E Business › coursefiles › ebusiness › Chapter_4_Big.pdf · • Cash flow positive for the...
Transcript of E Business › coursefiles › ebusiness › Chapter_4_Big.pdf · • Cash flow positive for the...
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E‐BusinessChapter 4: E‐Business Revenue Models
Web Catalog Revenue Models
• Adapted from traditional catalog‐based model
– Seller established brand imageSeller established brand image
– Sold through printed information
• Mailed to prospective buyers
• Web sites expand traditional model
– Replace or supplement print catalogs
– Offer flexibility
• Order through Web site or telephone
• Payment though Web site, telephone, or mail
• Creates additional sales outlet
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Web Catalog Revenue Models
• Computers and consumer electronics
– Apple, Dell, Gateway, LG, Samsung
• Books, music, and videos
– Amazon, Barnes & Noble, CDNow, iTunes
• Luxury Goods
V W d V Bl Nil– Vera Wang and Versace, BlueNile
• Clothing retailers
– Abercrombie & Fitch, Ralph Lauren, Nike
• Flowers, gifts, general discounters
Web Catalog Examples
• E‐Mart
• Walmart
• Allied Electronics
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Digital Content Revenue Models
• Highly efficient distribution mechanism
• ProQuest: sells published documents’ digital copies
• Dow Jones newspaper publisher subscriptions– Digitized newspaper, magazine, and journal content
• Association for Computer Machinery: digital p y glibrary
• Sellers of adult digital content– Pioneered online credit card payment processing
Advertising Revenue Models
• United States network television
– Provides free programming and advertising messages
• Site visitor views problem (measuring and charging)
– Stickiness
• Keeping visitors at site and attracting repeat visitors
• Exposed to more advertising in sticky site
• Demographic Information
– Characteristics set used to group visitors
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Advertising Revenue Models
• Successful sites attract specific groups
– About.com, HowStuffWorks, Drudge Report
• Web portals
– Yahoo!
• First Web directory
• Search engine results presented on separate pageg p p p g
• Search term triggered advertising
Advertising Revenue Models
• Newspaper publishers
– Publish print content on Web
– Internet Public Library Online Newspapers page
• Links to worldwide newspaper sites
– Newspaper’s Web presence
• Provides greater exposure and advertising audience
• Print edition sales loss (difficult to measure)
• Operating costs not covered by advertising revenue
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Advertising Revenue Models
• Targeted classified advertising sites
– More successful at generating adverting revenue
– Web site profit potential
• Specialize in classified advertising
• Targeted classified advertising sites (cont’d.)
– CraigslistCraigslist
Facebook Revenue Model
• Cash flow positive for the first time: Sep. 2009
• Network Externalities
• Revenue Model
– Advertising (Targeted Ads)
– E‐Commerce (Virtual Gifts)
A li ti (U l t d)– Applications (User selected)
• Targeted Facebook ads
– Available to anybody (individuals or companies)
– Based on demographics, keywords, profiles
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Advertising‐Subscription Review Models
• Subscribers
– Pay fee and accept advertising
– Typically less advertising
• Compared to advertising‐supported sites
• Web sites offer different degrees of success
– The New York Times (today)The New York Times (today)
• Bulk of revenue derived from advertising
– The Wall Street Journal (mixed model)
• Subscription revenue weighted more heavily
Advertising‐Subscription Review Models
• Business Week
– Mixed revenue model variation
• Free content at online site
• Requires paid subscription to print magazine
• Archived article additional charge (over five years old)
• ESPN
– Leverages brand name from cable television business
– Sells advertising, offers free information
– Collects Insider subscriber revenue
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Fee‐for‐Transaction Revenue Model
• Service fee based on transaction number or isize
• Web site offers visitor personal service
– Formerly, human agents provided service
• Value chain
Disintermediation– Disintermediation
• Intermediary (human agent) removed
– Reintermediation
• New intermediary (fee‐for‐transaction Web site) introduced
Fee‐for‐Transaction Revenue Model
• Online Travel Agents (Travelocity, Expedia, Orbitz)
• Automobile Sales (carsDirect)
• Stockbrokers (eTrade)
• Insurance Brokers (Progressive)
• Event Tickets (Ticketmaster)
• Online Banking (Shinhan, Daegu Bank)
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Fee‐for‐Service Revenue Model
• Companies offer web service
– Music
– Movies
– Television
– Video Games
• Professional ServicesProfessional Services
– Privacy Protection
– Web Hosting
– Online Dating
Revenue Models in Transition
• Need to change revenue model
– When Web users’ needs change
• Conditions after 2000
– Funding became scarce
• Unprofitable growth phase
– Change model or go out of businessChange model or go out of business
• Understand your customers!
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Revenue Strategy Issues
• Implementations issues
– Channel conflict and cannibalization
– Strategic alliances and channel distribution management
– Mobile commerce
Channel Conflict
• Channel conflict (cannibalization)
– Company Web site sales activities interfere with existing sales outlets
• Retail distribution partner issues
– Levis: stopped selling products on company Web site
• Site now provides product information
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Strategic Alliances
• Strategic alliance
– Two or more companies join forces
• Undertake activity over long time period
– Joining Web sites with channel distribution management firms
• Amazon.com
– Joined with Target, Borders, CDnow, ToyRUs
Mobile Commerce
• Few companies successful generating i ifi tsignificant revenues
– NTT’s DoCoMo I‐Mode service (Japan cell phone)
• Send short messages, play games, obtain weather forecasts
– AvantGo (United States)
• Offers channels of information as PDA downloads
• Mobile commerce: $30 billion by 2015
– mCommerce accounted for 1% of EC Sales in 2010
• Smart Phones are now leading the way!
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Creating an Effective Web Presence
• Organization’s presence
– Public image conveyed to stakeholders
– Stakeholders
• Customers, suppliers, employees, stockholders, neighbors, general public
• Effective Web presence
– Critical
• Even for smallest and newest Web operating firms
• America versus Korea?
– How important is a web presence?
Identifying Web Presence Goals
• Business physical space
– Focus on very specific objectives
• Not image driven
• Must satisfy many business needs
• Fails to convey good presence
• Good Web site design
– Provides effective image‐creation features
– Provides effective image‐enhancing features
• Serves as sales brochure, product showroom, financial report, employment ad, customer contact point
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Identifying Web Presence Goals
• Making Web presence consistent with brand imageimage
– Different firms establish different Web presence goals
– Coca Cola pages
• Usually include trusted corporate image (Coke bottle)
• Traditional position as a trusted classic
P i– Pepsi pages
• Usually filled with hyperlinks to activities and product‐related promotions
• Upstart product favored by younger generation
Achieving Web Presence Goals
• Effective site creates attractive presence
M t b i i ti bj ti– Meets business or organization objectives
• Objectives
– Attract visitors to the Web site
– Make site interesting
– Convince visitors to follow site’s links
Create impression consistent with organization’s desired– Create impression consistent with organization s desired image
– Build trusting relationship with visitors
– Reinforce positive image
– Encourage visitors to return
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Web Site Usability
• Current Web presences
– Few businesses accomplish all goals
– Most fail to provide visitors sufficient interactive contact opportunities
– Improve Web presence
• Make site accessible to more people
• Make site easier to use
• Make site encourage visitors’ trust
• Develop feelings of loyalty toward organization
Web Site Visitors
• Successful Web businesses:
R li i i i i l ( )– Realize every visitor is a potential customer (partner)
• Crafting Web presence is an important concern
– Know visitor characteristic variations
• Visitor at site for a reason
• Visitors have:Visitors have:
– Various needs, experience, expectations, technology
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Visitor Motivations
• Learning about company products or services
• Buying products or services
• Obtaining warranty, service, repair policy information
• Obtaining general company information
• Obtaining financial information
• Identifying people
• Obtaining contact information
Web Site Accessibility
• Build Interface Flexibility
– Offer text‐only version
• Use description tags for images (hearing impaired)
• Use smaller (optimized) graphic images
P id t i ti h l• Provide two‐way communication channel
• Choose a domain name that is easy to remember
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Trust and Loyalty
• Creates relationship value
• Good service leads to seller trust
– Delivery, order handling, help selecting product, after‐sale support
• Satisfactory service builds customer loyalty
• It costs more money to attract a new• It costs more money to attract a new customer than it does to keep an existing customer
Connecting With Customers
• Important element of a corporate Web presence
• Identify and reach out to customers
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Nature of Web Communication
• Personal contact (prospecting)
E l i di id ll h f lif t t t ti l– Employees individually search for, qualify, contact potential customers
• Mass media
– Deliver messages by broadcasting
• Addressable media
Advertising efforts directed to known addressee– Advertising efforts directed to known addressee
• Internet medium
– Occupies central space in medium choice continuum
Web Communications
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Summary
• Six main approaches to generate Web revenueb l d l– Web Catalog Revenue Models
– Digital Content Revenue Models
– Advertising Revenue Models
– Advertising‐Subscription Review Models
– Fee‐for‐Transaction Revenue Model
Fee for Service Revenue Model– Fee‐for‐Service Revenue Model
• Web site usability
• Customer focus