Strategic Design Of B2b E Marketplace Business Models

Inhaltsangabe:Abstract: Due to the enormous analyst projections on worldwide B2B e-commerce, and additionally forced by the low barriers to entry, races to implement e-marketplaces have started since everyone was keen to get a share out of this large opportunity. However, as the recent e-marketplace shake-out demonstrated, many e-market makers have often concentrated on Internet Technology, forgetting that once it comes down to its base, e-business it not about bytes, but still about pure business. Often, the first-movers business models grounded on great ideas, but were not sustainable. e-Marketplaces base on complex business models that present key strategic issues which must be addressed prior to the creation and implementation of any technology infrastructure. With the help of the 10 Strategic Design Considerations Guideline for the creation of a B2B e-marketplace business model, the reader firms that are considering becoming e-market makers, and firms interested in participating in an e-marketplace as buyer, seller or service provider- should be able to formulate a complete e-market strategy for an e-marketplace initiative. The 10 key strategic steps to consider on the way to create the Business Model Design are as follows: 1. Market and Stakeholder Analysis: Which are the quantitative and qualitative attributes of the market: market segmentation, fragmentation of the sell-and buy-side, existing and competing industry channels, complexity of product/ process? Who are the buyers and sellers, service providers, transaction influencers and competing marketplaces? Who are the key stakeholders that are needed to gain critical mass for the marketplace? 2. e-Marketplace Models: What forms of eMarketplaces do exist? Which trend of model can be identified? Should the e-marketplace be proprietary or open? Which roles does an e-marketplace take? 3. Value Proposition: What does the marketplace offer the key players? How will this value proposition gain differentiation in the market? What value proposition will attract and retain those players? How will this value proposition evolve over time? 4. Key Parameters & Value-Added Services: Which technology capabilities and key functions are required to fulfill the offering and maintain the market? 5. Functional Architecture Model: How does the logical construct of the functional requirements look like? What is actually behind the platform? 6. Pricing Mechanism: How is price determined for items being [...]

E-commerce companies face a strategic decision to choose the business model. Should they choose the Marketplace model, an online Intermediary on which suppliers sell their products directly to buyers? Should they choose Mall model, on which intermediaries purchase products from suppliers and sell them to buyers? Or should they choose the Hybrid model, which blends the Marketplace and Mall models. While most literature focuses on the Marketplace model and discusses its pricing and efficiency issues, Hagiu and Wright's papers focus on the tradeoff between Marketplace and Mall, and more importantly, propose six criteria to decide the right model. My thesis will apply the theory to choose the right business model for an E-commerce startup and design the strategies to implement this model. My thesis will be a practical contribution to this field. My thesis will examine the current E-commerce market, analyze the tradeoffs of different models, choose the right model for the startup, and recommend strategies to implement this model.

"This book addresses the gap in business Web strategy through a collection of concentrated managerial issues, gathering the latest theoretical frameworks, case studies, and research pertaining to maximizing the power of the Web"--Provided by publisher.

Strategies for becoming a fully functional E-business This book provides executives, managers, and entrepreneurs with practical ideas and techniques that will help them improve the way they implement and manage E-commerce and E-business. The authors have been E-business strategy consultants for over a decade, and this book is based on their experiences working with hundreds of Fortune 500 companies and dot com startups. The book is filled with examples of how companies across industries have used the Internet to sell in business-to-business E-marketplaces, as well as direct to consumers, and the problems they have encountered in the process. The book also covers many topics that other E-business books miss, including the impact of the Net's underground economy and how to involve customers emotionally with a Web-based business. David Taylor and Alyse Terhune (Stamford, CT) founded eMarket Holdings, LLC, an E-business strategy consulting firm in 1999. They have been e-commerce and e-business consultants for over a decade, primarily at Gartner Group, Inc.

This comprehensive guide reveals the key elements of successful B2B integration and collaborative e-commerce, by highlighting business needs, technologies, and development strategies. It equips companies with practical guidelines for quickly implementing an effective B2Bi strategy, and prepares them for the next wave of B2B integration and collaborative e-commerce. It clarifies the intricate dependencies among all the components of B2Bi, including integration patterns, enterprise application integration (EAI), business process management (BPM), Internet security, XML, Web services, middleware technologies, and integration brokers. Included are future technologies that will have a significant impact on B2Bi architectures, such as intelligent software agents, wireless technologies, and peer-to-peer computing. This reference provides a suitable framework for the design, development, and implementation of B2B integration, along with several case studies.Editors: Dr Marcus Healey — Strategy Consultant for InfoFirst Inc., USA Dr Shyam Samtani (Language Editor) — Professor of English, P G Department of English, Indore Christian College, IndiaContributors: Kenneth Tamburello — Senior Consultant Specialist at Bluesphere (an EDS company), USA Deepak Bajaj — Course Coordinator of Project Management, University of Technology Sydney (UTS), Australia Dimple Sadhwani — Senior Software Engineer, Island ECN, USA Pawan Samtani — Country Operations Manager, Oracle Corporation, India/a

Despite the recent misfortunes of many dotcoms, e-commerce will have major and lasting effects on economic activity. But the rise and fall in the valuations of the first wave of e-commerce companies show that vague promises of distant profits are insufficient. Only business models based on sound economic propositions will survive. This book provides professionals, investors, and MBA students the tools they need to evaluate the wide range of actual and potential e-commerce businesses at the microeconomic level. It demonstrates how these tools can be used to assess a variety of existing applications. Advances in web-based technology--particularly automation and delegation technologies such as smart agents, shopping bots, and bidding elves--support the further growth of e-commerce. In addition to enabling consumers to conduct automated comparisons and sellers to access visitors' background information in real time, such software programs can make decisions for individuals, negotiate with other programs, and participate in online markets. Much of e-commerce's economic value arises from this kind of automation, which not only reduces operating costs but adds value by generating new market interactions. This text teaches how to analyze the added value of such applications, considering consumer behavior, pricing strategies, incentives, and other critical factors. It discusses added value in several e-commerce arenas: online shopping, business-to-business e-commerce, application design, online negotiation (one-to-one trading), online auctions (one-to-many trading), and many-to-many electronic exchanges. Combining insights from several years of microeconomic research as well as from game theory and computer science, it stresses the importance of economic engineering in application design as well as the need for business models to take into account the "total game." As the only serious treatment of the microeconomics of e-commerce, this book should be read by anyone seeking e-commerce solutions or planning to work in the field.

This book draws on research to develop and integrate a framework to help students understand factors that surround a firm's performance and the central role that business models play in the face of the Internet.

A business model basically describes the way a company makes money. Yet, often we use digital services for free (e.g. Facebook, Google or WhatsApp) or for what seems to be a relatively minor price (e.g. Blablacar, Airbnb, and Amazon). Digital business models are different to traditional business models. Digital Business Models explains the key challenges and characteristics of the various business models that are used by digital businesses. These companies can be a source of inspiration for traditional bricks-and-mortar companies that aim to go digital and/or revamp their traditional business model. Most businesses rely on some form of digital technology for their marketing communication, customer relationship management, supply chain or distribution, yet digital transformation entails a complete reassessment of the way value is created and captured. Digital Business Models details the successful customer acquisition tactics and the development of business ecosystems by digital players. Using the relevant academic and managerial body of knowledge, the authors define the concepts, describe the various ways digital businesses create and capture value and propose some useful tools for managers to analyse a situation, formulate or implement a strategy. Different digital business types are evaluated, such as multisided platforms, digital merchants, subscription-based model, freemium, social media and sharing economy. Each chapter is illustrated with several examples and the appendix comprises four full-length case studies.