Study on Competitive Strategy of B2C Platform

The article builds a competitive model of the incumbent and later entrant, considering the case of single-homing andmultihoming. Results show that the conditions that later entrant platform profits exceed incumbent platform are the same underthe case of single homing and multihoming. At the same time, the later entrant should turn to charge rather than subsidizingenterprise when two platforms get an equilibrium. Later entrant platform can focus on improving user\u27s evaluation of one sideif it wants to exceed the incumbent in profits. Finally, the case of Tmall and Amazon China in B2C market is discussed

Towards Economic Models for MOOC Pricing Strategy Design

MOOCs have brought unprecedented opportunities of making high-quality courses accessible to everybody. However, from the business point of view, MOOCs are often challenged for lacking of sustainable business models, and academic research for marketing strategies of MOOCs is also a blind spot currently. In this work, we try to formulate the business models and pricing strategies in a structured and scientific way. Based on both theoretical research and real marketing data analysis from a MOOC platform, we present the insights of the pricing strategies for existing MOOC markets. We focus on the pricing strategies for verified certificates in the B2C markets, and also give ideas of modeling the course sub-licensing services in B2B markets

E-Business Models In The Travel Industry

Drawing on recently published data, this report examines some of the trends in travel e-commerce. Using a case study approach, the author examines in detail some of the e-business models impacting on the travel industry both in the Business-to-Business (B2B) and Business-to-Consumer (B2C) markets. Although B2C leisure transactions currently account for just 1% of the value of global travel, there is real potential for future growth. However to be successful both new entrants and existing players will need to ensure their e-business model adds value for the customer, otherwise their position in the value chain will be threatened. The most immediate potential for growth and profitability lies in the B2B market, particularly in the development of vertical portals or community extranets. These are virtual spaces enabling travel buyers and suppliers to trade online. The integration of legacy systems with Internet Protocol (IP) technology is taking place across a range of travel sectors and will provide the platform on which a wide range of e-business applications can be developed. This development will lead to the ultimate catalyst for travel e-business -- the convergence of data (internet), voice (telephone) and video (television)

Mobile Social Media as a Strategic Capability: Expanding Opportunties Social Media Has to Offer to B2B Firms

Mobile social media (MSM), an interaction, exchange of information and creation of user-generated content, mediated by mobile devices is becoming the locomotive that drives forward evolution of online world. So far, limited number of academic studies touched upon the MSM subject with all the papers being of conceptual nature. No empirical evidence is available to prove whether and how firms utilise MSM for their best advantage. This paper addresses this gap by employing the grounded theory approach (GT) to analyse interviews conducted in twenty-six B2B firms. This study found that eighteen firms use mobile technology primarily as a platform to access social media sites, understand canons of MSM consumption and utilise MSM as a strategic capability to reinforce the strategic position of a firm. Our data illustrates that the MSM strategic capability includes four main activities: (1) market sensing; (2) managing relationships; (3) branding and (4) developing content. These activities can results in the decreased research and development spendings without sacrificing innovativeness because MSM is a valuable source of information about the market and a source of ideas for new products/services. In practical terms firms can examine MSM activities and decide whether there is an opportunity to utilise MSM advantageously

A comparison of social media marketing between B2B, B2C and mixed business models

This paper explores the implicit assumption in the growing body of literature that social media usage is fundamentally different in business-to-business (B2B) companies than in the extant business-to-consumer (B2C) literature. Sashi’s (2012) customer engagement cycle is utilized to compare B2B, B2C, Mixed B2B/B2C and B2B2C business model organizational practices in relation to social media usage, importance, and its perceived effectiveness as a communication channel. Utilizing 449 responses to an exploratory panel based survey instrument, we clearly identify differences in social media marketing usage and its perceived importance as a communications channel. In particular we identify distinct differences in the relationship between social media importance and the perceived effectiveness of social media marketing across business models. Our results indicate that B2B social media usage is distinct from B2C, Mixed and B2B2C business model approaches. Specifically B2B organizational members perceive social media to have a lower overall effectiveness as a channel and identify it as less important for relationship oriented usage than other business models

Adoption of "eco-advantage" by SMEs: emerging opportunities and constraints

Purpose: A recent study has asserted that businesses need to adopt “eco-advantage”. This paper aims to explore the viability of small and medium enterprises (SMEs) achieving “eco-advantage” by exploring their understanding of sustainability issues, how they adopt and innovate in terms of sustainability and the benefits and obstacles they face. Design/methodology/approach: The research approach is exploratory, comprised of 15 SME embedded cases based in the UK. The cases are participants in short interventions in sustainable product and process design as a part of a university knowledge transfer project, representing the overall case. Cases are based on interviews with company participants and collaborating academics, supplemented by documentary and observational evidence. Findings: The results build on the work on “eco-advantage” found in a recent study, highlighting marketing, rather than compliance issues as a catalyst for change. The newly aware SME enters a development process which involves cumulative capabilities, gaining a nascent inner confidence, which includes espousing wider sustainable values. Research limitations/implications: The results reveal the scope and challenges for SMEs to adopt more sustainable practices, encompassing innovations and a broad set of capabilities. Further research points to the need to monitor benefits as well as inputs in evaluating sustainability improvements and to consider longitudinal business sustainability issues. Originality/value: The paper informs the emerging debate on sustainability in SMEs, providing a rich source of data to enhance the provision of business support and knowledge transfer activities, where a more holistic and customised approach is required to realise the real environmental and economic benefits accrued from implementing sustainable improvements

Internet auctions in marketing: The consumer perspective

Internet auctions for consumer are among the most popular and most successful business models in electronic commerce. Research so far, however, has focused on prerequisites and consequences of auctions as a marketing intstrument of suppliers. Even though it is a key success factor from a marketing perspective, the demand side has not inspired similar attention. This paper focuses on the attitudes, motives, and behavior of auction customers. It shows why ccurrent beliefs about bidder characteristics are myths. Taking these misconceptions as a starting point, the existence of an experiential and a pragmatic type of auction customer is proposed. An explorative empirical study looking for the characteristics of both types of auction customers is described. Results indicate that less than half of auction shoppers in the sudy are experiential oriented. Except substantial additional demand concerning technological and emotional qualities of auctions these shoppers do not differ dramatically from pragmatic oriented shoppers. Both types are open-minded towards further development of consumer auctions to commercial marketplaces. Business models of auctioneers and suppliers should concentrate on the basic utility of the auction algorithm by facilitating individual matchmaking instead of pursuing costly additional utility by promoting the entertainment value of auctions. --

Exploring How Rivals and Complementors Affect Evolutionary Rate of B2C Apps: An Empirical Study

The hyper competition among rivals and enveloping threats from complementors are crucial external sources that influence app update strategies of B2C platforms. However, prior app-related literature largely focuses on factors affecting app performance, with scant attention on external drivers of the continuous app evolution, that is app updates. Besides, the results of app updates on market performance are mixed in extant literature. Therefore, this study is motivated to explore how competitive pressures from rivals and enveloping threats from complementors affect evolutionary rate of B2C apps and its subsequent effects on market performance. Our empirical study demonstrates that quick evolution of rival and complementor apps increases evolutionary rate of B2C apps. In contrast, a greater number of better performed rival and complementor apps decreases the evolutionary rate. Furthermore, we unveiled an inverted U-shaped relationship between evolutionary rate of B2C apps and market performance. The theoretical implications are also discussed

(R)evolution of the E-grocery Industry: Strategic Implications

The use of the Internet in grocery retailing created the need for new business models, but it did not bring radical changes to consumer behaviour. Despite adopting revolutionary business models in their early days, online grocery firms did not manage to survive or reach profitability without using existing supermarket infrastructure and knowledge. Today, with most online grocers supplying small market niches, it is important to understand the reasons that made online grocers adopt a hybrid click and mortar strategy. Historical evidence from online grocery in the UK and the US suggests that firms had to adopt contingent strategies to face the difficulty of attracting consumers, sectorial entry barriers and financial targets.e-grocery, contingency, mismatch, revolution and evolution