Disintermediation
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Closeby Deborah Patton
OPINIONATED • OUTSPOKEN • UNBIASED THE FALL 2015 GLOBAL REPORTS FROM BRAZIL, CUBA, ITALY AND MEXICO PAGES 17,18,23,32,42 MILLENNIALS: TALKING LUXURY AND THE WORKPLACE OF THE FUTURE PAGES 8, 40 COSTCOHOLICS 75 MILLION ADDICTS AND COUNTING PAGE 3 / 1 TOC Featured Contributors: RANDY BURT VISHWA CHANDRA NADIA SHOURABOURA Randy Burt is a Partner in the Consumer Goods Vishwa Chandra is a Partner in Dr. Nadia Shouraboura is a retail and Retail Practice at A.T. Kearney, a global A.T. Kearney's Consumer Goods and revolutionary. She holds a Ph.D. in strategy and management consulting firm. Retail Practice, where he partners Mathematics from Princeton University, He has over 16 years of experience in consumer with food, mass, drug and value has extensive retail and technology products and Food Retailing with focus on retail retailers to drive merchandising experience, and was former head of strategy, Fresh and Center Store merchandising, effectiveness and supply chain Supply Chain and Fulfillment Technolo- ecommerce, and supply chain. He also spent efficiency. He is also a leader in the gies for Amazon.com. Nadia also served five years at the Nielsen Company in a variety firm's Consumer institute, where he on Jeff Bezos's senior leadership team, of market research and data operations roles. leads primary research on the ever which was responsible for overall He is a regular speaker and author on online evolving consumer landscape and direction and operations of Amazon. grocery and other food retail topics. its implications for retailers. CEO, EDITORIAL -
Amazon Case Study
Last updated: August 2002 Amazon.com Case Update Amazon.com Inc. (stock: AMZN) is undoubtedly the poster child for Internet retail businesses. It is the No. 1 Internet retailer of books, music, DVDs and videos, and has 26 million active customers in more than 220 countries as of first quarter 2002. In 2001, Interbrand's annual World's Most Valuable Brands survey ranked Amazon.com as the 76th most valuable brand in the world, ahead of Burger King and Shell, among others. According to MMXI Europe Audience Ratings Report, the Amazon.co.uk, Amazon.de and parent Amazon.com site are the top three online retail sites in Europe, based on reach. Amazon's founder and chairman, Jeff Bezos, was Time magazine's "Man of the Year" in 1999. Amazon.com has evolved from an online bookseller to a general merchant, and today is the largest online retailer. It claims that it has “the Earth’s biggest selection” of products in categories such as books, music, DVDs, videos, toys, electronics, software, video games, lawn and patio, kitchen and home improvement. The company has also created Web-based marketplaces, including Amazon Marketplace, Amazon.com Auctions and zShops, where businesses or individuals can sell virtually anything. The Amazon.com family of websites also includes Internet Movie Database (www.imdb.com), a comprehensive source of information on more than 300,000 movies and entertainment programs and 1 million cast and crew members dating from 1892 to the present. Amazon Anywhere (www.amazon.com/anywhere) marks the company's entrance into mobile e-commerce. -
Retail 2.0: the Future of Shopping
RETAIL 2.0 This Report • The pandemic has seen a high-street downturn, as consumers move to e-commerce platforms. But whilst the high street may be down, it is most definitely not out • The post-COVID world provides retailers with the opportunity to renew and reinvent • OMG Futures sees a retail future where innovation is not just about wizardry and gadgetry – but also enhancing our experiences and serving our deeper needs • The Future of Shopping envisions a future where embracing and integrating with digital technologies whilst providing a unique human experience in-store can lead to a high street renaissance • This is not a report about e-commerce specifically. This is a report about the shopper of the future and what they will demand from their retail – in all its forms How it unfolds THE THE THE NOW WOW HOW The current state of The next decade in Implications for retail in 2020 retail businesses and brands WHERE WE ARE RIGHT NOW… UK Retail, December 2019 Slowest rate of 85,000 job 9169 store 350 CEO Online sales spending growth losses in retail closures replacements grew by 21% since 2010 Retail was already changing Source: Deloitte: Retail Trends 2020: Finding Purpose Through Challenge, Jan 2019 – Dec 2019 Then, the pandemic arrived… UK Retail, December 2020 Pre-pandemic online Amazon sales up 63% of consumers 36% of online shoppers sales: 20% of 40%. Announced said the way they increased frequency of In Sept, as a 12 month retail Now:30% of 7,000 more permanent obtain goods and online purchase during average, footfall for retail. -
E-Commerce and Its Impact on Competition Policy and Law in Singapore
E-commerce and its impact on competition policy and law in Singapore A DotEcon study for the Competition Commission of Singapore Final Report – October 2015 DotEcon Ltd 17 Welbeck Street London W1G 9XJ www.dotecon.com Content Content 1 Introduction ................................................................................................................. 1 2 E-commerce activity in Singapore ............................................................................... 4 2.1 An introduction to e-commerce ........................................................................... 4 2.2 E-commerce adoption in Singapore ................................................................... 17 3 E-commerce and competition .................................................................................... 38 3.1 What changes with e-commerce? ...................................................................... 38 3.2 The impact of e-commerce on market boundaries ............................................. 59 3.3 The impact of e-commerce on market structure and competition ...................... 65 3.4 Vertical restraints ............................................................................................... 77 4 Implications of e-commerce for competition policy in Singapore .............................. 83 4.1 Defining a relevant market ................................................................................. 84 4.2 Assessing market power ................................................................................... -
New Strategies for the Platform Economy
SPECIAL COLLECTION STRATEGY New Strategies for the Platform Economy To reap the rewards and avoid the risks, companies exploring a platform business model must look carefully at their partnerships and growth strategy. Brought to you by: SPRING 2021 NEW STRATEGIES FOR THE PLATFORM ECONOMY SPECIAL REPORT 1 9 17 Competing on How Healthy Is Your Platform Scaling, Platforms Business Ecosystem? Fast and Slow THE DOMINANT DIGITAL PLATFORMS are now among the world’s most phases. At each stage, there are specific early valuable — and most powerful — companies, leaving a huge swath of organizations forced indicators to look for that point to potential to play by their rules. In this new competitive environment, businesses need new ways to failure. Tracking the appropriate metrics gain advantage despite platforms’ constraints and market clout. And businesses seeking to for each stage and being alert to red flags create successful platform ecosystems find that while the rewards can be great, the helps businesses pivot to a new approach or likelihood of failure is high. This special report examines the challenges faced by both limit their losses. platform owners and participants. Platforms aiming for market dominance have typically prioritized rapid growth. The asymmetries in power and infor- attention from U.S. and European regulators, However, Max Büge and Pinar Ozcan have mation between platform owners and the whose scrutiny of dominant platforms’ found that scaling quickly is not the right businesses reliant on them have implications practices may lead to shifts in the prevailing strategy in all circumstances: Pursuing fast for the traditional levers of competitive balance of power. -
The Dealership of Tomorrow 2.0: America’S Car Dealers Prepare for Change
The Dealership of Tomorrow 2.0: America’s Car Dealers Prepare for Change February 2020 An independent study by Glenn Mercer Prepared for the National Automobile Dealers Association The Dealership of Tomorrow 2.0 America’s Car Dealers Prepare for Change by Glenn Mercer Introduction This report is a sequel to the original Dealership of Tomorrow: 2025 (DOT) report, issued by NADA in January 2017. The original report was commissioned by NADA in order to provide its dealer members (the franchised new-car dealers of America) perspectives on the changing automotive retailing environment. The 2017 report was intended to offer “thought starters” to assist dealers in engaging in strategic planning, looking ahead to roughly 2025.1 In early 2019 NADA determined it was time to update the report, as the environment was continuing to shift. The present document is that update: It represents the findings of new work conducted between May and December of 2019. As about two and a half years have passed since the original DOT, focused on 2025, was issued, this update looks somewhat further out, to the late 2020s. Disclaimers As before, we need to make a few things clear at the outset: 1. In every case we have tried to link our forecast to specific implications for dealers. There is much to be said about the impact of things like electric vehicles and connected cars on society, congestion, the economy, etc. But these impacts lie far beyond the scope of this report, which in its focus on dealerships is already significant in size. Readers are encouraged to turn to academic, consulting, governmental and NGO reports for discussion of these broader issues. -
Disruptive Business Models – Challenges and Opportunities for Tax Administrations 3 C O N T E N T
DISRUPTIVE BUSINESS MODELS CHALLENGES AND OPPORTUNITIES FOR TAX ADMINISTRATIONS WWW.IOTA-TAX.ORG Published by IOTA, 2017, Budapest Editorial Board: Miguel Silva Pinto, Neil Sawyer, Ágnes Kővágó Address: Wesselényi utca 16., H-1077, Budapest, Hungary Phone: +36 (1) 478-30-30, Email: [email protected] ISBN 978-615-00-0275-0 WWW.IOTA-TAX.ORG FOREWORD Dear Readers, This publication is founded on the presentations and debates held during the technical session of the 21st IOTA General Assembly, which took place in Kyiv, on 28-30 June 2017. The working programme addressed the changes in the economy driven by technology and multiplication of new and innovative business models. The assembly focused on how this trend is causing both challenges and opportunities for tax administrations to re-invent themselves in order to keep pace with the present and anticipate the future. The book’s structure follows the technical sessions of the assembly and the articles have been prepared by many of the speakers and include not only what they have presented but their further thoughts on the subject as well. Pekka Ruuhonen, Giorgi Tabuashvili and Gerry Harrahill, Commissioners from the Finnish, Georgian and Irish Tax Administrations provide their insights on the strategies their organisations are following to ensure the supply of better services to their taxpayers and to tackle the challenges of digital business models. Chiara Putzolu, Dirk Dierickx and Alan Carter, from the Italian, Belgian and UK’s administrations offer an insight into their country’s compliance models and methodologies to address sharing/collaborative businesses.JB Hillman from Vertex explains the potential of disruptive technologies to improve the effectiveness of tax administrations. -
1 Disintermediation in Business-To-Business Service Channels: Mechanisms and Challenges
Disintermediation in Business-to-Business Service Channels: Mechanisms and Challenges Fredrik Nordin, Danilo Brozovic and Maria Holmlund Accepted for publication in Journal of Business-to-Business Marketing Abstract Purpose: The aim of this paper is to delineate a number of different disintermediation mechanisms within the context of business-to-business service channels and to identify the specific challenges associated with adopting these mechanisms. Methodology: The research was conducted in accordance with abductive reasoning, moving continuously between the empirical world of four industrial (B2B) firms and the model world. Findings: This paper delineates a choice of six disintermediation mechanisms and their attendant challenges within the context of industrial service channels. Contribution: The paper provides an original conceptualization of disintermediation, which is detached from the traditional understanding of the concept. As such, it constitutes a useful starting point for the development of a formal theory of disintermediation. Implications for practice: This paper should be useful for practitioners, because it presents various disintermediation options available to industrial firms faced by undesired intermediaries in their industrial service channels. Keywords: service, disintermediation, industrial marketing, intermediaries, servitization 1 Disintermediation in Business-to-Business Service Channels: Mechanisms and Challenges 1. Introduction “Can you help us analyze how to handle the intermediaries and service companies -
Deloitte Studie
Global Powers of Retailing 2018 Transformative change, reinvigorated commerce Contents Top 250 quick statistics 4 Retail trends: Transformative change, reinvigorated commerce 5 Retailing through the lens of young consumers 8 A retrospective: Then and now 10 Global economic outlook 12 Top 10 highlights 16 Global Powers of Retailing Top 250 18 Geographic analysis 26 Product sector analysis 30 New entrants 33 Fastest 50 34 Study methodology and data sources 39 Endnotes 43 Contacts 47 Global Powers of Retailing identifies the 250 largest retailers around the world based on publicly available data for FY2016 (fiscal years ended through June 2017), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook and looks at the 50 fastest-growing retailers and new entrants to the Top 250. This year’s report will focus on the theme of “Transformative change, reinvigorated commerce”, which looks at the latest retail trends and the future of retailing through the lens of young consumers. To mark this 21st edition, there will be a retrospective which looks at how the Top 250 has changed over the last 15 years. 3 Top 250 quick statistics, FY2016 5 year retail Composite revenue growth US$4.4 net profit margin (Compound annual growth rate CAGR trillion 3.2% from FY2011-2016) Aggregate retail revenue 4.8% of Top 250 Minimum retail Top 250 US$17.6 revenue required to be retailers with foreign billion among Top 250 operations Average size US$3.6 66.8% of Top 250 (retail revenue) billion Composite year-over-year retail 3.3% 22.5% 10 revenue growth Composite Share of Top 250 Average number return on assets aggregate retail revenue of countries with 4.1% from foreign retail operations operations per company Source: Deloitte Touche Tohmatsu Limited. -
Brick Ang Click
A Project Report On Competitive advantage of online selling By brick and click company Submitted in partial fulfillment of the requirement for the award of Two year full time, Masters in Business Administration. Submitted To Submitted By PRIYANKA GARG INTRODUCTION BRICKS-AND-CLICK Bricks-and-clicks is a business model by which a company integrates both offline (bricks) and online (clicks) presences. It is also known as click-and-mortar or clicks-and-bricks, as well as bricks, clicks and flips, flips referring to cataloes. For example, an electronics store may allow the user to order online, but pick up their order immediately at a local store, which the user finds using locator software. Conversely, a furniture store may have displays at a local store from which a customer can order an item electronically for delivery. The bricks and clicks model has typically been used by traditional retailers who have extensive logistics and supply chains. Part of the reason for its success is that it is far easier for a traditional retailer to establish an online presence than it is for a start-up company to employ a successful pure "dot com" strategy, or for an online retailer to establish a traditional presence (including a strong brand). The success of the model in many sectors has destroyed the credibility of analysts who argued that the Internet would render traditional retailers obsolete through disintermediation. Advantages of the Bricks and Clicks model Click and mortar firms have the advantage in areas of existing products and services. In these cases there are major advantages in retaining ties to a physical company. -
Social & Behavioural Sciences AIMC 2017 Asia International
The European Proceedings of Social & Behavioural Sciences EpSBS Future Academy ISSN: 2357-1330 http://dx.doi.org/10.15405/epsbs.2018.05.16 AIMC 2017 Asia International Multidisciplinary Conference THE REVIEW OF DISINTERMEDIATION STRATEGIES IN TWO SIDED MARKETPLACE Andi Desfiandi (a), Faurani Santi Singagerda (b)*, Novita Sari (c) *Corresponding author (a) Faculty of Economics and Business, IBI Darmajaya, Bandar Lampung, Lampung, Indonesia [email protected] (b) Faculty of Economics, University Sang Bumi Ruwa Jurai, Bandar Lampung, Lampung, Indonesia [email protected] (c) Faculty of Economics and Business, IBI Darmajaya, Bandar Lampung, Lampung, Indonesia [email protected] Abstract Two-sided marketplaces are the type of companies that connect external parties starting from ― vendors such as a seller, host, and driver, and at the same time customers such as buyer, renters and service user, to interact and transact inside the marketplace they had developed. This kind of marketplace often risk disintermediation which happens when users may rely on the market to find the potential problems related current and future transactions without the platform‘s involvement, paying any fees, and the platform may charge. This paper assesses all of the factors that trigger disintermediation happened in the marketplace, how sensitive the price fee or premium determines the level of potential disintermediation might occur, and also a set of strategies that can implement to reduce it. Furthermore, the theory used in assessing these factors includes Customer Lifetime Value, Customer Relationship Management, and Disintermediation theory. The arguments have led this paper to choose the recommendation to the research question as immediately assess the kind of disintermediation occur; other psychological factors can be the solution or ways to better shaped the platform, and always learn the pain point of buyer and seller. -
Car-As-A-Service Medium-Term Opportunities for Fleet Management Solution Providers 2 Roland Berger Focus – Car-As-A-Service
January 2018 Car-as-a-Service Medium-term opportunities for fleet management solution providers 2 Roland Berger Focus – Car-as-a-Service Management summary From around 2030 we are likely to see autonomous elec- In this paper we examine how the tric vehicles widely used on our roads. This will create a market is changing. We dispel some of clear role for fleet management solution providers, run- ning the autonomous fleet right across the vehicle life- the common myths about what those cycle, from procurement to re-marketing, and providing changes mean for fleet management additional services such as aftermarket services and in- solution providers. In particular, we surance. But what about the next ten to fifteen years? In the medium term, fleet management solution providers look in detail at the new opportunities need to carve out a clear strategy for themselves – a strat- offered by the Car-as-a-Service trend egy that will help them survive rapid changes such as new mobility trends, digitalization and electrification. and used vehicles. We believe that the medium-term prospects for companies These trends, we believe, are opportunities not threats. in this sector are highly positive, as long The "Car-as-a-Service" model, which includes phenomena such as ride hailing, car sharing and car pooling, will lead as they take a proactive approach to the to a major increase in the volume of fleets and in overall changing environment. To help them vehicle usership. Fleet management solution providers on their way, we make some practical are ideally placed to benefit from this development.