Towards successful e-Payment systems: An empirical identification and analysis of critical factors

This research aims to explore the factors relating to e-payment system to be implemented where electronic processes enable the facilitation of online transactions. A secondary analysis revealed six factors which are argued to be ‘critical’ for customer adoption of these systems. The findings were further augmented by an online survey of 155 respondents where the perceived importance of the critical factors were correlated through: security, trust, perceived advantage, assurance seals, perceived risk and usability. The results demonstrate that three of the critical factors were necessary (security, advantage, web assurance seals) and three were relatively sufficient (perceived risk, trust and usability) through customer intentions to adopt an e-payment system. The study provides a valid overall awareness that these critical factors are important in designing a successful e-payment system

The Unseen Face of E-Business Project Development

The purpose of this paper is intent on identify and analyze the unseen factors of successful or failure of e-business project development. The IT managers must take into account both all costs involved in e-business development and all phases (analysis, design, testing, implementation, maintenance and operation) according to principle of project management for software/systems life cycle development. There are many solutions to exceed these factors of failure among could be counted outsourcing, a good project management, involvement of senior management, a real cost estimation etc.Zadanie pt. „Digitalizacja i udostępnienie w Cyfrowym Repozytorium Uniwersytetu Łódzkiego kolekcji czasopism naukowych wydawanych przez Uniwersytet Łódzki” nr 885/P-DUN/2014 zostało dofinansowane ze środków MNiSW w ramach działalności upowszechniającej nauk

Using webcrawling of publicly available websites to assess E-commerce relationships

We investigate e-commerce success factors concerning their impact on the success of commerce transactions between businesses companies. In scientific literature, many e-commerce success factors are introduced. Most of them are focused on companies' website quality. They are evaluated concerning companies' success in the business-to- consumer (B2C) environment where consumers choose their preferred e-commerce websites based on these success factors e.g. website content quality, website interaction, and website customization. In contrast to previous work, this research focuses on the usage of existing e-commerce success factors for predicting successfulness of business-to-business (B2B) ecommerce. The introduced methodology is based on the identification of semantic textual patterns representing success factors from the websites of B2B companies. The successfulness of the identified success factors in B2B ecommerce is evaluated by regression modeling. As a result, it is shown that some B2C e-commerce success factors also enable the predicting of B2B e-commerce success while others do not. This contributes to the existing literature concerning ecommerce success factors. Further, these findings are valuable for B2B e-commerce websites creation

Online revenue model adoption in the media sector: in-depth results from an exploratory study in the Netherlands

Especially for companies in the media sector such as publishers, the Internet has created new strategic and commercial opportunities. However, many companies in the media sector are struggling with how to adapt their business and revenue model for doing profitable business online. This exploratory study goes into the success factors and the level of adoption of online revenue models by media sector companies. We use Chaffey (2002) in determining online revenue models in which we included Osterwalder’s (2001) four ‘pillars’ of business models. These four pillars cover the twelve critical success factors for e-businesses as identified by Sung (2004). This theoretical framework was used for in-depth interviews with 20 senior managers within the media sector in the Netherlands. From this, it appeared that advertising is the most used online revenue model, with targeting advertising, lead generation and a combination of content and customer profiles as most promising. Ease of use is distinguished by all senior managers as success factor. Still, in order to be successful, all factors should be applied, and this appears not to be the case. Organizations in the media sector need to invest in technical and organizational expertise by hiring the right employees with the right knowledge. Emphasis on target advertising and lead generation are most promising. A combination of content and customer profiles is a focus-point for the near future

Towards a business model for cellular network and telecommunication operators: a theoretical framework

Cellular networks and telecommunications bring major change to the way businesses are conducted. Mobility has become one of the main priorities for users and this has impacted on cellular networks and telecommunication operators (CNTOs). However, entrants into the cellular industry have been confounded primarily by inexistent or weak Business Models (BMs). Designing a BM for a CNTO is complex and requires multiple actors to balance different and often conflicting design requirements. Nevertheless, most research about CNTOs has been technically oriented and has mainly addressed the technological and engineering issues related to their infrastructure. Less attention has been given to the business model of CNTOs. Hence, there is a need to enhance our ability to determine what constitutes the optimal and most viable business model to meet the various strategic objectives and goals for these CNTOs. In this paper an overview of research into the cellular business model and the main issues to be resolved is provided. In particular, the authors propose guidelines as a basis on which to develop a more comprehensive definition which may lead to a consensus. Moreover, a generic model (V4 Model) is proposed for the BM of these companies based on value proposition, value architecture, value network and value finance