Sensing-as-a-Service - New Business Models for Internet of Things (IOT)
Internet Business Models
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Transcript of Internet Business Models
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Internet Business Models
Hung, Chia-Linag2006, Spring
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Objectives
• Internet commerce patterns• Business models
• E-business models • Survival indicators
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Internet commerce linkage• B2B
– Business hub (exchange) for equipments, material, operation, maintenance, etc., on the Internet
• B2C– Direct sale to customer over Internet
• C2C– Customer community for information/product exchang
e• C2B
– Actively queried by demanders and response from business suppliers
– Reverse auction, e.g., priceline.com
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Classifying B2B e-Hub
MRO HubsAriba, WW Crainger, MRO.comBizBuyer.comSpot
sourcing
Systemati
csourcingH
ow B
usiness B
uy
Operating inputs Manufacturing inputsWhat business buy
Catelog Hubs:Chemdex, SciQuest.comPlasticsNet.com
Yield ManagersEmployeaseAdauction.comCapacityWeb.com
ExchangesE-steel, Altra EnergyPaperExchange.comIMX Exchange
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Emergence of aggregator—the forward aggregator
Direction of aggregation
Ingram Micro
BuyersE-hub Distributors Large suppliers
Compaq
IBM
Cisco
Microsoft FulfillmentCall centerFinancingConfigurators
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Emergence of aggregator—the reverse aggregator
Direction of aggregation
FOB.com
Small buyers
E-hubDistributors Large suppliers
Dupont
Dow
Ashland
3MFulfillmentInspectionReceivablesFinancing
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B2C e-commerce
• Internet direct sale – Migration from physical enterprise to virtual w
eb—Dell– Pure virtual e-commerce—Amazon.com,
• Cooperate with physical retailer
• Internet intermediary– Information aggregator—104.com
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C2C e-commerce
• Community– Information portal/exchange centers, pchome.
com, Yahoo! – Interest clubs, iVillage.com, youthwant.com
• Auction – Used product bazaar, eBay.com, uBid.com
• P2P– Napster, Gnutella, etc.
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What is the so-called business model?
A business model depicts the A business model depicts the contencontent, structure, and governance of transt, structure, and governance of transactionsactions designed so as to create valu designed so as to create value through the exploitation of businese through the exploitation of busines
s opportunities. s opportunities. Amit & Zott (SMJ, 2001, p.511)Amit & Zott (SMJ, 2001, p.511)
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The Content of Business Model
• The good or information that are being exchanged
• The resources and capabilities that are required to enable the exchange
• E.g., transparency of transaction, vertical & horizontal expansion of product/service, the degree of customization, technologies of transaction
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The Structure of Business Model
• The parties that participate in the exchange• The ways in which these parties are linked• The order process and the adopted
exchange mechanism• E.g., the providers of complementary
assets, transaction speed, mode, simplicity, safety & reliability, integration of online & offline supply chains
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The Governance of Business Model
• The ways in which flows of information, resources, and goods are controlled by the relative parties
• The incentives for the participants in transactions
• E.g.,cooperative and shared incentive among allied partners, commitment and investment of co-specialized assets, loyalty maintenance
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E-business Models
A description of roles and relationships A description of roles and relationships among a firm’s consumers, customers, among a firm’s consumers, customers, allies, and suppliers that identifies the allies, and suppliers that identifies the
major flows of product, information, and major flows of product, information, and money, and the major benefits to money, and the major benefits to
participants, almost, participants, almost, over Internetover Internet . . (Weill & Vitale, (Weill & Vitale, Place to SpacePlace to Space, 2001, p.34), 2001, p.34)
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Operational Internet business models
• Brokerage model—virtual mall, exchange hub, media packager, smart agent, catalogue
• Advertising model—ads banner on portal, virtual mall• Infomediary model—recommender/registration syste
m• Merchant model—catalogue, virtual retailer• Manufacturing model—online sales by physical vend
ors• Affiliate model—click-through model• Community model—loyalty programs• Subscription model—versioning contents with discri
mination• Utility model—customized add-on functions
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Indicators of survival business model
• Customer value—segmentation, value proposition• Scope—core or by-products• Pricing—attractive willingness-to-pay prices• Revenue sources—exploitation & leverage of
complements• Connected activities—the complete value chain• Construction—IT infrastructure, organization, and
key champion • Capability—acquisition of necessary competence• Sustainability—setup firewall to prevent imitation
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Customer value
• Differentiation– Functional property, – Time/place convenience, – Completeness of service, – Product proliferation, – Reputation, – Relatedness
• Cost advantage• Niche—distinctiveness
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Scope
• The profitable targeting– Geography – Demographics – Product lines– Segments– Diversification – Focus
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Pricing
• Calculate the average cost, marginal cost, fixed cost
• Market share vs. profit margin vs. growth rate
• Lock-in effects & switching costs• Menu price, 1-1 bargaining, auction,
reverse auction, barter
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Revenue sources
• Analysis of the whole process of service or product usage
• Complements provision for utility enhancement
• Enablers for facilitating transactions• Incentive mechanism for increasing
demander exclusiveness & rivalry• Measurement criteria for profit evaluation
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Connected activities
• R&D, product design, manufacturing, testing, marketing, service, etc., that is the value chain
• Coherent objective• Mutual reinforcement• Cost-benefit analysis• Spill-over of core competence• Innovative arrangement for distinctiveness • Coordination of scheduling and deployment• Life cycle management
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Construction
• IT infrastructure—Internet & MIS• Functional organization structure—work, ta
sk, job, and project • System—information flow/gatekeeper, deci
sion delegation, incentive/motivation mechanism
• Context & culture—innovation climate, e.g., Sony’s “neyaka”, an optimistic guy with open mind and broad interests, a generalist not a specialist
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Capability
• Resources—tangible, intangible, and human assets
• Competencies—monopolistic, scalability• Competitive advantage—irreversibility, the
case of path dependence, the case of specificity
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Sustainability
• Block/deterrence strategy– Private/public court protection
• Run strategy– Pioneer, leadership
• Team-up strategy– Embrace and extend– Co-option & co-optition– Leverage between co-specialized assets
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Further thinking
• Why does AOL want to merger Time-Warner?
• Why does Amazon install her own warehouse and logistics?
• Why had Yahoo! transform from a search engine into a media portal?
• Why does Disney still survive in the Internet era?
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Dis-integration & reconfiguration of electronic channels
• Open Internet platform – Decreasing switching cost – Shifting lock-in value layers– Emerging digital channel—substitution or supplements?
• E-Stamp—online stamp printing from personal printers• Vstore.com—online selling personal preferences as a new busines
s
• Where is the sticky value?– ISPs or ICPs– The sources of appropriability– The valuable content generators
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The evolution of Yahoo! Business model
• Searching engine website• Content packager website• Sticky/personal content website• Communication portal website• Commerce portal website• Media convergence website
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Clicks & bricks
• Internet extension– Merrill Lynch, Charles Schwab, Toys ‘R’ Us,
Wal-Mart, B&N bookstore, etc.• Amazon + Toys ‘R’ Us—combination into t
he whole product, & complete service• Integration between virtual clicks and supp
orting bricks– Dinners by parcel post?– E.g., Webvan, HomeGrocer
• Survivability? Sustainability?
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Digital information products
• The impact of digitalized content delivered through Internet– Bypassing the traditional channels– Versioning the digital products– Bundling & unbundling products– E.g., MP3, MP3.com
• The emerging P2P business model– Direct interaction among customer communiti
es– Napster.com
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The emerging services of information flow management
• Akamai—Internet flow management– Optimizing response and continuous accessib
ility– Necessary decentralized proxy servers
• Inktomi—fast cache management– Decreasing redundancy– Increasing response
• Exodus—outsourcing management– Server housing and sharing – Enhancing the web reliability