Kurzbeschreibung
Due to the enormous analyst projections on worldwide B2B e-commerce, and additionally forced by the low barriers to entry, races to implement e-marketplaces have started since everyone was keen to get a share out of this large opportunity. However, as the recent e-marketplace shake-out demonstrated, many e-market makers have often concentrated on Internet Technology, forgetting that once it comes down to its base, e-business is not about bytes, but still about pure business. Often, the first-movers business models grounded on great ideas, but were not sustainable. e-Marketplaces base on complex business models that present key strategic issues which must be addressed prior to the creation and implementation of any technology infrastructure. With the help of the 10 Strategic Design Considerations Guideline for the creation of a B2B e-marketplace business model, firms that are considering becoming e-market makers, and firms interested in participating in an e-marketplace as buyer, seller or service provider should be able to formulate a complete e-market strategy for an e-marketplace initiative. A solid strategic design is critical to attracting members, to create interest and achieve momentum that will encourage others to join an e-marketplace. As only a few e-marketplaces are expected to survive in each industry, those design choices that are made to address industry problems or to otherwise create a high value-add as well as their excellent execution will make or break an e-marketplace. A model that will succeed will utilize the e-marketplace platform as a mechanism to provide higher levels of integration and solutions that make industry processes become more efficient. Those collaborations give the exchange more relevant context, community attributes, and value and constitute the "stickiness" for B2B sites as opposed to convenient dating services or simple order matching tools which exchanges that lack these collaborations will end up running. From today's point of view, most probably only a few Business Models will survive the B2B Internet battle. For the majority of the B2B market, the following business models will prove to be successful: Few vertical e-trading exchanges will form the main players in the B2B market, because their participants will integrate their systems with the aim to establish one strategic interface and have access to other key services through the e-market's connection to third-party marketplaces. Horizontal e-marketplaces are starting to face an expanded shake-out. Only the fittest will survive, presenting a broad offer and execute efficiently. Industry leaders will partner specialized business services are for example financial settlement, fulfillment and delivery services offered by logistic e-marketplaces, and Business Intelligence services. This enables enterprises to outsource some services and reduces cost. Some e-marketplaces with special know-how or expertise that position themselves intelligently, providing value-adds which would imply inconvenience for the big players to set up, will be on the winner's side. Those niche players can successfully partner with verticals, covering the weak spots of the latter on highly specialized products or services. The consolidation of the e-marketplaces will go on, since fewer, larger e-marketplaces will be required to realize significant value.
Der Verlag über das Buch
Bei dieser Studie handelt es sich um eine Diplomarbeit die am 07.02.2001 erfolgreich an einer Fachhochschule in DEUTSCHLAND im Fachbereich Unternehmensführung eingereicht wurde.
-- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
