive down costs through greater
efficiency has also opened up new prospects for earnings
growth. This huge potential is forcing B2B companies to
adapt their supply chains to be more like a business-to-
consumer (B2C) channel i.e. flexible, agile, scalable, quick-
er, mobile and global. More significantly, digitally-aware
B2B customers are expecting ‘Amazon-like’ experiences
including seamless commercial transactions when buy-
ing, receiving and returning products.2 Businesses have
shifted their purchasing research and transaction activi-
ties towards online3 especially when customer expecta-
tions for a full spectrum of services and support that are
hosted online have continued to increase.4 Despite these
customer expectations, there are fundamental differences
between B2B and B2C commercial transactions which
need to be understood and managed.
The Number One Digital Challenge Facing B2B TodayImran Choudhary
IBM recently hosted an open round table in London to discuss the temperament and disruptors in UK B2B Commerce with a number of key industry influencers and subject matter experts.
We explored the challenges faced, but equally the opportunities
and notable success stories.
Our discussion centred on what the #1 Digital Challenge Facing B2B is today, and what opportunities this may present to the new digital seller.
We also explored the importance of the user experience and the supporting infrastructure, as well as managing organisational and cultural change in the implementation of a new digital B2B strategy.
It comes as no surprise that the dialogue of the session very quickly expanded into the role of multi–Channel campaigns, technology, people, culture, and business change.
These facets where explored in great detail and we have summarised the highlights and key insights in this report.
Glabex allows:
List unlimited products & categories
Upload up to 10 photos per item! + Video
Own and customize your own store URL http://ecrater.yourname.com
Import bulk products from csv/text file types
All products are submitted to Google Product Search
If you don't have a lot of tech expertise or a big budget, or don’t want to pay for hosting or set up your online store. There is no problem. With our FREE store solution you get a professional e-commerce store capable of selling any product
What exactly is Glabex?
Glabex is a unique platform for business. First of all, it is a 100% free online marketplace, also it is social ecommerce hub for your business. With Glabex you can build online profile for your company, set up your market place, list your products&Services in Glabex free online market place, update information though out all social spots from your Glabex business profile with one click.
Do you know Glabex? it is time to get introduced. It is a free marketplace for your products, it is ebusiness platform, eCommerce website, it is free tool for you to manage your business online,
Get your Company Page
Many users can easily land on your page through simple Glabex browsing.
Glabex e-business platform is free for any company.
Every employee has the opportunity to promote your company
Create Roles and assign responsibilities to your team
You can describe your various products as a whole
Glabex offers a robust product
awareness perspective
Optimize lead. Management to Align. Sales and MarketingMrSeller Zograf
New pressures for marketers
Today’s marketers are under mounting pressure to demonstrate the direct connection between marketing programs and sales impact.
Measuring return on marketing, particular marketing investment is hardly possible. Marketers need to show a positive feedback between outreach activities and bottom-line result such as new customer acquisition or even beter - sales revenue. But for many companies,mesurign marketing effort is still unreachable and therefore deficient lead management practices keep getting in the way.
The landscape of business-to-business marketing has profoundly changed. Marketers face the formidable challenge of tracking leads from an ever-expanding array of channels in an increasingly complex purchase-decision process.
In the past, marketing teams focused largely on raising brand awareness through creative work,
but this is no longer true.
Marketing departments now must be able to show—proof-positive—that their efforts directly contribute to new leads, customer acquisitions, sales, and revenue growth.
Marketers working in the new landscape of business-to-business marketing face yet another challenge: how to manage an ongoing digital dialog with prospective customers.
Today’s buyers use social media extensively, marketers need to be agile enough to
keep them engaged and informed—not just in the early stages, but throughout the marketing and sales lifecycle.
New solutions: a holistic approach
Marketing automation software, which automates the process of moving leads through
the sales funnel, can be part of this solution but clearly technology alone cannot make the difference.
The solution lies in synchronizing processes and technology to better align marketing and sales and improve lead management.
Marketing operations offers a way to coordinate people, processes, and tools. Marketing operations principles offer a holistic approach to optimizing lead management and provide
the way from marketing spend to revenue through realized sales—one that examines how people, processes, and tools come together throughout the marketing and sales lifecycle.
And evaluated software tools are improving both marketing and sales force automation.
By taking steps to coordinate people, processes, and tools to manage leads, marketing leaders can more accurately measure and maximize return on marketing investment.
The holistic approach focuses on three key activities:
• Synchronize the efforts of cross-functional teams
• Optimize lead management workflows
• Close critical gaps in software systems
Need to synchronize team efforts
Marketing and sales teams often are not aligned in their processes and goals.
Lack of synchronization between marketing tactics and sales objectives magnifies the difficulty of measuring performance.
Marketing staff contend with the pressure of keeping the sales pipeline primed with leads.
At the same time, sales personnel rout
Push Strategy
Creating the network of resellers, agents, brokers, representatives
You can use the Push Strategy in the following cases:
1. Your product is popular and does not involve deep customization
2. You are new to the market
3. You have a tainted reputation and you can "borrow" mediator’s reputation
4. You're not going to stay long in this market and the release of this product is temporary
Be careful!
1. Advertising your product, in same time you advertise Reseller
2. There are the costs associated with sales, within a developed system of discounts for resellers, various contests, loyalty programs, providing them with various promotional materials, training, sales and so on.
3. Nothing keeps the reseller to break the contract with you
4. It is difficult to control and predict sales. Small businesses always have a certain dependence on distributers which are always pursuing their own interests
5. The breach of contract with a key agent can almost completely block the flow of new customers. This is a fairly common situation where the agent is "big", and you are "small"
Pull Strategy
Selling by yourself
PROS:
1. To release services or products under its own brand
2. To position your product as an element of prestige and service for the elite
3. By investing money in product advertising, in same time you will be supporting your brand
4. To get better control over sales and more stable ROI
cons:
1. The implementation of this strategy requires a financial and time costs
2. Your business is highly dependent on your reputation
Be Smart, do not share your profits with resellers
Sell on glabex.com - Save your time and money
Glabex.com is a unique platform, which helps you to sell your product by yourself, reach enormous number of customers, build your brand and create a reputation
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
5. CONTENT
5
Stages of B2C ecommerce
Competitive Advantage of ecommerce
Advantage of E-Commerce from Advertising costs perspective
Drivers for E-Commerce
Drivers for E-Commerce from the Low risk Perspective
Mobile E-Commerce
E-Business as E- Commerce extension
Electronic Data Interchange (EDI)
Integration of B2B systems
6. STAGES OF B2C ECOMMERCE
6
1st STAGE: Engaging in information-seeking and communication, via the search engines and
community building;
2nd STAGE: Establishing an online marketing presence.
3rd STAGE: Creating an online catalogues.
4th STAGE: Conducting online ordering.
5h STAGE: Handling online payment.
6th STAGE: Offering online delivery.
7th STAGE: Performing customer profiling and referencing
7. COMPETITIVE ADVANTAGE OF ECOMMERCE
7
Price competitiveness
Timeliness
Knowledge of Market
Customer insights
14. VS WEBSITE
14
Creating an online presence is comparatively cheap.
WHY?
No hosting fees - $50 or $150(if it is online store)
No domain costs - $20 per year
No software (- developers and support costs)
17. EASY ACCESSES FROM ANY DEVICES
NO NEED FOR REBUILDING YOUR
WEBSITE 17
Tablets, laptops allow fast access to
E-Business platform
18. NON STOP WORKING
18
Once running, a online profile provides 24/7 access to your company online presence, products
across
19. CUSTOMIZABLE DESIGN
19
Adopted the creativity and quality of television advertising
Individual design customization is available
Design could be changed as many times as you want
21. COST
21
The entry costs for participating in eComrnerce are relatively low. Systems can be designed and
implemented and a web presence can be established cheaply.
The systems therefore offer a potentially fast return on the investment.
22. FLEXIBILITY
22
Organizations can select the appropriate level of participation from simple access to the
Internet through the creation of a Web presence to full-blown transaction-handling
systems.
The systems can be developed incrementally to add this additional functionality.
23. DRIVERS FOR ECOMMERCE FROM THE LOW RISK
PERSPECTIVE
23
Protecting investment: In the Internet world, many common and open standards are
employed. The switching costs incurred when a business selects an alternative system
are, as a result, relatively low.
Connectivity and communications opportunities: Internet technology brings an
accompanying range of opportunities, such as creating a local intranet or establishing
video-conferencing links.
Technology perspectives: A critical mass of e-commerce participants already exists, and
the technology, although constantly developing.
Government support: There are many government initiatives aimed at promoting e-
commerce, and there is a significant level of activity in educational institutions to provide
additional backup.
Customer service: Improved customer service promotes relation- ships at a distance, the
Internet does also provide opportunities for businesses to work more closely with
customers.
24. MOBILE E-COMMERCE
24
Mobile e-commerce is a large opportunity for e-Commerce, but mobile browser sites and poor
apps leave several unmet needs open
Today, e-commerce is not a popular activity on tablets (even less on mobile phones), rated as
one of the lowest use cases in surveys
Tablet usage is still in early stages, and consumers are focusing on core use cases (e.g.,
reading, gaming) over other use cases more prevalent on PC
E-commerce companies are not investing heavily in mobile, and so the experience on tablets
is subject to poor browser experience or uninventive one-off apps, and the lack of a hard
keyboard makes the check-out process cumbersome
In the current app-heavy environment, the need to download multiple apps from each e-
commerce retailer a user likes is cumbersome
To help solve the problems in mobile e-commerce, a few companies have quietly released early-
stage apps in 2011. They aggregate several retailers’ offline catalogs into one downloadable
app, and users can peruse catalogs, click-through to buy on retailers’ sites, and bookmark
favorite products
Source: http://www.slideshare.net/joshyang/ecommerce-landscape-2012#btnNext
25. EBUSINESS
25
• Internet technology has fundamentally changed the environment and structure of
business. The marketplace for all vendors has become potentially global;
• Execution and settlement of transactions can easily be automated for small as well as
large organizations. The trading model has moved from 'normal business opening hours'
to a 24 hours a day, seven days a week trading model;
• The interconnections throughout the supply chain are being reconfigured.
26. EBUSINESS AS ECOMMERCE EXTENSION
26
Organizational activity within electronic hierarchies, markets or networks normally
referred to as eBusiness or eCommerce.
eBusiness can be seen as a Superset of eCommerce.
eBusiness can be seen as the application of ICT in support of all activities
undertaken by a commercial organization.
eCommerce focuses on the use of ICT to enable the external activities and
relationships with individuals, groups and other businesses.
27. ELECTRONIC DATA INTERCHANGE (EDI)
27
• Companies, in their regular dealings with other trading partners, such as suppliers and
retail outlets, might establish electronic communications to process the volume of
transactions carried out;
• EDI provides a standard protocol for encoding this data exchange;
28. INTEGRATION OF B2B
28
SystemsB2B eCommerce is an extension of the informatics infrastructure of commercial
organizations
- Such information systems are supplier-facing
Purchase order processing and payment processing systems handle the settlement and
execution stages of the commerce cycle
- These information systems are an established part of the IS infrastructure of most medium
to large organizations,
Could be established and standardized for all organizations. Such standardized system
can enrich and simplify the majority of B2B interrelations.
29. INTEGRATION OF B2B SYSTEMS
29
• Pre-sale and after-sale stages of the commerce cycle have been the
most open to innovation in B2B eCommerce
• Requisitioning, request for quote and vendor selection are part of a
supplier relationship management information system
• Area in which most of the discussion of B2B eCommerce occurs.
• Procurement is the pre-sale activity of search, negotiate and order in the
supply chain Sometimes the term is used to refer to all the activities
involved in the supply chain
• It is an important business process in the value chain and involves the
purchasing of goods and services from suppliers at an acceptable
quality and price and with reliable delivery
31. CONTENTS:
31
US E-Commerce Market;
U.S. E-Commerce Market (2012-15) Chart;
US E-Commerce Shopping Data (2011-13);
Shift from physical stores to online stores;
New Business Models;
Planned purchases vs Impulse purchases business models;
Survived eCommerce business models;
New E-Commerce businesses;
Not many new businesses are applied for Mass Market;
UI features enrich customer experience and drive sales;
Recent Trends in E-Commerce Business models
• Social Commerce;
• The Group buying / Couponing space;
• Flesh Sales;
• Recommendations;
• Personalization;
• Customization;
C2C MarketPlaces
C2C MarketPlaces Difficulties;
Online Brands. Online Retail Models;
Start-ups examples of Online Brands.
32. US E-COMMERCE MARKET
32
The U.S. e-commerce market is big ($200B+), getting bigger (9% CAGR through 2015), and still
early (only 9% of total retail) . Online shoppers in the United States will spend $327 billion in
2016, up 45% from $226 billion this year and 62% from $202 billion in 2011, according to a
projection released today by Forrester Research Inc. Market growth has been driven by
consumers becoming increasingly Internet-connected and credit card holding, and these
consumers being increasingly open to purchasing online:
In the last two years, several new business models have garnered VC attention and begun to
scale (e.g., group buying, flash sales, subscription, online brands);
Consumers have shown willingness to test new e-commerce business models (such as
Fancy, ShoeDazzle, RenttheRunway, Gilt), but these are targeted primarily to wealthier
consumers;
36. NEW BUSINESS MODELS
36
The only new e-commerce business model that has gained significant traction with the mass
consumer is group buying, - Groupon, LivingSocial ; many existing well established companies
have started to offer group buying.
There is also room for companies to clone or apply existing business models as well as for new
business models:
Clones models are creating new product categories, and/or target to different customer
segments (e.g., low-end vs. high-end, male vs. female);
New business models are customer personalization, companies like Trunk Club and online
brands like Warby Parker continue to bring offline models into existence online.
Start-ups often take existing business models and apply a marketing pivot or alternate strategy.
38. PLANNED PURCHASES VS IMPULSE PURCHASES BUSINESS
MODELS
38
1. Planned purchases business models make up the majority of retail spend historically, older
companies like Amazon seems to have locked up planned purchasing on the web, as this
revolves more around search and catalog layouts than email digests.
2. Impulse E-commerce business models usually don’t provide real long-term value to
consumers. These models do not meet consumer disenchantment and end up as just a passing
trend. In general, the newer business models that have emerged are subscription, C2C
marketplaces, flash sales. They are tend to be focused on impulse purchases. Impulse
purchases generally have higher rates of regret after purchase and more returns.
39. TWO NEW BUSINESS MODELS WHICH SURVIVED
39
1. Online brands are simply new brands/ or existing ones that have chosen online as the
marketing channel of choice over offline. Barriers to entry in online brands includes the
expertise required to build a vertically integrated supply chain, e-Commerce platform,
and user friendly interface.
2. Crowdsourced demand start-ups (e.g., Modcloth) also rely less on impulse
purchases, as do social bookmarking start-ups like Pinterest, where users create
product wishlists for “buy later”.
40. NEW E-COMMECE BUSINESSES ARE APPEARING IN THE SECTION OF
HIGHER MARGINS AND WEALTHIER CUSTOMERS
40
41. NOT MANY NEW BUSINESSES ARE APPLIED
FOR MASS MARKET
41
42. UI FEATURES ENRICH CUSTOMER EXPERIENCE
AND DRIVE SALES
42
Forrester Research report says that much of the growth in U.S. e-commerce sales comes
from improved, advanced online retailers web sites and services: “This is particularly true
of categories such as apparel and jewelry, which have integrated rich selling tools such as
zoom, color switching, and configurations, as well as office supply stores, which have
broader payment options (e.g., small business purchase orders online) and subscription
plans for their buyers” (1)
(1) www.forrester.com
43. RECENT TRENDS IN E-COMMERCE BUSINESS
MODELS
43
• Social Bookmarking, Analytics, Seeds, Commerce;
• Group Buying;
• Flesh Sales;
• Recommendations;
• Personalization;
• Customization;
• C2C MarketPlace;
• Online Brands;
• Mobile E-Commerce
44. SOCIAL COMMERCE
44
• eBay is working on product recommendations based on Facebook data (acquired
Hunch) and a feature allowing users to solicit feedback from Facebook friends prior to
purchase; (1,2)
• Walmart makes an effort in social E-Commerce. Walmart has 22 million Facebook fans
and an innovative social media contest called "Get on the Shelf," that allowed Facebook
fans to vote for products they wanted to see offered at Walmart. The company is
leveraging advanced analytics to glean new insights from Twitter and Facebook data
streams. (3)
• The latest in-depth report from Nielsen concluded that: “Consumers continue to spend
more time on social networks than on any other category of sites—roughly 20% of their
total time online via personal computer (PC), and 30% of total time online via
mobile. Additionally, total time spent on social media in the U.S. across PCs and mobile
devices increased 37% to 121 billion minutes in July 2012, compared to 88 billion in July
2011.” (4)
(1) http://techcrunch.com/2011/05/15/connecting-the-dots-on-ebays-local-shopping-strategy/
(2) http://techcrunch.com/2011/06/15/milo-fetch-allows-local-retailers-to-upload-their-inventory-to-ebay/
(3) http://www.retailingtoday.com/article/walmart-touts-e-commerce-moves-annual-meeting
(4) Nielsen Consumer report for 2012
45. THE GROUP BUYING / COUPONING SPACE
45
Now, the group buying industry is facing rising disenchantment, both from
customers and merchants:
Reasons -
• Merchants complain that the long-term economics of doing group buying is not favorable, as Groupon does little for
customer retention;
• Groupon takes 50% of companies’ profit for their service of presenting deals online;
• Customers buying impulsively often don’t end up using the coupons, resulting in ~20% breakage upon expiry;
• Some customers buy and sell in second-hand markets, but 75% either breakeven or lose money on these deals
Daily deals sites have struggled to organically retain customers, and many have spent enormous amounts on
customer acquisition and are now struggling with profitability:
• According to Yipit, one-third of tracked daily-deal sites (170 of 530) have been shut down or sold so far in 2011
• Facebook launched a daily deals service in April of 2011, and then shut down it in August;
• Yelp cut its daily deals product team by half in August, citing users being unhappy with Yelp Deals;
Source: http://online.wsj.com/article/SB10001424053111904491704576575233025971542.html
46. FLESH SALES
46
The flash sales model is under pressure on the supply side, as remnant inventory
levels are decreasing;
While todays flash sales leaders (e.g., Gilt, Hautelook, Vente Privee) have grown
their businesses by selling luxury retailers remnant inventory, today they are looking
to change business models as unsold inventory supplies are lower;
Gilt and competitors rode the wave of obscenely high inventory levels during the
recession (up to 10x normal levels, according to a former executive of Nieman
Marcus), but retailers have adjusted and inventory levels are going down –
Therefore, as flash sales supply is decreasing, supplies prices are increasing and
flash sales discounts are decreasing (Gilts average discount has decreased from
70% to 40-50%.
47. RECOMMENDATIONS
47
Product recommendation works particularly well in the fashion category as it
recognizes shopper behavior, patterns and recommends items of interest not only by
product type, but by brand as well;
Recommendations could be integrated into social media, so recommendations can
take into account what the customer's friends have bought or viewed;
This takes into account not only what the individual customer is doing on the site at
that moment in time, but what other shoppers who are similar in product views have
done before;
Personal recommendations are the number one driver of consumer purchase
decisions at every stage in the purchase cycle across 10 product categories studied,
from banking to vacation travel and from subscription entertainment to retail
categories, such as apparel and personal are products.
(1) Source: http://econsultancy.com/us/blog/8904-recommendations-help-drive-27-9-holiday-sales-growth-at-john-lewis
(2) Source: http://www.forbes.com/sites/kellerfaygroup/2012/07/25/recommendations-are-what-drives-your-business-remember-to-
ask-for-them/
49. CUSTOMIZATION
49
Customization has slowed as a trend, as the model has generally failed to gain traction and prove
scalability
Co-creation e-commerce isn’t new but has begun to enter the mainstream recently
Co-creation sites allow consumers to design their own products for purchase and/or buy products
others have
Co-creation companies typically become cash-flow positive quickly because customized products
sell at a premium and are sold on-demand (i.e., there is no excess inventory)
To date, start-ups riding the co-creation wave have primarily been e-commerce destination sites
focused on a particular product category (or group of categories), and employ one or more of
several business models:
Several models exist:
1. Consumers design, then buy their own products (e.g., NikeID, BlueNile, Chocri, Blank-Label,
Shirtsmyway, etc.)
2. Consumers buy products designed by other consumers or indie designers (e.g., MyFab,
ModCloth, Threadless, etc.)
3. Consumers connect with manufacturers and co-design offline
Two problems the co-creation market faces today are scalability and design-manufacturing accuracy :
1. Scalability. Companies will need to be creative about how to scale their businesses as consumer
demand increases, since it will be harder for manufacturing to benefit from economies of scale
2. Design-manufacturing accuracy. Despite strong user interfaces allowing users to design their own
products, a fraction of users will be dissatisfied with how the product actually turns out (i.e.,
requires stronger, more accurate UIs)
Source:
1) http://www.readwriteweb.com/start/2010/03/is-america-on-the-verge-of-a-co-creation-invasion.php
2) http://www.crunchgear.com/2010/07/21/new-wave-of-web-services-brings-customization-to-commerce
50. C2C MARKETPLACES
50
Online C2C marketplaces can be broadly segmented into three buckets:
Hard good purchases (e.g., eBay),
Hard good rentals (AirBnB), and
Services (Skillshare)
Traditionally, eBay is the preeminent online C2C marketplace and facilitated transactions on hard
good purchases. There are not major direct competitors doe eBay while niche players like Etsy
targeted only hand-crafted goods.
Meanwhile, Craigslist has traditionally served as the go-to portal for consumers looking for hard
good rentals/purchases and services online, but it does not offer money transactions, which
make the purchase process more complex.
51. C2C MARKETPLACES DIFFICULTIES
51
Traditional models of online marketplaces (or intermediate solutions like Craigslist) leave
many unmet needs, which many start-ups are tackling but few have perfected.
Reasons:
1) Seller’s time spent uploading product information;
2) Trust in sellers shipping on- time (or at all);
3) Inaccurate representation of product quality / condition;
4) Rentals: Trust in both buyers and sellers, ease of working with insurance companies;
5) Services: safety and trust in sellers, ability of relationships to be taken offline after initial
transaction.
52. ONLINE BRANDS. ONLINE RETAIL MODELS.
52
“Online brands” have grown in recent years, as consumers become more
comfortable discovering new products online. Online brands are start-up product
brands (typically apparel) that have decided to leverage the Internet as a channel
over traditional offline retail.
1. Brands have only recently been able to grow a large enough presence and
scale quickly using online as the channel instead of offline, due to the
proliferation of social media;
2. Key benefits for brands going online include ability to get consumer feedback
prior to production and better margins than offline retail, but requires
marketing and production competency;
3. Bonobos, ModCloth, 20x200, and Warby Parker are brands that have largely
begun online and gone mainstream.
Sources: http://www.slideshare.net/joshyang/ecommerce-landscape-2012#btnNext
53. OFFLINE VS ONLINE RETAIL MODELS
53
Source: http://www.slideshare.net/joshyang/ecommerce-landscape-2012#btnNext
54. START-UPS EXAMPLES OF ONLINE BRANDS
54
Net-a-Porter just partnered with Karl Lagerfeld to launch a new online fashion brand
called Karl
Everlane has not even launched publicly (as of Nov 2011) and has generated a lot of
hype in Silicon Valley
Betabrand is trying to bring the H&M model online, iterating quickly on new 4-6 new
SKU’s per month and introducing them in small batch sizes. They also crowdsource
design ideas
WildFox, Nau, and Eliza Parker are just a few in a long list of smaller up-starts
There is also opportunity for influential online content producers (e.g., bloggers,
Youtube celebs) to pivot into manufacturing products, but many of these creative
people are scared off by the complexity of manufacturing operations