Viable business models for M-commerce: The key components
As mobile applications increase in popularity, the issue of how to build viable business models for the m-commerce industry is becoming a clear priority for both organizations and researchers. In order to address this issue, this chapter reports on five mini cases used as a guideline, and applies th...
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- Tipo de recurso:
- Fecha de publicación:
- 2011
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- Universidad Tecnológica de Bolívar
- Repositorio:
- Repositorio Institucional UTB
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- eng
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Viable business models for M-commerce: The key components |
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Viable business models for M-commerce: The key components |
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Viable business models for M-commerce: The key components |
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Viable business models for M-commerce: The key components |
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Viable business models for M-commerce: The key components |
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As mobile applications increase in popularity, the issue of how to build viable business models for the m-commerce industry is becoming a clear priority for both organizations and researchers. In order to address this issue, this chapter reports on five mini cases used as a guideline, and applies the theoretical business model from Chesbrough and Rosenbloom (2002) to each of them to find out the most important components of viable business models for their m-commerce applications. The study then uses cross cases analysis as a research tool to compare and contrast each of the mini cases and to find out how the different organizations fit within the researched theoretical business model. Finally, this chapter confirms that there are 7 important components of viable business models for m-commerce which are: value proposition, market segment, value chain, profit potential, value network, competitive strategy and firm capabilities. This study also highlights the fact that the public visibility of these 7 components is uneven. Some components such as value proposition, value chain, value network and firm's capabilities are more likely to be presented in public by organizations. However, aspects such as cost structure and profit potential, market segment and competitive strategy are more likely to be hidden from the public due to their commercial sensitivity. © 2011, IGI Global. |
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2011 |
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2020-03-26T16:32:57Z |
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Handbook of Research on Mobility and Computing: Evolving Technologies and Ubiquitous Impacts; pp. 837-852 |
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9781609600426 |
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10.4018/978-1-60960-042-6.ch052 |
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Universidad Tecnológica de Bolívar |
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2020-03-26T16:32:57Z2020-03-26T16:32:57Z2011Handbook of Research on Mobility and Computing: Evolving Technologies and Ubiquitous Impacts; pp. 837-8529781609600426https://hdl.handle.net/20.500.12585/910510.4018/978-1-60960-042-6.ch052Universidad Tecnológica de BolívarRepositorio UTB561114040007401653270As mobile applications increase in popularity, the issue of how to build viable business models for the m-commerce industry is becoming a clear priority for both organizations and researchers. In order to address this issue, this chapter reports on five mini cases used as a guideline, and applies the theoretical business model from Chesbrough and Rosenbloom (2002) to each of them to find out the most important components of viable business models for their m-commerce applications. The study then uses cross cases analysis as a research tool to compare and contrast each of the mini cases and to find out how the different organizations fit within the researched theoretical business model. Finally, this chapter confirms that there are 7 important components of viable business models for m-commerce which are: value proposition, market segment, value chain, profit potential, value network, competitive strategy and firm capabilities. This study also highlights the fact that the public visibility of these 7 components is uneven. Some components such as value proposition, value chain, value network and firm's capabilities are more likely to be presented in public by organizations. However, aspects such as cost structure and profit potential, market segment and competitive strategy are more likely to be hidden from the public due to their commercial sensitivity. © 2011, IGI Global.Recurso electrónicoapplication/pdfengIGI Globalhttp://creativecommons.org/licenses/by-nc-nd/4.0/info:eu-repo/semantics/restrictedAccessAtribución-NoComercial 4.0 Internacionalhttp://purl.org/coar/access_right/c_16echttps://www.scopus.com/inward/record.uri?eid=2-s2.0-84898328924&doi=10.4018%2f978-1-60960-042-6.ch052&partnerID=40&md5=3903ea440e84c4aaf1f6c3b28937f2d3Viable business models for M-commerce: The key componentsinfo:eu-repo/semantics/bookPartinfo:eu-repo/semantics/publishedVersionCapítulo de Librohttp://purl.org/coar/version/c_970fb48d4fbd8a85http://purl.org/coar/resource_type/c_3248Gan J.Gutiérrez J.A.Alliance, T., (2009) M-Billing Case Study Telecom Mobile Phone Recharge, , http://telealliance-mcom.com/case-studies/Mobile_Commerce_Telecom_Case_Study.pdf, Retrieved April 4, 2009, from(2009) Amazon TextBuyIt-Frequently Asked Questions, , https://payments.amazon.com/sdui/sdui/productsServices?sn=textbuyit/faq, Amazon.com, Retrieved April 6, 2009, fromAmit, R., Zott, C., Value creation in ebusiness (2001) Strategic Management Journal, 22 (6-7), pp. 493-520. , doi:10.1002/smj.187Aziz, S.A., Fitzsimmons, J., Douglas, E., (2008) Clarifying the Business Model Construct, , http://eprints.qut.edu.au/15291/1/AGSE_2008_-_Aziz.pdf, Retrieved March 23, 2009, fromChesbrough, H., Rosenbloom, R.S., The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spinoff Companies, , http://www.hbs.edu/research/facpubs/workingpapers/papers2/0001/01-002.pdf, Retrieved March 23, 2009, from(2008) CinemaNow Mobile: Send Movies from Your Phone to Your PC, , http://www.cinemanow.com/devicesmobile.aspx, CinemaNow, Retrieved May 13, 2009, fromDubosson-Torbay, M., Osterwalder, A., Pigneur, Y., E-business model design, classification, and measurements (2002) Thunderbird International Business Review, 44 (1), pp. 5-23. , doi:10.1002/tie.1036(2008) Amazon Aims to Light M-Commerce Fire with TextBuyIt, , http://www.ecommercetimes.com/story/62417.html, E-Commerce Times, Retrieved April 5, 2009, from(2008) CinemaNow: The Phone is the Box Office, Not the Theater, , http://www.ecommercetimes.com/story/62796.html, E-Commerce Times, Retrieved April 5, 2009, from(2008) Visa to Turn Android, Nokia Phones into Credit Cards, , http://www.ecommercetimes.com/story/64635.html, E-Commerce Times, Retrieved April 5, 2009, from(2009) Yahoo Launches New Mobile Uber-App, , http://www.ecommercetimes.com/story/66698.html, E-Commerce Times, Retrieved April 5, 2009, fromHamel, G., (2000) Leading the Revolution, , Boston, Harvard Business School PressHedman, J.J., Kalling, T.T., The business model concept: Theoretical underpinnings and empirical illustrations (2003) European Journal of Information Systems, 12 (1), pp. 49-59. , doi:10.1057/palgrave.ejis.3000446Hoque, F., (2002) The Alignment Effect: How to Get Real Business Value Out of Technology, , Upper Saddle River, NJ, Financial Time/Prentice Hall(2009) What is a Value Chain-longer Definition, , http://www.valuechains.org/valuechain/definition.html, Iowa State University, Retrieved May 14, 2009, fromKarrberg, P., (2008) Negotiating with Mobility: The Price to Pay for Actors in Event Ticketing, , GMR 2008 7th Global Mobility Roundtable, 23-25 Nov 2008 Auckland, New ZealandKim, W.C., Mauborgne, R.E., Knowing a winning business idea when you see one (2000) Harvard Business Review, 78 (5), pp. 129-138Magretta, J., Why business models matter (2002) Harvard Business Review, 80 (5), pp. 86-92Moen, S., (2006) A Viable Business Model for ""DEM-DISC"", , https://doc.telin.nl/dsweb/Get/Document-70490/, Retrieved March 18, 2009, fromMorris, M., Schindehutte, M., Allen, J., The entrepreneur's business model: Toward a unified perspective (2005) Journal of Business Research (Special Section: The Nonprofit Marketing Landscape), 58 (6), pp. 726-735Myers, M.D., (2009) Qualitative Research in Business & Management, , Sage PublicationPateli, A.G., Giaglis, G.M., (2003) A Framework for Understanding and Analysing EBusiness Models, , http://www.bledconference.org/proceedings.nsf/0/4c84233423603ad0c1256ea1002d1a29/$FILE/25Pateli.pdf, Retrieved March 18, 2009, fromQuick, M.B.A., (2007) The Business Model, , http://www.quickmba.com/entre/business-model/, Retrieved March 22, 2009, fromSeppanen, M., Makinen, S., (2009) Concepts of Business Model: A Review and Consequences to R & D /technology Management, , http://www.im.tut.fi/cmc/pdf/SeppanenMakinen-ConceptsOfBusinessModelAReviewAndConsequences.pdf, Retrieved March 19, 2009, fromSharma, R., Arroyo, M.M., Tan, M., Sangwan, S., (2008) A Business Network Model for Delivering Online Content and Services on Mobile Platforms, , GMR 2008 7th Global Mobility Roundtable, 23-25 Nov 2008 Auckland, New ZealandSharp, 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Workflow Modeling: Tools for Process Improvement and Application Development, 2001, pp. 53-69Slyke, C.V., Belanger, F., (2003) E-BUSINESS TECHNOLOGIES Supporting the Net-Enhanced Organization, , New York: John Wiley & Sons, Inc(2009) MTopup: Which Banks Have MTopup?, , http://www.telecom.co.nz/content/0,8748,204012-202348,00.html, Telecom, Retrieved April 19, 2009, fromTimmers, P., Business models for electronic markets (1998) Electronic Markets, 8 (2), pp. 3-8. , doi:10.1080/10196789800000016Ulhoi, J., Jorgensen, F., (2008) M-commerce Exploitation: A SME Business Model Perspective, , GMR 2008 7th Global Mobility Roundtable, 23-25 Nov 2008 Auckland, New ZealandVorst, J.G.A.J.V.D., Dongen, S.V., Nouguier, S., Hilhorst, R., E-business initiatives in food supply chains definition and typology of electronic business models (2002) International Journal of Logistics, 5 (2), pp. 119-138. , doi:10.1080/13675560210148641(2009) Business Process Modeling, , http://en.wikipedia.org/wiki/Business_process_modeling, Wikipedia, Retrieved March 22, 2009, from(2009) Mobile Commerce, , http://en.wikipedia.org/wiki/Mobile_commerce, Wikipedia, Retrieved March 15, 2009, from(2009) Value Chain, , http://en.wikipedia.org/wiki/Value_chain, Wikipedia, Retrieved May 14, 2009, fromYin, R.K., (2003) Case Study Research: Design and Methods, , Sage Publication, Inchttp://purl.org/coar/resource_type/c_3248THUMBNAILMiniProdInv.pngMiniProdInv.pngimage/png23941https://repositorio.utb.edu.co/bitstream/20.500.12585/9105/1/MiniProdInv.png0cb0f101a8d16897fb46fc914d3d7043MD5120.500.12585/9105oai:repositorio.utb.edu.co:20.500.12585/91052021-02-02 15:28:44.527Repositorio Institucional UTBrepositorioutb@utb.edu.co |