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501 Blues
Confident that its brand name could single-handedly carry the weight of the Web, Levi Strauss launched its online stores, www.levi.com and www.dockers.com, with an eyebrow-raising proviso: Key retail partners would be prohibited from selling its merchandise over the Web. But what began as a maneuver to establish an online foothold ended up blocking the company's advance online.
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An Empirical Study of the Causal Antecedents of Customer Confidence in E-Tailers
Why is it that consumers are very confident with an e-tailer such as Amazon.com and lack the same confidence when it comes to a smaller e-tailer such as supremevideo.com? In this paper, we attempt to answer this important question by examining the antecedents to customer confidence in e-tailers, using secondary data. Our findings indicate that the ease of use of a site, the level of online shopping resources, and the presence of a trusted third party seal all positively impact the level of customer confidence. Interestingly, online relationship services did not have an impact on consumer confidence. Larger firms may have a small edge. We also find that there are no large differences in the results across different product categories. [Firtsmonday 2001]
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Business models on the web
Business models are perhaps the most discussed and least understood aspect of the web. There is so much talk about how the web changes traditional business models. But there is little clear-cut evidence of exactly what this means. Reading the literature you will find business models categorized in different ways. Presently, there is no single, comprehensive and cogent taxonomy of web business models one can point to. So I am offering my own take on some of the generic forms of business models observable on the web.
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Creating Value Through E-Commerce Business Models
As businesses strive to implement innovative web-based initiatives, they increasingly will have to pay attention to e-commerce business models. What exactly is a business model, how does it differ from a revenue model, and why is it so important? Raffi Amit, co-director of the Wharton e-Business Initiative, and Christoph Zott, his co-author from INSEAD, answer these questions and more in a new paper called "Value Drivers of E-Commerce Business Models." They also develop a framework to analyze how effectively e-commerce business models help create value. [Knowledge@Wharton] PDF-file
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Dry Spell: A Startup Survival Guide
By some estimates, 95 percent of all dotcoms will fail. What can you do if it looks like your company will be one of them? [eCompany 9/2000]
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E-commerce showdown
This year, the Ziff Davis Smart Business Labs teamed up with eyeTracking.com to find out which sites make it easiest and fastest to find what you're looking for, get questions answered, and complete and track your order. We chose two leading companies in nine of the hottest e-commerce categories and pitted them against one another in our exhaustive tests. We asked testers to shop the top sites for typical holiday purchases to see how they stack up. Using the latest eye-tracking technology, we reveal how shoppers interact with the Web sites and just how satisfied they are with the experience. Our face-offs will tell you who has the edge, who's going to get burned, and where you should be spending your money this holiday season. [ZDNet 14/11/2001]
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Economics of Personal Information Exchange
Personal information has become the new currency of online commerce. Decentralized Internet protocols have made computing resources increasingly pervasive, empowering individuals with an unprecedented amount of control. One result is that very few Internet consumers actually pay for network content, instead offering up personal information as they go. Content providers then collect, buy, and sell this information. To bring the Internet economy into its next stage of development, complementary software and legal architectures must be created in which personal information is regarded as a commercial property right, and accorded corresponding monetary value.
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Effective E-Commerce Design II: Beyond Infomercials
One of the major challenges of consumer e-commerce is compensating for sensory deprivation. With all five senses either limited or absent, customers rely on companies to become content providers. Customers want more than marketing copy. They look for information that creates value, and that equips them to make better decisions. By repackaging yourself in an information intensive manner, your online company can not only compensate for the limitations of the medium, but can create value in new ways.
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Linking Customer Behavior to E-Commerce Strategy
In an article on Nov.13, 2000, in the Financial Times’ Mastering Management series, Wharton operations and information management professor Eric Clemons and Wharton Ph.D. student Michael Row note the critical importance of consumer behavior when it comes to establishing a web retailing strategy. Below, the researchers look at the type of relationship between buyer and seller, the scope of goods and services linking buyer and seller, and the four competitive landscapes that result from the interplay of these forces.
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Reality Check: The State of E-Commerce
"In light of the torrent of anecdotal evidence suggesting that e-commerce firms may be on the endangered species list, the E-Commerce Times investigated the big picture of the industry." [E-commerce Times 07/11/2000]
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Revised Forecasts Show How Assumptions Can Crumble
But like many consulting firms that spent 2000 watching corporations march out of step with predictions of fast-paced Internet adoption, Gartner recently revised its 2004 projections downward — by more than $1.3 trillion. The new estimates offer a more sober view of what e-commerce is, and is not, but they also provide a reminder of the way commonly held assumptions about e-commerce, and the global economy, have so quickly crumbled. [NY Times 26/03/2001]
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