Chapter 2 E-commerce business models电子商务模式

1、Copyright 2002 Pearson Education, Inc.Slide 2-1CHAPTER 2Created by, David Zolzer, Northwestern State UniversityLouisianaE-Commerce Business Models and ConceptsOpening Case Study: whos who? Copyright 2002 Pearson Education, Inc.Slide 2-2Copyright 2002 Pearson Education, Inc.Slide 2-3Copyright 2002 Pe

2、arson Education, Inc.Slide 2-4Sample Case AnalysisnQuestion 1: analyze both Amazon and B&N using the value chain and competitive forces models.nHow to discuss and answer:n1) find out the concept of value chain;n2) find out the competitive forcesn3) give answers; Copyright 2002 Pearson Education,

3、 Inc.Slide 2-5nWhat to consider? 这两家企业的“五种竞争力”分别是什么？1）供应商的讨价还价能力2）购买者的讨价还价能力3）潜在竞争者进入的能力4）替代品的替代能力5）行业内竞争者现在的竞争能力Copyright 2002 Pearson Education, Inc.Slide 2-6nQuestion 2: compare and evaluate the business models used by Amazon and B&N. What are their core competencies? What role does the Inter

4、net play in each of these business models?nHow to discuss and answer?n1) what business model? nAmazon: B2C; E-tailor and virtual merchant, and market-creatornB&N: E-tailor; bricks and clicks;n2) core competencies: elaboraten3) the role of Internet: importance is different;Copyright 2002 Pearson

5、Education, Inc.Slide 2-7nQuestion 3: how viable(切实可行) is each business model? Explain your answer.nAnswer:n1) put yourself into it; make a decision, choosing your favorable business model; n2) what kind of style of the bookstore it will be if you were the owner? how would you improve the shopping ex

6、perience?Copyright 2002 Pearson Education, Inc.Slide 2-8nQuestion 4: which company will dominate the book retailing industry? Explain it.nAnswer:n1) investigate online to find out the current situation of these two companies;n2) analyze why the situation happen?n3) make a reserved prediction or fore

7、cast. As for the unfavorable one, discuss about its possibilities to make a living.Copyright 2002 Pearson Education, Inc.Slide 2-9Copyright 2002 Pearson Education, Inc.Slide 2-10Learning ObjectivesIdentify the key components of e-commerce business models.Describe the major B2C business models.Descri

8、be the major B2B business models.Recognize business models in other emerging areas of e-commerce.Understand key business concepts and strategies applicable to e-commerce.Copyright 2002 Pearson Education, Inc.Slide 2-11E-Commerce Business ModelsnBusiness modelna set of planned activities designed to

9、result in a profit in a marketplacenBusiness planna document that describes a firms business modelnE-commerce business modelna business model that aims to use and leverage the unique qualities of the Internet and the World Wide Web. still profit!Copyright 2002 Pearson Education, Inc.Slide 2-12Eight

10、Key Ingredients of a Business ModelCopyright 2002 Pearson Education, Inc.Slide 2-13Eight Key Ingredients of a Business Model: (1) Value PropositionDefines how a companys product or service fulfills the needs of customers.Questions？Why will customers choose to do business with your firm instead of an

11、other company? （KOZMO）What will your firm provide that other firms do not and cannot?Copyright 2002 Pearson Education, Inc.Slide 2-14Eight Key Ingredients of a Business Model: (2) Revenue ModelDescribes how the firm will earn revenue, produce profits, and produce a superior return on invested capita

12、l.E-commerce revenue models include:advertisingsubscriptiontransaction feesalesAffiliateWhat else?Copyright 2002 Pearson Education, Inc.Slide 2-15Eight Key Ingredients of a Business Model: (2) Revenue ModelAdvertising revenue modela company provides a forum for advertisements and receives fees from

13、advertisers (Yahoo)Subscription revenue modela company offers it users content or services and charges a subscription fee for access to some or all of it offerings (Consumer Reports or Wall Street Journal)Subscription revenue modelCopyright 2002 Pearson Education, Inc.Slide 2-16Subscription revenue

14、modelCopyright 2002 Pearson Education, Inc.Slide 2-17Subscription revenue modelCopyright 2002 Pearson Education, Inc.Slide 2-18Copyright 2002 Pearson Education, Inc.Slide 2-19Eight Key Ingredients of a Business Model: (2) Revenue ModelTransaction fee revenue modela company receives a fee for enablin

15、g or executing a transaction (eBay or E-Trade)Transaction fee revenue modelnA question:nWhat are the different revenue streams from ebays operation?nIs ebay acting as an agent or a broker among transactions?Copyright 2002 Pearson Education, Inc.Slide 2-20Transaction fee modelCopyright 2002 Pearson E

16、ducation, Inc.Slide 2-21Eight Key Ingredients of a Business Model: (2) Revenue ModelSales revenue modela company derives revenue by selling goods, information, or services (Gap or DoubleClick)Affiliate revenue modela company steers business to an affiliate and receives a referral fee or percentage o

17、f the revenue from any resulting sales (MyPoints)Copyright 2002 Pearson Education, Inc.Slide 2-22Sales revenueCopyright 2002 Pearson Education, Inc.Slide 2-23Affiliate revenue modelCopyright 2002 Pearson Education, Inc.Slide 2-24Copyright 2002 Pearson Education, Inc.Slide 2-25Five Primary Revenue Mo

18、delsCopyright 2002 Pearson Education, Inc.Slide 2-26Eight Key Ingredients of a Business Model: (3) Market OpportunityMarket opportunityrefers to the companys intended marketspace and the overall potential financial opportunities available to the firm in that market spacedefined by the revenue potent

19、ial in each of the market niches where you hope to competeMarketspacethe area of actual or potential commercial value in which a company intends to operateCopyright 2002 Pearson Education, Inc.Slide 2-27Marketspace and Market Opportunity is the Software Training MarketCopyright 2002 Pearson Educatio

20、n, Inc.Slide 2-28Eight Key Ingredients of a Business Model: (4) Competitive EnvironmentRefers to the other companies operating in the same marketplace selling similar productsInfluenced by:how many competitors are activehow large are their operationsthe market share of each competitorhow profitable

21、these firms arehow they price their productsCopyright 2004 Pearson Education, Inc.Slide 2-29Competitive Environment (contd) nDirect competitors companies that sell products or services that are very similar and into the same market segmentExample: P and TnIndirect competitors companies that may be i

22、n different industries but that still compete indirectly because their products can substitute for one anotherExample: CNN.com and ESPN.comDirect competitors ：pricelineCopyright 2004 Pearson Education, Inc.Slide 2-30Direct competitors : travelocityCopyright 2004 Pearson Education, Inc.Slide 2-31Copy

23、right 2002 Pearson Education, Inc.Slide 2-32Eight Key Ingredients of a Business Model: (5) Competitive AdvantageAchieved by a firm when it can produce a superior product and/or bring the product to market at a lower price than most, or all, of its competitorsAchieved because a firm has been able to

24、obtain differential access to the factors of production that are denied their competitors - at least in the short termCopyright 2002 Pearson Education, Inc.Slide 2-33Eight Key Ingredients of a Business Model: (5) Competitive AdvantageAsymmetry（不对称）（不对称）exists whenever one participant in a market has

25、 more resources than other participantsFirst mover advantagea competitive market advantage for a firm that results from being the first into a marketplace with a serviceable product or serviceCopyright 2002 Pearson Education, Inc.Slide 2-34Eight Key Ingredients of a Business Model: (5) Competitive A

26、dvantageUnfair competitive advantageoccurs when one firm develops an advantage based on a factor that other firms cannot purchaseLeverage（杠杆作用）（杠杆作用）when a company uses its competitive advantage to achieve more advantage in surrounding marketsEg: amazon entered online auction sectorCopyright 2002 Pe

27、arson Education, Inc.Slide 2-35Eight Key Ingredients of a Business Model: (6) Market StrategyThe plan you put together that details exactly how you intend to enter a new market and attract new customersMarketing mixBest business concepts will fail if not properly marketed to potential customersCase

28、recall: Copyright 2002 Pearson Education, Inc.Slide 2-36Eight Key Ingredients of a Business Model: (7) Organizational DevelopmentDescribes how the company will organize the work that needs to be accomplishedWork is typically divided into functional departmentsMove from generalists to specialists as

29、the company growsCopyright 2002 Pearson Education, Inc.Slide 2-37Eight Key Ingredients of a Business Model: (8) Management TeamEmployees of the company responsible for making the business model workStrong management team gives instant credibility to outside investorsA strong management team may not

30、be able to salvage a weak business modelShould be able to change the model and redefine the business as it becomes necessaryCopyright 2002 Pearson Education, Inc.Slide 2-38Major Business-to-Consumer (B2C) Business ModelsCopyright 2002 Pearson Education, Inc.Slide 2-39Major Business-to-Consumer (B2C)

31、 Business ModelsCopyright 2002 Pearson Education, Inc.Slide 2-40Major Business-to-Consumer (B2C) Business ModelsPortaloffers powerful search tools plus an integrated package of content and servicestypically utilizes a combines subscription/advertising revenues/transaction fee modelmay be general or

32、specialize (vortal)General portal：AolCopyright 2004 Pearson Education, Inc.Slide 2-41Vertical portal：iboatsCopyright 2004 Pearson Education, Inc.Slide 2-42Copyright 2002 Pearson Education, Inc.Slide 2-43Major Business-to-Consumer (B2C) Business ModelsE-taileronline version of traditional retailerinc

33、ludes virtual merchants (online retail store only)clicks and mortar e-tailers (online distribution channel for a company that also has physical stores)catalog merchants (online version of direct mail catalog)online malls (online version of mall)Manufacturers selling directly over the WebCopyright 20

34、04 Pearson Education, Inc.Slide 2-44Clicks and mortarcatalog merchantsCopyright 2004 Pearson Education, Inc.Slide 2-45online mallsCopyright 2004 Pearson Education, Inc.Slide 2-46Manufacture direct saleCopyright 2004 Pearson Education, Inc.Slide 2-47Major Business-to-Consumer (B2C) Business ModelsCon

35、tent Providerinformation and entertainment companies that provide digital content over the Webtypically utilizes an advertising, subscription, or affiliate referral fee revenue modelCopyright 2002 Pearson Education, Inc.Slide 2-48example: wsjCopyright 2004 Pearson Education, Inc.Slide 2-49example :c

36、nnCopyright 2004 Pearson Education, Inc.Slide 2-50Copyright 2002 Pearson Education, Inc.Slide 2-51Major Business-to-Consumer (B2C) Business ModelsTransaction Brokerprocesses online sales transactionstypically utilizes a transactions feel revenue modelFinancial serviceCopyright 2004 Pearson Education

37、, Inc.Slide 2-52careersCopyright 2004 Pearson Education, Inc.Slide 2-53Travel serviceCopyright 2004 Pearson Education, Inc.Slide 2-54Copyright 2002 Pearson Education, Inc.Slide 2-55Major Business-to-Consumer (B2C) Business ModelsMarket Creatoruses Internet technology to create markets that bring buy

38、ers and sellers togethertypically utilizes a transaction fee revenue modelService Provideroffers services onlineCommunity Providerprovides an online community of like-minded individuals for networking and information sharingrevenue is generated by referral fee, advertising, and subscription Market C

39、reat：PricelineCopyright 2004 Pearson Education, Inc.Slide 2-56Case analysis: pricelinen Strength n（1）独创的商业经营模式，实现了连接生产者和消费者的桥梁作用： n提出“name your price”独特的商业模式；依托信息共享和互联网的强大交流功能创造了对商品和服务计价的全新方式。成为连接生产者和消费者的桥梁网络中间商，帮助消费者进行购买决策和满足需求，使客户可以对旅游项目、酒店、租车甚至是家庭金融服务报出价格。n同时Priceline通过向卖主（航空公司、酒店、金融服务公司）询问是否有商家接

40、受客户提出的报价，帮助生产者掌握产品销售状况，降低生产者为达成与消费者交易的成本费用。 Copyright 2002 Pearson Education, Inc.Slide 2-57Case analysis: pricelinen（2）创新的零售渠道和零售价格系统： n通过建立的网络平台，使得客户在商品的品牌、特性与（或）卖主的低价格之间求得平衡； n客户可以通过P提供他们的期望价格和产品；卖方通过P获得市场需求信息（产品需求和价格），在根据此客户需求特征提供可获了的产品，实现获利；正因为，满足了这种供需需求，得以使P这一平台获得了生存空间。 Copyright 2002 Pearson

41、Education, Inc.Slide 2-58Case analysis: pricelinen(3) 庞大的注册用户群体： n案例中提到的：自1998年4月开始运行以来，Priceline已经有超过1600万的注册用户。庞大的注册用户群体使P有了获利的基础。2002年，Priceline销售了290万张机票，410万酒店入住定单，280万的车辆出租日。 Copyright 2002 Pearson Education, Inc.Slide 2-59Case analysis: pricelinen（4）良好的品牌知名度 nP是当时因特网上继A之后的第二大著名电子商务品牌。在亚洲地区，包括

42、中国大陆、香港、台湾、地区，印度、泰国等地提供服务，还在其他许多国家设有办事处。美国2/3的成年人听说过P和自定价格商业模式。 Copyright 2002 Pearson Education, Inc.Slide 2-60Case analysis: pricelinen（5）与一系列知名企业建立合作： n2002年与eBay签定关于Priceline为eBay独家提供机票和酒店服务订购业务； n2003年3月，与T签定协议，实现合作； n2003年3月，Priceline与Budgethotels公司（一个酒店订购联盟）签定协议，建立一个共有品牌的网站，并开始涉足航运订购业务。 Copyr

43、ight 2002 Pearson Education, Inc.Slide 2-61Case analysis: pricelinenWeakness n（1）不良的财务状况 n（2）领导人短浅的经营目光n（3）不必要成本的增加 n（4）多种经营带来的风险：Priceline在1998年10月将业务范围扩展到酒店预定，到1999年1月又把家庭理财服务纳入其中，1999年末又加入了车辆出租甚至新车销售。为了扩展销售商品范围以及Priceline这个品牌，Priceline做了大范围的（自然也是代价昂贵的）广告。这对公司的财务带来负担。在Priceline进入新的经营领域食品和汽油时，对于客户购

44、买和产品定价并没有执行到位。Copyright 2002 Pearson Education, Inc.Slide 2-62Case analysis: pricelinen1.3 opportunity n商家总是有额外的存货或者产能，这样如果他们不以更低的价格卖给零售商或者不愿意为低价商品做宣传，他们将以较低的价格出售这些商品。Priceline确信它的商务模式对于那些有有效期的商品以及更新迅速的商品是最理想的（例如航空公司不会出售已经起飞的航班的机票，酒店房间也是如此），而Priceline也并不想把它自身的发展也会被限制在这些十分有限的行业中。 Copyright 2002 Pears

45、on Education, Inc.Slide 2-63Case analysis: pricelinen1.4 threat n（1）Priceline的盈利模式容易被复制。 n（2）不良的报道 ：亏损、股票时涨时落n（3）社会安全的影响 n（4）竞争对手 n（5）全球网络经济泡沫 Copyright 2002 Pearson Education, Inc.Slide 2-64Case analysis: pricelinen“自我定价系统”的商业模式：nPriceline是深入挖掘“淡季”资源的典型。在“淡季”，较多的旅游资源供较少的消费者选择，因而存在大量临近“保质期”的旅游商品。Pri

46、celine使得消费者只需要在线提供自己期望的产品和价格，剩下的都会由Priceline完成，这不仅降低了消费者的购买价格，还节约了交易成本，因而赢得“淡季”客户的青睐。Copyright 2002 Pearson Education, Inc.Slide 2-65Case analysis: pricelinen当Priceline集合越多的旅游供应商信息到自己的数据库中的时候，它就越有可能帮助消费者寻找到满足自己定价的产品，因此，有效整合分散的旅游供应资源也成为Priceline成功运作的关键。n当然对供应商角度来说，Priceline的商业模式为他们提供了直接的需求信息，使缺乏消费时间弹

47、性的产品（如：过期的机票是不能再使用的、旅馆的房间空了一天就是浪费）提高了使用效率，因此他们存在与Priceline合作的动力。n通过专利保护，来抬高商业模式被复制的门槛和进入壁垒Priceline于1998年创立，其创始人Jay Walker当时将这种商业模式注册为专利。这将使得20年内模仿者无法自由复制Priceline的商业模式，提高了行业进入壁垒。Copyright 2002 Pearson Education, Inc.Slide 2-66Case analysis: pricelinen近年来它主要通过两种方式：其一是在航空酒店之外，尝试着把“Name Your Price Sys

48、tem”应用到其他产品上，相继推出了“新车自我定价”、“不动产贷款自我定价”等服务。n其二则是在地域上的扩张，通过收购进入欧洲市场，把“自我定价”的商业模式复制到欧洲酒店、航空领域。Copyright 2002 Pearson Education, Inc.Slide 2-67Case analysis: pricelinen2009年11月，Priceline以91.7亿美元的市值一举超越另一强大竞争对手Expedia。而根据Priceline最新年报显示，在全球旅游业遭受金融危机负面因素打击下，Priceline2009年的销售收入和净利润仍然分别达到其2006年的2.1倍和6.7倍。Co

49、pyright 2002 Pearson Education, Inc.Slide 2-68思考：思考：n1、其业务模式的核心是什么？n2、你认为Priceline最终会成功还是会失败？n3、Priceline如何影响旅游服务业？Copyright 2002 Pearson Education, Inc.Slide 2-69Service providerCopyright 2004 Pearson Education, Inc.Slide 2-70Community ProviderCopyright 2004 Pearson Education, Inc.Slide 2-71Copyrig

50、ht 2002 Pearson Education, Inc.Slide 2-72Insight on Technology:G - Searching for ProfitsWebs hottest search engineStarted in 1998 by two enterprising Stanford grad studentsUses outside criteria to validate that a search result is likely to be relevantthe more outside links there are to a particular

51、page, the higher it jumps in Googles ranking structureCopyright 2002 Pearson Education, Inc.Slide 2-73Major Business-to-Business (B2B) Business ModelsCopyright 2002 Pearson Education, Inc.Slide 2-74Major Business-to-Business (B2B) Business ModelsB2B Hubalso known as marketplace/exchangeelectronic ma

52、rketplace where suppliers and commercial purchasers can conduct transactionsmay be a general (horizontal marketplace) or specialized (vertical marketplace)E-distributorsupplies products directly to individual businessesCopyright 2002 Pearson Education, Inc.Slide 2-75Major Business-to-Business (B2B)

53、Business ModelsB2B Service Providersells business services to other firmsMatchmakerlinks businesses togethercharges transaction or usage feesInfomediarygather information and sells it to businessesCopyright 2002 Pearson Education, Inc.Slide 2-76Insight on Business:E-S Breaks the MoldB2B marketplace3

54、,500 member companies trading globallyUses private negotiation model rather than auction modelCopyright 2002 Pearson Education, Inc.Slide 2-77Business Models in Other Emerging Areas of E-CommerceCopyright 2002 Pearson Education, Inc.Slide 2-78Business Models in Other Emerging Areas of E-CommerceC2C

55、Business Modelsconnect consumers with other consumersmost successful has been the market creator business modelP2P Business Modelsenable consumers to share file and services via the Web without common serversa challenge to find a revenue model that worksCopyright 2002 Pearson Education, Inc.Slide 2-

56、79Business Models in Other Emerging Areas of E-CommerceCopyright 2002 Pearson Education, Inc.Slide 2-80Business Models in Other Emerging Areas of E-CommerceM-commerce Business Modelstraditional e-commerce business models leveraged for emerging wireless technologies to permit mobile access to the Web

57、E-commerce Enablers Business Modelsfocus on providing infrastructure necessary for e-commerce companies to exist, grow, and prosperCopyright 2002 Pearson Education, Inc.Slide 2-81E-commerce EnablersCopyright 2002 Pearson Education, Inc.Slide 2-82Seven Unique Feature of E-Commerce TechnologyCopyright

58、 2002 Pearson Education, Inc.Slide 2-83Seven Unique Feature of E-Commerce TechnologyUbiquityAlters industry structure by creating new marketing channels and expanding size of overall marketCreates new efficiencies in industry operations and lowers cost of firms sales operationsEnables new differenti

59、ation strategiesCopyright 2002 Pearson Education, Inc.Slide 2-84Seven Unique Features of E-Commerce TechnologyGlobal ReachChanges industry structure by lowering barriers to entry, but greatly expands market at the same timeLowers cost of industry and firm operations through production and sales effi

60、cienciesEnables competition on global scaleCopyright 2002 Pearson Education, Inc.Slide 2-85Seven Unique Features of E-Commerce TechnologyUniversal StandardsChanges industry structure by lowering barriers to entry and intensifying competition within an industryLowers costs of industry and firm operations by low