B2C Platform Research Articles

Optimal trade-in rebate payment strategies for B2C platforms under different recycling models

Optimal trade-in rebate payment strategies for B2C platforms under different recycling models

Nuanced but important: A literature-based comparison between B2B and B2C platforms

This paper compares the potential characteristics of B2B platforms as identified in the information systems literature with those in the general platform literature. Our analysis reveals that these characteristics are not exclusive to B2B platforms and suggests that the differences between B2B and B2C platforms may be more subtle. Moreover, it remains unclear whether these differences serve as success factors for B2B platforms or merely represent the current approaches of the platforms under examination. We identified five potential differences that warrant further investigation. Therefore, this literature-based comparison lays the groundwork for further research on supporting decision-making when building a B2B platform ecosystem or joining a B2B platform ecosystem. Especially important is the fact that building on insights from B2C could lead to wrong decisions and platform failure or unintended outcomes for participants. Thereby the study contributes to understanding of the unique aspects of digital B2B platforms and has implications for B2B platform managers and policymakers because the presence of these ecosystems can considerably influence competitive dynamics in markets.

A Systematic Review on Marketing Strategies of China’s Import Cross-border E-commerce B2C Platforms

With the continuous progress of Internet information technology and the further strengthening of Internet popularity in China, the evolving circumstance of its cross-border e-commerce platforms is presently fully operating. In particular, the B2C platforms for import cross-border e-commerce are developing rapidly. This article first provides a brief introduction to the development status of China's import cross-border e-commerce. It then reviews and synthesizes relevant literature about imported cross-border e-commerce. Based on the collation of literature, this article analyses existing marketing strategies of B2C platforms within the import cross-border e-commerce industry and comprehends the relevant marketing problems generated by these platform providers via two identified case analyses. Finally, combined with the current status of international trade procedures and cross-border e-commerce development trends, the corresponding marketing strategy improvement is proposed.

The interplay between logistics strategy and platform’s channel structure design in B2C platform market

B2C platforms choose different channel choices and logistics strategies and many platforms changed their channel structures after building platforms’ self-supporting logistics. With the platform’s logistics, some manufacturers adopt the platform’s logistics while others do not. In this paper, we develop a game-theoretic model consisting of a platform, a manufacturer, and consumers to investigate the interplay between the logistics strategy and the platform’s channel choice. In the first stage, the platform decides whether to build its self-supporting logistics and its optimal logistics level. In the second stage, the platform chooses among the marketplace channel, the reselling channel and the hybrid channel. In the third stage, the manufacturer chooses whether to adopt the platform’s logistics if its store exists in the market (under the marketplace or hybrid channel). In the fourth and fifth stages, the manufacturer and the platform make pricing strategies. The results indicate the interplay between the two types of strategies. First, when the platform logistics level is much higher than the third-party logistics, the platform’s optimal channel choice is to operate the hybrid channel. Second, the platform’s channel choice affects the manufacturer’s logistics provider. When the platform logistics level is slightly higher than the third-party logistics level, the manufacturer chooses to adopt the platform’s logistics under the marketplace channel and not adopt it under the hybrid channel. We also find that the platform chooses to build its self-supporting logistics when the third-party logistics level is in the low or medium ranges.

Advancing the marketing‐operations interface in omnichannel retail

Advancing the marketing‐operations interface in omnichannel retail

Introducing P2P service to a B2C sharing platform: A hybrid sharing mode.

With the rapid development of global technology, many firms have entered the product-sharing market, where business-to-consumer (B2C), peer-to-peer (P2P), and hybrid rental services are the three most common business models. The difference between these models lies in the product provider. The product provider in B2C mode is enterprises, while in P2P mode, individuals provide the products, and both enterprises and individuals provide the products in hybrid mode. We employ a game model to analyze the influence of a B2C platform introducing P2P sharing service by comparing the profit of the platform and the original equipment manufacturer (OEM) under each of the three models. Our findings indicate that introducing P2P service always benefits the B2C platform but sometimes harms the OEM. Our findings also indicate that as the quality of the platform's products improves, the profit improvement brought to the B2C platform by introducing P2P sharing decreases. We find that the impact of introducing P2P service also varies with consumer behaviors. For example, with increasing consumer usage level, the B2C platform's profit improvement brought by introducing P2P sharing increases. Furthermore, we determine the optimal pricing strategies of the OEM and sharing platform in B2C mode and in hybrid mode.

Leveraging value creation to drive the growth of B2B platforms

Business platforms have become widespread in business to consumer (B2C) markets and their adoption is on the rise in the business to business (B2B) world. However, our understanding of platform adoption in B2B is less developed than for B2C. In the few cases where B2B platforms have been explicitly examined, it is often assumed that they can be understood using principles developed from the study of B2C platforms. However, the two types of platforms have important differences that often require different managerial policies to be successful. B2B supply chains are much more complex because of multiple echelons, the sophistication of their purchasing and other organizations, the competition they face, and the value of their data. The result is that, among other things, the nature of their value exchange is likely different. To address this gap, we create a novel framework. The value creation lens is grounded in theory and creates a better understanding of the dynamics of platform creation and growth by separating the platform's value into three components: (1) the standalone value of the product, such as a smartphone's ability to take pictures, (2) the value of other participants on the platform, such as the number of friends on Instagram or merchants on eBay, and (3) the value created by complementary products from third‐party providers, such as apps for a smartphone. A dynamic perspective explores the trajectory of differences in value between B2B and B2C platforms along with managerial implications.

Retraction Note: The relationship analysis between online reviews and online shopping based on B2C platform technology

Retraction Note: The relationship analysis between online reviews and online shopping based on B2C platform technology

Behavioral Patterns beyond Posting Negative Reviews Online: An Empirical View

Negative reviews on e-commerce platforms are posted to express complaints about unsatisfactory experiences. However, the exact knowledge of how online consumers post negative reviews still remains unknown. To obtain an in-depth understanding of how users post negative reviews on e-commerce platforms, a big-data-driven approach with text mining and sentiment analysis is employed to detect various behavioral patterns. Specifically, using 1,450,000 negative reviews from JD.com, the largest B2C platform in China, the posting patterns from temporal, perceptional and emotional perspectives are comprehensively explored. A massive amount of consumers across four sectors in recent 10 years is split into five levels to reveal group discrepancies at a fine resolution. The circadian rhythms of negative reviewing after making purchases are found, suggesting stable habits in online consumption. Consumers from lower levels express more intensive negative feelings, especially on product pricing and customer service attitudes, while those from upper levels demonstrate a stronger momentum of negative emotion. The value of negative reviews from higher-level consumers is thus unexpectedly highlighted because of less emotionalization and less biased narration, while the longer-lasting characteristic of these consumers’ negative responses also stresses the need for more attention from sellers. Our results shed light on implementing distinguished proactive strategies in different buyer groups to help mitigate the negative impact due to negative reviews.

What Influences Online Sales Across Different Types of E-Commerce Platforms

ABSTRACT The prosperity of the platform economy has facilitated online sales. This study investigates the influential factors of online sales across the online-to-offline (O2O) on-demand and traditional business-to-consumer (B2C) platforms. Our empirical evidence is based on data with a large sample size on two of the largest e-commerce platforms in China: an O2O on-demand platform and a traditional B2C platform. We find that the influencing mechanism and magnitude of the various factors are different between the O2O and B2C platforms. In detail, product rating and market share positively affect online sales, and the relative magnitude of market share impact is higher for the B2C platform than for the O2O platform. Clickstream positively affects online sales. Both the short- and long-term magnitude of impact are higher for the O2O platform than for the B2C platform. The long-term impact of clickstream in the O2O platform is higher than that in the short term. In addition, a price increase negatively affects online sales, especially for the O2O platforms. Our findings offer insights for various platforms to implement appropriate marketing strategies and post effective information to attract consumers and increase online sales.

RETRACTED ARTICLE: Research and application of second-hand commodity price evaluation methods on B2C platform: take the used car platform as an example

RETRACTED ARTICLE: Research and application of second-hand commodity price evaluation methods on B2C platform: take the used car platform as an example

Collaborative Rebate Strategy of Business-to-Customer Platforms Considering Recycling and Trade-Ins Simultaneously

B2C (business to customer) platforms like JD.com and Suning.com often cooperate with professional recycling companies, and implement recycling programs and trade-in programs simultaneously, especially for electronic products. The former means that platforms recycle old products from customers with cash, whereas the latter means that platforms allow customers to trade in old products for new ones. Under this background, we discuss how to develop the optimal rebate strategy for B2C platforms based on the market recovery price of old products, and give the optimal rebate prices and feasible conditions of single-rebate, dual-rebate, and none-rebate strategies. The results show that the single-recycling rebate strategy is dominant when the residual value of old products is low, and when the residual value of old products is high, platforms should choose in turn the single-trade-in rebate strategy, dual-rebate strategy, single-recycling rebate strategy, and non-rebate strategy with the increase in the cost of new products. In order to obtain higher profits, B2C platforms should provide appropriate rebates to better coordinate the recycling program and the trade-in program on the basis of the market recovery price, the residual value, and the durability of old products as well as the cost, the selling price, and the upgrade range of new products.

From Conexa to Docpass: The Competitive Environment of Telemedicine Platforms

ABSTRACT The case reports the trajectory of a telemedicine platform in Brazil. Conexa, a company that already operated with a telemedicine B2B model, took advantage of the regulatory change during the coronavirus pandemic (COVID-19) and launched Docpass, a B2C platform. The pandemic not only brought about a change in legislation, but also provided a context that reduced cultural barriers to the adoption of such a service for both doctors and patients. The case is recommended for Strategy and Innovation disciplines, more specifically in sessions dedicated to business models based on platforms, when the following learning objectives are worked on: (a) diagnosis of COVID-19 effects in a telemedicine business by comparing before, during, and after the pandemic; (b) understanding the network effects present on the platforms and their reflections in terms of value; (c) understanding the competitive dynamics in a platform ecosystem.

From Conexa to Docpass: The Competitive Environment of Telemedicine Platforms

ABSTRACT The case reports the trajectory of a telemedicine platform in Brazil. Conexa, a company that already operated with a telemedicine B2B model, took advantage of the regulatory change during the coronavirus pandemic (COVID-19) and launched Docpass, a B2C platform. The pandemic not only brought about a change in legislation, but also provided a context that reduced cultural barriers to the adoption of such a service for both doctors and patients. The case is recommended for Strategy and Innovation disciplines, more specifically in sessions dedicated to business models based on platforms, when the following learning objectives are worked on: (a) diagnosis of COVID-19 effects in a telemedicine business by comparing before, during, and after the pandemic; (b) understanding the network effects present on the platforms and their reflections in terms of value; (c) understanding the competitive dynamics in a platform ecosystem.

Hedonic valuation of country of origin in the Chinese dairy market

The implicit value to Chinese consumers of the country-of-origin (COO) characteristic of dairy products is of great importance to estimate. This study adopted the hedonic price model to evaluate the shadow price of the COO attribute of both UHT fluid milk and infant formula collected from the five leading e-commerce platforms (Alibaba’s Tmall Supermarket, Jingdong, Suning Purchase, COFCO I buy nets, and Yihaodian) in China. The target countries were Germany, France, the Netherlands, and Spain from the EU, and Australia and New Zealand from Oceania. The results show that the implicit values of the COO of UHT fluid milk and infant formula are reversed. Having a COO of Spain and Germany decreased the price of UHT fluid milk compared with China, while Germany, New Zealand, France, the Netherlands, and Spain all earned a price premium on infant formula. The B2C platforms Yihaodian, Jingdong, Alibaba’s Tmall Supermarket and Suning Purchase all earned a price premium above COFCO I buy nets. These findings have important implications for dairy industry of EU countries, Australia, New Zealand, and China in terms of the promotion of domestic dairy products. Moreover, this study contributes to the existing body of literature by innovating in employing sales data from e-commerce scanners to study the implicit value of food attributes.

A Study on the Analysis of Market Efficiency of Agricultural Products in E-Commerce B2C Platform -Based on the Consumers' Price Fairness Perceptions-

The purpose of this study is to measure the agricultural product market efficiency of the three e-commerce platforms from the perspective of consumer price fairness perception, analyze the quality and price gap of invalid brands, and help agricultural products enterprises to formulate reasonable price strategies. The characteristics of farm products sold in e-commerce platforms(quality, origin, taste, safety level) were selected as output indicators and the prices of products were selected as input indicators to evaluate the efficiency of the market through DEA analysis. According to the analysis, JD mall has the largest proportion of effective brands, while YHD.com has the highest average market efficiency, and northeast rice has the largest difference in average efficiency among the three platforms. The results show that price inefficiencies still exist in the electronic market. The development of online market for agricultural products should pay attention to consumer price fairness and pay attention to the coordination between price and quality. The limitation of this paper is that it does not focus on the influence of words of mouth marketing in internet market and consumer experience, which can be the future research direction.

THE PROMOTION SYSTEM AS A COMPETITION TOOL ON THE ALLEGRO.PL TRADING PLATFORM

The purpose of the article is to identify the types of promotional tools used and their role in competition between sellers on the B2C and C2C trading platform called Allegro.pl. A case study of this electronic marketplace was carried out. The information needed to develop the case study came primarily from a qualitative content analysis of the Allegro.pl website. The analysis showed that Allegro.pl provides sellers with many different promotional tools to compete within this electronic market while maintaining a high level of user experience (UX). Price is an important tool for competing in this market, but the availability of promotional tools reduces its importance on the platform.

Business modes in the sharing economy: How does the OEM cooperate with third-party sharing platforms?

The sharing economy has changed not only the purchasing and use behaviour of consumers but also the operating mode of original equipment manufacturers (OEMs). For OEMs, the sharing economy represents a challenge and an opportunity. In the car market, some OEMs (e.g., General Motors and Toyota) choose to cooperate with peer-to-peer (P2P) sharing platforms, while others (e.g., Nissan and Haima) choose to work with business-to-consumer (B2C) sharing platforms. This paper develops an analytical framework to study how the OEM selects business modes under the sharing economy. Considering participation concerns inherent in the sharing economy, including renters' perceived value of shared products and owners’ maintenance costs, which depend on the marginal cost of products, we first study how the profit-maximising sharing platforms of the P2P and B2C modes affect the OEM. Then, we analyse the mode decision of the OEM. We find that the OEM should choose to cooperate with the B2C platform if the value perception factor is higher or the marginal cost is lower. If the value perception factor is in the middle range and the marginal cost is higher, the OEM should choose the P2P platform. The OEM should not cooperate with any sharing platforms if the value perception factor is lower and the marginal cost is higher.

An Exploratory Study of Cross Border E-commerce (CBEC) in China: Opportunities and Challenges for Small to Medium Size Enterprises (SMEs)

Development of cross border e-commerce (CBEC) is one of the major enablers of SMEs access to overseas market opportunities. The boom in China's cross border e-commerce has been exponential. It has made China the world's largest cross-border market with over 200 million cross-border online consumers. This article explores the opportunities and the challenges for SMEs to leverage the China's CBEC to find and develop new customers in markets outside their domestic ones. It aims to help small to medium enterprises understand the unique Chinese e-commerce ecosystem and develop an appropriate e-commerce strategy that enables them to enter the Chinese e-commerce ecosystem. This research reveals that the significant growth opportunities and challenges for those SMEs poised for business expansion into Chinese market via CBEC and offers a detailed understanding of the China's cross border ecommerce system. SMEs are a major and important part of the world economy in terms of making contribution to Gross Domestic Product (GDP) and employment. It is important to help SMEs to understand the significance of cross border e-commerce ecosystem and develop an appropriate e-commerce strategy that enables them to engage with CBEC and empower them to maximize the opportunities offered by CBEC in China. This article recommends that SMEs take a proactive approach to developing effective digital marketing strategies to engage with Chinese online consumers and keep up with new policies, programs and regulatory changes introduced by Chinese governments in a fast changing digital environment. It also suggests that SMEs consider cooperation with an online retailer who is present on China's cross border B2C platforms to yield better results for brand building and direct sale.

Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective

AbstractIntensifying competition in recent times requires business‐to‐consumer (B2C) e‐commerce platforms to develop operational agility for competitive advantage. Despite the agreement on an increasing competitive landscape, the process for realising information technology (IT)‐driven operational agility on e‐business platforms has received little scrutiny. Through an investigation of M.com, a leading multisided online retailing platform in China, this study provides a clear thesis of resource interdependencies and IT‐enabled capabilities forged during operational processes to realise operational agility. Our investigation, observations, and reflections from practice substantiate a model of how a platform like M.com cultivates IT‐driven resource‐interdependent competencies and capabilities tantamount to realising operational agility. The model shows how IT enables three capabilities—localised, synergistic, and optimised—which reflect the effective co‐ordination of three resource interdependencies (pooled, sequential, and reciprocal) during M.com's complex operations and processes, and explicates the consequences. For research, we postulate that IT‐enabled operational agility in complex organisational forms, cultivated through the development of resource‐interdependent capabilities to deliver effective sensing and response mechanisms, forms effective strategies for the B2C platform in dynamic marketplace conditions.