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Laudon traver ec10-ppt_ch02
1.
E-commerce 2014E-commerce 2014 Kenneth
C. LaudonKenneth C. Laudon Carol Guercio TraverCarol Guercio Traver business. technology. society. tenth edition Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall
2.
Chapter 2Chapter 2 E-commerce
Business ModelsE-commerce Business Models and Conceptsand Concepts Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall
3.
Class Discussion Tweet Tweet:
Twitter’s Business Model What characteristics or benchmarks can be used to assess the business value of a company such as Twitter? Have you used Twitter to communicate with friends or family? What are your thoughts on this service? What are Twitter’s most important assets? Which of the various methods described for monetizing Twitter’s assets do you feel might be most successful? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-3
4.
E-commerce Business Models
Business model Set of planned activities designed to result in a profit in a marketplace Business plan Describes a firm’s business model E-commerce business model Uses/leverages unique qualities of Internet and Web Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-4
5.
Eight Key Elements
of a Business Model 1. Value proposition 2. Revenue model 3. Market opportunity 4. Competitive environment 5. Competitive advantage 6. Market strategy 7. Organizational development 8. Management team Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-5
6.
1. Value Proposition
“Why should the customer buy from you?” Successful e-commerce value propositions: Personalization/customization Reduction of product search, price discovery costs Facilitation of transactions by managing product delivery Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-6
7.
2. Revenue Model
“How will you earn money?” Major types of revenue models: Advertising revenue model Subscription revenue model Transaction fee revenue model Sales revenue model Affiliate revenue model Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-7
8.
Insight on Society:
Class Discussion Foursquare: Check Your Privacy at the Door What revenue model does Foursquare use? What other revenue models might be appropriate? Are privacy concerns the only shortcoming of location-based mobile services? Should business firms be allowed to call cell phones with advertising messages based on location? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-8
9.
3. Market Opportunity
“What marketspace do you intend to serve and what is its size?” Marketspace: Area of actual or potential commercial value in which company intends to operate Realistic market opportunity: Defined by revenue potential in each market niche in which company hopes to compete Market opportunity typically divided into smaller niches Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-9
10.
4. Competitive Environment
“Who else occupies your intended marketspace?” Other companies selling similar products in the same marketspace Includes both direct and indirect competitors Influenced by: Number and size of active competitors Each competitor’s market share Competitors’ profitability Competitors’ pricing Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-10
11.
5. Competitive Advantage
“What special advantages does your firm bring to the marketspace?” Is your product superior to or cheaper to produce than your competitors’? Important concepts: Asymmetries First-mover advantage, complementary resources Unfair competitive advantage Leverage Perfect markets Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-11
12.
6. Market Strategy
“How do you plan to promote your products or services to attract your target audience?” Details how a company intends to enter market and attract customers Best business concepts will fail if not properly marketed to potential customers Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-12
13.
7. Organizational Development
“What types of organizational structures within the firm are necessary to carry out the business plan?” Describes how firm will organize work Typically, divided into functional departments As company grows, hiring moves from generalists to specialists Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-13
14.
8. Management Team
“What kind of backgrounds should the company’s leaders have?” A strong management team: Can make the business model work Can give credibility to outside investors Has market-specific knowledge Has experience in implementing business plans Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-14
15.
Raising Capital Seed
capital Traditional sources Incubators Commercial banks Angel investors Venture capital firms Strategic partners Crowdfunding JOBS Act Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-15
16.
Insight on Business:
Class Discussion Crowdfunding Takes Off What types of projects and companies might be able to most successfully use crowdfunding? Are there any negative aspects to crowdfunding? What obstacles are presented in the use of crowdfunding as a method to fund start-ups? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-16
17.
Categorizing E-commerce Business Models
No one correct way Text categorizes according to: E-commerce sector (e.g., B2B) E-commerce technology (e.g., m-commerce) Similar business models appear in more than one sector Some companies use multiple business models (e.g., eBay) Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-17
18.
B2C Business Models
E-tailer Community provider (social network) Content provider Portal Transaction broker Market creator Service provider Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-18
19.
B2C Models: E-tailer
Online version of traditional retailer Revenue model: Sales Variations: Virtual merchant Bricks-and-clicks Catalog merchant Manufacturer-direct Low barriers to entry Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-19
20.
B2C Models: Community
Provider Provide online environment (social network) where people with similar interests can transact, share content, and communicate Examples: Facebook, LinkedIn, Twitter, Pinterest Revenue models: Typically hybrid, combining advertising, subscriptions, sales, transaction fees, and so on Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-20
21.
B2C Models: Content
Provider Digital content on the Web: News, music, video, text, artwork Revenue models: Subscription; pay per download (micropayment); advertising; affiliate referral Variations: Syndication Web aggregators Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-21
22.
Insight on Technology:
Class Discussion Battle of the Titans: Music in the Cloud Have you purchased music online or subscribed to a music service? What was your experience? What revenue models do cloud music services use? Do cloud music services provide a clear advantage over download and subscription services? Of the cloud services from Google, Amazon, and Apple, which would you prefer to use, and why? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-22
23.
B2C Business Models:
Portal Search plus an integrated package of content and services Revenue models: Advertising, referral fees, transaction fees, subscriptions Variations: Horizontal/general Vertical/specialized (vortal) Search Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-23
24.
B2C Models: Transaction
Broker Process online transactions for consumers Primary value proposition—saving time and money Revenue model: Transaction fees Industries using this model: Financial services Travel services Job placement services Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-24
25.
B2C Models: Market
Creator Create digital environment where buyers and sellers can meet and transact Examples: Priceline eBay Revenue model: Transaction fees, fees to merchants for access Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-25
26.
B2C Models: Service
Provider Online services Example: Google—Google Maps, Gmail, and so on Value proposition Valuable, convenient, time-saving, low-cost alternatives to traditional service providers Revenue models: Sales of services, subscription fees, advertising, sales of marketing data Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-26
27.
B2B Business Models
Net marketplaces E-distributor E-procurement Exchange Industry consortium Private industrial network Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-27
28.
B2B Models: E-distributor
Version of retail and wholesale store, MRO goods, and indirect goods Owned by one company seeking to serve many customers Revenue model: Sales of goods Example: Grainger.com Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-28
29.
B2B Models: E-procurement
Creates digital markets where participants transact for indirect goods B2B service providers, application service providers (ASPs) Revenue model: Service fees, supply-chain management, fulfillment services Example: Ariba Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-29
30.
B2B Models: Exchanges
Independently owned vertical digital marketplace for direct inputs Revenue model: Transaction, commission fees Create powerful competition between suppliers Tend to force suppliers into powerful price competition; number of exchanges has dropped dramatically Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-30
31.
B2B Models: Industry
Consortia Industry-owned vertical digital marketplace open to select suppliers More successful than exchanges Sponsored by powerful industry players Strengthen traditional purchasing behavior Revenue model: Transaction, commission fees Example: Exostar Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-31
32.
Private Industrial Networks
Digital network used to coordinate among firms engaged in business together Typically evolve out of company’s internal enterprise system Example: Walmart’s network for suppliers Cost absorbed by network owner and recovered through production and distribution efficiencies Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-32
33.
E-commerce Enablers: The Gold
Rush Model E-commerce infrastructure companies have profited the most: Hardware, software, networking, security E-commerce software systems, payment systems Media solutions, performance enhancement CRM software Databases Hosting services, and so on Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-33
34.
How E-commerce Changes
Business E-commerce changes industry structure by changing: Rivalry among existing competitors Barriers to entry Threat of new substitute products Strength of suppliers Bargaining power of buyers Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-34
35.
Industry Value Chains
Set of activities performed by suppliers, manufacturers, transporters, distributors, and retailers that transform raw inputs into final products and services Internet reduces cost of information and other transactional costs Leads to greater operational efficiencies, lowering cost, prices, adding value for customers Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-35
36.
E-commerce and Industry
Value Chains Figure 2.5, Page 90 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-36
37.
Firm Value Chains
Activities that a firm engages in to create final products from raw inputs Each step adds value Effect of Internet: Increases operational efficiency Enables product differentiation Enables precise coordination of steps in chain Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-37
38.
E-commerce and Firm
Value Chains Figure 2.6, Page 91 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-38
39.
Firm Value Webs
Networked business ecosystem Uses Internet technology to coordinate the value chains of business partners Coordinates a firm’s suppliers with its own production needs using an Internet-based supply chain management system Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-39
40.
Internet-enabled Value Web Figure
2.7, Page 92 Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-40
41.
Business Strategy Plan
for achieving superior long-term returns on capital invested: that is, profit Five generic strategies Product/service differentiation Cost competition Scope Focus Customer intimacy Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall Slide 2-41
42.
Copyright © 2014
Pearson Education, Inc. Publishing as Prentice Hall Slide 2-42
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