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



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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.


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