The Evolution of Comparison-Shopping Agents

2011 ◽  
pp. 24-37
Author(s):  
Yun Wan
Keyword(s):  
Business Models ◽  
Agent Technology ◽  
Comparison Shopping ◽  
Important Link ◽  
Key Events

Comparison-shopping agents became the important link in the B2C ecommerce domain since late 90s. Since its emergence in 1995, the evolution of comparison-shopping agents experienced a few ups and downs. This chapter covers key events and issues of comparison-shopping agent evolution in three intertwined threads: the emergence of representative agents, the evolution of comparison-shopping agent technology, and the evolution of their business models.

Shopping Agent Web Sites

2011 ◽  
pp. 222-231
Author(s):  
Ming Wang
Keyword(s):  
Web Sites ◽  
Internet Marketing ◽  
Agent Technology ◽  
The Internet ◽  
Price Information ◽  
Comparison Shopping ◽  
Online Shoppers ◽  
Software Programs ◽  
The Web

This chapter introduces the shopping agent technology as a new Internet marketing trend. The recent development of shopping agent Web sites has offered online shoppers an excellent comparative shopping environment. Shopping agent Web sites, also called shopping agents or shopping bots, are software programs that search the Internet stores on the Web and find products that meet a buyer’s specifications. Not only do these agent Web sites bring comparative product and price information from individual merchants’ Web sites, but also provide the online merchant ratings to customers. In summary, these agent Web sites take a query, search the Web sites of individual merchants that may have the product sought, bring back the results, and present them in a consolidated and compact format that allows comparison shopping at a glance.

Comparison-Shopping as an Emerging Channel to Increase Web Visibility for SMEs in the United States

2011 ◽  
pp. 214-237
Author(s):  
Yun Wan
Keyword(s):  
United States ◽  
Nash Equilibrium ◽  
Business Models ◽  
The United States ◽  
Dominant Strategy ◽  
Classic Model ◽  
Developed Economies ◽  
Comparison Shopping ◽  
Innovative Model ◽  
Web Visibility

This chapter introduces comparison-shopping as an emerging channel to increase Web visibility for small- and medium-sized enterprises (SME). In Section I, we analyze two business models of comparison-shopping services (CSP): the BargainFinder model and the Pricewatch model. The latter can be further differentiated as Pricewatch-classic model and Pricewatch-innovative model. Through data collected from 60 CSPs, we found Pricewatch-classic model is dominant for the time being, Pricewatch-innovative model is picking up, and the BargainFinder model is only viable in niche market. In Section II, we examined the feasibility of using comparison-shopping to increase Web visibility for SMEs. We demonstrated that comparison-shopping can increase the welfare of consumers, participating in comparison-shopping is a Nash equilibrium dominant strategy for SMEs, and comparison-shopping has the disintermediary effect on underdeveloped economies and polarizing effect on developed economies. Overall, this chapter provides a comprehensive introduction of comparison-shopping and its potential for increasing Web visibility for SMEs.

scholarly journals Understanding the Internet Pitchfork Mob: Internal Revolutionary Activity in Self-Regulated Online Communities

2020 ◽  
Author(s):  
CO McRae ◽  
Jean-Gregoire Bernard ◽  
Jocelyn Cranefield
Keyword(s):  
Social Movements ◽  
Online Communities ◽  
Online Community ◽  
Business Models ◽  
The Internet ◽  
Voluntary Contributions ◽  
Digital Activism ◽  
Preliminary Model ◽  
Key Events ◽  
Value Relations

© 2016 University of Wollongong, Faculty of Business. All rights reserved. Research into organised online protest typically focuses on how digital activism empowers social movements. But what if an online community is rebelling against its platform owners? This study seeks to identify the trajectory of internally focused revolutionary activity in self-regulated online communities. Based on an analysis of three cases (Reddit, 2015; Mozilla, 2014, and Skyrim, 2015) it identifies six stages of revolution: incident, reaction, mobilization, action, negotiation, and a return to ‘normality’ with a new power equilibrium. For each stage, key events, relations between the community and platform managers, and the ways in which power is enacted through online means, are identified. This preliminary model for online community revolution offers potential for further work that has diagnostic, predictive and ameliorative value. Relations with online communities are of significant value in an era in which many platform-related business models are reliant on voluntary contributions of self-regulating online communities.

scholarly journals Understanding the Internet Pitchfork Mob: Internal Revolutionary Activity in Self-Regulated Online Communities

2020 ◽  
Author(s):  
CO McRae ◽  
Jean-Gregoire Bernard ◽  
Jocelyn Cranefield
Keyword(s):  
Social Movements ◽  
Online Communities ◽  
Online Community ◽  
Business Models ◽  
The Internet ◽  
Voluntary Contributions ◽  
Digital Activism ◽  
Preliminary Model ◽  
Key Events ◽  
Value Relations

© 2016 University of Wollongong, Faculty of Business. All rights reserved. Research into organised online protest typically focuses on how digital activism empowers social movements. But what if an online community is rebelling against its platform owners? This study seeks to identify the trajectory of internally focused revolutionary activity in self-regulated online communities. Based on an analysis of three cases (Reddit, 2015; Mozilla, 2014, and Skyrim, 2015) it identifies six stages of revolution: incident, reaction, mobilization, action, negotiation, and a return to ‘normality’ with a new power equilibrium. For each stage, key events, relations between the community and platform managers, and the ways in which power is enacted through online means, are identified. This preliminary model for online community revolution offers potential for further work that has diagnostic, predictive and ameliorative value. Relations with online communities are of significant value in an era in which many platform-related business models are reliant on voluntary contributions of self-regulating online communities.

Comparison Shopping

2012 ◽  
Vol 43 (12) ◽  
pp. 10
Author(s):  
ALAN ROCKOFF
Keyword(s):  
Comparison Shopping

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

Pelatihan Business Plan pada UMKM di Desa Koto Rendah Kecamatan Siulak Kabupaten Kerinci

2020 ◽  
Vol 2 (3) ◽  
pp. 129-132
Author(s):  
Musnaini Musnaini ◽  
Besse Wediawati ◽  
Zulfina Adriani ◽  
Rts Ratnawati ◽  
Dessy Elliyana
Keyword(s):  
Business Models ◽  
Joint Venture ◽  
Business Plan ◽  
Agricultural Products ◽  
Knowledge And Skills ◽  
Business Plans ◽  
Medium Enterprises

Usaha Mikro Kecil Menengah (UMKM) yang berada di Desa Koto rendah, Kecamatan Siulak, Kabupaten Kerinci adalah bentuk Kelompok Usaha Bersama (KUBE) dari ibu-ibu rumah tangga yang mempunyai usaha bisnis dalam kuliner, pembibitan, pengolahan hasil pertanian dan perkebunan sekitar yang mereka miliki maupun penduduk setempat. Kegiatan pengabdian ini adalah untuk meningkatkan pengetahuan dan keterampilan mengenai kemampuan untuk melakukan perencanaan bisnis (Business Plan). Selain itu, untuk memberikan peningkatan keterampilan dalam merencanakan bisnis menggunakan bisnis model. Metode yang akan digunakan untuk mencapai tujuan tersebut adalah dengan pelatihan dan pendampingan membuat rencana bisnis dalam lembar kerja bisnis model canvas.Kata Kunci : UMKM, KUBE Business PlanABSTRACTSmall and Medium Enterprises (MSMEs) located in Koto low Village, Siulak Sub-District, Kerinci Regency is a form of Joint Venture Group (KUBE) of housewives who have business ventures in culinary, nursery, processing of agricultural products and plantations. This devotional activity is to improve knowledge and skills regarding the ability to making a Business Plan. In addition, to provide improved skills in businesses plan using business models. The method that will be used to achieve that goal is by training and mentoring business plans in canvas model business worksheets.Kata Kunci : UMKM, KUBE Business Plan

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

Sign in / Sign up

Export Citation Format

Share Document