Business Models of Transportation Electronic Marketplaces: An Empirical Survey
12 May 2004-Vol. 42, Iss: 1, pp 77-92
TL;DR: In this article, a reference framework encompassing several descriptive dimensions of the business models for transportation electronic marketplaces has been applied to a sample of marketplaces and the results of the analysis bring to evidence some common features of the examined marketplaces which are likely to positively affect their capability to survive in the current period of fierce competition and consolidation.
Abstract: Despite their relatively short history, transportation electronic marketplaces are already undergoing a difficult period of consolidation, which has forced many to cease operations or merge with other industry players. The high rates of failure experienced by most of these new web-based intermediaries justify interest in their future viability. This paper is part of an ongoing research concerning the strategic choices and the competitive positioning of transportation electronic marketplaces and it is aimed at providing a first insight into the characteristics of the business models of these intermediaries and their potential relevance for viability in the long term. Via an extensive literature review, the paper identifies a reference framework encompassing several descriptive dimensions of the business models for transportation electronic marketplaces. This frame has been applied to a sample of marketplaces. The results of the analysis bring to evidence some common features of the business models of examined marketplaces which are likely to positively affect their capability to survive in the current period of fierce competition and consolidation.
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TL;DR: In this article, the authors explore the theoretical foundations of value creation in e-business by examining how 59 American and European e-Businesses that have recently become publicly traded corporations create value.
Abstract: We explore the theoretical foundations of value creation in e-business by examining how 59 American and European e-businesses that have recently become publicly traded corporations create value. We observe that in e-business new value can be created by the ways in which transactions are enabled. Grounded in the rich data obtained from case study analyses and in the received theory in entrepreneurship and strategic management, we develop a model of the sources of value creation. The model suggests that the value creation potential of e-businesses hinges on four interdependent dimensions, namely: efficiency, complementarities, lock-in, and novelty. Our findings suggest that no single entrepreneurship or strategic management theory can fully explain the value creation potential of e-business. Rather, an integration of the received theoretical perspectives on value creation is needed. To enable such an integration, we offer the business model construct as a unit of analysis for future research on value creation in e-business. A business model depicts the design of transaction content, structure, and governance so as to create value through the exploitation of business opportunities. We propose that a firm's business model is an important locus of innovation and a crucial source of value creation for the firm and its suppliers, partners, and customers. Copyright © 2001 John Wiley & Sons, Ltd.
5,082 citations
Journal Article•
TL;DR: This article provides a blueprint of the e-hub arena by looking at the two dimensions of purchasing: what businesses buy and how they buy--through systematic sourcing or spot sourcing and how e-hubs create value--through aggregation and matching.
Abstract: Electronic hubs--Internet-based intermediaries that host electronic marketplaces and mediate transactions among businesses--are generating a lot of interest. Companies like Ariba, Chemdex, and Commerce One have already attained breathtaking stock market capitalizations. Venture capitalists are pouring money into more business-to-business start-ups. Even industrial stalwarts like GM and Ford are making plans to set up their own Web markets. As new entrants with new business models pour into the business-to-business space, it's increasingly difficult to make sense of the landscape. This article provides a blueprint of the e-hub arena. The authors start by looking at the two dimensions of purchasing: what businesses buy--manufacturing inputs or operating inputs--and how they buy--through systematic sourcing or spot sourcing. They classify B2B e-hubs into four categories: MRO hubs, yield managers, exchanges, and catalog hubs, and they discuss each type in detail. Drilling deeper into this B2B matrix, the authors look at how e-hubs create value--through aggregation and matching--and explain when each mechanism works best. They also examine the biases of e-hubs. Although many e-hubs are neutral--they're operated by independent third parties--some favor the buyers or sellers. The authors explain the differences and discuss the pros and cons of each position. The B2B marketplace is changing rapidly. This framework helps buyers, sellers, and market makers navigate the landscape by explaining what the different hubs do and how they add the most value.
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TL;DR: The paper at hand examines, based on a critical literature review, the actual EM discussion and calls for more supply chain management research within this field.
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TL;DR: The Temple Framework as mentioned in this paper is a theoretical framework for e-marketplaces, which is used in gatetrade.net, an e-commerce platform founded by influential Danish companies with a European and international presence.
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TL;DR: In this paper, the authors report on a longitudinal study of eight industries which found that only 43% of independent B2B exchanges survived in the two years following Spring 2000, and suggest that the prospective winners in digital markets will be found in three camps: adaptive survivors who find a protected niche by retooling their strategy for reformed markets; acquisitive incumbents who acquire the assets of pure-play companies at steep discounts; and pure play start-ups that capitalize on their early mover advantages in breakthrough markets.
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