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Bernard J. Jansen - One of the best experts on this subject based on the ideXlab platform.
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SIGIR - Investigating the relevance of sponsored results for web ecommerce queries
Proceedings of the 30th annual international ACM SIGIR conference on Research and development in information retrieval - SIGIR '07, 2007Co-Authors: Bernard J. JansenAbstract:Are sponsored links, the primary Business Model for Web search engines, providing Web consumers with relevant results? This research addresses this issue by investigating the relevance of sponsored and non-sponsored links for ecommerce queries from the major search engines. The results show that average relevance ratings for sponsored and non-sponsored links are virtually the same, although the relevance ratings for sponsored links are statistically higher. We used 108 ecommerce queries and 8,256 retrieved links for these queries from three major Web search engines, Google, MSN, and Yahoo!. We present the implications for Web search engines and sponsored search as a long-Term Business Model as well as a mechanism for finding relevant information for searchers.
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Factors relating to the decision to click on a sponsored link
Decision Support Systems, 2007Co-Authors: Bernard J. Jansen, Anna Brown, Marc L. ResnickAbstract:In this paper, we report results of an investigation into the factors influencing the selection of sponsored links by e-commerce Web searchers. In this research, 56 participants each engaged in six e-commerce Web searching tasks. We mined these tasks from the transaction log of a major Web search engine, so the tasks represent real e-commerce searching information needs. Using 60 organic and 30 sponsored Web links retrieved by submitting these queries to the Google search engine, we controlled the quality of the Web search engine listings by switching non-sponsored and sponsored links on half of the tasks for each participant. This approach allowed for both investigating the bias toward sponsored links while controlling for quality of content. Data included 2453 interactions with result page links, 961 utterances evaluating these links, and 102 results from a post-study survey. The results of the data analysis indicate that there is a statistically significant preference for non-sponsored links with searchers viewing these results first more than 82% of the time. Searchers view sponsored links primarily as advertisements, appreciate these links if they are relevant, and are unconcerned if the search engines disclose them as sponsored links. The implications for sponsored links as a long-Term Business Model are discussed.
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The comparative effectiveness of sponsored and nonsponsored links for Web e-commerce queries
ACM Transactions on the Web, 2007Co-Authors: Bernard J. JansenAbstract:The predominant Business Model for Web search engines is sponsored search, which generates billions in yearly revenue. But are sponsored links providing online consumers with relevant choices for products and services? We address this and related issues by investigating the relevance of sponsored and nonsponsored links for e-commerce queries on the major search engines. The results show that average relevance ratings for sponsored and nonsponsored links are practically the same, although the relevance ratings for sponsored links are statistically higher. We used 108 ecommerce queries and 8,256 retrieved links for these queries from three major Web search engines: Yahoo!, Google, and MSN. In addition to relevance measures, we qualitatively analyzed the e-commerce queries, deriving five categorizations of underlying information needs. Product-specific queries are the most prevalent (48%). Title (62%) and summary (33%) are the primary basis for evaluating sponsored links with URL a distant third (2%). To gauge the effectiveness of sponsored search campaigns, we analyzed the sponsored links from various viewpoints. It appears that links from organizations with large sponsored search campaigns are more relevant than the average sponsored link. We discuss the implications for Web search engines and sponsored search as a long-Term Business Model and as a mechanism for finding relevant information for searchers.
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Examining Searcher Perceptions of and Interactions with Sponsored Results
2005Co-Authors: Bernard J. Jansen, Marc L. ResnickAbstract:In this paper, we report results of an investigation into the effect of sponsored links on ecommerce information seeking on the Web. In this research, 56 participants each engaged in 6 ecommerce Web searching tasks using 60 organic and 30 sponsored Web links for each task. We extracted these tasks from the transaction log of an actual Web search engine, so these queries represent actual ecommerce searching information needs. In the study, we controlled for quality of the Web search engine results by switching organic and sponsored links on three of the six searching tasks for each participant. We counterbalanced the order of presentation among participants. We investigated the perceptions of sponsored links and the factors that influence this bias. Data included 2,453 interactions with links from result pages and 961 utterances evaluating these links. Findings include that there is a strong preference for organic links, a bias against sponsored results, and that more than 56% of the time, the title of the sponsored link was the deTermining factor in searcher perceived relevance. We discuss implications for sponsored links and paid search as a long-Term Business Model.
Marc L. Resnick - One of the best experts on this subject based on the ideXlab platform.
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Factors relating to the decision to click on a sponsored link
Decision Support Systems, 2007Co-Authors: Bernard J. Jansen, Anna Brown, Marc L. ResnickAbstract:In this paper, we report results of an investigation into the factors influencing the selection of sponsored links by e-commerce Web searchers. In this research, 56 participants each engaged in six e-commerce Web searching tasks. We mined these tasks from the transaction log of a major Web search engine, so the tasks represent real e-commerce searching information needs. Using 60 organic and 30 sponsored Web links retrieved by submitting these queries to the Google search engine, we controlled the quality of the Web search engine listings by switching non-sponsored and sponsored links on half of the tasks for each participant. This approach allowed for both investigating the bias toward sponsored links while controlling for quality of content. Data included 2453 interactions with result page links, 961 utterances evaluating these links, and 102 results from a post-study survey. The results of the data analysis indicate that there is a statistically significant preference for non-sponsored links with searchers viewing these results first more than 82% of the time. Searchers view sponsored links primarily as advertisements, appreciate these links if they are relevant, and are unconcerned if the search engines disclose them as sponsored links. The implications for sponsored links as a long-Term Business Model are discussed.
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Examining Searcher Perceptions of and Interactions with Sponsored Results
2005Co-Authors: Bernard J. Jansen, Marc L. ResnickAbstract:In this paper, we report results of an investigation into the effect of sponsored links on ecommerce information seeking on the Web. In this research, 56 participants each engaged in 6 ecommerce Web searching tasks using 60 organic and 30 sponsored Web links for each task. We extracted these tasks from the transaction log of an actual Web search engine, so these queries represent actual ecommerce searching information needs. In the study, we controlled for quality of the Web search engine results by switching organic and sponsored links on three of the six searching tasks for each participant. We counterbalanced the order of presentation among participants. We investigated the perceptions of sponsored links and the factors that influence this bias. Data included 2,453 interactions with links from result pages and 961 utterances evaluating these links. Findings include that there is a strong preference for organic links, a bias against sponsored results, and that more than 56% of the time, the title of the sponsored link was the deTermining factor in searcher perceived relevance. We discuss implications for sponsored links and paid search as a long-Term Business Model.
Kent Byus - One of the best experts on this subject based on the ideXlab platform.
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Southwest Airlines 2007.(instructor's Note)
Journal of the International Academy of Case Studies, 2009Co-Authors: Thomas M. Box, Kent ByusAbstract:CASE DESCRIPTION The primary subject matter of this case concerns Southwest Airlines. A secondary issue concerns the appropriateness of modifying a Generic Strategy that has lead to thirty five years of uninterrupted growth and profitability. The case has a difficulty level of four (senior-level undergraduates). The case is designed to be taught in one fifty minute class period and is expected to require about two hours of outside preparation by students. CASE SYNOPSIS Southwest Airlines has long been cited in Business Strategy classes as an exemplar of Porter's Low Cost Leadership strategy. Through fiscal year 2006, they have enjoyed thirty five years of uninterrupted profitability. In 2007, they began considering several fundamental changes in their long-Term Business Model to address the realities of increased competition, rapidly-escalating fuel costs and the threats of world-wide terrorism. New competition--particularly JetBlue and ATA have Modeled their operations on the original "Southwest Model." Interestingly, David Neeleman--founder of JetBlue in 2001--was a former southwest Airlines executive and Michael O'Leary--CEO of Ryanair (Dublin, Ireland)--spent several weeks in 1991 at Southwest Airlines headquarters in Dallas, Texas learning the Southwest Model. Ryanair is the lowest cost major airline in Europe at this time. Fuel prices--the second largest component of operating cost for airlines--has increased dramatically (about 50%) in the last three years. As a result, airline profits in 2008 will be lower than originally forecast in early 2007. The most common complaint about Southwest Airlines has been its boarding policy. For many years, passengers were assigned to groups of thirty with those arriving early at the gate getting into the first group of thirty and, thus, the first choice of seats. In 2007, Southwest began two experiments in seating--the first in San Diego--with assigned seats and later a differential pricing scheme whereby those willing to pay $10-$30 more per ticket were allowed to board first. Southwest is also considering the possibility of extending its route map to include large cities in Canada, Mexico and the Caribbean. An additional consideration is the possibility of buying smaller regional jets to serve smaller markets in the United States. INSTRUCTORS' NOTES Learning Objectives This case is intended to teach and reinforce various aspects of strategic analysis and choice including internal and external analysis, strategic choice as a function of SWOT analysis, implementation of a Low Cost Leadership generic strategy, utilization of Financial Ratio Analysis and modification of strategy as time unfolds. The case can also be used to examine the potential benefits and risks of overseas expansion for a domestic concern. Teaching the Case We suggest that a practical starting point for this case analysis is a discussion in class of mission, vision and SWOT analysis. This case illustrates how a Low Cost leadership generic strategy can be extremely successful in a very competitive industry--passenger airlines. Southwest has enjoyed profitability and continued growth for thirty five years. It should be noted that as of the date of the case (February, 2008) that Southwest Airlines' market cap was $9.42 billion while American Airlines, United, Delta, Northwest and Continental had substantially lower market caps. When assigning this case for classroom discussion, we recommend that the instructor require the students to read the case, review a selection of the references and jot down answers to the discussion questions before class. Then, in class, we suggest that individual students assemble themselves into teams of three to four students and prepare consensus answers to the five discussion questions. The answers should be presented by a team representative. This allows about ten minutes for presentation of each team answer and works well in a traditional seventy five minute class. …
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Southwest Airlines 2007
Journal of the International Academy of Case Studies, 2009Co-Authors: Thomas M. Box, Kent ByusAbstract:CASE DESCRIPTION The primary subject matter of this case concerns Southwest Airlines. A secondary issue concerns the appropriateness of modifying a Generic Strategy that has lead to thirty five years of uninterrupted growth and profitability. The case has a difficulty level of four (senior-level undergraduates). The case is designed to be taught in one fifty minute class period and is expected to require about two hours of outside preparation by students. CASE SYNOPSIS Southwest Airlines has long been cited in Business Strategy classes as an exemplar of Porter's Low Cost Leadership strategy. Through fiscal year 2006, they have enjoyed thirty five years of uninterrupted profitability. In 2007, they began considering several fundamental changes in their long-Term Business Model to address the realities of increased competition, rapidly-escalating fuel costs and the threats of world-wide terrorism. New competition - particularly JetBlue and ATA have Modeled their operations on the original "Southwest Model." Interestingly, David Neeleman -founder of JetBlue in 2001- was a former southwest Airlines executive and Michael O'Leary - CEO ofRyanair (Dublin, Ireland) -spent several weeks in 1991 at Southwest Airlines headquarters in Dallas, Texas learning the Southwest Model. Ryanair is the lowest cost major airline in Europe at this time. Fuel prices - the second largest component of operating cost for airlines-has increased dramatically (about 50%) in the last three years. As a result, airline profits in 2008 will be lower than originally forecast in early 2007. The most common complaint about Southwest Airlines has been its boarding policy. For many years, passengers were assigned to groups of thirty with those arriving early at the gate getting into the first group of thirty and, thus, the first choice of seats. In 2007, Southwest began two experiments in seating - the first in San Diego-with assigned seats and later a differential pricing scheme whereby those willing to pay $10 - $30 more per ticket were allowed to board first. Southwest is also considering the possibility of extending its route map to include large cities in Canada, Mexico and the Caribbean. An additional consideration is the possibility of buying smaller regional jets to serve smaller markets in the United States. INTRODUCTION Rollin King, a San Antonio entrepreneur, convinced Herb Kelleher in 1966 that a commuter airline serving Houston, Dallas and San Antonio was a feasible Business proposition. King, at that time owned a small commuter air service and Kelleher, an attorney, had done legal work for King. Houston, Dallas and San Antonio were the Golden Triangle of Texas with rapid economic and population growth. The distance between these three cities was long enough that travel by bus and automobile was somewhat inconvenient. On March 15, 1967, Kelleher incorporated Air Southwest Company (later Southwest Airlines) and on November 27, 1967 filed an application with the Texas Aeronautics Commission (TAC) to fly between Houston, Dallas and San Antonio. TAC approved the application on February 20, 1968 and the next day Braniff, Trans Texas and Continental filed a restraining order to prohibit Southwest from beginning to fly in the summer of 1 968. After a series of legal challenges including a Supreme Court appeal, Southwest won the right to commence operations in late 1970. H. Lamar Muse was hired as Southwest Airline's first president in January 1 97 1 and quickly assembled a group of experienced airline executives that came to be known as 'the Over the Hill Gang." Despite a series of legal challenges, Muse was able to secure financing, buy three new Boeing 737-20Os and commence flight operations on June 1 8, 1 97 1 . Because they were an in-state airline, Southwest had considerably more latitude in Terms of operations than the flagship carriers (intrastate carriers). Muse came to be known as the master of the gimmick but what he was really doing was to employ Guerrilla Marketing techniques that were notably successful. …
Hans-dieter Zimmermann - One of the best experts on this subject based on the ideXlab platform.
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Editorial 24/4: Electronic markets and Business Models
Electronic Markets, 2014Co-Authors: Rainer Alt, Hans-dieter ZimmermannAbstract:Dear readers of Electronic Markets, Almost 15 years have passed since Electronic Markets published the first special issue on Business Models in 2001. This was a time where Business strategists had difficulties in systematically explaining the essence, logic and ingredients of Business Models. Compared to the long-Term timing that was prevalent in traditional thinking on Business strategies, Internet thinkers and practitioners brought a new concept more or less overnight into the Business world and caught many strategists by surprise. This does not mean that the new Termwas always used precisely and with sufficient “meat”. As described by Magretta (2002, p.86), Business Models were “one of the great buzzwords of the Internet boom, routinely invoked, [...] to glorify all manner of half-baked plans”. Business Model definitions emerged in the late 1990s and we are proud that one of the earliest definitions available was published by Paul Timmers from the European Commission in volume 8 of ElectronicMarkets. He conceived a Business Model as “an architecture for the product, service and information flows, including a description of the various Business actors and their roles; and a description of the potential benefits for the various Business actors; and description of the sources of revenues.” (Timmers 1998, p.4). It turns out that this definition was used widely and is still referenced today. Remarkably, the article has received the highest number of downloads and citations of all Electronic Markets articles so far. Following Harzing the article has scored a total of 2’283 citations (as per October 2014), which is considerably more than the second ranked article on citizen adoption of eGovernment (Warkentin et al. 2002) with a total of 434 citations. Another contribution on Business Models ranks third with some 404 citations. This is the preface to Electronic Markets’ first special issue on Business Models (Alt and Zimmermann 2001), which not only introduced the four research papers of the special issue at that time, but also aimed at summarizing existing knowledge in Business Model research. The paper started by analyzing the usage of the Term “Business Model” in various databases and revealed only a limited proliferation. This has changed considerably as Table 1 shows with a sample of the same searches today and a total of 600 mentions in Electronic Markets papers in various contexts of Business Models since. Another analysis on the number of papers published in Web of Science journals even revealed some 4’000 mentions (DaSilva and Trikman 2013). It is astonishing that despite publications including the title Term “Business Model” have attracted many writers, Teece (2010, p.192) concludes that the “paucity of literature (both theoretical and practical) on the topic is remarkable, given the importance of Business design, particularly in the context of innovation.” In view of this statement, let us take the opportunity of this editorial to reflect on some aspects of the Business Model construct. First, Business Models are accepted as important elements in the construction of an organization’s strategic positioning and offerings in the market. Following the principle of Models, they reduce real world complexity by representing only relevant design elements for a specific design purpose (Baden-Fuller and Morgan 2010). All other intricacies existent in the real world, which might be relevant for other purposes, should be suppressed. Thus, Business Models are helpful in mapping the specific ingredients and mechanics of understanding how a Business works. Due to the obvious link to Business strategy, a question that was raised is how Business R. Alt (*) Information Systems Institute, University of Leipzig, Grimmaische Str. 12, 04109 Leipzig, Germany e-mail: rainer.alt@uni-leipzig.de
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Introduction to Special Section - Business Models
2007Co-Authors: Rainer Alt, Hans-dieter ZimmermannAbstract:At first glance, there seems to be a broad understanding regarding Business Models. However, a more thorough analysis of existing resources paints a different picture. The Term 'Business Model' often remains undefined and a consensus on the elements of Business Models is lacking. An analysis of various sources, such as electronic databases, conference proceedings, and EM - Electronic Markets itself supports this statement. Nevertheless, Business Models are largely believed to deTermine the success of an electronic venture. To establish some structure and to identify the critical components of Business Models, the existing definitions and approaches were analysed and led to a Model, which differentiates six Business Model elements. This Model is also used to position the articles submitted to this special issue of EM - Electronic Markets.
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Preface: Introduction to Special Section – Business Models
Electronic Markets, 2001Co-Authors: Rainer Alt, Hans-dieter ZimmermannAbstract:At first glance, there seems to be a broad understanding regarding Business Models. However, a more thorough analysis of existing resources paints a different picture. The Term 'Business Model' often remains undefined and a consensus on the elements of Business Models is lacking. An analysis of various sources, such as electronic databases, conference proceedings, and EM - Electronic Markets itself supports this statement. Nevertheless, Business Models are largely believed to deTermine the success of an electronic venture. To establish some structure and to identify the critical components of Business Models, the existing definitions and approaches were analysed and led to a Model, which differentiates six Business Model elements. This Model is also used to position the articles submitted to this special issue of EM - Electronic Markets.
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Introduction to Special Section - Business Models (final draft)
2001Co-Authors: Rainer Alt, Hans-dieter ZimmermannAbstract:At first glance, there seems to be a broad understanding regarding Business Models. However, a more thorough analysis of existing resources paints a different picture. The Term “Business Model” often remains undefined and a consensus on the elements of Business Models is lacking. An analysis of various sources, such as electronic databases, conference proceedings, and EM – Electronic Markets itself supports this statement. Nevertheless, Business Models are largely believed to deTermine the success of an electronic venture. To establish some structure and to identify the critical components of Business Models, the existing definitions and approaches were analyzed and led to a Model, which differentiates six Business Model elements. This Model is also used to position the articles submitted to this special issue of EM – Electronic Markets.
Graeme Shanks - One of the best experts on this subject based on the ideXlab platform.
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Business Models and their relationship to strategy
Value Creation from E-Business Models, 2004Co-Authors: Peter B. Seddon, Geoffrey Lewis, Phil Freeman, Graeme ShanksAbstract:This chapter explores Business Models and their relationship to strategy. The Term "Business Model" is being used increasingly within the domain of e-Business as more and more organizations are trying to understand how to become more successful by leveraging the Internet. However, there is a great deal of confusion and very little agreement about what the Term actually means. In particular, the Term Business Model is frequently confused with strategy. The chapter presents two perspectives of the Term Business Model, each of which is distinguished from the Term from strategy. The first perspective presents Business Models as abstractions of strategy, capturing aspects of individual-firm strategy that can be applied to many firms. The second perspective demonstrates how Business Models and strategy differ on the degree of competitive focus, with strategy focusing more on competitive positioning, and Business Models focusing mainly on activity systems designed to create value for their customers. The chapter provides an overview of the Business Model literature, particularly in Terms of its relevance and relationship to strategy. Finally, the chapter discusses the utility of these two perspectives.
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THE CASE FOR VIEWING Business ModelS AS ABSTRACTIONS OF STRATEGY
Communications of the Association for Information Systems, 2004Co-Authors: Peter B. Seddon, Geoffrey Lewis, Phillip A. Freeman, Graeme ShanksAbstract:This paper examines in detail the meaning of two frequently used Terms, namely, “Business Model” and “strategy”. It is argued that as used by leading thinkers these two Terms might reasonably be interpreted as being roughly equivalent in meaning. However, we argue that the Term “Business Model” can serve another distinct and potentially useful role. In this role, a Business Model is viewed as an abstraction of a firm’s Porter-1996 strategy. It outlines the essential details of a firm’s value proposition for its various stakeholders and the activity system the firm uses to create and deliver value to its customers. However, unlike strategy, Business Models do not consider a firm’s competitive positioning; they potentially apply to many firms. Such abstractions, it is argued, attracted the attention of many researchers because they are useful for evaluating alternative possible future ways of building profitable Businesses.