The introduction of a competing business model: the case of eBay

Comberg, Christian; Velamuri, Vivek K.

doi:10.1504/ijtm.2017.082356

Cited by 10 publications

(8 citation statements)

References 33 publications

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“…The Internet of things creates multiple opportunities to connect objects (European Parliament, ): it is in itself a new revolution (Palattella et al, ). Mobile technologies have not only changed how employees communicate within business environments and how citizens interact with other citizens or institutions, but have also created new sources of information and ways of disseminating it (Comber & Vivek, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…From a business‐model perspective, answering this question involves analyzing the value that mobile technologies create for clients and then assessing the income this is expected to generate. From a business perspective, the reasons for introducing business‐model innovations are to increase profitability, improve strategic positioning, and attract customers (Comberg & Velamuri, ). Therefore, the results of applying mobile technologies must be assessed in these terms.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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How mobile technologies support business models: Case study‐based empirical analysis

2019

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Mobile technologies have pushed the connectivity of IT systems to the limit, enabling people and things to connect to one another at all times. The amount of information companies have at their disposal has increased exponentially, thanks largely to geolocation and to the vast array of sensors that have been integrated into mobile devices. This information can be used to enhance business activities and processes, but it can also be used to create new business models. Focusing on business models, we analyze mobile technologies as enablers of activity changes. We consider the differentiating characteristics of mobile technologies and examine how these can support different business functions. A study based on fuzzy‐set qualitative comparative analysis (fsQCA) of 30 cases across different industries allows us to identify mobile technology success factors for different core activities. The results show that several combinations of mobile technology initiatives provide a competitive advantage when these initiatives match the business model.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

How mobile technologies support business models: Case study‐based empirical analysis

2019

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“…For instance, eBay provides eBay Classifieds (Kijiji) as an alternative to increasing competition from the online classifieds space. In this model, the users can transact among themselves at a reduced cost and can find local goods quickly (Comberg and Velamuri, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Comparison of perceived acquisition value sought by online second-hand and new goods shoppers

Fernando

Sivakumaran

Suganthi

2018

EJM

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Purpose Second-hand/used goods channels compete with existing traditional channels to satisfy consumers’ needs that are unmet by traditional retail networks. However, most studies on online shopping have largely ignored online second-hand/used good purchases. This study aims to use Thaler’s mental accounting model, principal–agent perspective and contamination theory to highlight the differences in the value sought by online new goods and second-hand shoppers. Design/methodology/approach A conceptual framework linking perceived uncertainty, perceived acquisition value and e-loyalty was developed and tested using structural equation modelling. The moderating effects of product type (new vs second-hand) and frugality were also included. Findings The paper found strong support for the model. Results showed that online second-hand shoppers were more uncertain and perceived lesser levels of acquisition value when compared to new goods shoppers. They were also less frugal. Online shoppers are also more likely to buy products with sensory attributes (experience goods) in new goods websites and products with non-sensory attributes (search goods) from second-hand websites. The authors recommend various ways in which managers can increase perceived value for the online shopper. Research limitations/implications Future studies can extend this investigation by including transaction value or other hedonic values to verify their impact on acquisition value and e-loyalty. While the authors found support for the notion that consumers who buy used goods online are less frugal, there is some research that could point to the opposite. Hence, research can investigate this topic in depth in more countries to throw more light on this. Practical implications To sustain themselves in a competitive online market, retailers need to understand the value sought by consumers. This study provides empirical evidence of the importance of acquisition value for new goods and second-hand shoppers. Originality/value No recent research has compared the value sought by online second-hand and new goods shoppers. This study contributes to the understanding of the acquisition value perceived by consumers in online new goods and second-hand shopping channels.

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“…At the strategic level, two categories are identified: (i) profitability and broader financial measures and (ii) competitive position and other non‐financial measures. Within the first category, the most frequently mentioned negative consequences include cannibalization, failed experimentation and overall failure of the new BM (Chesbrough & Rosenbloom, 2002; Comberg & Velamuri, 2017; Desyllas & Sako, 2013; Hoßbach et al., 2016; Sosna et al., 2010; Taran et al., 2020). Examples in the second category include cases in which competitors/new entrants copy the new BM and commercialize it in a more successful way; the new BM allows new competitors to enter the market, and the firm's existing brands become diluted (Casadesus‐Masanell & Zhu, 2013; Markides & Charitou, 2004; Park, 2011).…”

Section: Negative Consequences Resulting From Bmimentioning

confidence: 99%

“…Additional examples of the trade‐off between the new and current firm's BMs can be found in Christensen et al. (2016) and Comberg and Velamuri (2017).…”

Section: Driving Factors and Circumstances Of Negative Consequencesmentioning

confidence: 98%

The dark side of business model innovation

Sabaruddin¹

2022

Int J Management Reviews

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Existing literature has tended to focus on the positive benefits and outcomes of business model innovation (BMI), despite emerging evidence that BMI can also have a dark side, with negative consequences. We systematically review the existing BMI literature, articulating it around three clusters of negative consequences: those affecting the firm as an entity; those affecting the firm's stakeholders; and those that are specific or context-dependent. In a similar fashion, we identify the driving factors and circumstances leading to these negative consequences and group them into four clusters: (1) managerial choices and processes, and three underpinning circumstances that influence such choices or processes; (2) trade-offs between the new and current business models; (3) managers' ability to manage BMI; and (4) context within which BMI is situated. The paper provides the first attempt to gather prior research on the phenomenon and thereby develop a conceptual understanding of the dark side of BMI. Furthermore, by proposing a model that explains how the dark side of BMI may occur, we inform ongoing debates on the theorization of the consequences that may derive from BMI and how these can be managed to support firms' innovative growth, arguing how the disruptive innovation literature can only partially explain the phenomenon. Second, our model provides important foundations to further distil the complex link between BMI and performance. Finally, we suggest a number of future research avenues, accounting for different dimensions of the phenomenon.

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The introduction of a competing business model: the case of eBay

Cited by 10 publications

References 33 publications

How mobile technologies support business models: Case study‐based empirical analysis

How mobile technologies support business models: Case study‐based empirical analysis

Comparison of perceived acquisition value sought by online second-hand and new goods shoppers

The dark side of business model innovation

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