Business model

About: Business model is a research topic. Over the lifetime, 31509 publications have been published within this topic receiving 599504 citations.

Introduction to E-Commerce

Abstract: Introduction to E-Commerce, 2/e, by Rayport and Jaworksi, can be used as the principles book for e-commerce. Much like there is a “Principles of Marketing” that is intended to be the first course in marketing, The text covers the entire landscape of e-commerce. The key message is that faculty who want to teach an introductory class on e-commerce and focus on the “strategy” parts of e-commerce first and technology second, should adopt this book. Faculty who teach marketing, management, strategy and entrepreneurship as the “core” discipline prefer this book over “technology-oriented” e-commerce books. Introduction to e-Commerce gives present and future practitioners of e-Commerce a solid foundation in all aspects of conducting business in the networked economy. The text focus is on what a manager needs to know about Internet infrastructure, strategy formulation and implementation, technology concepts, public policy issues, and capital infrastructure in order to make effective business decisions. This is presented in a framework for the study and practice of e-Commerce with business strategy at the core surrounded by four infrastructures; the technology infrastructure that underlies the Internet, the media infrastructure that provides the content for businesses, public policy regulations that provide both opportunities and constraints, and the capital infrastructure that provides the money and capital to run the businesses. Within this framework, the authors provide a deep exploration of core concepts of online strategy and associated enablers enriched by a wide variety of examples, case studies, and explanations culled directly from practice. Table of contents 1 A Framework for E-Commerce Part I: The Basic Technology of the Internet and the Web 2 Basic Technology of the Web and E-Commerce Businesses Part II: Strategy Formulation for New Economy Firms 3 Framing Market Opportunity 4 Business Models 5 Customer Interface 6 Market Communications and Branding 7 Strategy Implementation 8 Metrics Part III: Technology Infrastructure 9 Website Development Process 10 Website Architecture Part IV: Capital Infrastructure 11 Human and Financial Capital Part V: Media Infrastructure 12 Media Convergence Part VI: Public Policy and Structure 13 Public Policy: Regulation

Maximizing the Triple Bottom Line Through Spiritual Leadership

Abstract: O ne of the greatest challenges facing leaders today is the need to develop new business models that accentuate ethical leadership, employee well-being, sustainability and social responsibility without sacrificing profitability, revenue growth, and other indicators of financial performance. This article seeks to address top managers’ need to simultaneously maximize the so-called triple bottom line, or ‘‘People, Planet, Profit.’’ In doing so, we draw from the emerging fields of workplace spirituality, spiritual leadership, and conscious capitalism. Research conducted with Interstate Battery System of America, Inc. (Interstate Batteries) is offered as a case study of a company that may serve as a role model for spiritual leadership. We also present a general process for maximizing the triple bottom line through the development of the motivation and leadership required to simultaneously optimize employee wellbeing, social responsibility, organizational commitment, and financial performance. Enron Corp., Adelphia Communications Corp., Arthur Andersen, Tyco International and WorldCom Inc. are but some of the many scandals that have cast a chilling pall over the way business is conducted. These companies have given people the perception that corporations are amoral, corrupt, and lack both ethical leadership and a sense of social responsibility. Michael Douglas’ Oscar winning performance in Wall Street claiming that ‘‘greed is good’’ still appears to be the mantra of most businesses big and small. However, there are companies, such as SAS Institute, Google, Shell Oil Co., NEC Corp., and Procter & Gamble Co., that have committed themselves to a course of developing business models that accentuate ethical leadership, employee well-being, sustainability and social responsibility. These companies believe this can be done without sacrificing profitability, revenue growth, and other areas of financial and performance excellence. In effect, they are experimenting with new business models and adopting sustainable business strategies that have a positive economic, social, and environmental impact, often referred to as the triple bottom line.