Internet Business Models and Strategies : Text and Cases,9780072397246

Internet Business Models and Strategies : Text and Cases

by ;
Edition: 1st
ISBN13: 9780072397246
ISBN10: 0072397241
Format: Paperback
Pub. Date: 2000-08-09
Publisher(s): McGraw Hill College Div
List Price: $71.00

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Summary

Afuah and Tucci's Internet Business Models and Strategies: Text and Cases, 2e draws on research to develop and integrate a framework to help students understand factors that surround a firms performance and the central role that business models play in the face of the Internet. In the first part of the text, Afuah and Tucci explore the concepts on which Internet models rest. The second part offers cases of both Internet firms and Brick and Mortar companies that must formulate and execute successful business models and strategies.

Author Biography

Allan Afuah teaches the core course in strategy to first-year MBA students and an elective in Technology and Innovation Management at the University of Michigan Business School.

Table of Contents

Preface xv
Acknowledgments xxi
PART I The Internet 1(42)
Introduction and Overview
3(8)
Determinants of Performance
3(1)
Business Models
3(2)
Environment
5(1)
Change
5(1)
The Internet
6(1)
Internet Business Models
6(1)
Internet Business Models and Strategies
7(4)
The Internet
7(1)
Components, Linkages, Dynamics, and Evaluation of Business Models
8(1)
The Role of Competitive and Macro Environments
9(1)
Applying the Concepts, Models, and Tools
9(1)
Cases
9(2)
Overview of Internet Technology and Value Network
11(16)
Definition and History
11(1)
What Are the Internet and the World Wide Web?
11(3)
A Brief History of the Internet and the World Wide Web
14(1)
The Internet Value Network
15(12)
Users
17(2)
Communications Services
19(2)
Suppliers
21(6)
Competitive Landscape-Changing Properties of the Internet
27(16)
Properties of the Internet
27(5)
Mediating Technology
27(1)
Universality
28(1)
Network Externalities
28(1)
Distribution Channel
29(1)
Time Moderator
29(1)
Information Asymmetry Shrinker
30(1)
Infinite Virtual Capacity
30(1)
Low Cost Standard
30(1)
Creative Destroyer
31(1)
Transaction-Cost Reducer
31(1)
Impact of the Internet on the 5-Cs
32(1)
Coordination
32(2)
Commerce
34(2)
Community
36(1)
Content
37(1)
Communication
37(1)
Implications for Industries
37(1)
Limitations to Transactions Over the Internet
38(1)
Tacit Knowledge
38(1)
People
39(4)
PART II Components, Linkages, Dynamics, and Evaluation of Business Models 43(78)
Components of a Business Model
45(23)
Internet Business Model
45(1)
A Taxonomy of Business Models
46(2)
Components and Linkages
48(1)
Rationale
48(1)
Customer Value
48(1)
Differentiation
48(3)
Low Cost
51(1)
Scope
51(1)
Price
52(1)
Market Share and Margins Are Critical!
53(1)
It's Growth! It's Revenues
53(1)
Lock-in
53(1)
Types of Pricing and the Influence of the Internet (Dynamic Pricing)
54(1)
Revenue Sources
55(1)
Connected Activities: What Activities and When
56(1)
Which Activities to Perform
56(3)
When to Perform Activities
59(1)
Implementation
59(1)
Structure
59(1)
Systems
60(1)
People
61(1)
Capabilities
62(1)
Resources
62(1)
Competencies
63(1)
Competitive Advantage
63(1)
Sustainability
64(4)
Dynamics and Appraisal of Business Models
68(19)
Three Generic Strategies
69(1)
Block Strategy
69(1)
Run Strategy
70(1)
Team-up Strategy
70(1)
It Takes Complementary Assets Too
70(1)
Complementary Asset Framework
71(1)
Implications for Internet Business Models and Generic Strategies
72(1)
Timing
73(1)
A Technology Life Cycle Model and the Internet
73(2)
Implications for Generic Strategies
75(1)
Incumbents: Bricks-and-Mortar
76(1)
Incentive to Invest: Impact on Existing Products
76(1)
Competence Enhancing or Destroying
77(1)
The Internet: A Disruptive Technology?
77(1)
Adopting the Internet: Separate Entity or a Unit Within?
78(1)
Appraising Business Models
79(1)
Profitability Measures
80(1)
Profitability Predictor Measures
80(1)
Business Model Component Measures
80(3)
Important!
83(4)
Value Configurations and the Internet
87(19)
Value Creation and Organizational Technologies
87(2)
The Value Chain
89(1)
A Manufacturer's Value Chain
90(1)
How Does the Internet Affect the Primary Activities of the Value Chain?
90(3)
The Value Shop
93(1)
Value Creation Logic and Service Provision
93(1)
Primary Activities of the Value Shop
94(1)
How Does the Internet Affect the Primary Activities of the Value Shop?
95(2)
The Value Network
97(1)
Examples of Value Network Businesses
98(1)
Primary Activities of the Value Network
99(1)
How Does the Internet Affect the Primary Activities of the Value Network?
99(2)
Making a Firm's Value Configuration Consistent with Its Activities
101(5)
Valuing and Financing and Internet Start-Up
106(15)
When to Cash Out
106(1)
Over a Firm's Life Cycle
106(1)
Collecting Early
107(1)
The IPO Process
107(1)
Impact of the Internet on the IPO Process
108(1)
Valuation of a Business
108(1)
Cash Flows
108(2)
Price-Earnings (P/E) Ratio
110(1)
Price-Earnings Growth (PEG) Ratio
111(1)
Valuation of Businesses That Are Not Yet Profitable
111(1)
Firm and Industry Proxies
112(1)
Business Models Approach: Earnings and Cash Flow Chain
112(1)
Intellectual Capital: Valuing the Parts
113(1)
Components of Intellectual Capital
114(1)
Financing a Start-Up
115(1)
Internal Sources: Assets and Activity
116(1)
Equity
117(1)
Debt
118(1)
Complementary Assets
118(3)
PART III The Role of Competitive and Macro Environments 121(16)
Competitive and Macro Environments
123(14)
The Environment as Determinant of Firm Performance
124(1)
The Competitive Environment
124(1)
Industry Characteristics and Critical Success Drivers
124(1)
The Internet and Environmental Determinants of Performance
125(1)
Impact of the Internet on Industry Environment
125(2)
The Internet's Multiple Forces
127(1)
A Five Forces Analysis of ISPs
128(1)
An Important Point about Industry Analysis
129(1)
Co-Opetitors and Industry Dynamics
129(1)
Co-opetitors
129(1)
Industry Dynamics and Evolution
130(1)
The Macro Environment
131(1)
Impact on Performance
131(6)
PART IV Applying the Concepts, Models, and Tools 137(40)
The General Manager and the Internet
139(19)
Competitive Advantage and the General Manager
139(1)
Incumbents Versus New Entrants
140(1)
Managing Bricks-and-Mortar Incumbents
140(4)
Managing New Entrants
144(2)
Formulating and Implementing a Strategy
146(1)
Change and the Strategic Management Process
146(1)
Where Is the Firm Now?
146(4)
Where Does the Firm Go Next?
150(1)
How Does the Firm Get There?
150(2)
Implementation
152(1)
Personal Role of the General Manager
153(1)
Champions
154(1)
Sponsors
154(4)
Sample Analysis of an Internet Business Model Case
158(19)
Amazon.com: zShops
158(1)
Amazon.com
159(1)
Amazon's Diversification Strategy
159(4)
zShops
163(1)
e-Commerce Industry
164(1)
Competitors
164(1)
Thereats
164(1)
The zShops Dilemma
165(1)
What Is the zShops New Product Concept and How Do They Add Value to Stakeholders?
165(1)
How the zShops Add Value to Customers
166(1)
How the zShops Add Value to Shop Merchants
167(1)
How the zShops Add Value to Amazon
167(2)
What Value Configuration Activities Should Amazon Be Undertaking?
169(1)
Value Network Components
169(1)
Does Amazon Have Control Over Key Assets?
169(1)
Complementary Asset Framework
169(1)
Are the zShops a Viable Growth Strategy for Amazon?
170(1)
Analysis of Business Model Components
171(2)
Recommendations: Is Amazon Risking Too Much from the Standpoint of Brand Name and Reputation?
173(4)
Appendix 177(6)
PART V Cases 183(162)
Broadcast.com
185(7)
Webvan: Reinventing the Milkman
192(10)
Netscape Communications and the Browser (A) and (B)
202(19)
VerticalNet: The New Face of B2B
221(14)
Red Hat Software and Linux Operating System: Where Do You Want to Go Tomorrow?
235(10)
Beyond Interactive: Internet Advertising and Cash Crunch
245(13)
Hotmail: Free E-Mail for Sale
258(8)
GMBuyPower.com: Dealer Beware
266(12)
iVillage: Innovation among Women's Websites
278(7)
eBay, Inc.: Diversification in the Internet Auction Market
285(10)
Microsoft: Breaking Up Is Hard to Do
295(16)
Sun Microsystems: Jumping for Java
311(11)
Diamond Multimedia and the Rio: David's Innovation in the Face of Goliath
322(11)
Merrill Lynch: Financial Portal Strategy
333(12)
Index 345

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