This document summarizes a research article about business network-based value creation enabled by information technologies. It explores how IT has shifted value creation beyond individual firms to business networks. It addresses three questions: 1) Why do business networks exist? 2) How does increased information availability improve network-based value creation? 3) What enables business networks to continuously deliver value over time? Drawing on economic and information systems theories, it develops propositions about the conditions for network formation, how informed demand influences value creation, and forces that affect network stability. It validates these using case studies of the travel industry, which has undergone digital transformation.
This document discusses atomic e-business models and early evidence of their success. It begins with an agenda and overview of atomic e-business models. It then provides examples of case studies including Merrill Lynch and Manheim Auctions. Charts are included analyzing the profitability, growth, and customer uptake of different atomic e-business models. The document concludes with a discussion of implementing e-business through IT infrastructure and a matrix evaluating synergies and conflicts between different atomic e-business models.
The internet economy business models and strategies slideshareVille Saarikoski
Slides from a course I teach titled "The Internet Economy - Business Models and Strategies" 20 hrs of classroom interaction. During class students read 3 HBR articles, build a business model canvas BMX, view the BMC through theories and discuss how to create and shape new emerging industries
This document discusses business models and business plans. It explains that a business plan is meant to convince investors, while a business model is a shared mental model that guides a business. The document outlines elements of a business model framework including vision, value proposition, market reach, activities and resources. It then describes an exercise for workshop participants to design business models for potential e-business opportunities.
The document discusses different categories and approaches to e-commerce, including business-to-business, business-to-consumer, peer-to-peer, and consumer-to-business models. It also examines classic strategic planning approaches as well as new views like the sense and respond paradigm and strategy as rules. The chapter seeks to provide a framework for understanding e-commerce and the roles and challenges facing senior e-commerce managers.
The document discusses various aspects of e-commerce including definitions, examples, patterns, and strategic impacts. It describes how e-commerce can be used for intra-business, business-to-business, and business-to-consumer exchanges. It provides examples of how e-commerce enables added value, differentiation, cost leadership, and a strategic focus. Key applications include improved communication, mass customization, efficiency gains, and penetrating new markets.
In our latest piece, we share unique perspectives on how artificial intelligence is amplifying human potential and reshaping business. This article explore 3 fundamental questions:
How will AI shift the expectations of my customers?
How will AI transform the way my competitors run their businesses?
How should my company respond to AI?
This document is a chapter from an introduction to e-business and e-commerce textbook. It defines key terms like e-business and e-commerce and discusses the reasons for their adoption. It also outlines some of the management issues organizations face when implementing e-business and e-commerce strategies and lists potential risks. Examples of major companies in different e-commerce categories are provided to illustrate various models.
This document summarizes a research article about business network-based value creation enabled by information technologies. It explores how IT has shifted value creation beyond individual firms to business networks. It addresses three questions: 1) Why do business networks exist? 2) How does increased information availability improve network-based value creation? 3) What enables business networks to continuously deliver value over time? Drawing on economic and information systems theories, it develops propositions about the conditions for network formation, how informed demand influences value creation, and forces that affect network stability. It validates these using case studies of the travel industry, which has undergone digital transformation.
This document discusses atomic e-business models and early evidence of their success. It begins with an agenda and overview of atomic e-business models. It then provides examples of case studies including Merrill Lynch and Manheim Auctions. Charts are included analyzing the profitability, growth, and customer uptake of different atomic e-business models. The document concludes with a discussion of implementing e-business through IT infrastructure and a matrix evaluating synergies and conflicts between different atomic e-business models.
The internet economy business models and strategies slideshareVille Saarikoski
Slides from a course I teach titled "The Internet Economy - Business Models and Strategies" 20 hrs of classroom interaction. During class students read 3 HBR articles, build a business model canvas BMX, view the BMC through theories and discuss how to create and shape new emerging industries
This document discusses business models and business plans. It explains that a business plan is meant to convince investors, while a business model is a shared mental model that guides a business. The document outlines elements of a business model framework including vision, value proposition, market reach, activities and resources. It then describes an exercise for workshop participants to design business models for potential e-business opportunities.
The document discusses different categories and approaches to e-commerce, including business-to-business, business-to-consumer, peer-to-peer, and consumer-to-business models. It also examines classic strategic planning approaches as well as new views like the sense and respond paradigm and strategy as rules. The chapter seeks to provide a framework for understanding e-commerce and the roles and challenges facing senior e-commerce managers.
The document discusses various aspects of e-commerce including definitions, examples, patterns, and strategic impacts. It describes how e-commerce can be used for intra-business, business-to-business, and business-to-consumer exchanges. It provides examples of how e-commerce enables added value, differentiation, cost leadership, and a strategic focus. Key applications include improved communication, mass customization, efficiency gains, and penetrating new markets.
In our latest piece, we share unique perspectives on how artificial intelligence is amplifying human potential and reshaping business. This article explore 3 fundamental questions:
How will AI shift the expectations of my customers?
How will AI transform the way my competitors run their businesses?
How should my company respond to AI?
This document is a chapter from an introduction to e-business and e-commerce textbook. It defines key terms like e-business and e-commerce and discusses the reasons for their adoption. It also outlines some of the management issues organizations face when implementing e-business and e-commerce strategies and lists potential risks. Examples of major companies in different e-commerce categories are provided to illustrate various models.
This document provides an overview of digital business and the digital transformation. It discusses how digital technologies like the internet of things, big data, and 3D printing combined with digital trends are blurring the lines between the physical and digital worlds. This will create new opportunities for private and public sector enterprises to become digital businesses and pursue new business models. Regulations will need to adapt to enable new trends across industries like connected manufacturing, smart cities, autonomous vehicles, digital health, and more. The convergence of the physical and digital is creating a new era for digital business.
- E-commerce and globalization are increasing firms' access to new international markets and ability to reduce costs through more efficient operations. Firms that adopt e-commerce see greater benefits from globalization through improved performance.
- E-commerce grows the scale of global trade by connecting customers and businesses worldwide. However, online shoppers now expect customized, localized experiences and higher product quality.
- To benefit from these trends, companies must update their e-commerce strategies to meet new customer expectations in global markets through approaches like localized digital content and streamlined international supply chains.
In our latest white paper, our expert authors share insights on why an integrated, real-time approach is key to business planning in the digital age. This special report is the great work of our supply chain experts, who are leading some of our firm’s most innovative thinking and solutions with top global clients.
Learn About:
The evolution of planning capabilities in the enterprise
Why an integrated business planning (IBP) framework should include end-to-end business processes across the organization
A view into the different maturity levels an organization can achieve and strategies for developing a digital-driven IBP framework
How companies can get started and accelerate their journey to advanced business planning
The document discusses the concepts of eBusiness and how it has evolved from static websites for marketing to more complex implementations that integrate business processes. It defines eBusiness as the strategic use of digital technologies to accelerate organizational goals through continuous optimization of value propositions. It also discusses different models for business-to-business and business-to-consumer ecommerce interactions and how value chains are shifting to value networks in the digital economy.
Volkswagen built its own B2B network called VWGroupSupply.com instead of joining the large automotive industry consortium Covisint. VWGroupSupply.com handles over 90% of Volkswagen Group's global purchasing of automotive and parts components. It offers over 30 online applications to over 35,000 registered suppliers with over 110,000 users. Key applications include an electronic capacity management tool that allows Volkswagen and suppliers to track production plans and material requirements in real-time. This private industrial network model aims to better coordinate trans-organizational supply chain processes compared to a net marketplace.
This document provides an introduction to eBusiness, including definitions of key terms, facts and statistics about eBusiness usage, challenges, and the future outlook. It defines eBusiness as using digital tools for both internal and external business purposes, including eCommerce (online selling), eMarketing, and social media. Facts presented include that 80% of Finns use the internet daily, over 25% of global tourists share experiences online, and eCommerce sales will reach $4 trillion by 2020. Challenges include low conversion rates, internationalization difficulties, and engaging customers. The future is predicted to include continued growth, blurred online/offline boundaries, increased personalization and automation through AI.
This video is presented by USEP's BSCS student Alvin Mark U. Cabeliño under Mr. ND Arquillano as a partial fulfilment for Elective 4 -E-Commerce It talks about E-Commerce Fundamentals.
This document provides an introduction to e-commerce, comparing traditional commerce to e-commerce. It discusses how e-commerce utilizes flexibility and availability of the internet to create new business opportunities. The core uses of the internet for businesses are described as buying/selling products, customer service, internal communication, collaboration, information gathering, and more. Popular products bought online include airline tickets, banking, books, clothing, and electronics. E-commerce benefits businesses through potential revenue generation and cost reduction. Popular e-commerce business models are also outlined, including the merchant, brokerage, advertising, mixed, and info-mediary models.
HEC Digital Business. Sharing Economy and other trendsAndré Blavier
This document provides an overview of the course "Digital Business 2015-2016" which covers major digital trends like the sharing economy, mobile technologies, cloud computing, data, and their impact on digital transformation. It discusses key concepts like digital platforms, e-business, data analytics, big data's four V's, and cloud computing. The rise of the sharing economy is explained by societal and economic drivers like population density, sustainability, community desires, and monetizing excess capacity. Governance challenges from digital disruption are also summarized.
This document discusses e-commerce, including business-to-consumer (B2C) and business-to-business (B2B) models. It provides an overview of key concepts in e-business and e-commerce. The document also analyzes the size and growth of the B2B market, drivers for B2B adoption, and factors for success in B2B e-marketplaces.
The document discusses various e-business models and components of e-commerce business models. It describes key components like value proposition, revenue model, market opportunity, competitive environment, competitive advantage, market strategy, organizational development, and management team. It also describes major B2C models like portals, e-tailers, content providers, and transaction brokers. Major B2B models discussed are B2B hubs, e-distributors, and B2B service providers. The document concludes with case studies on different approaches companies take in integrating online and offline businesses.
The document discusses various business models used in B2C e-commerce. It defines key terms like business model and e-commerce business model. It also describes different types of business models like portals, e-tailers, content providers, service providers, transaction brokers, community providers, and market creators. Each model is explained with examples. The document also discusses capabilities of B2C models like instant communication, global reach, reduced costs, and increased efficiency.
A complete guide to E-Business basics :
1. E-Business: Fundamentals, E-Business framework, E-Business application, Technology
Infrastructure for E-Business.
2. Mobile and Wireless computing fundamentals: Mobile computing, framework, wireless
technology and switching method, mobile information access device, mobile computing
application.
3. E-Business Models: Elements of Business models, B2B, B2C models
4. Payment Systems: Type of E-payment, digital token–based e-payment, smart card, credit
card payment systems, risk on e-payment, designing e-payment
5. Security Environment: Security Threats, Technology Solutions, Client–server security, data
and message security, document security, firewalls. Ethical Social and Political issues in
ecommerce.
6. Inter-organization Business: EDI application in business, EDI: legal, security, standardization
and EDI, EDI software implementation, VANs (value added net work) Internet based EDI
Users provide inconsistent ratings when rating items multiple times, introducing natural noise that limits recommendation accuracy. An experiment with 118 users rating 100 movies over 3 trials found:
1. Test-retest reliability was good at 0.924 but mild and negative ratings were less reliable.
2. Pairwise RMSE between trials was 0.557-0.765, with the largest error between the most distant trials.
3. Common recommendation algorithms like user-based kNN, item-based kNN and SVD were robust to noise, with less than 5% difference in RMSE across trials. The second trial consistently had the lowest noise.
This slide includes:
1. Concept of E-business
2. Defining e-business
3. Essential features of an e-business
4. Nature of E-business
5. Scope of E-business
6. Goal of E-business
7. Impact of E-business
8. Benefits of E-business
9. Advantages of E-business
10. E-commerce
11. Difference between E-business and E-commerce
12. Relation between E-business and E-commerce
13. Advantages of E-commerce
14. Disadvantages of E-commerce
The document discusses the key elements of a business model including product innovation, customer relationships, infrastructure management, and conclusions. It covers topics such as value propositions, customer segments, distribution channels, revenue streams, core capabilities, and partnerships. The document provides examples and definitions for each element and discusses how defining a business model can help a company understand, share knowledge, react to change, measure performance, and engage in business model innovation.
This document provides an overview of key topics related to e-commerce and digital markets. It begins with learning objectives and then defines topics like digital goods, different e-commerce models (B2B, B2C, C2C), revenue models, and how e-commerce has transformed marketing and business transactions. It also discusses the growth of mobile commerce and important applications. Additional sections cover issues to consider when building an e-commerce presence and how management information systems can benefit one's career. Videos and interactive examples are provided to help illustrate major concepts.
This document outlines the strategy for a business simulator program called Innovirtua. It discusses 6 phases for making the program a reality, establishing infrastructure and logistics, marketing and adding value, determining costs, breaking even, and sustainable development. It also covers revenue streams, production models, portal theory, and using an influence diagram to analyze the strategy. The overall goal is to facilitate business-to-business transactions and enable market participants to exchange information through a virtual environment.
B.B. King is a famous blues guitarist and singer born in 1925 in Mississippi. He learned to play guitar as a young boy and began performing on the streets. King developed a unique style and is known for songs like "The Thrill is Gone." He received many honors over his long career, including 15 Grammy Awards and induction into the Rock and Roll Hall of Fame.
This document provides an overview of digital business and the digital transformation. It discusses how digital technologies like the internet of things, big data, and 3D printing combined with digital trends are blurring the lines between the physical and digital worlds. This will create new opportunities for private and public sector enterprises to become digital businesses and pursue new business models. Regulations will need to adapt to enable new trends across industries like connected manufacturing, smart cities, autonomous vehicles, digital health, and more. The convergence of the physical and digital is creating a new era for digital business.
- E-commerce and globalization are increasing firms' access to new international markets and ability to reduce costs through more efficient operations. Firms that adopt e-commerce see greater benefits from globalization through improved performance.
- E-commerce grows the scale of global trade by connecting customers and businesses worldwide. However, online shoppers now expect customized, localized experiences and higher product quality.
- To benefit from these trends, companies must update their e-commerce strategies to meet new customer expectations in global markets through approaches like localized digital content and streamlined international supply chains.
In our latest white paper, our expert authors share insights on why an integrated, real-time approach is key to business planning in the digital age. This special report is the great work of our supply chain experts, who are leading some of our firm’s most innovative thinking and solutions with top global clients.
Learn About:
The evolution of planning capabilities in the enterprise
Why an integrated business planning (IBP) framework should include end-to-end business processes across the organization
A view into the different maturity levels an organization can achieve and strategies for developing a digital-driven IBP framework
How companies can get started and accelerate their journey to advanced business planning
The document discusses the concepts of eBusiness and how it has evolved from static websites for marketing to more complex implementations that integrate business processes. It defines eBusiness as the strategic use of digital technologies to accelerate organizational goals through continuous optimization of value propositions. It also discusses different models for business-to-business and business-to-consumer ecommerce interactions and how value chains are shifting to value networks in the digital economy.
Volkswagen built its own B2B network called VWGroupSupply.com instead of joining the large automotive industry consortium Covisint. VWGroupSupply.com handles over 90% of Volkswagen Group's global purchasing of automotive and parts components. It offers over 30 online applications to over 35,000 registered suppliers with over 110,000 users. Key applications include an electronic capacity management tool that allows Volkswagen and suppliers to track production plans and material requirements in real-time. This private industrial network model aims to better coordinate trans-organizational supply chain processes compared to a net marketplace.
This document provides an introduction to eBusiness, including definitions of key terms, facts and statistics about eBusiness usage, challenges, and the future outlook. It defines eBusiness as using digital tools for both internal and external business purposes, including eCommerce (online selling), eMarketing, and social media. Facts presented include that 80% of Finns use the internet daily, over 25% of global tourists share experiences online, and eCommerce sales will reach $4 trillion by 2020. Challenges include low conversion rates, internationalization difficulties, and engaging customers. The future is predicted to include continued growth, blurred online/offline boundaries, increased personalization and automation through AI.
This video is presented by USEP's BSCS student Alvin Mark U. Cabeliño under Mr. ND Arquillano as a partial fulfilment for Elective 4 -E-Commerce It talks about E-Commerce Fundamentals.
This document provides an introduction to e-commerce, comparing traditional commerce to e-commerce. It discusses how e-commerce utilizes flexibility and availability of the internet to create new business opportunities. The core uses of the internet for businesses are described as buying/selling products, customer service, internal communication, collaboration, information gathering, and more. Popular products bought online include airline tickets, banking, books, clothing, and electronics. E-commerce benefits businesses through potential revenue generation and cost reduction. Popular e-commerce business models are also outlined, including the merchant, brokerage, advertising, mixed, and info-mediary models.
HEC Digital Business. Sharing Economy and other trendsAndré Blavier
This document provides an overview of the course "Digital Business 2015-2016" which covers major digital trends like the sharing economy, mobile technologies, cloud computing, data, and their impact on digital transformation. It discusses key concepts like digital platforms, e-business, data analytics, big data's four V's, and cloud computing. The rise of the sharing economy is explained by societal and economic drivers like population density, sustainability, community desires, and monetizing excess capacity. Governance challenges from digital disruption are also summarized.
This document discusses e-commerce, including business-to-consumer (B2C) and business-to-business (B2B) models. It provides an overview of key concepts in e-business and e-commerce. The document also analyzes the size and growth of the B2B market, drivers for B2B adoption, and factors for success in B2B e-marketplaces.
The document discusses various e-business models and components of e-commerce business models. It describes key components like value proposition, revenue model, market opportunity, competitive environment, competitive advantage, market strategy, organizational development, and management team. It also describes major B2C models like portals, e-tailers, content providers, and transaction brokers. Major B2B models discussed are B2B hubs, e-distributors, and B2B service providers. The document concludes with case studies on different approaches companies take in integrating online and offline businesses.
The document discusses various business models used in B2C e-commerce. It defines key terms like business model and e-commerce business model. It also describes different types of business models like portals, e-tailers, content providers, service providers, transaction brokers, community providers, and market creators. Each model is explained with examples. The document also discusses capabilities of B2C models like instant communication, global reach, reduced costs, and increased efficiency.
A complete guide to E-Business basics :
1. E-Business: Fundamentals, E-Business framework, E-Business application, Technology
Infrastructure for E-Business.
2. Mobile and Wireless computing fundamentals: Mobile computing, framework, wireless
technology and switching method, mobile information access device, mobile computing
application.
3. E-Business Models: Elements of Business models, B2B, B2C models
4. Payment Systems: Type of E-payment, digital token–based e-payment, smart card, credit
card payment systems, risk on e-payment, designing e-payment
5. Security Environment: Security Threats, Technology Solutions, Client–server security, data
and message security, document security, firewalls. Ethical Social and Political issues in
ecommerce.
6. Inter-organization Business: EDI application in business, EDI: legal, security, standardization
and EDI, EDI software implementation, VANs (value added net work) Internet based EDI
Users provide inconsistent ratings when rating items multiple times, introducing natural noise that limits recommendation accuracy. An experiment with 118 users rating 100 movies over 3 trials found:
1. Test-retest reliability was good at 0.924 but mild and negative ratings were less reliable.
2. Pairwise RMSE between trials was 0.557-0.765, with the largest error between the most distant trials.
3. Common recommendation algorithms like user-based kNN, item-based kNN and SVD were robust to noise, with less than 5% difference in RMSE across trials. The second trial consistently had the lowest noise.
This slide includes:
1. Concept of E-business
2. Defining e-business
3. Essential features of an e-business
4. Nature of E-business
5. Scope of E-business
6. Goal of E-business
7. Impact of E-business
8. Benefits of E-business
9. Advantages of E-business
10. E-commerce
11. Difference between E-business and E-commerce
12. Relation between E-business and E-commerce
13. Advantages of E-commerce
14. Disadvantages of E-commerce
The document discusses the key elements of a business model including product innovation, customer relationships, infrastructure management, and conclusions. It covers topics such as value propositions, customer segments, distribution channels, revenue streams, core capabilities, and partnerships. The document provides examples and definitions for each element and discusses how defining a business model can help a company understand, share knowledge, react to change, measure performance, and engage in business model innovation.
This document provides an overview of key topics related to e-commerce and digital markets. It begins with learning objectives and then defines topics like digital goods, different e-commerce models (B2B, B2C, C2C), revenue models, and how e-commerce has transformed marketing and business transactions. It also discusses the growth of mobile commerce and important applications. Additional sections cover issues to consider when building an e-commerce presence and how management information systems can benefit one's career. Videos and interactive examples are provided to help illustrate major concepts.
This document outlines the strategy for a business simulator program called Innovirtua. It discusses 6 phases for making the program a reality, establishing infrastructure and logistics, marketing and adding value, determining costs, breaking even, and sustainable development. It also covers revenue streams, production models, portal theory, and using an influence diagram to analyze the strategy. The overall goal is to facilitate business-to-business transactions and enable market participants to exchange information through a virtual environment.
B.B. King is a famous blues guitarist and singer born in 1925 in Mississippi. He learned to play guitar as a young boy and began performing on the streets. King developed a unique style and is known for songs like "The Thrill is Gone." He received many honors over his long career, including 15 Grammy Awards and induction into the Rock and Roll Hall of Fame.
Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more
An attempt to form a general overview of virtual organisations, innovation and its requirements within a business context, leading to the presentation of a candidate method for vBusiness Operations.
Registration at Flagler College involves paying tuition either in person at the Business Office or online through the student portal, meeting with an advisor to discuss course selection, and registering for classes online. Students must complete these steps after acceptance to Flagler in order to finalize their enrollment for the upcoming semester and be ready to start classes.
This document provides an overview of success in ecommerce. It discusses choosing the right product or service, options for entering the ecommerce market such as using existing marketplaces or building your own website, how to market an ecommerce website through SEO, social media, email marketing and more. It also covers analytics and mobile considerations. The document aims to give a comprehensive introduction to achieving success in ecommerce.
B.B. King is a famous blues guitarist and vocalist born in 1925 in Mississippi. He learned to play guitar as a young boy and began performing on the streets. King went on to have a successful music career spanning decades, releasing numerous albums and winning over 15 Grammys. He is considered one of the most influential blues artists of all time and has received numerous honors for his contributions to American music.
Young Greek entrepreneurs are starting e-commerce businesses to boost Greek exports and address high unemployment rates despite the economic crisis. Online selling allows entrepreneurs to reach large markets like Poland. The Greek government should support these entrepreneurs and train students for the 24 in-demand e-business roles to fuel further growth in the promising e-commerce sector, which is seen as crisis-proof and increased significantly in Greece in 2011.
After the introduction of Enhanced E-commerce by Google a lot has changed and new tracking possibilities came available. In this presentation we show what's new, what's possible and what the benefits can be for your webshop.
From the eCommerce Summit in Atlanta June 3-4, 2009 where Michael Miller from Fit For Commerce shares ways to identify the right partners and solutions to grow your eCommerce business. Find out more about eCommerce Merchants at http://www.ecmta.org
Cost-Sharing Subsidies in Federal Marketplace PlansKFF
The document analyzes cost-sharing structures for health plans offered on the ACA marketplaces in 2015. It finds that marketplace plans with higher actuarial values (CSR87 and CSR94) generally had lower deductibles, out-of-pocket costs, and copays than lower-value plans (CSR73). Across all plan types, deductibles and other cost-sharing declined as actuarial value increased. The analysis provides detailed breakdowns of cost-sharing structures for medical, drug, inpatient and outpatient services across the different plan actuarial value levels.
Organizational Development and eCommerce - Dave Yakar - IDC HerzliyaDave Yakar
Guest Lecture for the OBD English class
Arison School OF Business, IDC Herzliya
Guest Lecturer: Dave Yakar
eCommerce and Online Global Marketing consultant
Ecommerce UK - Cross-border Ecommerce conferencePracticology
The document summarizes an event on cross-border ecommerce held by Ecommerce UK. It includes:
- An agenda for presentations on localizing websites for international sales, global payments, and expanding into new markets.
- Summaries of presentations on localizing content, product listings, and marketing for the German market.
- Insights from retailers on adapting to different regional preferences and perceptions of brands abroad.
- Tips on being realistic about the costs and challenges of entering new international markets from a digital services provider.
- Information on growing demand for British brands online globally and opportunities for UK retailers through online export channels.
Bizbilla is a leading B2B marketplace in Indonesia that connects manufacturers, suppliers, importers, exporters, buyers, and sellers to do business domestically and internationally. Indonesia has a large economy with major industries like agriculture, mining, manufacturing, and tourism. Bizbilla provides Indonesian businesses opportunities to list, promote their products/services, and find partners to expand within Indonesia and globally through their website and mobile app.
This document provides an overview of brick-and-mortar and online retail models. It discusses what brick-and-mortar is, when and where it is used, and its pros and cons, which include numerous options and face-to-face communication as pros, and parking and price issues as cons. It also discusses online retail models, when and where they are used, and their pros and cons, such as convenience and variety of products as pros and delivery risks and costs as cons. The document then compares growth trends between brick-and-mortar and e-commerce, noting that while e-commerce is growing, brick-and-mortar still controls the majority of retail sales. It provides examples of Dell
Five Differences between Offline and Online StoresCharles Crouch
While traditional retail stores are familiar, when a store goes online, merchants quickly discover the retail environment is not the same. There are major differences between offline and online, and one must take these differences into account when constructing a new store or refitting an existing one.
Five differences between offline and online stores are discussed:
- Location
- Construction
- Size
- Presentation
- Personnel
In the end, retailers can use these differences to their advantage, always remembering that customer needs come first.
The (Ultimate) Guide for Marketplace AnalyticsWilly Braun
We divided the guide in 2 parts: (1) marketplace dynamics, where we try to grasp the overall picture, (2) marketplace KPIs, where we make a snapshot of the different parts of the business and look at them overtime.
And as a super bonus, we’ve prepared an open-source dashboard (Google Spreadsheet) to structure your activity.
IBM Softlayer Bluemix Marketplace
API Economy
Infrastructure as a Service
Platform as a Service
Software as a Service
IaaS PaaS SaaS
Register for Bluemix at http://ibm.biz/BluemixSBSS
See Softlayer at http://ibm.biz/SBSlideShareSL
Join the Marketplace at http://ibm.biz/SBSlideShareMP
The document discusses different types of e-business models that companies can adopt when incorporating e-commerce strategies. It identifies several models including the advertising model, e-retailing model, channel model, affiliate model, franchise model, and subscription model. It also discusses frameworks for categorizing e-business models based on factors like the user role, interaction patterns, offerings, and value integration. No single model is considered best - the most appropriate model depends on a company's specific business and goals.
- Integrating the businesses could create synergies by sharing resources and leveraging existing customer relationships, but may also introduce complexity
- Keeping the businesses separate allows them to develop customized strategies for different customer segments and market dynamics
- The core competencies, target customers, product offerings, and business models of the traditional vs Internet business should be evaluated to determine the best organizational structure
- An integrated structure may be preferable if there are significant overlaps, while separate structures work better for businesses with different competencies, customers, or markets
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 document discusses key concepts related to e-commerce and e-business. It defines e-business and e-commerce, and outlines the three main categories of e-commerce: business-to-business (B2B), business-to-consumer (B2C), and consumer-to-consumer (C2C). The document also discusses e-commerce fundamentals, infrastructure, environment, supply chain management, e-marketing, customer relationship management, change management, and m-commerce.
The document discusses several key aspects of e-business infrastructure and security. It describes various electronic payment systems, e-business models including brokerages, e-shops, e-malls, e-auctions, and classifieds. It also outlines important security considerations for e-businesses such as secure payment gateways, data backup, security policies and training, and compliance with privacy regulations. Additionally, it provides an overview of common internet security measures like encryption, authentication, firewalls, and anti-malware software.
Two-sided Internet platforms: A business model lifecycle perspectiveLaurent Muzellec
Multi-sided platforms bring together two or more distinct but interdependent groups of customers, normally
described as B2B and B2C. Two-sided platforms have proliferated rapidly with the Internet and this has led to
the development of new business models to monetize innovative value propositions in online markets. This
paper puts forward amodel of the evolution of themarketing strategies and businessmodels of two-sided Internet
businesses. In thismodel, Internet intermediaries are visualized as resource integrators, involving consumers and
business partners in a process of co-creation of value—an integrated, two-sided businessmodel. An analysis of five
early stage Internet ventures reveals that the business models of these Internet ventures show a clear pattern of
evolution from inception to maturity, from B2C towards B2B, and ultimately to an integrated combination
(B2B&C and B2C&B). This is primarily due to a shift in the relative influence of different business stakeholders,
identified as change agents in the context of the business modeling of two-sided Internet platforms.
This document discusses two-sided internet platforms and how their business models evolve over time. It proposes that internet ventures initially focus on either the B2C (consumer) side or B2B (business) side, but eventually integrate the two into a combined B2B&C/B2C&B model. This evolution is driven by changing influence from different stakeholders (consumers, businesses) over the lifetime of the venture. The document reviews literature on two-sided markets and value propositions, and presents a conceptual framework for analyzing the business model evolution of five case study internet ventures.
Electronic copy available at httpssrn.comabstract=2161742.docxtoltonkendal
Electronic copy available at: http://ssrn.com/abstract=2161742
Electronic Commerce Business Models:
A Conceptual Framework
By
Utkarsh Majmudar
Ganesh N. Prabhu
July 2000
Please address all correspondence to:
Prof. Utkarsh Majmudar
Visiting Faculty (Finance & Control Area)
Indian Institute of Management
Bannerghatta Road
Bangalore - 560 076
India
Fax: (080) 6584050
E m a i l ! utkarsh&qimbxmeUn
Copies of the Working Papers may be obtained from the FPM & Research Office
Electronic copy available at: http://ssrn.com/abstract=2161742
Electronic Commerce Business Models: A Conceptual Framework
Utkarsh Majmudar and Ganesh N. Prabhu
Abstract
The recent boom in the new economy of internet based commerce has created a large
number of firms with a variety of business models that aim to leverage the power of the
internet to further their business goals. In this paper we attempt to provide a
conceptual framework for understanding e-commerce business models on a number of
important dimensions - nature of consumer activity, nature of e-commerce activity,
target customers, targeting strategy, revenue generating modes, procfactfcerwce
delivery modes, payment collection modes, operating modes, market places,
advantage mechanisms and domination characteristics. We also examine means of
improving value proposition and net-friendliness for e-commerce activities and identify
areas where e-commerce models have not been explored or fully exploited so far.
Since the range of economic activities on the internet is vast and growing, newer
models and opportunities are likely to emerge through improvements in internet
technologies as well as innovations in their application to business contexts. Hence
any conceptual framework on e-commerce business models, including our own, can
never be comprehensive.
Electronic Commerce Business Models: A Conceptual Framework - 1 -
Electronic copy available at: http://ssrn.com/abstract=2161742
Electronic Commerce Business Models: A Conceptual Framework
Introduction
The recent boom in the new economy of internet based commerce has spawned a large
number of firms with a variety of business models that aim to leverage the power of the internet to
further their business goals. This paper provides a conceptual framework for understanding these
business models and their characteristics. The conceptual framework is shown in Figure 1.
Locating Electronic Commerce in the Internet Economy
We define electronic commerce as use of the internet medium for conducting economic
transactions. Electronic commerce is a part of a larger internet economy. Conceptually, the internet
economy can be divided into four layers (Barua etal., 1999). Each layer of the internet economy is
listed below with descriptions of the types of companies and names of some of the actual companies in
each category.
(a) Layer One: The Internet Infrastructure Layer. This layer includes companies with products and
services that help cr.
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2. Changing Economy The internet economy as it is traditionally understood is changing… The virtual space is offering much sought after solutions to problems experienced by businesses implementing e-business models. Pricing mechanisms for intangible goods, market positioning and development leading sustainable competitive advantage are made possible through community interactions. However, concerns over information security, protection of intellectual property rights, copyright, low customer buy in and switching costs, still exist. Value has to be added to an organisations customers through developing the value chain, value networks and network externalities. Can innovation through v-Business help us stay competitive? Access to a global market. Direct B2C and B2B sales? Economies of scale through electronic distribution of product? Opportunities to build value networks and understand consumer community. Leading to mass customisation and serving community needs.
3. What, Why, How? What technology should be utilised in the development of a virtual strategy? What should the scope of the virtual initiative be? What are the expected benefits that such an initiate would provide? What risks could be associated with such a strategy and how would we alleviate them if identified? How would such a website add value to the organisation and offer value to our customers? How can the initiative provide competitive advantage and in what markets? Why would such an initiative provide new opportunities to the organisation?
4. IT Reconfiguration When exploring how IT integration effects an organisation and the scale of the benefits that may be achieved because of it, we may follow the evolution of an organisations information infrastructure through five consecutive generic levels, as outlined by Prof. N.Venkatraman
5. Electronification Now by transposing these two theories, we can begin to visualise the development arc within the Electronification Long Wave.
6. 3 Streams… When applying these theories to organisation in the context of efficiency and innovation, it is important to consider…. B. Mahadevan, “Business Models for Internet‐Based E‐Commerce: An Anatomy,”California Management Review 42 (2000) Value Stream – describes what value customers of the business gain from entering into a transaction with it, how to identify methods by which value may be increased for the business or added on behalf of customers to better differentiate the business from the competition. Dictates how to produce a business model and innovate Revenue Stream – describes how the business may optimise existing revenue opportunities, how it can do what it does better. Also how it may identify new methods by which to generate profit and ensure survival. Dictates economic value of products or services Logistics Stream – governs the supply chain of the processes held with the business and its part in it. Where the materials used in manufacture are sourced, how they are produced and the effect on quality of the final product, how that product is delivered to customers. Dictates viable delivery channels When concentrating on v-business how prevalent are these theories? Are they comprehensive enough?
7. First Link IS Practice Formulating Strategy When formulating any kind of strategy, firstly identify all the aspects of your organisation which “add value”. This means that once the distinctive competencies of an organisation have been identified, a strategy can be formed which applies them in a market which best suits them, optimising the chances of success and profitability if there is any….John Kay, “Foundations of Corporate Success” (New York: Oxford University Press, 1993) . Internal Architectures External Architectures Innovation
8. Virtual Value So in this context it is important not just to apply one or more of the three streams to the virtual space in developing a strategy that is sustainable. A broad view must be taken, all three streams MUST be taken into account in a holistic and hybrid manner. An environmental analysis must be undertaken on a constant footing. Every strategy can be assigned a lifecycle. Whilst commodities will become common place, monopolies will be a rare occurrence. Constant innovation must take place, and both internal and external architectures developed in line with value chain activities.
9. First Link IS Practice Innovative Value Activities An organisation which constantly innovates, can be thought of as perpetually transforming itself into something else.
10. 8 Generic Internet Business Models According to, Thomas R. Eisenmann, ed., “Internet Business Models: Text and Cases” (New York: McGraw‐Hill, 2002), there are 8 generic business models. Internet Access Providers – Connect consumers and businesses to t’internet through the communications network…..(AOL, Plusnet, Pipex, Virgin) Online Portals – provide navigational assistance to help users find and link to relevant third party online content, also community building features such as chat and IM services…..(Google, Yahoo) Online Content Providers – use the internet to distribute copyrighted information and entertainment content…..(Academic Research Institutes, I-Tunes, Newspapers) Online Retailers – manufacture physical products that they then sell and often rely on third party service providers (such as DHL, Fedex, UPS) to deliver those goods from warehouses…..(Staples, Argos, Wiggle)
11. 8 Generic Internet Business models Online Brokers – Use the internet to help customers identify prospective trading partners and sometimes help them complete transactions…..(Travel Agents, Real Estate Agents) Online market Makers – intermediaries that facilitate an information discovery process. Central purpose is to organise a market place and provide a place to trade….(Expedia, Amazon) Networked Utility Providers – distribute downloadable software applications that connect users with destination websites or with each other. Usually give away their client software in an effort to rapidly establish a defacto technology standard then profit from the sale of ancillary services…..(Acrobat, ICQ, MSN, Skype) Application Service Providers – allow customers to access application software on remote servers. …..(Abobe Photoshop Light, Cloud Operators)
13. So how do MMOW’s Fit? Eisenmann ahs always championed the approach of hybridisation of the generic models in order to best apply an organisations core competencies to an emerging strategy. It is usual that we can apply aspects of two or more of the generic strategies to any specific organisation. Interestingly (and at the same time arguably)….MMOW’s can be said to involve aspects of seven of the eight models. This is very unusual and gives rise to a need of reclassification. The distinction between physical and digital product casts some doubt over this in a traditional sense, and gives rise to the contradictory theories of Online Delivered Content as a product, and digital products themselves.
14. The Economics of Electronic Commerce According to Choi et al, “The Economics of Electronic Commerce”, MacMillan (1997), the core of e-commerce can be separated along a boundary defining physical and digital products.
15. Physical vs Digital Product Choi breaks down the activities of physical or digital agents (sellers, buyers, intermediaries, governments, or groups) in order to purchase physical or digital product (shoes, downloads, holidays) through physical or digital means (shops or websites). Barnes drops the agent dimension, claiming it has no relevance to digital agents. in favour of highlighting the intangible value of digital product.
16. Online Delivered Content According to Barnes, “E-Commerce and V-Business”, BH (2000), the intangible aspects of Online Delivered Content can be assigned a value.
17. Tangible vs Intangible goods Tangible goods can be easily assigned a value. In most cases, this involves physical product for which we pay a certain monetary value to own. For example, one can physically enter a shoe store, obtain physical product in the form of shoes Intangible goods have traditionally been bundled through physical means, for example, knowledge is found in a book, and a theatre production needs a stage. As we enter an age which provides the functionality to provide intangible products, free from the overheads and costs incurred by the traditional means necessary to bundle them to a paying audience….how will we react?
18. Questions to Answer How will we assign a value to information and digital products? Why is it a worthwhile venture to do so? What methods will we use to deliver these goods to a virtual market and service the communities which make use of them?