E-commerce 2021-2022: Business. Technology. Society., Ebook, Global Edition

TABLE 2.5 E-COMMERCE ENABLERS

INFRASTRUCTURE	PLAYERS
Hardware: Web Servers	HP • Dell • Lenovo
Software: Web Server Software	Microsoft • IBM/Red Hat • Oracle
Cloud Providers	Amazon Web Services • Microsoft Azure • IBM Cloud • Google Cloud Platform
Hosting Services	Liquid Web • WebIntellects • 1&1 Ionos • HostGator • Hostway
Domain Name Registration	GoDaddy • Network Solutions • Dotster
Content Delivery Networks	Akamai • Limelight Networks • Amazon CloudFront
Site Design	Weebly • Wix • Squarespace • Jimdo
Small/Medium Enterprise E-commerce	Shopify • BigCommerce • YoKart
Platforms
Enterprise E-commerce Platforms	Magento (Adobe) • IBM • Oracle • Salesforce • SAP • Intershop
M-commerce Hardware Platforms	Apple • Samsung • LG
M-commerce Software Platforms	Mobify • PredictSpring • Usablenet • GPShopper (Synchrony Financial)
Streaming, Rich Media, Online Video	Adobe • Apple • Webcollage
Security and Encryption	VeriSign • Check Point • GeoTrust • Entrust Datacard • Thawte
Payment Systems	PayPal • Authorize.net • Square • Cybersource
Web Performance Management	Neustar • SmartBear • Dynatrace • Solarwinds
Comparison Engine Feeds/Marketplace	ChannelAdvisor • CommerceHub • Tinuiti
Management
Customer Relationship Management	Oracle • SAP • Salesforce • Microsoft Dynamics 365
Order Management	Blue Yonder • Jagged Peak • Monsoon
Fulfillment	Blue Yonder • Jagged Peak • CommerceHub
Social Marketing	Buffer • HootSuite • SocialFlow
Search Engine Marketing	iProspect • ChannelAdvisor • Merkle
E-mail Marketing	Constant Contact • Cheetah Digital • Bronto Software • MailChimp
Affiliate Marketing	CJ Affiliate • Rakuten LinkShare
Customer Reviews and Forums	Bazaarvoice • PowerReviews • BizRate
Live Chat/Click-to-Call	LivePerson • Bold360 • Oracle
Web Analytics	Google Analytics • Adobe Analytics • IBM Digital Analytics • Webtrends

1. 
   MAJOR BUSINESS-TO-CONSUMER (B2C)
   

BUSINESS MODELS
Business-to-consumer (B2C) e-commerce, in which online businesses seek to reach indi­vidual consumers, is the most well-known and familiar type of e-commerce. Table 2.6 illustrates the major business models utilized in the B2C arena.
E-TAILER
Online retail stores, often called e-tailers, come in all sizes, from giant Amazon to tiny local stores. E-tailers are similar to the typical bricks-and-mortar storefront, except that customers only have to connect to the Internet or use their smartphone to place an order. Some e-tailers, which are referred to as “bricks-and-clicks,” are subsidiaries or divisions of existing physical stores and carry the same products. Walmart, Tesco, H&M, and Zara are examples of companies with complementary online stores. Others, however, operate only in the virtual world, without any ties to physical locations. Ama­zon, Wayfair, and Farfetch are examples of this type of e-tailer. Several other variations of e-tailers—such as online versions of direct mail catalogs, online malls, and manufacturer-direct online sales—also exist.
The market opportunity for e-tailers is very large, and even more so in the wake of the Covid-19 pandemic. Every Internet and smartphone user is a potential customer. Customers who feel time-starved are even better prospects, because they want shopping solutions that will eliminate the need to drive to the mall or store (Bellman, Lohse, and Johnson, 1999). The e-tail revenue model is product-based, with customers paying for the purchase of a particular item.
This sector, however, is extremely competitive. Because barriers to entry (the total cost of entering a new marketplace) into the e-tail market are low, tens of thousands of small e-tail shops have sprung up. Becoming profitable and surviving is very difficult, however, for e-tailers with no prior brand name or experience. The e-tailer’s challenge is differentiating its business from existing competitors.
Companies that try to reach every online consumer are likely to deplete their resources quickly. Those that develop a niche strategy, clearly identifying their target market and its needs, are best prepared to make a profit. Keeping expenses low, selection broad, and inventory controlled is key to success in e-tailing, with inventory being the most difficult to gauge. Online retail is covered in more depth in Chapter 9.
COMMUNITY PROVIDER
Although community providers are not a new phenomenon, the Internet has made such sites for like-minded individuals to meet and converse much easier, without the limita­tions of geography and time to hinder participation. Community providers create an online environment where people with similar interests can transact (buy and sell goods); share interests, photos, videos; communicate with like-minded people; receive interest-related information; and even play out fantasies by adopting online personali­ties called avatars. Facebook, LinkedIn, Twitter, and Pinterest, and hundreds of other smaller, niche social networks all offer users community-building tools and services.