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

1、copyright 2002 pearson education, inc.,slide 2-1,chapter 2,created by, david zolzer, northwestern state universitylouisiana,e-commerce business models and concepts,copyright 2002 pearson education, inc.,slide 2-2,opening case study: whos who?,copyright 2002 pearson education, inc.,slide 2-3,copyrigh

2、t 2002 pearson education, inc.,slide 2-4,copyright 2002 pearson education, inc.,slide 2-5,sample case analysis,question 1: analyze both amazon and b,copyright 2002 pearson education, inc.,slide 2-6,what 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

3、力,copyright 2002 pearson education, inc.,slide 2-7,question 2: compare and evaluate the business models used by amazon and b,copyright 2002 pearson education, inc.,slide 2-8,question 3: how viable(切实可行) is each business model? explain your answer. answer: 1) put yourself into it; make a decision, ch

4、oosing your favorable business model; 2) what kind of style of the bookstore it will be if you were the owner? how would you improve the shopping experience?,copyright 2002 pearson education, inc.,slide 2-9,question 4: which company will dominate the book retailing industry? explain it. answer: 1) i

5、nvestigate online to find out the current situation of these two companies; 2) analyze why the situation happen? 3) make a reserved prediction or forecast. as for the unfavorable one, discuss about its possibilities to make a living.,copyright 2002 pearson education, inc.,slide 2-10,learning objecti

6、ves,identify the key components of e-commerce business models. describe the major b2c business models. describe 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 pea

7、rson education, inc.,slide 2-11,e-commerce business models,business model a set of planned activities designed to result in a profit in a marketplace business plan a document that describes a firms business model e-commerce business model a business model that aims to use and leverage the unique qua

8、lities of the internet and the world wide web. still profit!,copyright 2002 pearson education, inc.,slide 2-12,eight key ingredients of a business model,copyright 2002 pearson education, inc.,slide 2-13,eight key ingredients of a business model: (1) value proposition,defines how a companys product o

9、r service fulfills the needs of customers. questions？ why will customers choose to do business with your firm instead of another company? （kozmo） what will your firm provide that other firms do not and cannot?,copyright 2002 pearson education, inc.,slide 2-14,eight key ingredients of a business mode

10、l: (2) revenue model,describes how the firm will earn revenue, produce profits, and produce a superior return on invested capital. e-commerce revenue models include: advertising subscription transaction fee sales affiliate what else?,copyright 2002 pearson education, inc.,slide 2-15,eight key ingred

11、ients of a business model: (2) revenue model,advertising revenue model a company provides a forum for advertisements and receives fees from advertisers (yahoo) subscription revenue model a company offers it users content or services and charges a subscription fee for access to some or all of it offe

12、rings (consumer reports or wall street journal),copyright 2002 pearson education, inc.,slide 2-16,subscription revenue model,copyright 2002 pearson education, inc.,slide 2-17,subscription revenue model,copyright 2002 pearson education, inc.,slide 2-18,subscription revenue model,copyright 2002 pearso

13、n education, inc.,slide 2-19,eight key ingredients of a business model: (2) revenue model,transaction fee revenue model a company receives a fee for enabling or executing a transaction (ebay or e-trade),copyright 2002 pearson education, inc.,slide 2-20,transaction fee revenue model,a question: what

14、are the different revenue streams from ebays operation? is ebay acting as an agent or a broker among transactions?,copyright 2002 pearson education, inc.,slide 2-21,transaction fee model,copyright 2002 pearson education, inc.,slide 2-22,eight key ingredients of a business model: (2) revenue model,sa

15、les revenue model a company derives revenue by selling goods, information, or services (gap or doubleclick) affiliate revenue model a company steers business to an affiliate and receives a referral fee or percentage of the revenue from any resulting sales (mypoints),copyright 2002 pearson education,

16、 inc.,slide 2-23,sales revenue,copyright 2002 pearson education, inc.,slide 2-24,affiliate revenue model,copyright 2002 pearson education, inc.,slide 2-25,five primary revenue models,copyright 2002 pearson education, inc.,slide 2-26,eight key ingredients of a business model: (3) market opportunity,m

17、arket opportunity refers to the companys intended marketspace and the overall potential financial opportunities available to the firm in that market space defined by the revenue potential in each of the market niches where you hope to compete marketspace the area of actual or potential commercial va

18、lue in which a company intends to operate,copyright 2002 pearson education, inc.,slide 2-27,marketspace and market opportunity is the software training market,copyright 2002 pearson education, inc.,slide 2-28,eight key ingredients of a business model: (4) competitive environment,refers to the other

19、companies operating in the same marketplace selling similar products influenced by: how many competitors are active how large are their operations the market share of each competitor how profitable these firms are how they price their products,copyright 2002 pearson education, inc.,slide 2-29,compet

20、itive environment (contd),direct competitors companies that sell products or services that are very similar and into the same market segment example: p and t indirect competitors companies that may be in different industries but that still compete indirectly because their products can substitute for

21、 one another example: cnn.com and espn.com,copyright 2002 pearson education, inc.,slide 2-30,direct competitors ：priceline,copyright 2002 pearson education, inc.,slide 2-31,direct competitors : travelocity,copyright 2002 pearson education, inc.,slide 2-32,eight key ingredients of a business model: (

22、5) competitive advantage,achieved 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 competitors achieved because a firm has been able to obtain differential access to the factors of production that are denied their competit

23、ors - at least in the short term,copyright 2002 pearson education, inc.,slide 2-33,eight key ingredients of a business model: (5) competitive advantage,asymmetry（不对称） exists whenever one participant in a market has more resources than other participants first mover advantage a competitive market adv

24、antage for a firm that results from being the first into a marketplace with a serviceable product or service,copyright 2002 pearson education, inc.,slide 2-34,eight key ingredients of a business model: (5) competitive advantage,unfair competitive advantage occurs when one firm develops an advantage

25、based on a factor that other firms cannot purchase leverage（杠杆作用） when a company uses its competitive advantage to achieve more advantage in surrounding markets eg: amazon entered online auction sector,copyright 2002 pearson education, inc.,slide 2-35,eight key ingredients of a business model: (6) m

26、arket strategy,the plan you put together that details exactly how you intend to enter a new market and attract new customers marketing mix best business concepts will fail if not properly marketed to potential customers case recall: ,copyright 2002 pearson education, inc.,slide 2-36,eight key ingred

27、ients of a business model: (7) organizational development,describes how the company will organize the work that needs to be accomplished work is typically divided into functional departments move from generalists to specialists as the company grows,copyright 2002 pearson education, inc.,slide 2-37,e

28、ight key ingredients of a business model: (8) management team,employees of the company responsible for making the business model work strong management team gives instant credibility to outside investors a strong management team may not be able to salvage a weak business model should be able to chan

29、ge the model and redefine the business as it becomes necessary,copyright 2002 pearson education, inc.,slide 2-38,major business-to-consumer (b2c) business models,copyright 2002 pearson education, inc.,slide 2-39,major business-to-consumer (b2c) business models,copyright 2002 pearson education, inc.,

30、slide 2-40,major business-to-consumer (b2c) business models,portal offers powerful search tools plus an integrated package of content and services typically utilizes a combines subscription/advertising revenues/transaction fee model may be general or specialize (vortal),copyright 2002 pearson educat

31、ion, inc.,slide 2-41,general portal：aol,copyright 2002 pearson education, inc.,slide 2-42,vertical portal：iboats,copyright 2002 pearson education, inc.,slide 2-43,major business-to-consumer (b2c) business models,e-tailer online version of traditional retailer includes virtual merchants (online retai

32、l 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 web,copyright 2002 pearson education, inc.,slide

33、 2-44,clicks and mortar,copyright 2002 pearson education, inc.,slide 2-45,catalog merchants,copyright 2002 pearson education, inc.,slide 2-46,online malls,copyright 2002 pearson education, inc.,slide 2-47,manufacture direct sale,copyright 2002 pearson education, inc.,slide 2-48,major business-to-con

34、sumer (b2c) business models,content provider information and entertainment companies that provide digital content over the web typically utilizes an advertising, subscription, or affiliate referral fee revenue model,copyright 2002 pearson education, inc.,slide 2-49,example: wsj,copyright 2002 pearso

35、n education, inc.,slide 2-50,example :cnn,copyright 2002 pearson education, inc.,slide 2-51,major business-to-consumer (b2c) business models,transaction broker processes online sales transactions typically utilizes a transactions feel revenue model,copyright 2002 pearson education, inc.,slide 2-52,f

36、inancial service,copyright 2002 pearson education, inc.,slide 2-53,careers,copyright 2002 pearson education, inc.,slide 2-54,travel service,copyright 2002 pearson education, inc.,slide 2-55,major business-to-consumer (b2c) business models,market creator uses internet technology to create markets tha

37、t bring buyers and sellers together typically utilizes a transaction fee revenue model service provider offers services online community provider provides an online community of like-minded individuals for networking and information sharing revenue is generated by referral fee, advertising, and subs

38、cription,copyright 2002 pearson education, inc.,slide 2-56,market creat：priceline,copyright 2002 pearson education, inc.,slide 2-57,case analysis: priceline,strength （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： 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

39、以对旅游项目、酒店、租车甚至是家庭金融服务报出价格。 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 2-58,case analysis: priceline,（2）创新的零售渠道和零售价格系统： 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； 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

40、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 education, inc.,slide 2-59,case analysis: priceline,(3) 庞大的注册用户群体： 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 2-60,c

41、ase analysis: priceline,（4）良好的品牌知名度 p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 2-61,case analysis: priceline,（5）与一系列知名企业建立合作： 2002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； 2003年3月，与t签定协议，实现合作； 2003年3月，p

42、riceline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。,copyright 2002 pearson education, inc.,slide 2-62,case analysis: priceline,weakness （1）不良的财务状况 （2）领导人短浅的经营目光 （3）不必要成本的增加 （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，pric

43、eline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，对于客户购买和产品定价并没有执行到位。,copyright 2002 pearson education, inc.,slide 2-63,case analysis: priceline,1.3 opportunity 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，

44、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 pearson education, inc.,slide 2-64,case analysis: priceline,1.4 threat （1）priceline的盈利模式容易被复制。 （2）不良的报道 ：亏损、股票时涨时落 （3）社会安全的影响 （4）竞争对手 （5）全球网络经济泡沫,copyright 2002 pearson education, inc.,slide 2-65,case analysis: priceline,“自我定价系统”的商业模式：

45、priceline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。priceline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 2-66,case analysis: priceline,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

46、供应资源也成为priceline成功运作的关键。 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。 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 2-6

47、7,case analysis: priceline,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 system”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。 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 2-68,case analysis: priceline,2009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pricel

48、ine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。,copyright 2002 pearson education, inc.,slide 2-69,思考：,1、其业务模式的核心是什么？ 2、你认为priceline最终会成功还是会失败？ 3、priceline如何影响旅游服务业？,copyright 2002 pearson education, inc.,slide 2-70,service provider,copyright 2002 pearson education, inc.,

49、slide 2-71,community provider,copyright 2002 pearson education, inc.,slide 2-72,insight on technology:g - searching for profits,webs hottest search engine started in 1998 by two enterprising stanford grad students uses outside criteria to validate that a search result is likely to be relevant the mo

50、re outside links there are to a particular page, the higher it jumps in googles ranking structure,copyright 2002 pearson education, inc.,slide 2-73,major business-to-business (b2b) business models,copyright 2002 pearson education, inc.,slide 2-74,major business-to-business (b2b) business models,b2b

51、hub also known as marketplace/exchange electronic marketplace where suppliers and commercial purchasers can conduct transactions may be a general (horizontal marketplace) or specialized (vertical marketplace) e-distributor supplies products directly to individual businesses,copyright 2002 pearson ed

52、ucation, inc.,slide 2-75,major business-to-business (b2b) business models,b2b service provider sells business services to other firms matchmaker links businesses together charges transaction or usage fees infomediary gather information and sells it to businesses,copyright 2002 pearson education, inc

53、.,slide 2-76,insight on business:e-s breaks the mold,b2b marketplace 3,500 member companies trading globally uses private negotiation model rather than auction model,copyright 2002 pearson education, inc.,slide 2-77,business models in other emerging areas of e-commerce,copyright 2002 pearson educati

54、on, inc.,slide 2-78,business models in other emerging areas of e-commerce,c2c business models connect consumers with other consumers most successful has been the market creator business model p2p business models enable consumers to share file and services via the web without common servers a challen

55、ge to find a revenue model that works,copyright 2002 pearson education, inc.,slide 2-79,business models in other emerging areas of e-commerce,copyright 2002 pearson education, inc.,slide 2-80,business models in other emerging areas of e-commerce,m-commerce business models traditional e-commerce busi

56、ness models leveraged for emerging wireless technologies to permit mobile access to the web e-commerce enablers business models focus on providing infrastructure necessary for e-commerce companies to exist, grow, and prosper,copyright 2002 pearson education, inc.,slide 2-81,e-commerce enablers,copyr

57、ight 2002 pearson education, inc.,slide 2-82,seven unique feature of e-commerce technology,copyright 2002 pearson education, inc.,slide 2-83,seven unique feature of e-commerce technology,ubiquity alters industry structure by creating new marketing channels and expanding size of overall market create

58、s new efficiencies in industry operations and lowers cost of firms sales operations enables new differentiation strategies,copyright 2002 pearson education, inc.,slide 2-84,seven unique features of e-commerce technology,global reach changes industry structure by lowering barriers to entry, but great

59、ly expands market at the same time lowers cost of industry and firm operations through production and sales efficiencies enables competition on global scale,copyright 2002 pearson education, inc.,slide 2-85,seven unique features of e-commerce technology,universal standards changes industry structure by lowering barriers to entry and intensifying competition within an industry lowers costs of industry and firm operations by lowering computing and communications costs enables broad-scope strategies,copyright 2002 pearson education, inc.,slide 2-86,seven unique features of e