Modelo de negócios - 2001
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The document discusses models of business (modelos de negócios). It begins by describing methods used to search for conceptual definitions of business models, including sources searched. Several key results of the search are then presented, including articles about new business models, universal business models, charging for network communication, and business models for electronic markets. The document concludes by defining business models and discussing their interfaces with strategies, management models, and operations models.
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Modelo de negócios - 2001
- 1. Modelo de Negócio:Modelo de Negócio: formação de umformação de um conceitoconceito Rafael Paim COPPE / UFRJ Cadeira de Estratégia e Modelos de Negócios
- 2. Método Busca por definições conceituais: – Ferramenta de busca da CAPES – www. periodicos.capes.gov.br – Ferramenta de Busca Copernic (multi browser) Seleção dos Resultados Análise e Conclusão
- 3. Principais Resultados Viscio, Albert J. and Pasternack , Bruce A. - Toward a New Business Model – Strategy & Business, Booz, Allen and Hamilton, Second Quarter 1996 Dowding, Howard - The Universal Business Model - http://www.howarddowding.com/, 2001 M. Karsten a, * , J. Schmitt a , B. Stiller b , L. Wolf a,c - Charging for packet-switched network communication motivation and overview - Computer Communications 23 (2000) 290–302 Eldon Y. Li a,*,1 , Houn-Gee Chen B - Output-driven information system planning: a case study - Enterprise process model Information & Management 38 (2001) 185±199. Paul Timmers, Business Models for Electronic Markets - European Commission, Directorate-General III, April 1998*
- 4. THE BUSINESS ENVIRONMENT Viscio, Albert J. and Pasternack , Bruce A. - Toward a New Business Model – Strategy & Business, Booz, Allen and Hamilton, Second Quarter 1996
- 5. THE NEW BUSINESS MODEL Viscio, Albert J. and Pasternack , Bruce A. - Toward a New Business Model – Strategy & Business, Booz, Allen and Hamilton, Second Quarter 1996
- 6. A NEW BUSINESS UNIT MODEL Viscio, Albert J. and Pasternack , Bruce A. - Toward a New Business Model – Strategy & Business, Booz, Allen and Hamilton, Second Quarter 1996
- 7. The Universal Business Model: The Aspects of an Organization Dowding, Howard – The Universal Business Model - http://www.howarddowding.com/, 2001
- 8. Understand. Analyze, Evaluate, Commercial and non-profit organizations. A single model of how all organizations work!
- 9. External infrastructure Dowding, Howard – The Universal Business Model - http://www.howarddowding.com/, 2001
- 10. O Modelo de Empresa
- 11. O Modelo de Empresa
- 12. A perspective on the digital interactive service industry for building professionals
- 13. Internet-based Business Models Mitsuru KodamaMitsuru Kodama Mitsuru Kodama, Customer value creation through community-based information networks Community Laboratory, 6-2-21 Schin Machi, Hoya Shi, Tokyo 202, Japan
- 14. Business models 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 Definição: In the most basic sense, a business model is the method of doing business by which a company can sustain itself -- that is, generate revenue. The business model spells-out how a company makes money by specifying where it is positioned in the value chain. Michael Rappa is the Alan T. Dickson Distinguished University Professor of Technology Management at North Carolina State University in Raleigh, North Carolina
- 15. Business Models .. Brokerage .. Advertising .. Infomediary .. Merchant .. Manufacturer .. Affiliate .. Community .. Subscription .. Utility Michael Rappa is the Alan T. Dickson Distinguished University Professor of Technology Management at North Carolina State University in Raleigh, North Carolina
- 16. PATENTED BUSINESS METHODS Company Patent Number and Description Amazon.com One-click purchase: 5,960,411 -- Method and system for placing a purchase order via a communications network. Affiliate program technique: 6,029,141 -- Internet-based customer referral system. DoubleClick On-line advertising and related measurement: 5,948,061 -- Method of delivery, targeting, and measuring advertising over networks. Juno On-Line Services Off-line interactive advertising: 5,848,397 -- Method and apparatus for scheduling the presentation of messages to computer users. 5,838,790 -- Advertisement authentication system in which advertisements are downloaded for off-line display. 5,809,242 -- Electronic mail system for displaying advertisement at local computer received from remote system while the local computer is off-line the remote system. Michael Rappa is the Alan T. Dickson Distinguished University Professor of Technology Management at North Carolina State University in Raleigh, North Carolina
- 17. Finding the right e-business Model Martinez. , Pete Models made “e ”:What business are you in? IBM Global Service. 2000
- 18. Timmers: Business Models for Electronic Markets Definition of a business model – ¨ An architecture for the product, service and information flows, including a description of the various business actors – and their roles; and – ¨ A description of the potential benefits for the various business actors; and – ¨ A description of the sources of revenues. Paul Timmers, Business Models for Electronic Markets - European Commission, Directorate-General III, April 1998*
- 19. Modelos de Negócios Paul Timmers, Business Models for Electronic Markets - European Commission, Directorate-General III, April 1998*
- 20. Modelos de Negócios para Internet Paul Timmers, Business Models for Electronic Markets - European Commission, Directorate-General III, April 1998*
- 21. Conclusão Macro Ambiente Longo Prazo Negócio Modelo de Gestão Modelo de Operações Estratégia Modelo de Negócio Modelo de Gestão Modelo de Operações Estratégia Modelo de Consistência Médio Prazo
- 22. Conclusão Mercado Macro Ambiente Longo Prazo Negócio Modelo de Gestão do Negócio Modelo de Operações Estratégia Modelo de Médio Prazo ATVsATVs ATVs ATVs Horizontal, Indicadores, Sistemas Tipo do Negócio
- 23. Conclusão Consistência Estratégia Modelo de Negócio Modelo de Gestão Modelo de Operações Propósito e Finalidades (Estratégia para entrada no Negócio) Estrutura de produtos, processos, informações e responsáveis integrados para um determinado nicho de negócio Estrutura de Tomada de Decisão na Coordenação, Controle e Orientação da Organização Atividades realizadas pela Organização
- 24. Definição de Modelo de Negócio Estrutura de produtos, processos, informações e responsáveis integrados para um determinado nicho de negócio As orientações sob que tipo de modelo de negócio escolher ou adotar, dependem de desdobramentos da estratégia e propósito do empreendimento. A estratégia deve passar orientações de mais longo prazo para o primeiro tipo.
- 25. Modelo de Gestão Estrutura de Tomada de Decisão na Coordenação, Controle e Orientação da Organização
- 26. Interfaces conceituais e práticas com Estratégia A estratégia deve passar orientações de mais longo prazo para o primeiro tipo. Em função da escolha/objetivo definido o tipo de modelo de gestão a entrara.
- 27. Interfaces conceituais e práticas com Modelo de Operações Atividades realizadas pela Organização devem ser consistentes com as diretrizes estratégicas.
- 28. Estudos Futuros Electronic Publishing R and D ews and Resources, El.pub, topics, Business models and the market, http://inf2.pira.co.uk /top002.htm/
- 29. Definições formais encontradas Enterprise process model. A Business function received, processed, and sent information to and from various entities as well as the other Business functions. These flows of information constituted the enterprise process model [34] of the bank. This is also called a ``business model'' [16]. [16] J. Kanter, Management Information Systems, 3rd Edition, Prentice- Hall, Englewood Cliffs, NJ, 1984. [34] J.L. Whitten, L.D. Bentley, System Analysis and Design Methods, Irwin/McGraw-Hill, Boston, MA, 1998. Eldon Y. Li a,*,1 , Houn-Gee Chen B - Output-driven information system planning: a case study - Enterprise process model Information & Management 38 (2001) 185±199.
- 31. Charging for packet-switched network communication motivation and overview 6. Issues for business models In order to attract and justify the necessary investments into communication infrastructure, it is essential to have a clear business model, which ensures profitable operation of a communication network in a competitive environment. Revenues may be gained from the provision of pure Internet services up to value-added service provision, even including content. But as identified by [52], the pure basic Internet service access provisioning may not show any chances of revenues any more. However, the search for appropriate business models has to be carried out by carefully analysing the relationship of economic and technical aspects of service provisioning. One crucial aspect is given by the potential of product differentiation for network services and value added-services, resulting in strategies which service portfolio is potentially successful. To this end, it is largely impossible to predict future trends in both areas, since the market situation in the current Internet is changing rapidly and prerequisites change almost every week. There-fore, we can only give an overview about the relevant issues. 6.1. Technical aspects of service provision The large range of proposals for providing multi-service communication networks has been presented and classified in Section 2. The notion of network and service performance includes the transmission quality expressed for packets or flows as well as the blocking probability for flows which need guaranteed performance. It might be possible to assemble flow-based guarantees from a service that specifies only packet-based performance objectives, but it is specula-tion whether this satisfies all eventual applications and whether it comes at the cost of additional complexity at higher layers. Further, it is important to notice the inherent problem of a network specifying flow or packet perfor-mance, whereas the user’s notion of performance is tied to a complete application session or a transaction, which might consist of multiple network flows or simply a small set of inter-related packets.
- 32. Technical aspects of service provision Demand structure Predictability Commercial service layers Vertical integration
- 33. Business model / organizational design model Karl R. Lang , Andrew B. Whinston - A design of a DSS intermediary for electronic markets. Decision Support Systems 25 1999 181–197
- 34. Taxonomy of Internet Commerce In this taxonomy, Internet Commerce falls into two broad categories. These are Transplanted real-world Business Models (business activities which occur naturally in the real-world and have been transplanted onto the Internet) and Native Internet Business Models (business activities which have evolved in the Internet environment and are native to it). I am using the term "business" in its broadest sense including barter, exchange, interaction and activities of a transactional nature. These do not necessarily involve money but are still commercial. Business or commerce should be understood as those cultural activities which are transactional. The net is a hot house of transactional fecundity and for this reason this taxonomy is necessarily incomplete. Bambury, Paul. Taxonomy of Internet Commercebuilding professionals
- 35. A perspective on the digital interactive service industry for building professionals Recent advent of the industry has resulted in various new business models being utilised not only for business process improvement but also more strategically for market penetration and business expansion. Through the use of three examples viz. interactive content studio, content rights intermediary and virtual community, this paper investigates the current and potential impacts of these new models upon the businesses within the building sectors. Boon Kee Low ) , Brian Sloan A perspective on the digital interactive service industry for building professionals -. Automation in Construction 10 2001 229–237
Hinweis der Redaktion
- TECTONIC MOVEMENTS It should be evident to anyone in business that companies today operate in an environment of enormous and continuous change. Changes on a massive scale, which once occurred rarely, are now everyday parts of the landscape. And it is unlikely that we will ever return to simpler times. Just take one example: the number of autonomous countries in the world--with their myriad of self-regulated markets and market structures--has increased sharply in the past decade. These new countries and markets--many of which were closed for decades--are not only opening up, they are also producing tough new competition for existing companies almost overnight. In addition, they are serving as beachheads for the renewed assaults by older "mature" companies. These companies are moving their operations globally in an effort to become fiercer rivals. And these new countries and markets are all competing for capital. The corporation is in the middle of many of these changes and will--at a minimum--have to continually adjust to survive. [See Exhibit I.] EXHIBIT ITHE BUSINESS ENVIRONMENT There are a number of major forces driving this age of change: Information is becoming readily available around the world at a record pace. The information highway gives customers and competitors instant access to each other. In the United States, the number of subscribers to on-line services grew 85 percent in 1995. Markets are globalizing, as are the companies that compete in them. In 1993, 43 percent of the sales of the world's 50 biggest companies came from outside the headquarters country. For those companies that have not yet become "global" or are significantly increasing their position, the incremental complexity of managing a more extended operation can be dramatic, especially in terms of the drain on management resources. The regulatory environment is becoming stricter, and penalties more harsh. For example, more stringent environmental codes have been reinforced in the United States by 1991 Federal sentencing guidelines, which provide for jail sentences and stiff fines for executives of companies that break environmental laws. Competitive pressure has been intensifying and it is becoming harder to achieve leadership and to stay on top. Consider these statistics: 149 companies on the Fortune 500 list in 1970 had dropped off by 1980; by 1990, that number had almost doubled. The dropout rate in the 1990's continues at this fast pace, so that today's list bears only a slight resemblance to the list of 25 years ago. The more rapid change in fortunes of companies had spillover effects in the executive suite, putting C.E.O.'s increasingly under the gun. From mid-1991 to the end of 1992, for instance, 13 chief executives of Fortune 500 companies were ousted by their boards. The pace of business is faster with ever-rising customer expectations. New products are entering the market at a record pace. Companies such as Rubbermaid aim to develop a new product every day. New product introductions in the food industry more than tripled from 1980 to 1994. Today, there are twice as many products on supermarket shelves than there were 10 years ago. Computer chip manufacturers estimate that a new chip becomes a commodity within three months after the computer using the chip hits the market. Successful companies must be able to work at this rapid pace. Industry structures continue to evolve. In some cases the definition of the industry is changing, as with telecommunications or media. Between 1989 and 1994, there were more than 1,500 mergers in the United States banking industry. These changes mean new dynamics and new success factors. Technological innovation creates new market opportunities; it also demands rapid adjustment. Technological change has delivered the Information Age and converted it to the Knowledge Age. The cost of processing information has dropped precipitously. During the past 25 years, the cost to process one instruction per second has fallen by half each year. Moore's Law suggests that microprocessing power doubles every 18 months. Technological change underlies the wide set of options facing businesses in terms of how, where and when to find and capture opportunities, such as on the Internet. Finally, capital markets have evolved significantly. Investors are more activist and are demanding better performance. In the United States, institutional investors currently own 60 percent of all equities, compared with only 8 percent in 1950. In 1990, more shareholder proposals were passed than in the entire history of shareholder proposals up to that point. Money is raised on a more global scale today, with companies tapping a host of new sources.
- THE NEW BUSINESS MODEL Our studies indicate that corporations must reinvent their business models if they are to flourish in the more complex environment of the future. The new business model must enable the firm to generate growth opportunities, respond flexibly and capture the opportunities quickly and profitably. The model must be effective in managing knowledge and people processes. It will be characterized by the interdependence, rather than independence, of its parts, while insuring that each part of the firm is a contributor to value. This requires new roles for each of the firm's parts so that they can work together in new ways to help the company's resource base grow. A firm's business model comprises five elements. [See Exhibit IV.] Although there is nothing novel in defining the corporation by its basic elements, there are significant differences from the traditional business model in the definition of the elements individually as well as collectively. On the latter point, the model must generate a "system" value in addition to the value from the individual parts. This system value is precisely the raison d'être of the corporation. It establishes what should be inside and what should be outside the corporation. It establishes the logic for building or acquiring new businesses. And it helps set the standards for performance expectations from each of the elements. At the heart of the model is the global core, which is a radical transformation of the old corporate center. It is global in the sense that it is responsible for key missions across the corporation. It is a core because it is meant to add value to all of the other elements of the model, and not simply add overhead. It is not a center because execution of its mission is distributed across the corporation. The global nature of business makes it imperative that companies perform many core activities close to where they are needed. Technology enables this. The core's role is to add value where the businesses cannot, with the "burden of proof" on the core. An enhanced core is a necessary condition for profitable growth in an increasingly competitive and global business environment. The global core has five key missions that meet the burden-of-proof test: identity, strategic leadership, capabilities, capital and control. Identity is based on a shared vision and value system. It adds value to the corporation across a wide set of constituents, including governments, public interest groups and customers. Strategic leadership provides the overall context for growth, helps develop the overall business portfolio, assists in fostering key alliances and creates the overall mandate for growth. Capabilities are the fundamental building blocks of competitive advantage. The core's role is to insure that the corporation has access to world-class capabilities and that they are allocated across the firm in the best possible way, a part of managing total firm resources. The control mission is to define targets, monitor performance, meet legal and fiduciary requirements and comply with regulations. As part of this mission, the core must assume responsibility for compliance in key risk areas of the environment and safety. It must also manage the overall business risks across the company's operations. One major risk is falling short of shareholder expectations. The capital mission is to insure access to lowest-cost funding to support growth and to manage the financial risks of the corporation. Business units must be worth more as part of the firm than they would outside of it, thus creating system value. This enhanced value may come from one or more sources. The business may benefit more from a number of sources, including the core. It may also benefit from interactions with other business units in such activities as best-practice exchanges, knowledge sharing and capabilities transfers.
- To capture some of the potential value, business units will have to be managed differently. [See Exhibit V.] Greater interaction will have to become the standard. The boundaries separating business units must be permeable and flexible. Thus, the predominant measure for the corporation will be performance of the whole, not the sum of the parts. The challenge is that the clean accountability that has been established over the years now has some ambiguity. Unfortunately, that is the cost for the benefit of greater growth. Service delivery can be from several sources, but central services out of the corporate center should not be one of them. Activities that exhibit economies of scale and are either too critical to outsource or for which the outsourcing market is not efficient can be put into a shared-service division. The principle of voluntary exchange is one of the key attributes distinguishing shared services from centralized functions. Another important dimension to shared-service delivery is to support subscale business activities in remote locations. Sharing can be among business units or initiated by corporate to provide the support needed for growth. Governance is taking on a larger role in corporations. Four forces are driving this change. A push for performance is creating more active boards with greater C.E.O. accountability. Expansion of capital markets and the need to access new capital are especially important as family-owned businesses look to obtain financing or companies seek out capital in emerging markets such as China. Regulatory actions are forcing boards to become more pro-active to deal with everything from privatization issues to taxes on "excessive" C.E.O. compensation. And alliances, especially international and cross-cultural ones, are requiring adjustments in how ventures are governed.
- Overview The difficulty in trying to analyze and evaluate an organization is to know where to start and what to consider. Most of the literature deals with specific topics such as management, finance, strategy or personnel and generally discusses only commercial businesses. It makes little mention of charities, central government departments, schools, colleges, museums, hospitals, sports clubs, or local government. In addition existing models are either too simplistic, complex or industry specific.Our generic model provides a single method of analysis, which is straightforward but comprehensive and at the same time applies to virtually every form of organization and their internal units or departments. In fact, the model holds true for organizations of all types, all sizes and all points in their development cycle. Thus the model can be used as an organization grows and develops, even if it changes its nature. The model has a three-layer structure: Aspects: An organization is defined in terms of ten 'aspects', which represent its major components - its structure, participants, culture, products/services, performance, etc. Elements: The 'aspects' are composed of various ‘elements’; for example, the 'Participants' aspect consists of customers, employees, owners, suppliers and others. There are a total of 55 elements in the model. Issues: Each element is assessed using three 'issues' – Analysis (what the element is composed of or how it is made up, and how well it is defined, understood and quantified). Evaluation (how it contributes to the organization and how it compares to a similar element in another organization). Strategy (how the organization approaches, deals with, or uses the element and what plans there are for developing it for the future). The model can also be used to assess management’s understanding and control of the organization. We call this ‘management grip’, and have developed a method for quantifying and comparing it in completely different types of organization. The Aspects of an Organization We define ten aspects of an organization, which collectively define the uniqueness of it. Each aspect is composed of a number of elements and by studying these we can analyze the organization and understand what it is and how it operates.Although the ten aspects are composed of a total of 55 elements, we can use the aspects on their own to give a high-level view of the organization to produce a short but structured synopsis of it (example 1).The aspects and the elements within them, are presented in a logical sequence. If this sequence of analysis is followed, particularly with regard to different organizations or departments, then any reports will be consistent with each other. >>>
- Howard Dowding Howard, throughout his career has worked in a number of different roles within a variety of organizations.He started his career as a physicist, working for the Gloster Aircraft Company and the nuclear engineering company Fairey Engineering. After spending seven years as a physicist, he joined the sales division of IBM and spent 11 years as a technical business consultant to a number of medium size and large organizations in a variety of commercial sectors.He left IBM to help set up Magnuson (a small start-up computer company) as a founder UK director. He then joined the German computer company Nixdorf, as a product manager and consultant and became involved with a number of large retail organizations.After spending five years with Nixdorf, he joined International Computers Limited as a consultant on the strategy and products of their major competitors. During this time, he spent a year seconded to the Cabinet Office within the UK Civil Service looking at developments in the use of technology over the next 20 years. During the final three years of a 12 year stay he was responsible for running workshops specifically aimed at giving managers and IT professionals a better understanding of how organizations operate. He has also given seminars in over 15 countries worldwide, on the strategy, organization and operation of some of the world's major corporations. This included one of the most attended seminars at the time - 'Understanding IBM'.Howard has started a number of business ventures of his own and has also been associated with small non-commercial organizations such as parish church councils and estate management committees.
- Any organization exists within a framework of other organizations with which it has relationships, as illustrated below. Manage the infrastructure:There should be clear interfaces to external organizations and these should be managed, i.e. someone should have responsibility for dealing with customers, for liaising with the community or for managing an alliance partner. There should also be clear, published policies as to how these various organizations will be treated.Watch out for change: The infrastructure has a habit of changing unnoticed - suppliers may be bypassing the organization to supply its customers directly. The organization should in turn be looking at opportunities to create changes itself. Instead of products being supplied through a distributor, the end users or consumers could be supplied directly, as with record companies distributing their music directly to the public over the Internet. >>>
- While it creates new opportunities that can be exploited for competitive advantage, it also introduces threats such as disintermediation and new entrants. It is therefore essential for business to be vigilant of the emerging w x new opportunities 12 . While the previous section provides business perspectives on how such opportu-nities should be fostered, this section discusses three new business models arising from the interactive service value chain, and their potential impacts on the building professions. The business models as given in Fig. 3, are based on the strategic roles defined by the EC DG XIII r E for the European w x electronic publishing industry 15 .
- Some models are quite simple. A company produces a good or service and sells it to customers. If all goes well, the revenues from sales exceed the cost of operation and the company realizes a profit. Other models can be more intricately woven. Radio and television broadcasting is a good example. With all the talk about "free" business models on the web, it is easy to forget that radio, and later television, programming has been broadcast over the airwaves free to anyone with a receiver for much of the past century. The broadcaster is part of a complex network of distributors, content creators, advertisers (and their agencies), and listeners or viewers. Who makes money and how much is not always clear at the outset. The bottom line depends on many competing factors. E-commerce will give rise to new kinds of business models. That much is certain. But the web is also likely to reinvent tried-and-true models. Auctions are a perfect example. One of the oldest business models, auctions have been widely used throughout the world to set prices for such items as agricultural commodities, financial instruments, and unique items like fine art and antiquities. Companies like eBay have popularized the auction model and broadened its application on the web to a wide array of goods and services. 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. They include: .. Brokerage .. Advertising .. Infomediary .. Merchant .. Manufacturer .. Affiliate .. Community .. Subscription .. Utility These models are implemented in a variety of ways. Moreover, any given firm may combine different models as part of its web business strategy. Thus, an advertising model may be blended with a subscription model to yield an overall strategy that is profitable. The taxonomy I propose is not meant to be exhaustive or definitive. Business models on the web evolve rapidly. New and interesting variations can be expected in the future. One last point that is critical to remember: the term "business model" has taken on new meaning and greater importance in the last few years in the realm of intellectual property protection. Within the legal community, business models are defined within the context of patent law. Recently a number of patents have been granted for business models. While the definition of "new and novel" may be specified precisely to determine what is patentable, what counts as a business model is less clear. In many cases, patented web business models will need to withstand court challenges before we can say for certain. Type of Model: Description: Brokerage Model Brokers are market-makers: they bring buyers and sellers together and facilitate transactions. Those can be business-to-business (B2B), business-to-consumer (B2C), or consumer-to-consumer (C2C) markets. A broker makes its money by charging a fee for each transaction it enables. Brokerage models can take a number of forms, such as: Buy/Sell Fulfillment -- This can be an online financial brokerage, like eTrade, where customers place buy and sell orders for transacting financial instruments. Also, travel agents fit into this category. In this the broker charges the buyer and/or seller a transaction fee. Some models work on volume and low overhead to deliver the best negotiated prices, for example, CarsDirect. Market Exchange -- increasingly common model in B2B markets. Good examples are MetalSite or ChemConnect's World Chemical Exchange. In the exchange model, the broker typically charges the seller a transaction fee based on the value of the sale. The pricing mechanism can be a simple offer/buy, offer/negotiated buy, or an auction offer/bid approach. Business Trading Community -- or "vertical web community," a concept pioneered by VerticalNet. It is as a site that acts as an "essential, comprehensive source of information and dialogue for a particular vertical market." VerticalNet's communities contain product information in buyers' guides, supplier and product directories, daily industry news and articles, job listings and classifieds. In addition, VerticalNet's sites enable B2B exchanges of information, supplementing existing trade shows and trade association activities. [see also: Buzzsaw.com] Buyer Aggregator -- Model pioneered by Accompany, which describes buyer aggregation as the process of bringing together individual purchasers from across the Internet to transact as a group so they can receive the same values traditionally afforded to organizations who purchase in volume. Sellers pay a small percentage of each sale on a per-transaction basis. [see also: Mobshop, Volumebuy, and Etrana] Distributor -- A catalog-type operation that connects a large number of product manufacturers with volume and retail buyers. B2B models are increasingly common. Broker facilitates business transactions between franchised distributors and their trading partners. For buyers, it enables faster time to market and time to volume as well as reducing the cost of procurement. By providing the buyer with a means of retrieving quotes from preferred distributors -- showing buyer-specific prices, lead-time, and recommended substitutions -- transaction are more efficient. For distributors, it decreases the cost of sales by performing quoting, order processing, tracking order status, and changes more quickly and with less labor. [ex: NECX] Virtual Mall -- A site that hosts many online merchants. The Mall typically charges setup, monthly listing, and/or per transaction fees [see, for example Yahoo! Store's terms. The virtual mall model may be most effectively realized when combined with a generalized portal. Also, more sophisticated malls will provide automated transaction services and relationship marketing opportunities [ex: Yahoo! Stores, ChoiceMall, iMall, Women.com's Shopping Network] Metamediary -- a business that brings buyers and online merchants together and provides transaction services such as financial settlement and quality assurance. It is a virtual mall, but one that will process the transaction, track orders, and provide billing and collection services. The metamediary protects consumers by assuring satisfaction with merchants. The metamediary charges a setup fee and a fee per transaction. Expect to see virtual malls move more in this direction. [ex: HotDispatch, Amazon 's zShops]. Auction Broker -- A site that conducts auctions for sellers (individuals or merchants). Broker charges the seller a fee, which is typically scaled with the value of the transaction. Seller takes highest bid(s) from buyers above a minimum. Auctions can vary in terms of the offering and bidding rules. [ex: eBay, AuctionNet, Onsale] Reverse Auction -- The "name-your-price" business model, also called "demand collection" and "shopping by request". Prospective buyer makes a final (sometimes binding) bid for a specified good or service, and the broker seeks fulfillment. In some models, the broker's fee is the spread between the bid and fulfillment price and perhaps a processing charge. Frequently aimed at high-priced items like automobiles or airline tickets. [ex: Priceline, Respond.com, eWanted, MyGeek.com] Classifieds -- A listing of items for sale or wanted for purchase, typically run by local news content providers. Price may or may not be specified. Listing charges are incurred regardless of whether a transaction occurs. Search Agent -- An agent (i.e., an intelligent software agent or "robot") used to search-out the best price for a good or service specified by the buyer, or to locate hard to find information. [Ex: DealTime, MySimon, RoboShopper, R U Sure, ShopFind] An employment agency can act as a search agent broker, finding work for job-seekers or finding people to fill open positions listed by an employer. [CareerCentral] Bounty Broker -- The offer of a reward (usually a significant monetary sum) for finding a person, thing, idea, or other desired, but hard to find item. The broker may list items for a flat fee and a percent of the reward, if the item is successfully found. [Ex: BountyQuest which lists reward offers for uncovering prior art related to patents.] return to top Advertising Model The web advertising model is an extension of the traditional media broadcasting model. The broadcaster, in this case, a web site, provides content (usually, but not necessarily, for free) and services (like e-mail, chat, forums) mixed with advertising messages in the form of banner ads. The banner ads may be the major or sole source of revenue for the broadcaster. The broadcaster may be a content creator or a distributor of content created elsewhere. The advertising model only works when the volume of viewer traffic is large or highly specialized. Generalized Portal -- high-volume traffic -- typically tens of millions of visits per month (see chart at right) -- driven by generic or diversified content or services (ex: search engines and directories like Excite, AltaVista and Yahoo! or content driven sites like AOL). The high volume makes advertising profitable and permits further diversification of site services. Competition for volume has led to the packaging of free content and services, such as e-mail, stock portfolio, message boards, chat, news, and local information. Personalized Portal -- The generic nature of a generalized portal undermines user loyalty. This has led to the creation of portals (ex: My.Yahoo!, My.Netscape) that allow customization of the interface and content. This increases loyalty through the user's own time investment in personalizing the site. The profitability of this portal in based on volume and possibly the value of information derived from user choices. Personalization can support a "specialized portal" model. Specialized Portal -- Also called a "vortal" (i.e., vertical portal). Here volume is less important than a well-defined user base (perhaps 0.5-5 million visits per month). For example, a site that attracts only golfers, or home buyers, or new parents, can be highly sought after as a venue for certain advertisers who are willing to pay a premium to reach that particular audience. Attention / Incentive Marketing -- the "pay for attention" model -- pays visitors for viewing content and completing forms, or sweepstakes, or frequent flyer-type point schemes. The attention marketing approach has the most appeal to companies with very complex product messages, which might otherwise find it hard to sustain customer interest. The concept was pioneered by CyberGold, with its "earn and spend community" that brings together advertisers interested in incentives-based marketing with consumers looking to save. To facilitate transactions, the company developed and patented a micropayment system. Other loyalty-based relationship marketing approaches are Netcentives, or MyPoints. Free Model -- Give users something for free: site hosting [ex: FreeMerchant], web services, Internet access, free hardware, electronic greeting cards [BlueMountain]. Freebies create a high volume site for advertising opportunities. Viability is hardest when based purely on advertising revenue. Opportunity to blend with infomediary model. Bargain Discounter -- the most notable example is Buy.com, which sells its goods typically at or below cost, and seeks to make a profit largely through advertising. return to top Infomediary Model Data about consumers and their buying habits are extremely valuable. Especially when that information is carefully analyzed and used to target marketing campaigns. Some firms are able to function as infomediaries by collecting and selling information to other businesses. An infomediary may offer users free Internet access [NetZero] or free hardware [eMachines.com] in exchange for detailed information about their surfing and purchasing habits. This is more likely to succeed than the pure advertising model. The infomediary model can also work in the other direction: providing consumers with useful information about the web sites in a market segment that compete for their dollar. One such example is Gomez. Recommender System -- is a site that allows users to exchange information with each other about the quality of products and services -- or the sellers with whom they have had a purchase experience (good or bad) [See: Deja.com, ePinions]. ClickTheButton takes the concept a step further by integrating the recommender system into the web browser. Such agents monitor a user's habits, thereby increasing the relevance of its recommendations to the users needs -- and the value of the data to the collector. Recommender systems can take advantage of the affiliate model offered by merchants to augment revenue from the sale of consumer information. Registration Model -- Content-based sites that are free to view but require users simply to register (other information may or may not be collected). Registration allows inter-session tracking of users' site usage patterns and thereby generates data of greater potential value in targeted advertising campaigns. This is the most basic form of infomediary model. [ex: NYTimes.com] return to top Merchant Model Classic wholesalers and retailers of goods and services (increasingly referred to as "e-tailers"). Sales may be made based on list prices or through auction. In some cases, the goods and services may be unique to the web and not have a traditional "brick-and-mortar" storefront. Virtual Merchant -- a business that operates only over the web and offers either traditional or web-specific goods or services (a.k.a., pure-play e-tailers). The method of selling may be list price or auction. An example of a service merchant is Facetime, which calls itself an "application service provider". It offers live customer support for e-commerce web sites. [ex: Amazon, OnSale] Catalog Merchant -- the migration of mail-order to a web-based order business. [ex: Levenger] Surf-and-Turf -- traditional brick-and-mortar establishment with web storefront. The model has the potential for channel conflict. Physical stores can prove to be an asset if cleverly integrated into web operations. Also known as "bricks-and-clicks". [ex: Gap, Lands End, B&N] Bit Vendor -- a merchant that deals strictly in digital products and services and, in its purest form, conducts both sales and distribution over the web. [ex: Eyewire]
- A business model in itself does not yet provide understanding of how it will con-tribute to realise the business mission of any of the companies who is an actor within the model. We need to know the marketing strategy of the company in order to assess the commercial viability and to answer questions like: how is competitive advantage being built, what is the positioning, what is the marketing mix, which product-market strategy is followed. Therefore it is useful to identify beyond business models also “marketing models”. inbound logistics, operations, out-bound logistics, marketing & sales, service; and as support activities technology development, procurement, human resource management, corporate infrastructure; (ii) Interaction patterns, which can be 1- to-1, 1-to-many, many-to-1, many-to- many. In this context ‘1-to-1’ is to be understood in as enumerating the number of parties involved rather than in the ‘one-to-one marketing’ sense. It is also understood that ‘many’ means that information from several actors is being combined. (iii) Value chain re-construction, that is integration of information processing across a number of steps of the value chain. The combinations are of the value chain elements involved in such integration. Two sets of value chain elements would be mentioned if we consider the interaction patterns mentioned for the realisation of the single functions, and for the support for interaction pat-terns. The commercially viability of any business model is a different matter altogether which is the domain of a marketing model analysis. We observe, from actual business on the Internet and pilot projects, that: information and communication technology enables a wide range of business models; the capability of the state-of-the-art technology is just one criterion in model selection; technology in itself provides no guide-lines for selecting a model in commercial terms; guidance to technology development can come from the definition of new models; many of the conceivable models have not yet been experimented with commercially.