Futuríveis
terça-feira, julho 26, 2005
After ten years, what has been learnt about succeeding as an e-business?
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All successful online sites have had to reinvent themselves continually, points out Andrew McAfee of Harvard Business School. Only that way have they been able to evade predatory newcomers. “The only survivors,” he says, “are the ones whose managers are able to move on.” Mr Murphy says he has “an open mind about the future”—not the sort of strategic planning that traditional boards like to hear.
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Raffi Amit of the Wharton School and Christoph Zott of Insead argue in a recent paper that the internet opened up “opportunities to be very creative in the design of the business model”. In e-commerce, they say, most value is created by business models—the way in which firms conduct their affairs with suppliers and partners, as well as customers—rather than (as is largely the case in the offline world) the products or services themselves. That may be why e-businesses have not replaced as many offline firms as was first predicted.
Two features of this new business environment have been surprisingly helpful in creating value: the sheer variety of products and services that can be offered online; and the extent to which online communities help each other for free.
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What might drive the next round of e-commerce business models? Mr Brynjolfsson says that two new technologies are already throwing up opportunities: mobile access to the internet and RFID tags, which enable the non-stop monitoring of the whereabouts of goods. Wharton's Mr Amit says that the old-fashioned offline world was one where producers said to customers: “I've made this; buy it from me at this price.” In the online world, customers are saying, “I want this; sell it to me at this price.” That is why these internet birthdays really are worth celebrating.
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Economist.com | Articles by Subject | Internet businesses
All successful online sites have had to reinvent themselves continually, points out Andrew McAfee of Harvard Business School. Only that way have they been able to evade predatory newcomers. “The only survivors,” he says, “are the ones whose managers are able to move on.” Mr Murphy says he has “an open mind about the future”—not the sort of strategic planning that traditional boards like to hear.
...
Raffi Amit of the Wharton School and Christoph Zott of Insead argue in a recent paper that the internet opened up “opportunities to be very creative in the design of the business model”. In e-commerce, they say, most value is created by business models—the way in which firms conduct their affairs with suppliers and partners, as well as customers—rather than (as is largely the case in the offline world) the products or services themselves. That may be why e-businesses have not replaced as many offline firms as was first predicted.
Two features of this new business environment have been surprisingly helpful in creating value: the sheer variety of products and services that can be offered online; and the extent to which online communities help each other for free.
...
What might drive the next round of e-commerce business models? Mr Brynjolfsson says that two new technologies are already throwing up opportunities: mobile access to the internet and RFID tags, which enable the non-stop monitoring of the whereabouts of goods. Wharton's Mr Amit says that the old-fashioned offline world was one where producers said to customers: “I've made this; buy it from me at this price.” In the online world, customers are saying, “I want this; sell it to me at this price.” That is why these internet birthdays really are worth celebrating.
...
Economist.com | Articles by Subject | Internet businesses
posted by CMT, 5:16 da tarde
