eBay's future strategy should focus on either maintaining its existing business model or expanding its core marketplace platform. Maintaining its model would involve improving its auctions and fixed price offerings through lowering seller fees to attract more activity. Expanding could entail shifting focus to mobile devices and local inventory to attract more buyers. Additionally, eBay is looking to partner with physical retailers to drive online and store sales. It is also launching a new developer platform called X.commerce that combines technologies like PayPal, Milo, Red Laser, and Magento to help retailers expand their online and mobile presence.
Analysis of Best Buy mini case from Kotler's Marketing Management textbook.
This presentation was created by Sarthak Anand, IET Lucknow during a Marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Best Buy is an American electronics retailer headquartered in Minnesota. It operates over 1,000 stores across the US and has over $50 billion in annual revenue. However, its market share has declined due to increased competition from Amazon, Walmart, and Apple. Best Buy is working to adapt by closing some stores, focusing more on online sales and services, and improving the customer experience. It faces challenges from showrooming and must find ways to remain competitive against other retailers.
Case study on amazon.com's supply chain management practices | MBAtiousaneesh p
The case study provides an overview of Amazon.com's inventory management. Jeffrey Preston Bezos the founder of Amazon.com launched the company when he realized that Internet provided immense scope for online trading. Although the site was originally launched as an online bookstore it eventually offered several other products to keep abreast of the competition. The case study takes a look at the different products and features offered on the site. The case also discusses Amazon's value propositions and its criteria for choosing strategic partners.
Amazon operates a large global supply chain network to support its e-commerce business. It has around 50 warehouses globally, including 20 in the US, to store and fulfill customer orders. Amazon uses a mix of in-house inventory and third-party suppliers to stock products. It aims to deliver most items within one day of ordering to stay competitive. Amazon's supply chain is designed for cost-effectiveness and responsiveness to meet high customer service levels and the wide range of customer demand.
This document contains a case study and questions about Dell's financial performance, marketing strategies, and SWOT analysis. Some key points:
- Dell conducts research through customer panels, surveys, and social media to improve products and services.
- Dell's unique selling points are customization, direct sales to customers, and discounts.
- Dell generates revenue through increased demand for enterprise solutions, servers, storage, and services. Recent acquisitions expanded these capabilities.
- External threats include decreasing price differences between brands and slowing industry growth. Internal weaknesses are lack of appeal to students and difficulties with direct sales model for home users.
Amazon's European Distribution Strategy Case StudyYASSER ELSEDAWY
Amazon has expanded its global distribution network through warehouses located around the world. It started with 5 international stores before 2000 in countries with high online spending. It now has around 50 warehouses globally, with 20 in the US and rest in other major markets. Amazon aims to reduce response times through this expanded network. It also focuses on reducing costs through efficient inventory management and negotiations with suppliers.
Dropbox it just works-case study solutionMustahid Ali
Dropbox was founded in 2007 by Drew Houston and Arash Ferdowsi to provide easy file sharing across devices. While entering a competitive market with established players like Mozy and Carbonite, Dropbox differentiated itself with local file storage and background syncing. After launching a beta version and using guerrilla marketing, Dropbox saw rapid growth. However, Houston faced challenges around user segmentation, funding, partnerships, and high customer acquisition costs. He considered creating separate products for power users and businesses to better monetize Dropbox's diverse user base.
Analysis of Best Buy mini case from Kotler's Marketing Management textbook.
This presentation was created by Sarthak Anand, IET Lucknow during a Marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Best Buy is an American electronics retailer headquartered in Minnesota. It operates over 1,000 stores across the US and has over $50 billion in annual revenue. However, its market share has declined due to increased competition from Amazon, Walmart, and Apple. Best Buy is working to adapt by closing some stores, focusing more on online sales and services, and improving the customer experience. It faces challenges from showrooming and must find ways to remain competitive against other retailers.
Case study on amazon.com's supply chain management practices | MBAtiousaneesh p
The case study provides an overview of Amazon.com's inventory management. Jeffrey Preston Bezos the founder of Amazon.com launched the company when he realized that Internet provided immense scope for online trading. Although the site was originally launched as an online bookstore it eventually offered several other products to keep abreast of the competition. The case study takes a look at the different products and features offered on the site. The case also discusses Amazon's value propositions and its criteria for choosing strategic partners.
Amazon operates a large global supply chain network to support its e-commerce business. It has around 50 warehouses globally, including 20 in the US, to store and fulfill customer orders. Amazon uses a mix of in-house inventory and third-party suppliers to stock products. It aims to deliver most items within one day of ordering to stay competitive. Amazon's supply chain is designed for cost-effectiveness and responsiveness to meet high customer service levels and the wide range of customer demand.
This document contains a case study and questions about Dell's financial performance, marketing strategies, and SWOT analysis. Some key points:
- Dell conducts research through customer panels, surveys, and social media to improve products and services.
- Dell's unique selling points are customization, direct sales to customers, and discounts.
- Dell generates revenue through increased demand for enterprise solutions, servers, storage, and services. Recent acquisitions expanded these capabilities.
- External threats include decreasing price differences between brands and slowing industry growth. Internal weaknesses are lack of appeal to students and difficulties with direct sales model for home users.
Amazon's European Distribution Strategy Case StudyYASSER ELSEDAWY
Amazon has expanded its global distribution network through warehouses located around the world. It started with 5 international stores before 2000 in countries with high online spending. It now has around 50 warehouses globally, with 20 in the US and rest in other major markets. Amazon aims to reduce response times through this expanded network. It also focuses on reducing costs through efficient inventory management and negotiations with suppliers.
Dropbox it just works-case study solutionMustahid Ali
Dropbox was founded in 2007 by Drew Houston and Arash Ferdowsi to provide easy file sharing across devices. While entering a competitive market with established players like Mozy and Carbonite, Dropbox differentiated itself with local file storage and background syncing. After launching a beta version and using guerrilla marketing, Dropbox saw rapid growth. However, Houston faced challenges around user segmentation, funding, partnerships, and high customer acquisition costs. He considered creating separate products for power users and businesses to better monetize Dropbox's diverse user base.
This document provides a case study analysis of three diamond retailers: Blue Nile, Zales, and Tiffany & Co. It summarizes each company's business model, product offerings, target customers, and strategies. It also analyzes their approaches to online vs. brick-and-mortar retail and how well each is structured to deal with economic downturns. Key discussion points include Blue Nile's exclusively online model with lower price points, Zales' failed attempt to target an upscale market, and Tiffany's focus on maintaining its luxury brand through high-end store experiences.
Amazon started as an online bookstore in 1995 and has since expanded into many other business areas. It began selling other products like music and videos in the late 1990s. Amazon launched Amazon Web Services in 2002 which has become a major revenue driver. The company also enables third-party sellers on its marketplace and acquired Whole Foods in 2017. Amazon continues to grow through acquisitions and expanding into new services and devices.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
Walmart is the largest global retailer founded in 1962. It operates in 16 countries with over 11,000 stores worldwide. Walmart faces challenges from market saturation and criticism over social issues. However, its strategies of cost leadership through supply chain efficiency and internalization to new markets have contributed to its success. Going forward, Walmart could consider fine-tuning its business strategies, continuing internalization with better approaches, and refreshing its supply chain strategies.
Amazon started as an online bookstore in 1994 and has since expanded into many product categories. It is now the world's largest online retailer. Amazon uses a variety of strategies to drive growth, such as expanding its third-party marketplace, growing its Prime membership program, pursuing acquisitions, and developing new services and devices. The company focuses heavily on customer service and building trust with consumers through features like customer reviews and 1-click ordering.
The document discusses Walmart's efforts to compete with Amazon in online retail. It provides an overview of Walmart and Amazon's business models, Porter's five forces analysis, strategic acquisitions timeline, SWOT analysis, value chains, change processes, modular architecture, multi-sided platforms, and financial analysis. It analyzes how Walmart can leverage its strengths in grocery retail and supply chain to grow its online business and diversify beyond grocery to maintain competitive advantage against Amazon.
Apple has successfully driven innovation through products like the iPhone, iMac, iPad, and iPod which changed how people listen to music, play games and read. Apple's rigorous annual improvements and satisfaction of customer demands have led to fast technological advancements and the establishment of a strong brand over decades of tough competition. Apple's marketing strategy and teamwork enthusiasm are credited for their awards in technological advancements and customer satisfaction.
Best Buy's business objectives are to obtain and grow market share through international growth and connected digital solutions. It aims to be the best consumer electronics retailer through a focus on customer connectivity. Some keys to Best Buy's success have been knowledgeable staff, positive customer perceptions compared to Walmart, and acquisitions. However, it faces risks from intense competition from retailers like Walmart and Amazon, as well as economic challenges. To compete, Best Buy provides high quality customer service and aims to lead through research and development.
The biggest consumer electronics outlet in the US is Best Buy, which operates over 3,900 stores mostly under the Best Buy and The Phone House banners. Best Buy sells a wide variety of electronic gadgets, movies, music, computers, and appliances. In addition to selling products, Best Buy offers installation and maintenance services, technical support, and subscriptions. Best Buy in 2008 became the leading retailer of PC products and consumer electronics, with a market share of 16.4% and 19.3% respectively. While Best Buy comes in second to Wal-Mart in pricing, it focuses on changing store layouts and services like Geek Squad to attract more revenue.
This document analyzes the competitive advantages and disadvantages of Target and Kmart using Porter's Five Forces model and a resource-based view. It identifies key resources such as distribution channels, brand name, human capital, and location. It finds that Target has developed rare and inimitable resources like its brand representing quality at low prices and customer-centric shopping experience. In contrast, Kmart's brand is not as differentiated and it has faced difficulties maintaining supplier relationships and financial stability. The document also examines competitive advantages like diversity of products, quality discount retailing, and pricing strategies. It determines that Target fully exploits its advantages through technology and inventory management while Kmart has more limited slack.
This document summarizes a case analysis for Red Lobster. It analyzes Red Lobster's current macro environment and industry situation. It identifies strengths, weaknesses, opportunities, and threats for Red Lobster. It analyzes marketing problems facing management, including an inability to reposition the brand and excessive promotional menu items. Alternative strategies are proposed, including an "experiential" innovative menu and improving the restaurant atmosphere. The strategy implementation and outcomes are outlined.
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
Our strategic management team conducted a thorough external and internal analysis, considering quantitative data from Best Buy on viability of future strategy and recommendations they should consider.
Best Buy is considering ways to expand from business-to-consumer sales into business-to-business sales. One option is to have sales representatives personally sell Best Buy products directly to businesses. This would allow Best Buy to build relationships with business customers and differentiate itself from competitors like Walmart. Personal selling could increase profits if sales representatives meet their quotas, but hiring and training representatives is an initial investment.
AmazonFresh is a grocery delivery service owned by Amazon that is available in some US states, London, Tokyo, Berlin, Hamburg, and Munich. It offers same-day or next-day delivery of grocery items from its stores. While online grocery faced challenges after the failures of Webvan and HomeGrocer, AmazonFresh aimed to address issues like long lead times, the need for its own logistics infrastructure, and customer density through solutions like owning warehouses and delivery fleets. It focused on expanding conveniently while refining its business model and expanding carefully to a second major city.
The document discusses options for consolidating Amazon's distribution network across Europe. It considers creating a centralized European Distribution Network (EDN) and discusses how that would affect inventory placement, customer experience, staffing, and other factors. The main recommendations are to: 1) adopt centralized operations management with the EDN and a UK-based management office; 2) create cross-docking warehouses in Southern Europe; and 3) leverage techniques from Amazon.com to manage inventory and shipping costs across Europe.
This caselet enables an understanding of the application of descriptive and inferential statistics for data analysis. The caselet revolves around identifying the factors that influence the students to pursue management education and in particular those that encourage them to choose a particular top rated B-School. The caselet is structured on the data collected from the 233 respondents who had enrolled for a PGDM program in a premier B-School and the same was utilized to demonstrate methods and suitability of finding few descriptive statistical measures and use of statistical test to find the impact of gender on factors that influence in selection of a B-School.
Outsourcing Dilemma at National Electronicsetcases
This caselet enables an understanding of the application of factor rating to evaluate outsourcing providers. The caselet provides a brief about the dilemma of choosing a supplier at National Electronics, a Chennai-based electronic parts manufacturing company. With an aim to focus on core products, the company decided to outsource some of its production. Upon request for bids, four suppliers responded. Now, the company Founder Chris Xandu has to finalize the outsourcing supplier based on certain criteria. He enlisted the assistance of an expert, Gopal Verma for this assignment. Gopal Verma had to find a precise method to select the supplier for outsourcing.
This document provides a case study analysis of three diamond retailers: Blue Nile, Zales, and Tiffany & Co. It summarizes each company's business model, product offerings, target customers, and strategies. It also analyzes their approaches to online vs. brick-and-mortar retail and how well each is structured to deal with economic downturns. Key discussion points include Blue Nile's exclusively online model with lower price points, Zales' failed attempt to target an upscale market, and Tiffany's focus on maintaining its luxury brand through high-end store experiences.
Amazon started as an online bookstore in 1995 and has since expanded into many other business areas. It began selling other products like music and videos in the late 1990s. Amazon launched Amazon Web Services in 2002 which has become a major revenue driver. The company also enables third-party sellers on its marketplace and acquired Whole Foods in 2017. Amazon continues to grow through acquisitions and expanding into new services and devices.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
Walmart is the largest global retailer founded in 1962. It operates in 16 countries with over 11,000 stores worldwide. Walmart faces challenges from market saturation and criticism over social issues. However, its strategies of cost leadership through supply chain efficiency and internalization to new markets have contributed to its success. Going forward, Walmart could consider fine-tuning its business strategies, continuing internalization with better approaches, and refreshing its supply chain strategies.
Amazon started as an online bookstore in 1994 and has since expanded into many product categories. It is now the world's largest online retailer. Amazon uses a variety of strategies to drive growth, such as expanding its third-party marketplace, growing its Prime membership program, pursuing acquisitions, and developing new services and devices. The company focuses heavily on customer service and building trust with consumers through features like customer reviews and 1-click ordering.
The document discusses Walmart's efforts to compete with Amazon in online retail. It provides an overview of Walmart and Amazon's business models, Porter's five forces analysis, strategic acquisitions timeline, SWOT analysis, value chains, change processes, modular architecture, multi-sided platforms, and financial analysis. It analyzes how Walmart can leverage its strengths in grocery retail and supply chain to grow its online business and diversify beyond grocery to maintain competitive advantage against Amazon.
Apple has successfully driven innovation through products like the iPhone, iMac, iPad, and iPod which changed how people listen to music, play games and read. Apple's rigorous annual improvements and satisfaction of customer demands have led to fast technological advancements and the establishment of a strong brand over decades of tough competition. Apple's marketing strategy and teamwork enthusiasm are credited for their awards in technological advancements and customer satisfaction.
Best Buy's business objectives are to obtain and grow market share through international growth and connected digital solutions. It aims to be the best consumer electronics retailer through a focus on customer connectivity. Some keys to Best Buy's success have been knowledgeable staff, positive customer perceptions compared to Walmart, and acquisitions. However, it faces risks from intense competition from retailers like Walmart and Amazon, as well as economic challenges. To compete, Best Buy provides high quality customer service and aims to lead through research and development.
The biggest consumer electronics outlet in the US is Best Buy, which operates over 3,900 stores mostly under the Best Buy and The Phone House banners. Best Buy sells a wide variety of electronic gadgets, movies, music, computers, and appliances. In addition to selling products, Best Buy offers installation and maintenance services, technical support, and subscriptions. Best Buy in 2008 became the leading retailer of PC products and consumer electronics, with a market share of 16.4% and 19.3% respectively. While Best Buy comes in second to Wal-Mart in pricing, it focuses on changing store layouts and services like Geek Squad to attract more revenue.
This document analyzes the competitive advantages and disadvantages of Target and Kmart using Porter's Five Forces model and a resource-based view. It identifies key resources such as distribution channels, brand name, human capital, and location. It finds that Target has developed rare and inimitable resources like its brand representing quality at low prices and customer-centric shopping experience. In contrast, Kmart's brand is not as differentiated and it has faced difficulties maintaining supplier relationships and financial stability. The document also examines competitive advantages like diversity of products, quality discount retailing, and pricing strategies. It determines that Target fully exploits its advantages through technology and inventory management while Kmart has more limited slack.
This document summarizes a case analysis for Red Lobster. It analyzes Red Lobster's current macro environment and industry situation. It identifies strengths, weaknesses, opportunities, and threats for Red Lobster. It analyzes marketing problems facing management, including an inability to reposition the brand and excessive promotional menu items. Alternative strategies are proposed, including an "experiential" innovative menu and improving the restaurant atmosphere. The strategy implementation and outcomes are outlined.
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
Our strategic management team conducted a thorough external and internal analysis, considering quantitative data from Best Buy on viability of future strategy and recommendations they should consider.
Best Buy is considering ways to expand from business-to-consumer sales into business-to-business sales. One option is to have sales representatives personally sell Best Buy products directly to businesses. This would allow Best Buy to build relationships with business customers and differentiate itself from competitors like Walmart. Personal selling could increase profits if sales representatives meet their quotas, but hiring and training representatives is an initial investment.
AmazonFresh is a grocery delivery service owned by Amazon that is available in some US states, London, Tokyo, Berlin, Hamburg, and Munich. It offers same-day or next-day delivery of grocery items from its stores. While online grocery faced challenges after the failures of Webvan and HomeGrocer, AmazonFresh aimed to address issues like long lead times, the need for its own logistics infrastructure, and customer density through solutions like owning warehouses and delivery fleets. It focused on expanding conveniently while refining its business model and expanding carefully to a second major city.
The document discusses options for consolidating Amazon's distribution network across Europe. It considers creating a centralized European Distribution Network (EDN) and discusses how that would affect inventory placement, customer experience, staffing, and other factors. The main recommendations are to: 1) adopt centralized operations management with the EDN and a UK-based management office; 2) create cross-docking warehouses in Southern Europe; and 3) leverage techniques from Amazon.com to manage inventory and shipping costs across Europe.
This caselet enables an understanding of the application of descriptive and inferential statistics for data analysis. The caselet revolves around identifying the factors that influence the students to pursue management education and in particular those that encourage them to choose a particular top rated B-School. The caselet is structured on the data collected from the 233 respondents who had enrolled for a PGDM program in a premier B-School and the same was utilized to demonstrate methods and suitability of finding few descriptive statistical measures and use of statistical test to find the impact of gender on factors that influence in selection of a B-School.
Outsourcing Dilemma at National Electronicsetcases
This caselet enables an understanding of the application of factor rating to evaluate outsourcing providers. The caselet provides a brief about the dilemma of choosing a supplier at National Electronics, a Chennai-based electronic parts manufacturing company. With an aim to focus on core products, the company decided to outsource some of its production. Upon request for bids, four suppliers responded. Now, the company Founder Chris Xandu has to finalize the outsourcing supplier based on certain criteria. He enlisted the assistance of an expert, Gopal Verma for this assignment. Gopal Verma had to find a precise method to select the supplier for outsourcing.
This caselet enables a discussion on the advertising appeals used in advertisements, presenting three ads employing diverse advertising appeals from six different product categories/industries. These ads also trigger a discussion on why some advertising appeals are used more commonly than others. These ads can also be used as a basis for discussion on the benefits constituting a brand’s value propositions. This is besides the use of these ads to better understand the concepts of verbalizers and visualizers.
Hyderabad Biryani House: Combining Lean Manufacturing and Lean Serviceetcases
This caselet is meant for learners pursuing a course in Operations Management. The caselet helps to understand the Lean principles through the issues faced by Hyderabad-based Hyderabad Biryani House (HBH) a restaurant chain that serves varieties of Biryani and side dishes. The company was started, with just one takeaway counter, in 1999. It became popular for its tasty, hygienic and top quality bouquet of biryanis and other accompanying dishes. HBH’s popular dishes include Hyderabadi Biryani (including several non-vegetarian biryanis like Chicken Biryani, Mutton Biryani, Lamb Biryani, Egg Biryani, Dum Biryani, etc.), Lukhmi, Achar Gosht, Haleem and Kababs. Over the years, the chain established 10 outlets in Hyderabad with a centralized kitchen in Nampally, Hyderabad. The outlets serve around 10,000 biryani packets (each packet roughly weighs ½ kg) each day across all its outlets.
This document summarizes private ports in India. It discusses that India has a long coastline and recently private sectors have become involved in port development through public-private partnerships. There are various types of private ports classified based on their use and operations. Currently, major ports are run by the government while many minor ports are being developed privately. The government provides several incentives for private port development and operations. Several large private port developers are expanding capacity significantly compared to major ports. Rapid growth of private ports is driven by increasing trade and energy needs in India.
This document discusses management processes and issues at a management institute. It provides an overview of key management processes like planning, organizing, staffing, leading, and controlling. It then describes problems at a specific management institute, including high faculty turnover, unprofessional behavior by the dean, and lack of morale. It analyzes these issues through frameworks like Maslow's hierarchy of needs, Herzberg's motivator-hygiene theory, and Freudian concepts. It outlines steps that should be taken for organizing, controlling, staffing, directing, and other management functions. The document aims to understand management challenges and apply management theories to a real-world case study.
This document discusses supplier partnerships and performance measurement in total quality management. It emphasizes that strong supplier partnerships built on principles like shared responsibility, communication, and long-term commitment can improve customer satisfaction and organizational performance. Effective partnership processes involve quality management system audits and action plans. Performance should be regularly measured against objectives in both financial and non-financial terms across key areas like quality, cost, customers, and human resources to evaluate whether strategic goals are being met.
eBay Inc. is an American multinational e-commerce corporation based in San Jose, California, that facilitates consumer-to-consumer and business-to-consumer sales through its website.
EBay is an online auction and shopping platform that facilitates transactions between buyers and sellers. It was founded in 1995 and had its IPO in 1998. EBay generates revenue mainly through fees charged to sellers for listing items and a commission on final sale prices. It has experienced significant growth through acquisitions and international expansion. EBay faces competition from Amazon, Yahoo, and other online retailers but benefits from network effects as more users attract more users to its platform.
This document provides an overview of eBay's pricing strategies and business model. It discusses how eBay emerged as the first major online auction platform and how it determines initial prices and adapts prices based on demand, costs, competitors and other factors. The document also summarizes eBay's impact as a global marketplace with hundreds of millions of users, how it generates revenue through listing and transaction fees, and its acquisition of PayPal to facilitate global payments. Finally, it considers why eBay has succeeded as an auction site while others have failed, discusses whether its fee structure is optimal, and proposes strategies like expanding its app and marketplace offerings to drive future growth.
eBay was founded in 1995 by Pierre Omidyar and has grown to become a global online marketplace connecting buyers and sellers. It generates revenue primarily through transaction fees. While initially focused on collectibles, it now hosts auctions and fixed-price sales across hundreds of categories. Key to its success has been developing network effects through high user engagement and establishing trust in its platform through feedback and mediation tools.
Auditing Principles Discussion 2Due on 012518 5pm CSTDisc.docxrock73
Auditing Principles: Discussion 2
Due on 01/25/18 5pm CST
Discuss the concept of legal liability for auditors and the massive risk involved. Take a position on this thought and defend it to your classmates. Include a differentiation between common law and statutory law.
Please include the reference.
EBAY
The organizational structure of the company and its governance. Ethics and Corporate Social Responsibility.
eBay was started in 1995 and has seek continuous transformations and innovations as per the requirements of the business. It started as an online auction store where buyers and sellers can meet and bit for goods. As time went on, it improved its business by providing various options like sellers and buyers providing feedback about each other to ensure trust. It started the PayPal online credit transfer for each payments of goods and services.
The strategic leadership of the company
· eBay website is free to use for buyers, but sellers are charged fees for listing items and again when those items are sold. The company also makes additional money through its PayPal subsidiary which is used by sellers to collect payment for items sold.
· eBay develop plans for multi-divisional structures when they wish to develop and expand their businesses by overcoming competitive issues and miscommunications. With multi divisions they divide their big organization into smaller divisions like shipping methods is divided into smaller groups like UPC, ISBN, online classified advertisements like eBay Classifieds thereby reducing issues in managing a resources and overcome dependencies. Products will be maintained in a wide range as for customers to choose as per their preferences.
· Managers can observe and estimate the requirements of their divisions and also can foresee the long-term needs. As an organization they can come up with a competitive new products with as fast pace.
The competitive advantage of the company and how the company takes advantage of its competitive advantage in the marketplace
The financial viability and growth of the company
· eBay looked at implementation of strategies that give long-term benefits to the company. The company acquired PayPal to provide buyers and sellers with a safe online payment transfer system.
· This helped in increasing profits as it commissioned 3% of sales from sellers for payment through PayPal. This provided long-term benefits to the company as it provide more security to the customers and sellers, and in turn make them to return to make transactions, as there are many fraud transactions which can be eliminated using PayPal.
How the company formulate and implement strategy at the functional, business and global level
· eBay has a deep personal vision and understands its competencies. It has a control over its actions. It understood that Skype is not required as means of global communication between sellers and buyers and let Microsoft acquire it in 2011.
· It focused on its e ...
Marketplaces provide an online space where retailers and consumers can buy and sell goods. They handle technical and marketing elements, putting all retailers on equal footing. Selling on marketplaces allows retailers to access new markets and customers while controlling costs. For consumers, marketplaces offer a wide selection of products in one place with a simple purchasing process. Integrating onto marketplaces gives retailers opportunities to increase sales and visibility. Choosing the right marketplaces involves considering factors like category focus, requirements, and commissions. As mobile purchases rise, marketplaces are expanding to mobile to remain relevant in an increasingly multi-device shopping landscape.
Discussion about E-bay in Paul Trott Book of Innovation management. Group members consist of Tumenast Erdenbold, Thint Khine and Riri Kusumarani. Course offered by Professor Munkee Choi in ITTP,KAIST
eBay is an American multinational corporation that operates eBay.com, an online auction and shopping website. It became the dominant player in the online auction industry through its unique business model that connects buyers and sellers. eBay has had significant growth, with revenues increasing from $225 million in 1999 to $6 billion in 2006. However, eBay faces some challenges to its continued success, including weaknesses penetrating some foreign markets like Japan, and ensuring legal and safe transactions across its global operations. The document provides recommendations on how eBay can address issues like translation and expand opportunities through acquisitions, partnerships, and better serving its international community of users.
Amazon is an American e-commerce company founded in 1995 by Jeff Bezos. It is now the world's largest online retailer. Amazon's objective is to be the world's most customer-centric company. The company operates in 4 continents with over 200 million customers worldwide. Amazon's core strategy is cost leadership through cutting costs via various measures. The company faces competition from other online retailers like Walmart and eBay but maintains competitive advantages through its large product selection, low prices, and customer service.
The document summarizes a webinar about multi-supplier marketplaces. It introduces the presenters and their backgrounds. Sucharita Mulpuru from Forrester discusses lessons from Amazon's marketplace success and key considerations for retailers looking to start a marketplace. Eugene Nikiforov from Ixtens explains how marketplaces work from the perspectives of customers, suppliers and the marketplace owner. Case studies are presented of companies that used Ixtens to set up successful marketplaces.
Online marketplaces your ultimate key to success.pdfLaura Miller
Selling on online marketplaces opens massive business opportunities for online sellers. Read the blog to know all aspects of ecommerce marketplace platforms.
Case study the globalization of ebay v 1.1yanhufei
eBay is an American multinational internet corporation that manages eBay.com, an online auction and shopping website. It was founded in 1995 and became very successful. eBay expanded globally and now has operations in over 30 countries. However, this global expansion brought challenges such as translating the website into different languages, dealing with various regulations between countries, and addressing cultural differences.
eBay is an online marketplace founded by Pierre Omidyar that allows over 200 million users to buy and sell goods globally. It utilizes a decentralized structure where users can auction items directly to each other. eBay also provides services like PayPal for secure payments and mobile payment options to facilitate commerce on its platform. While it faces competition from Amazon and Craigslist, eBay continues to innovate and engage its large user base through new services.
PowerPoint Presentation on Ebay ( IIC )Payee Kwadwo
The document provides an overview of an online auction platform that facilitates transactions between buyers and sellers of goods and services. It discusses the company's mission to provide a global online trading platform. Key details include the company being founded in 1995, having over 27,000 employees and $11.6 billion in annual revenue. The business model involves sellers listing items for sale and buyers bidding, with the highest bidder and seller arranging the purchase.
The document discusses how interactive communications are transforming direct marketing and e-commerce. It begins by outlining different digital tools for communication and their adoption rates. It then discusses how communications have shifted from one-to-many broadcasts to more personalized one-to-one and one-to-some interactions between companies and consumers. The rest of the document focuses on eBay as a case study, outlining its business model, products/services, and strategic directions including a move towards mobile commerce.
The documents provide information about eBay's business model and strategy. eBay is the world's largest online marketplace that allows individuals and businesses to buy and sell goods and services to each other. Some key points include:
1) eBay's core strength is its massive global user base and marketplace platform that facilitates consumer to consumer transactions based on trust.
2) The company has pursued strategic growth through acquisitions of companies like PayPal and Skype to expand into new areas like online payments and communications.
3) eBay faces threats from competitors, needs to continually innovate and enhance its platform to engage users, and is impacted by broader economic and market conditions.
University of Wisconsin-La Crosse_Written CaseNicole Lipari
This document outlines a marketing plan for eBay to target Millennials and Generation Z. It includes a situation analysis of the company, competitors, target markets, and SWOT analysis. Market research findings are presented from focus groups and surveys. Objectives are set for marketing, positioning, and strategy. Tactics proposed include an integrated marketing communication plan, distribution plan, and pricing plan. Sales forecasts are provided to measure the plan's success. Appendices include supporting data and materials.
Alibaba.com is an online business-to-business marketplace established in 1999 that connects manufacturers and suppliers with buyers around the world. It allows sellers to create online storefronts to advertise their products and buyers to search listings. Sellers and buyers negotiate directly through communication tools provided by Alibaba. While originally focused on connecting businesses, Alibaba has expanded to include marketplaces like Tmall for business-to-consumer sales and Taobao that allows individuals to sell to each other. Alibaba makes money through online advertisements and fees for extra services rather than transaction fees.
This document provides an overview of various e-business models, including storefront, auction, portal, dynamic pricing, B2B exchange, and other models. It describes key aspects of each model such as how they work, examples of companies that use each model, and technologies that support the models. The document is presented by Khalid Khan from the Department of Computer Science at the University of Peshawar.
1. Amazon started in 1995 as an online bookstore and has since expanded into various product categories like electronics, fashion, toys, and home goods. It has grown to be one of the largest online retailers in the world.
2. The document outlines Amazon's history and milestones from 1995 to present day. Key events include launching international sites in the UK and Germany in 1998, acquiring Whole Foods Market for $13.7 billion in 2017, and achieving $10.88 billion in sales in the third quarter of 2006.
3. Today, Amazon has over 76 million active customer accounts worldwide and employs tens of thousands of people across its global offices, fulfillment centers, and other facilities. It continues to
Unitedworld School of Business has campuses located in Ahmadabad and Kolkata, India. The Ahmadabad campus is located at A/907, Uvarsad, Gandhinagar 382422. The Ahmedabad corporate office is located at 407, 4th Floor, Zodiac Square, Opp. Gurudwara, Sarkhej-Gandhinagar Highway, Bodakdev, Ahmedabad-380054, Gujarat. The Kolkata campus is located at Infinity Benchmark Tower, 10th Floor, Plot – G1, Block – EP& GP, Sec -V, Salt Lake, Kolkata 700091.
The programme is designed to render the students with a holistic education and deeper understanding of business tactics of global magnitude. We stress on conducting interactive study sessions which give birth to rational ideas and develop innovative thinking, live cases, e-learning and positive influence of our renowned guest speakers facilitates students’ abilities and aspirations. http://www.unitedworld.in/school-of-business/
The programme is designed to render the students with a holistic education and deeper understanding of business tactics of global magnitude. We stress on conducting interactive study sessions which give birth to rational ideas and develop innovative thinking, live cases, e-learning and positive influence of our renowned guest speakers facilitates students’ abilities and aspirations. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
2. 1. EBay‘s business model and drivers of revenue stream/profitability
Ans With more than 100 million active users globally, eBay is the world's largest online
marketplace, "where practically anyone can buy and sell practically anything.Their collective
impact on ecommerce is enormous: In 2011, the total value of goods sold on eBay was $68.6
billion — more than $2,100 every second.
The Business Model of eBay is an online person-to-person trading community on the Internet,
using the World Wide Web. Buyers and sellers are brought together in a manner where sellers
are permitted to list items for sale and buyers to bid on items of interest, also both sellers and
buyers are able to browse through all listed items. The items are arranged by topics, where each
type of auction has its own category.
eBay has both streamlined and globalized traditional person-to-person trading, which has
traditionally been conducted through such forms as garage sales, collectibles shows, flea markets
and more, with their web interface. This enables easy searching for buyers and enables the sellers
to immediately list an item for sale within minutes of registering.
eBay automatically notifies the buyer and seller via e-mail at the end of the auction if a bid
exceeds the seller's minimum price, and the seller and buyer finish the transaction independently
of eBay. The binding contract of the auction is between the winning bidder and the seller only.
Ebay’s Business Model:
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3. E-bay operated three primary business segments- Marketplaces, Payments, and communications.
Auctions Marketplace:
At it‘s core, eBay offered a marketplace that connects buyer and seller. The company had
localized websites in 24 countries, as well as partnership and investments in an additional 15
markets. The company‘s stated goal was to pioneer communities around the world built on
commerce, sustained by trust and inspired by opportunities.
Expanding into fixed price sales:
It grew beyond its core auction and introduced fixed price trading with acquisition of retail site
Half.com and the addition of a ―Buy it Now‖ feature.eBay launched eBay stores which allow
sellers( including large retailers) to offer goods through fixed price storefronts on the company‘s
platform.
Improving the Buyer seller experience:
Launch the feedback forum- a rating system that allowed buyer and sellers to grade each
transaction and offer a brief comment on the experience. The company focused on offering more
efficient and effective payment method. It offer the ―Best Match‖ search for buyer and seller.
Drivers of revenue stream/profitability:
PayPal Will Continue To Drive eBay’s Growth
They expect PayPal users to grow as eBay continues to integrate Paypal into its adjacent
Marketplaces platforms such as ‗Shopping.com‘ and ‗Rent.com‘. Increasing penetration
of PayPal on third-party merchant platforms will also help. PayPal led from the front in
2012, with revenues growing by roughly 25%. This revenue growth was accompanied by
a similar growth in Total Payment Volume (TPV), which further jumped 21% in the first
quarter of 2013 (year-over-year). They believe that eBay‘s simultaneous efforts to expand
its global and offline presence will continue to fuel PayPal‘s growth in the near term.
Marketplaces Gaining Popularity & Focus On Improving Conversion Rate
Conversion rate is a key focus area for eBay as it seeks to increase the success of sellers
in converting listed items to sold items. The company has implemented a number of
features to increase the conversion rate. Its revamped website interface makes it easier to
browse through the selection, and the integration with its mobile platform will be
valuable. Marketplaces business continued to grow at a healthy pace in Q1 2013, and the
company attributed the strong performance to continued site improvements such as
streamlined registration and checkout.
In 1999 ebay offered more than two million items for auction.
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4. It operated on the three primary business segments – Marketplaces, Payments, and
Communications.2|P a g e
It consisted of website operations, payment processing and customer support which
helped ebay to scale its operations rapidly into other markets outside the U.S.
It also launched a pure auction marketplace and the launch of ebay store.
2 .Amazon‘s business model and drivers of revenue stream/profitability
Ans AMAZON’S BUSINESS MODEL:
Amazon is one of those organizations being run by the elements of the investment community
for the benefits of the consumers.
AMAZON uses the internet to get maximum leverage out of its fixed assets , and once it
achieves enough volume of sales, the sum total of profits from all those sales exceed its fixed
cost base, and it turns a profit.
The platform of Amazon is very profitable. When other people sell products on Amazon
marketplace, the gross margin is huge.
Amazon has boundless ambition, it wants to play in the global retail market.
Thus it has decided to continue to invest to arm itself for a much larger scale of business. But the
investments are huge as the capital required in such a business is pretty high in order to make the
business grow which has to ship millions of packages to customers all over the world.
Amazon has always tried to focus on to be the Earth‘s most customer-centric company.
3|P a g e
5. The three primary customer sets they serve are:
Conumers
Sellers
Developers
In 1997 the company had focused on lower prices across all the product range but from 1998 to
2000 they extended product lines and ranges as they were facing stiff competition. Amazon
stared investing aggressively in its supply chains and distribution. It spent heavily on
infrastructure and fulfilling costs as well.
ENHANCING THE CUSTOMER CONVENIENCE:
The review system worked well for Amazon. It allowed users to post and read product reviews.
This review system was a boon.
EXPANDING INTO A PLATFORM:
Amazon started expanding beyond its retail model into a platform for e-commerce.the auction
business launched by it was another turning point.
It also launched zShops which was an online supermall that offered small and medium size
merchants the ability to operate the store fronts within Amazon‘s site for monthly fees and per
sale commissions. Furthermore new innovations towards providing service continued making it
reach to more and more customers and clients.
GROWTH DRIVERS:
Customer centric company focusing on 3 sets of primary customer sets: consumers,
sellers and developers.
Heavy investments on supply chains and distribution network
Billions of capital expenditures on distribution and warehouse facilities as well as into
customer services centres.
Investment in technology, infrastructure and expansion of product categories and new
lines.
Free shipping policy on orders of $99 or more.
Launch of PRIME program: unlimited two day shipping for an annual fee.
Launch of the auction business in 1999.
Launch of zShops: online supermall
Adopting the ―Single Store Strategy‖ in 2000.
Launch of FBA (fulfillment by Amazon) : allowing third parties to use the storage and
vast distribution of Amazon.It was the services and the new innovations brought in by
Amazon that helped it to grow globally and financially.
4|P a g e
6. 3. Compare eBay and Amazon business models and areas of interaction
Ans COMPARISON
eBay
eBay operated in three primary business segments- market places, payments and
communications
At it core eBay offers a market place that connects buyers and sellers. It is an online
person to person trading community on the internet using the world wide web.
Buyers and sellers are brought together in a manner where sellers are permitted to list
items for sale and buyers to bid on items of interest, also both sellers and buyers are able
to browse all listed items.
eBay automatically notifies the buyers and sellers via email at the end if a bid exceeds the
sellers minimum price and the sellers and buyer finish the transaction independently of
eBay.
eBay grew beyond its core auction business in 2000 and introduced ‗fixed price‘ trading
with acquisition of retail site i.e half dotcom and the addition of a ‗buy it now‘ feature in
its tradition business.
eBay launched eBay stores in 2001 which allow the sellers including large retailers such
as Home Deport to offer goods through fixed price store fronts on the company‘
platform.
Key services for buyers and sellers-
o Feedback forum- Encourage users to provide feedback rating and comments on
other users with whom they trade.
o Safe Harbor Programme: It provides guidelines for trading and investigates users
complains of possible misuse of eBay platform and take appropriate actions
o Verified Rights Owner Programme ( VeRO) : This programme help to protect
community members from purchasing items that may be counterfeit or
unauthorized.
o Customer Support: Buyers and sellers get the opportunity to contact with the
company through various means including email , online text chat and telephone
o Pay Pal : It facilitates online exchange of funds.
Amazon
Amazon followed the retail model. It was launched online in 1995 as Earth‘ Biggest
Bookstore.
In 1998 the company entered the music and video business extending the retail
capabilities it had developed for books.
The company‘ stated goal was to be Earth‘ mot customer centric company .
7. 5|P a g e
Hence offering low price across their entire product range.
Amazon rapidly launched new product line and features and to support that
aggressively invested in in its supply chain and distribution network which
improve the co‘s capability.
Amazon spent heavily on Technology and content which included its technology
infrastructure and expansion of product categories and fulfillment cost.
Enhancing customer convenience
Amazon allowed users to post and read product reviews. They launched a
favourite customer feature which resulted to be a boon for the company and
helped in increasing sales.
Expanding into a Platform
In 1999, Amazon took its first step toward expanding beyond its retail model into
a platform for e commerce.
AREA OF INTERACTION
Amazon launched its auction business which was similar in many respect in eBay
offering but also guranteed purchases up to $ 250 in the event of fraud.
Like eBay Amazon also launched stores known as zShops, but with certain
modifications, i.e online supermall that offered small and medium sized
merchants the ability to operate storefronts within Amazon site for a monthly fee
and per sale commissioners unlike eBay who charges fees for simply listing and
commissions provided only in case of completed transactions.
Amazon visitors would see zshops label across the top of the page that would take
them to a directory organized by product and merchants could pay extra to have
their names and logos featured more prominently.
4 .Amazon moved to a retail and platform business model. How did Amazon overcome the
barriers to entry in the third-party seller market?
Ans At first, for Amazon customers were defined as ―buyers‖, but since the introductionof its
marketplace initiative, third party sellers were equally important customers. This change of
perspective is reflected in Amazon‘s ―single storestrategy‖. Under this concept, Amazon presents
its own merchandise alongside its partner merchants‘ offerings on the same product detail page
8. abolishing the previously existing store frontiers.
6|P a g e
Amazon shifted its business scope to be an ―e-commerce platform‖, fulfilling B2C and hosting
C2C and B2B transactions. When Amazon expanded its product range, it used the reputation
transfer method by which companies strive to transfer previously acquired reputation from one
branch to another.
Moreover, Amazon provides structures to third-parties in the field of auctions and zShops that
engender institution-based trust: By means of institutional mechanisms such as feedback
features, escrow services, and credit card guarantees, Amazon achieved to build a trustworthy
marketplace and to encourage online transactions.
Due to their time advantage, pioneers in EC (e-Commerce) can realize significant FMAs by
setting standards, and protecting innovations by patents and copyrights.Amazon has pioneered
proprietary technologies for its web site management, search, customer interaction,
recommendation, transaction processingand fulfillment services and systems. Amazon patented
its 1-Click technology, as well as its Bid-Click auction bidding process, 195 and in 2000 was
also granted a patent on its Amazon Associates Program and on its book
recommendation service Book Matcher, which generates automatic recommendations based on
customer purchases. Amazon licenses components of its EC platform to third party sellers and
hosts third-party sellers‘ websites providing its shopping technology.
Amazon realized a FMA (First Mover Advantage) with the concept of syndicated selling through
its Associates and Syndicated Stores programs. The members of the Associates Network,
including Internet companies such as AOL.com, Yahoo, Netscape, Excite and the AltaVista
Search Service, recommend Amazon products to their own visitors and earn a referral fee and a
commission in case of completed purchases. Amazon participates in cooperative advertising
arrangements with some of its vendors, and with other third parties.
Using primarily their own proprietary technologies, as well as technology licensed from third
parties, they have implemented numerous features and functionality that simplify and improve
the customer shopping experience, enable third parties to sell on Amazon‘s platform, and
facilitate their fulfillment and customer service operations. Their current strategy is to focus its
development efforts on continuous innovation by creating and enhancing the specialized,
proprietary software that is unique to their business, and to license or acquire commercially-
developed technology for other applications where available and appropriate. Amazon
continually invest in several areas of technology, including their seller platform; A9.com, Their
wholly-owned subsidiary focused on search technology on www.A9.com and other Amazon
sites; web services; and digital initiatives.‘
Another form of partnership referred is the Amazon Marketplace which enables Amazon
customers and other retailers to sell their new and used books and other goods alongside the
regular retail listings.
9. 7|P a g e
A similar partnership approach is the Amazon ‗Merchants@‘ program which enables third party
merchants (typically larger than those who sell via the Amazon Marketplace) to sell their
products via Amazon. Amazon earn fees either through fixed fees or sales commissions per-unit.
This arrangement can help customers who get a wider choice of products from a range of
suppliers with the convenience of purchasing them through a single checkout process
5) What should eBay‘s future strategy be ? And why?
Ans: Talking about the future strategies of eBay the two major options for
countering competition form Amazon was:
1) Maintaining existing business model – EBay has shown records of sustaining their large
ecosystem of users time and again. The company should opt to improve and fine-tune the
foundation of its core auctions and fixed price business rather than undertake a risky, and
a potential costly transformation. In addition, eBay could incentivize seller activity by
lowering listings on final values fees, which could expand product selection and attract
more buyers to their site.
2) Expand its business model – Ebay could also expand its core marketplace platform. For
example, to attract buyers, thecompany could shift its focus away from the PC onto
mobile devices with an emphasis on local inventory.
Other measure that can be done:
In essence, eBay is looking to partner with physical retailers to generate more sales
online or by driving more foot traffic to their stores. That‘s in steep contrast to Amazon,
which has increasingly focused on driving more and more spending online. It also has
focused on the digital distribution of content, such as books, music and video, and is
placing a huge bet on hardware, like the upcoming Kindle Fire, hoping to rival Apple‘s
iPad.
10. 8|P a g e
Ebay will be launching its new technology platform aimed at developers, names
X.commerce. The nonconsumer-focused platform will enable developers to use the tools
to build applications for retailers who are looking to have a larger presence on social
networks, online and on mobile phones. The X.commerce division will draw from many
of eBay‘s existing technologies, including PayPal, but will also tie together several other
acquisitions, including Milo, which has created an online database of offline inventory in
physical stores; Red Laser, which is a barcode scanning technology; and Magento, which
assists in the creation of online storefronts.
9|P a g e