Online Business Models in Asia: Riding the E-Commerce Wave in China

2021 ◽  
pp. 269-289
Author(s):  
Simon J. Wilde ◽  
William J. Smart ◽  
Stephen J. Kelly ◽  
Jakob Trischler
Keyword(s):  
Business Models ◽  
Online Business

A practical guide for understanding online business models

2019 ◽  
Vol 15 (1) ◽  
pp. 71-82 ◽  
Author(s):  
Won Kim
Keyword(s):  
Business Models ◽  
Business Plan ◽  
Marketing Strategies ◽  
Business Strategies ◽  
Content Type ◽  
Search Results ◽  
Practical Guide ◽  
Online Business ◽  
Proper Perspective ◽  
Google Search

Purpose There is a lack of clarity about what online business models are. The top 20 Google search results on online business models are articles that explain online business models. However, each of them deals with just one or two elements of business strategies. The list of business models is also a mixture of business strategies. This paper aims to provide practical guide that puts these business models into proper perspective. Design/methodology/approach A business model includes all key elements of the business, marketing and operational strategies. There are many such elements. The author has reviewed the popular use of the term online business models and found that just five of the key elements can put almost all of them into proper perspective. Findings Five elements of the business and marketing strategies constitute a practical guide for understanding, discussing and even designing the first working draft of a business plan. Practical implications The practical guide will serve as a robust vehicle for understanding, discussing and even designing the first working draft of a business plan. The current haphazard use of the term online business models does not shed light on online business models. Originality/value The author has examined 20 top Google search results for “online business models” and “business models”. These are articles that talk about 3-17 “business models”. The author examined all of them and confirmed that the five key elements of the business and marketing strategies can put all of them into proper perspective.

Architectures for Rich Internet Real-Time Games

2011 ◽  
pp. 226-231
Author(s):  
Matthias Häsel
Keyword(s):  
Real Time ◽  
Game Design ◽  
Business Models ◽  
Online Games ◽  
Rich Internet Application ◽  
Adobe Flash ◽  
Multiplayer Online Games ◽  
Time Interaction ◽  
Large Audience ◽  
Online Business

Many researchers regard multiplayer online games as the future of the interactive entertainment industry (Brun, Safaei, & Boustead, 2006; El Rhalibi & Merabti, 2005; Sharp & Rowe, 2006). In particular, due to advances in game design and the availability of broadband Internet access to the enduser, multiplayer online games with real-time interaction have come into wide use (Aggarwal, Banavar, Mukherjee, & Rangarajan, 2005; Claypool & Claypool, 2006; Yasui, Yutaka, & Ikedo, 2005). The majority of these games are made up by classic software titles that need to be installed on the players’ machines (El Rhalibi & Merabti, 2005). Browserbased multiplayer games, on the contrary, can be run instantly from a Web site, but have, due to technical limitations, long been round-based, strategy-focused games. However, with the ongoing evolvement of Rich Internet Application (RIA) technology (Allaire, 2002) such as Adobe Flash and Java, browser-based online game development has reached a point where also real-time games can be produced and distributed to a large audience quickly and easily. Browserbased games can be utilized in conjunction with e-business offers in a very simple way and hold a number of exciting possibilities for new online business models, new markets, and new growth (Kollmann & Häsel, 2006; Sharp & Rowe, 2006). However, as the browser is a very different operating environment and interactive experience from that of classical game software, browser-based multiplayer real-time games involve gaming architectures that are distinct from their classical counterparts. A major challenge when designing and implementing such architectures is that multiplayer online games are highly vulnerable to propagation delays resulting from redundant communication, bottlenecks, single points of failure and poor reactivity to changing network conditions (Ramakrishna, Robinson, Eustice, & Reiher, 2006). As latency from input of information to its output determines gameplay and fairness (Brun et al., 2006), the game architecture has to be designed in a way that it mitigates latency effects and meets the expectations of the players (Claypool & Claypool, 2006). Elaborating on the example of an online tabletop soccer game with two remote players, this article discusses two architectural models that can be applied to implement browser-based multiplayer real-time games using RIA technology.

Cross-Channel Cooperation

2009 ◽  
pp. 299-304
Author(s):  
Tobias Kollmann
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Core Competencies ◽  
Cost Effective ◽  
Real Economy ◽  
New Business ◽  
Online Business ◽  
Transfer Of Information ◽  
Digital Channels ◽  
Net Economy

The rapid growth of Internet technologies induced a structural change in both social and economic spheres. Digital channels have become an integral part of daily life, and their influence on the transfer of information has become ubiquitous. An entirely new business dimension that may be referred to as the Net economy has emerged. Internet-based e-ventures that are operating at this electronic trade level are based on innovative and promising online business models (Kollmann, 2006). But also traditional enterprises that are operating at the physical trade level (real economy) increasingly utilize digital channels to improve their business processes and to reach new customer segments. With the Internet, the cooperation between enterprises reached a new level of quality. The wide, open, and cost-effective infrastructure allows a simple, fast exchange of data and thus a synchronization of business processes over large distances. Particularly for e-ventures introducing their new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann, 2004; Volkmann & Tokarski, 2006). Online cooperation, however, does not incorporate off-line channels such as print media, stores, or sales forces. For the combined management of online and offline channels, cooperation can be expected to hold an outstanding potential. Partnering with companies from the Net economy may help traditional enterprises to reach new market segments without extending themselves beyond their core competencies—and vice versa. In this context, cross-channel cooperation can be defined as the collaborative integration of online and offline business models aiming at attaining positive synergetic effects for the involved partners by a complement of competencies. (Kollmann & Häsel, 2006, p. 3) Cross-channel cooperation can be regarded a new management task that is worthwhile to be examined in more detail. Although researchers have broadly covered the area of online cooperation, a comprehensive study on cross-channel cooperation has not been undertaken up to now. Particularly the question arises, which cooperation forms represent feasible strategies for both e-ventures and traditional enterprises. Besides its contribution to literature, this article is intended to assist practitioners in evaluating the benefits of crosschannel cooperation for their own businesses.

scholarly journals Australian Newspapers Online: Four Business Models Revisited

2004 ◽  
Vol 111 (1) ◽  
pp. 131-144
Author(s):  
Kieran Lewis
Keyword(s):  
Business Models ◽  
Online Advertising ◽  
International Experience ◽  
Online News ◽  
Research Data ◽  
International Evidence ◽  
Advertising Revenue ◽  
Online Business ◽  
Australian Experience ◽  
New Research

This article revisits four online news business models, first documented in 1997, to discuss current worldwide newspaper website trends and new research data on Australian newspaper websites. The data are from a survey of Australian newspapers and their websites, and show that the Australian experience mirrors international experience in terms of the growth of newspapers online and their lack of profitability. The survey shows that, while there is international evidence that providing news content online reduces offline newspaper subscriptions, a third of the newspapers studied registered circulation increases after setting up their websites. While there is international evidence that generating revenue through online advertising is difficult, for nearly half of the newspapers studied, overall advertising revenue increased after setting up their websites. The survey also found that, while newspaper publishers worldwide continue to rely mainly on the subscription and advertising business models to generate revenue online, there is evidence that Australian newspapers are forming online alliances with other media and non-media businesses to facilitate their online business activities.

scholarly journals Promoting Restaurants Using Social Networks: Still A Lot Of Room For Improvement

2014 ◽  
Vol 13 (7) ◽  
pp. 1613 ◽  
Author(s):  
Jose Vicente Sanchis Verdeguer ◽  
Angel Peiro-Signes ◽  
Maria-del-Val Segarra-Ona
Keyword(s):  
Social Networks ◽  
Customer Loyalty ◽  
Search Engines ◽  
Hospitality Industry ◽  
Business Models ◽  
Target Audience ◽  
Social Shopping ◽  
Online Business ◽  
Key Issues

A growing trend in the hospitality industry is the promotion of products and services on social networks as an effective and economical way to reach a very important population mass with a bidirectional speech.The aim of this paper is to explore the processes used by Spanish restaurants in two ways: 1) adding to the portfolio of services offered and 2) for the recruitment of staff. Business models of social shopping can be divided largely into three categories: 1) social shopping intermediaries, 2) social shopping markets, and 3) social shopping search engines. It is observed that more and more Spanish restaurants use social shopping to attract their target audience, but this is not very long term. Therefore, a change in the Spanish restaurants model is observed as the customer loyalty decreases and the online business increases. Understanding the key issues will be crucial in maintaining the competitiveness of the business of catering in Spain.

scholarly journals Mobile Payment and Mobile Application (App) Behavior for Online Recommendations

2021 ◽  
Vol 33 (6) ◽  
pp. 1-26
Author(s):  
Shu-Hsien Liao ◽  
Chu-Hung Ho
Keyword(s):  
Clustering Analysis ◽  
Mobile Application ◽  
Business Models ◽  
Banking System ◽  
Mobile Payment ◽  
Questionnaire Data ◽  
Continuous Change ◽  
Data Mining Approach ◽  
Online Business ◽  
Additional Demand

A mobile application (App) is an application designed to run on a smartphone, tablet, or other mobile device. With the continuous change of mobile payment applications in smart phones and the support of the banking system, the global mobile payment population is increasing. This study examines the behaviors of Taiwan mobile payment and apps users, a total of 1,176 valid questionnaire data is divided into six sections with 29 items for a database design. This study develops a data mining approach, including clustering analysis and association rules, based on a relational database. Thus, this study shows that mobile payment not only can provide payment service but is also a critical mobile application platform for online business. Finally, we show that as users of mobile payment and apps gain additional demand and consumption ability, online operators can gradually put together mobile payment business models to enable future electronic commerce online recommendations.

User entrepreneur business models in 3D printing

2017 ◽  
Vol 28 (1) ◽  
pp. 75-94 ◽  
Author(s):  
Patrick Holzmann ◽  
Robert J. Breitenecker ◽  
Aqeel A. Soomro ◽  
Erich J. Schwarz
Keyword(s):  
3D Printing ◽  
Business Models ◽  
Multiple Correspondence Analysis ◽  
Qualitative Content Analysis ◽  
Policy Makers ◽  
Content Type ◽  
Online Business ◽  
Model Components ◽  
Potential Customers ◽  
User Entrepreneurs

Purpose 3D printing possesses certain characteristics that are beneficial for user entrepreneurship. The purpose of this paper is to investigate the business models of user entrepreneurs in the 3D printing industry. In addition, various business opportunities in 3D printing open to user entrepreneurs are classified according to their attractiveness. Design/methodology/approach The authors review the literatures on user entrepreneurship and on business models. Data from eight user entrepreneurs in Europe and North America are analyzed, applying qualitative content analysis. Multiple correspondence analysis is used to analyze their respective business models. Findings User entrepreneurs in the 3D printing utilize a number of different business models, which show similarities in particular business model components. User entrepreneurs focus primarily on the combination of low opportunity exploitation cost and a large number of potential customers. Research limitations/implications Online business seems to be beneficial for user entrepreneurship in 3D printing. Policy makers can foster user entrepreneurship by expanding entrepreneurship education and lowering administrative barriers of business foundation. The results of this study are based on a small European and North American sample. Thus, they might not be applicable to other markets. Originality/value This is the first study of user entrepreneur business models in 3D printing and, thus, contributes to the literature on business models and on user entrepreneurship. In view of the novelty of the field, the business models identified in the study could serve as blueprints for prospective user entrepreneurs in 3D printing.

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