Growth strategies for young e-ventures through structured collaboration

Volkmann, Christine; Tokarski, Kim Oliver

doi:10.1504/ijstm.2006.008187

Cited by 12 publications

(7 citation statements)

References 11 publications

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“…Such a network can be utilised by an e-entrepreneur to balance its deficits in terms of market access and high customer acquisition costs (Baum et al, 2000). In return, e-entrepreneurs possess online distribution channels that are often based on existing partner networks (Volkmann and Tokarski, 2006).…”

Section: Endogenous Factors: Resource-based Viewmentioning

confidence: 99%

“…By nature, e-entrepreneurs can be expected to develop such capabilities more easily, as many business models in the Net Economy are explicitly built on collaboration (Volkmann and Tokarski, 2006). Also, ventures tend to have a higher learning and innovation capability than mature firms.…”

Section: Endogenous Factors: Resource-based Viewmentioning

confidence: 99%

“…In general, channels differ regarding their functional suitability for communication, distribution and customer service purposes. However, cooperation affects not only the corresponding presales, sales and after-sales phases of the customer life cycle, but also the product offer itself (Kollmann, 2006;Volkmann and Tokarski, 2006). Consequently, a classification based on the resulting benefits needs to include whether current offers are improved or new offers created.…”

Section: Cooperation Formsmentioning

confidence: 99%

“…The wide, open and cost-effective infrastructure of the internet allows a simple, fast exchange of data and thus a synchronisation of business processes over large distances. Particularly for e-entrepreneurs introducing new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Volkmann and Tokarski, 2006;Kollmann, 2006;Kollmann and Häsel, 2007). Also for SMEs operating in the Real Economy, cooperation has been of increasing significance in the past years.…”

Section: Introductionmentioning

confidence: 99%

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Cross-channel cooperation: on the collaborative integration of online and offline business models of e-entrepreneurs and traditional SMEs

Kollmann

Häsel

2008

IJESB

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Abstract:Owing to the rapid growth of the internet, the corresponding Net Economy has evolved into an established trade level. It is characterised by numerous entrepreneurial firms equipped with innovative online business models. Also, traditional firms increasingly utilise the internet in order to optimise business processes and reach customer segments. Technological advances and changes in customer behaviour imply that the physical and the electronic trade levels are increasingly used complementarily. In order to be successful on both trade levels, Real and Net Economy firms inevitably need to approach each other. In this article, we argue that for e-entrepreneurs and traditional SMEs, collaborative concepts represent an ideal way of meeting the resulting requirements. Cross-channel cooperation enables firms to integrate online and offline business models without extending themselves beyond their means or competencies. Drawing on market-and resource-based considerations, we examine the rationale behind collaborative cross-channel strategies, propose a classification of cooperation forms and give implications for e-entrepreneurs and managers of traditional SMEs.

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Section: Endogenous Factors: Resource-based Viewmentioning

confidence: 99%

Section: Endogenous Factors: Resource-based Viewmentioning

confidence: 99%

Section: Cooperation Formsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Cross-channel cooperation: on the collaborative integration of online and offline business models of e-entrepreneurs and traditional SMEs

Kollmann

Häsel

2008

IJESB

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“…E-ventures that successfully establish themselves need to employ strategies to enable them to grow. Volkmann and Tokarski (2006) identify three forms of growth for an e-venture:…”

Section: Growth Strategiesmentioning

confidence: 99%

Social Capital in Action: From Nought to Xero

McKeefry¹

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<p>Typically internet start-ups (e-ventures) are innovative, independent, original companies that focus on information as their competitive factor. They are characterised by enormous growth potential, giving rise to technical and market risk. Resourcing these ventures can be daunting usually requiring significant financial and human capital and once the venture is formed they are subject to a liability of newness with no track record, legitimacy or endorsement for the product/service. Whilst entrepreneurs bring their own resources and skills to the business it is necessary to seek additional complementary resources through sustainable exchange relationships to ensure the ventures success. This report has used a case study of a New Zealand e-venture to provide qualitative evidence of how resources were secured to start and initially grow the business. Using Napahiet and Ghoshal's (1998) three dimensional model of social capital it has analysed the evidence against scholarly theory to determine how social capital assisted the founders and the company to fulfil resource requirements and overcome the liability of newness. Napahiet and Ghoshal define social capital as "the sum of the actual and potential resources embedded within, available through, and derived from the network of relationships possessed by individuals or social unit" (p.243). The report found that the high level of social capital the founders brought to the venture assisted in gaining quick access to finances, skilled staff, competitive information and potential customers. The social capital used to develop personal business relationships for the venture has been transferred into the company's organisational relationships that will provide future growth opportunities. The founders have benefited from having a diverse range of strong and weak contacts that provided referrals to new contacts and assisted in establishing a good reputation and trust, thus facilitating the exchange and combination of resources. Social capital has given the e-venture a uniqueness resulting in a competitive advantage that competitors would find difficult to imitate.</p>

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Einführung in die E-Community

Kollmann

2020

Handbuch Digitale Wirtschaft

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Growth strategies for young e-ventures through structured collaboration

Cited by 12 publications

References 11 publications

Cross-channel cooperation: on the collaborative integration of online and offline business models of e-entrepreneurs and traditional SMEs

Cross-channel cooperation: on the collaborative integration of online and offline business models of e-entrepreneurs and traditional SMEs

Social Capital in Action: From Nought to Xero

Einführung in die E-Community

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