Abstract Are there economic incentives for electronic commerce (e-commerce), or is it just hype? This paper evaluates the cost-based differences between traditional markets (such as retail stores) and electronic markets (e-markets) both from the buyer's (demand side) perspective and the seller's (supply side) perspective. The implications that a shift toward greater electronic market utilization have for transaction intermediaries, interactive service providers (ISPs), and government are discussed. We find that there are significant cost-based differences between traditional and electronic markets for both buyers and sellers, and that electronic markets affect industry structures as well as future sources of organizational revenue.
Kevwords." Electronic markets; Electronic commerce; Transaction cost economics; Industry structure: Consumer behavior; Business strategy
Introduction
In the past few years, there has been an explosion of online commercial activity enabled by the Internet and World Wide Web (WWW). Activities range from simple product advertising to more complex systems that facilitate electronic product ordering either directly from one company, or through elec- tronic markets. Commercial transactions have taken place for centuries, but currently there is a revolution taking place that is transforming the marketplace. This transformation is occurring because the rela- tionship between organizations and consumers is in- creasingly being facilitated through electronic infor- mation technology (IT). This is generally called elec- tronic commerce (e-commerce), with a major com- ponent of e-commerce being electronic markets (e- markets). The number of products available online is growing steadily. There are an estimated 250,000 commercial Web sites now operating, and the vast majority have been around for less than a year [1]. But, not enough is understood about this rapidly evolving phenomenon. The number of losers still exceeds the number of winners by 2 to 1 for Internet commercial ventures [l].
The questions that arise from the current growth of electronic commerce are whether all commerce in the future will be facilitated electronically, or whether electronic commerce's hype far exceeds its future impact. It is likely that the future of electronic commerce falls somewhere in between the two extremes. Some industries will be affected more dramatically by electronic commerce than others. The purpose of this paper is to evaluate the differences between traditional markets (such as retail stores), and electronic markets both from the buyer's (demand side) perspective and the seller's (supply side) perspective. We also discuss the impli- cations that e-markets have for transaction facilita- tors (intermediaries, brokers and so forth), the rela- tively new industry of interactive service providers (ISPs), as well as state and federal government. Past work has focused on the theoretical relationship, generally based on transaction cost economics analy- sis [2], between IT and transaction governance (markets vs. hierarchies) [3-8]. Our study involves a cost-based economics analysis similar to previous work, but we compare traditional markets with e- markets instead of markets with hierarchies. Williamson states that the economic institutions of capitalism (namely, markets and hierarchies) have the main purpose and effect of economizing on transaction costs [2]. Our thesis is that, in many instances, electronic markets enjoy transaction cost advantages over traditional markets. Because of these transaction cost advantages, we can expect a contin- ued growth in online markets in many industries.
The following sections describe the findings of our study. In Section 2, we discuss e-commerce and e-markets to provide background for the remaining sections. Several e-market examples are presented. The remaining sections describe the impact of e- markets from three perspectives: buyers, sellers, and other organizations associated with commercial transactions. In Section 3, we identify the impacts that e-markets have on industry structures. We dis- cuss traditional retail industry structure, industry structure for non-digital product e-markets, and in- dustry structure for e-markets associated with digi- tized products. In Section 4, we evaluate the charac- teristics of traditional and electronic markets from a buyer's perspective. We derive several revenue im- plications for sellers and other organizations from this analysis, as well as the analysis from Section 3. In Section 5, we evaluate the cost-based differences between traditional and electronic markets from a seller's perspective. Next, in Section 6, we discuss the impact that e-markets have on other organiza- tions including transaction intermediaries, ISPs, and state and federal government. Finally, in Section 7, we discuss our overall conclusions.
Electronic commerce and electronic markets
There are several reasons why electronic com- merce's time has come. One reason is that widespread electronic commerce has only become feasible within the past few years. It requires that both applications, as well as infrastructure be widely available to con- sumers. Examples of critical technologies that sup- port e-commerce include hardware such as low-cost personal computers (with fast processors and large storage capabilities), high-speed modems, the Inter- net, World Wide Web and Netscape Navigator. The Internet's World Wide Web is considered a strategic information technology with the potential to change the ground rules by which businesses interact with their consumers [9]. The high expectations surround- ing the consumer potential of the Web are driven by its perceived business advantages, by socio-demo- graphic changes, and by the Web's unique features as a direct marketing channel [10]. The perceived business advantages include greater inventory con- trol, improved market reach, customization of prod- ucts and services, shortened time to market for new products and services, more efficient payment sys- tems, and lower advertising costs [11-13]. The so- cio-demographic drivers include an increase in fami- lies with two working parents, single-parent homes, pressure to free up limited leisure time, a more computer-literate population, crime, and cutbacks in store personnel [ 14]. Finally, Kalakota and Whinston have identified four principal reasons why electronic commerce's time has come. First, the cost of pro- cessing many types of financial and retail transac- tions has been rising so rapidly that it is imperative to develop new ways to handle those transactions. Second, competition in banking and retailing has become so intense that only those organizations that can provide superior customer services, which in turn require sophisticated transaction management, will continue to grow and prosper. Third, consumers themselves are feeding the fires of competition by demanding more services and greater convenience in their banking and shopping activities. Finally, the technology is at last in place to process electronic transactions at faster speeds more easily and at less cost than we can process paper transactions [15]. The shift toward electronic commerce is revolutionary because it involves linking consumers to electronic marketplaces, not just electronically supporting hier- archical transactions within and between organiza- tions (commonly referred to as the problem of enter- prise integration). The involvement of consumers, in addition to product/service providers, dramatically increases the potential magnitude of change. A sig- nificant portion of the GDP is consumer transactions. Past growth in enterprise integration systems missed these transactions. The revolutionary nature of elec- tronic commerce provides adequate incentive to study electronic markets to increase our understanding of their impact on the market's participants, traditional and newly created industries, as well as the economy as a whole.
2.1. Electronic commerce
Broadly defined, e-commerce is a modern busi- ness methodology that addresses the needs of organi- zations, merchants, and consumers to cut costs while improving the quality of goods and services, and increasing the speed of service delivery. The term also applies to the use of computer networks to search and retrieve information in support of human and corporate decision-making. More commonly, e- commerce is associated with the buying and selling of information, products, and services via computer networks today and in the future via any one of the myriad of networks that make up the Information Superhighway (I-way) [15].
Electronic commerce involves several layers of infrastructure including the information superhigh- way infrastructure, multimedia content and network publishing infrastructure, the messaging and informa- tion distribution infrastructure, and common business services infrastructure [15]. It also encompasses a wide range of applications, designed based on, and supported by, the infrastructure. Example applica- tions include electronic advertising, product order- ing, delivery of digitizable products, payment sys- tems, and the focus of this paper, electronic markets.
2.2. Electronic markets
Electronic markets are the foundation of elec- tronic commerce. They potentially encompass all of the applications discussed above. An electronic mar- ketplace (or electronic market system) is an inter- organizational information system that allows the participating buyers and sellers to exchange infonna- tion about prices and product offerings. The firm operating the system is referred to as the intermedi- ary, which may be a market participant--a buyer or seller, an independent third-party, or a multifirm consortium [6]. E-markets provide an electronic, or online, method to facilitate transactions between buyers and sellers that potentially provides support for all of the steps in the entire order fulfilment process. The business process model from a con- sumer's perspective consists of activities that can be grouped into three phases: prepurchase determina- tion, purchase consummation, and postpurchase in- teraction. Each of these phases can be supported electronically in a complete e-market, but e-markets today generally support only the prepurchase deter- mination activities. Several e-market examples are described in Section 2.3.
2.3. E-market examples
A number of electronic markets are available to consumers to buy products ranging from music CDs to automobiles. The following are current examples of products and/or services that are available through electronic markets.
2.3.1. Flowers
Calyx & Corolla have used e-commerce to radi- cally alter the way new cutflowers are moved from the growers to the consumers. Traditionally, the value chain that supplied cutflowers involved a grower, jobber to transport to a wholesaler, and finally a florist. From a survey of Boston florists in July 1995, the price, including delivery charge and tax, for an example arrangement of flowers was US$60. Calyx & Corolla can provide an electronic market to customers to buy directly from growers with the flowers being shipped using Federal Ex- press. Their delivered price is US$54 [16]. Much of this is due to the elimination of some intermediaries between the growers and the customers. The price paid to the firm providing the electronic market is generally lower than the profits made by the tradi- tional wholesaler and retailer intermediaries.
2.3.2. Clothing
Similar to the cutflower example is an example in the shirt industry. The cost per high-quality shirt in a value chain that includes a wholesaler and retailer is US$52.72. The elimination of these intermediaries reduces the cost to US$20.45, a reduction of 62% [8].
2.3.3. Automobiles
Thanks to the World Wide Web, new car shop- pers have more options, including access to valuable information, such as what a car really does cost a dealer. As a result, consumers are increasingly lock- ing in better deals online. What's more, the trend has attracted the attention of some of the biggest car dealers, financial institutions and insurance compa- nies. Electronic markets now exist to enable con- sumers to shop for and buy a new car, insure it, and take delivery without ever setting foot in a dealership [17]. A search of the directory of automobile dealers on Yahoo in October showed that 79 different deal- ers or locator services were listed [18].
2.3.4. Music
Jason and Matthew Olim founded CDnow from the basement of their Ambler, Pennsylvania home. Jason Olim, a jazz fan frustrated by skimpy selec- tions in music shops, came up with the idea of a cyberstore that could offer every jazz album made in the US and 20,000 imports. Shoppers place their orders with CDnow (cdnow.com), which, in turn, contacts distributors. Most disks are delivered to the customer's door in 24 h. Add in advertising rev- enues, and CDnow expects to hit US$6 million in sales in 1996, triple the previous year's revenue, with 18% operating margins [1].
2.3.5. Books
Books are another product that consumers pur- chase online. One book seller on the Web is Ama- zon.com Books. Their site advertises a spotlight book, book of the day, titles in the news, featured books, and books that are hot this week. Some of their books are discounted as much as 30%. By clicking on book titles, and some authors, more detailed information can be accessed [19]. It is no longer necessary to either go to a book store to buy a book, or to find mail-order book stores through a print advertisement. Web advertising is likely to be more current than print ads.
2.3.6. Electronic magazines
With no printing or circulation costs, online mag- azines once held the promise of low overhead and quick profitability. Now most Web publishers have amended their business models and expect years of losses before turning a profit--a model much closer to print publications. Although analysts and publish- ers expect mainstream advertisers to up their antes in Web ads, most e-zines are exploring alternative ways of making money in the short-term, including spon- sorships, alliances and even subscriptions. Most on- line publishers have a rosy outlook, now that the Internet has become a media focal point, and main- stream advertisers better understand the Net. Jupiter Communications, a New York-based Internet re- search company, predicts that the total number of online consumers will jump from 13 million in 1996 to more than 35 million in 2000. Adam Schoenfeld, vice-president and senior analyst at Jupiter, said that the universe of ad dollars online--both on the Web and on dedicated online services--would grow to US$5.3 billion by 2000 [20]. A growing number of online consumers, as well as a growing amount of Net-based ad money, provides an environment where electronic magazines with good content may flourish in the future.
2.3. 7. Airline tickets
Discount airfares you won't find anywhere else are popping up on the Internet. American Airlines and Cathay Pacific Airways are using their Web sites to reduce the thousands of seats that are unsold on flights every day. American began selling fares on 20 routes as much as 70% below the lowest fares consumers would be quoted through a travel agent or American's 800 number. Besides filling empty seats, airlines want to cut distribution costs by selling directly on the Internet instead of through travel agents [2l].
2.3.8. Stock and securities
All of a sudden, innovations in technology, partic- ularly the Internet, are bringing profound changes to Wall Street that hold a lot of promise, and a lot of peril, for the powerful firms that make their money in the securities business. For many people, the Internet could replace the functions of a broker. For example, almost a dozen small companies are trying to sell their stock directly to the public using Web sites like those run by Direct Stock Market and IPO Data Systems. And two small California companies, Real Goods Trading and Perfect Data, have set up electronic bulletin boards that allow their sharehold- ers to trade stock without a broker, dealer or market maker. Because it allows traders to find each other easily, the Internet may ultimately make it possible to have a stock exchange that exists only in cy- berspace, with no trading floor, directly open to every investor with a computer and a modem [22].
Three sets of issues and research questions arise from an analysis of these examples. First, what is the impact that electronic markets have on the costs relevant to a consumer's choice between traditional retail markets and electronic markets? Second, what is the impact that electronic markets have on seller costs, as well as the structure of the value chains needed to provide products? And third, what impact do electronic markets have on other organizations involved in commercial market transactions? These three issues are addressed throughout the remainder of this paper
Impact of e-markets on industry structure
It is apparent from the examples above that the diffusion of electronic commerce in an industry has an impact on the structure of the value chain in- volved in supplying the products and/or services to the final consumers. This is mainly due to the disin- termediating effect of information technology identi- fied by Davenport in his research on business pro- cess reengineering [23]. Although, in some instances, intermediaries may be added to transactions facili- tated through an electronic market. Based on the examples above, we have identified two phases that industry structures potentially go through as elec- tronic markets diffuse across the industry. The de- gree of change is determined by features of the industry and its products. This is discussed in more detail at the end of this section.
An example of a traditional market is shown in Fig. 1. The industry transformation phases are de- scribed in relation to this example. In a traditional market (for a non-impulse pur- chase), the customer searches out information about the products available and their prices, quality and features. This information comes from a wide range of sources including advertising sources, travelling to retail stores, and so forth. At some point they stop their search because they realize that further search- ing will probably not benefit them. Once the intbr- mation gathered has been analyzed, the consumer decides where to buy the product. The product is then either purchased and transported home by the customer, or is delivered to them through a distribu- tion network.
Electronic markets affect the consumer purchase process. The first phase in the translbrmation of the structure of an industry is the digitization of the market mechanism. This is described in Fig, 2.
An electronic market provides a mechanism for reducing the search costs (money, time and effort expended to gather product price, quality and feature information) for consumers. This also reduces the likelihood that sellers can charge significantly higher prices than their competitors because the consumer is unaware of the other prices (a form of regional oligopoly or monopoly). The result is that consumers can buy products for lower prices, intermediaries such as wholesalers are eliminated from the value chain, a new industry that provides access to elec- tronic markets is created, and firms that produce products can maintain a profit margin comparable to the traditional markets.
The second phase in the transformation of the structure of an industry is the digitization of the product itself as well as its distribution. Examples of digitizable products include books, newspapers, magazines, computer software, movies and music. For example, if a consumer wants a new version ofNavigator software from Netscape, the software can be downloaded from one of their sites on the Internet [24]. This eliminates the need for Netscape to main- tain an inventory of software on CDs or diskettes that must be physically shipped to the consumer. Another example would be either evaluating or pur- chasing anti-virus software from McAfee [25]. If a software company charges for their software then they can receive payment before the software is allowed to be downloaded. This can be especially easy, as electronic payment methods become more widely used in the future. This further transformed industry structure, that results from the digitization of products and their distribution, is described in Fig. 3.
The electronic market and distribution network enables a wide range of seller and customer activities to converge into one place including marketing, or- der processing, distribution, payments and even product development processes that involve several separate firms. This makes these activities easier and more convenient while also reducing the costs in- volved. Value chain costs can be further reduced by digitizing the industry's product. Examples of digiti- zable products were given earlier. Digitization of the product reduces inventory and packaging costs. Digi- tized products can then be distributed electronically to the consumer, minimizing distribution costs that would otherwise be paid to the firms in the distribu- tion network and passed on to the final consumer. These cost-based differences are discussed in more detail in Section 5. Beyond the cost benefits, cycle time for order fulfilment is minimized, which may result in improved customer satisfaction. Digitized information can be distributed in minutes while ship- ping a product generally takes days (or longer to some parts of the world). The characteristics of the phases in the transformation of industry structures enabled by e-markets are summarized in Table 1.
The overall impact of electronic commerce on industry structures is not strictly cost reduction and disintermediation. It is more complex than that. New intermediaries and costs may be added to a value chain, but in many instances the potential benefits outweigh these costs. In the Section 4, we discuss a model that identifies costs relevant to differentiating between traditional and electronic markets from a buyer perspective.
Traditional and electronic markets: buyer cost perspective
Electronic markets provide buyers with an addi- tional sales channel through which they can buy products. Although there may be certain benefits derived by buyers in electronic markets (lower prices and search costs), it also increases the complexity of their decision process by adding another option to consider. It may also add new forms of consumer risk. In this section we describe a model we devel- oped to compare the cost-based differences between traditional markets (such as retail stores) and elec- tronic markets.
4.1. Buyer's perspective relevant costs
From the consumer's perspective (demand side of a transaction), the potentially relevant costs that we have identified include: (1) product price (PB), (2) search costs (SCs), (3) risk costs (RCB), (4) distri- bution costs (DCs), (5) sales tax (TB), and (6) market costs (MC B).
The product price is the sum of the production costs, coordination costs, and profits of the value chain that provides the product or service. Search costs include the time, effort and money involved in searching for a seller who has the product demanded at an acceptable price with acceptable product fea- tures and quality. The cost of the time and effort involved would be determined by the value the buyer places on their time and effort. Risk costs include the costs involved in minimizing transaction risk, as well as the costs associated with losing value in a transac- tion. The risk dimensions typically considered are: economic risk, performance risk, and personal risk [26]. Economic risk stems from the possibility of monetary loss associated with buying a product. Performance risk represents the consumers' percep- tion that a product or service may fail to meet expectations. Personal risk relates to the possibility of harm to the consumer resulting from either a product or the shopping process. An additional form of risk that is potentially important to Internet shop- pers is privacy risk. Privacy risk reflects the degree to which consumers envisage a loss of privacy due to information collected about them as they shop [10]. Additional costs of concern include distribution costs, the costs associated with physically moving the product from the seller to the buyer, and sales tax. Market costs are the costs associated with participat- ing in a market. Traditional markets are assumed to be costless to the buyer, while e-market costs may include fixed access costs and/or transaction (varia- ble) costs paid to the firm(s) that operate the e-market,
4.2. Comparison of buyer costs in traditional and electronic markets
Assuming rational decision-making, the buyer's objective is to minimize the sum of the individual costs subject to the constraints that the product qual- ity and features, including how soon the product can be received, must be acceptable. Fig. 4 summarizes the findings of our evaluation of the costs relevant to a buyer's choice between traditional and electronic markets.
Prices in electronic markets are generally lower than in traditional markets. If they were higher then there would be little incentive for consumers to switch to the newer e-markets. One explanation for why prices are lower is that search costs are lower. It is generally easier to gather relevant information, and compare a wider range of prices, in online environ- ments. This is especially true as the number of products offered online increases. In traditional retail markets, a buyer would have to either drive around town or call several sellers. This takes more time and costs more. Given this additional information in the e-market, buyers are likely to be able to find a price that is lower than in a traditional market. The ques- tion then is: Why aren't all products purchased in e-markets? One reason is that not all products are available through e-markets. Another reason is that some products cannot be feasibly sold online. More important, though, is that there are additional risks associated with buying online. Given that there are transaction cost-based incentives for buyers to partic- ipate in e-markets, the next issue is whether there are incentives for sellers to participate. Without any sellers in the e-market, there would be no transac- tions.
Traditional and electronic markets: seller cost perspective
Electronic markets provide sellers with an addi- tional sales channel where they can market and sell their products. As with buyers, electronic markets provide sellers with certain benefits including access to a larger market and reduction of certain costs, but it also increases the complexity of their operations by adding a new potential sales channel to evaluate which changes the way they may do business in the future. In this section, we describe a model we developed to compare the cost-based differences be- tween traditional markets (such as retail stores) and electronic markets from a seller perspective.
5.1. Seller perspective relevant costs
From the seller perspective (supply side of a transaction), the potentially relevant costs that we have identified include: (1) marketing (advertising) costs (ACs), (2) overheard costs (OCs), (3) inventory costs (ICs), (4) production costs (PCs), and (5) distri- bution costs (DCs).
Marketing costs are the costs associated with informing the consumer about the availability and features of a seller's products or services. Advertis- ing channels in traditional markets include television, radio, newspapers, yellow pages, and so forth. Newer advertising channels include push-based methods (such as electronic mail), and pull-based methods (such as electronic bulletin boards and the Web) [15]. Overhead costs include the more fixed costs of the business including physical retail space and ware- houses. Inventory costs include the costs to handle and hold inventory to deal with demand uncertainty for physical products. Production costs include the variable costs of producing a unit of a product including labor and materials. Distribution costs in- clude the costs associated with moving the product from the seller to the buyer.
5.2. Comparison of seller costs in traditional and electronic markets
Assuming rational decision-making, the seller's objective is to minimize the sum of the individual costs subject to the constraints that they provide the products and services demanded by their customers. Fig. 5 summarizes the findings of our evaluation of the costs relevant to a seller's choice between tradi- tional markets, e-markets with nondigitized products, and e-markets with products that have been digitized.
Advertising costs are lower in e-markets than in traditional markets. For example, the advertising cost per consumer for a Web page is much lower than a television ad or a print ad (magazine or newspaper). This is true whether the product is digitized or not. Overhead costs are similar to advertising costs. Tra- ditional retail store markets require a seller to have a physical store, which they may either own or rent. In e-markets, a Web site may also serve as the store front. This is especially true when the capability to order products electronically is integrated into the Web site. Inventory costs are more closely related to the product characteristics instead of the consumer interface. When products are digitized, they require an inventory level of only one unit, and the product is stored on a computer disk. Production cost differ- ences are similar to the situation for inventory costs. Physical products involve significant variable costs per unit for materials and labor. Reproduction of digitized products generally involves the copying of the computer file. Distribution cost differences are a little more complex. In an e-market with a digitized product, the product can be distributed electronically, perhaps through FTP, to the consumer. This is a very low-cost distribution method. Traditional markets also have low distribution costs for sellers because the consumer comes to the store and transports the product to their home themselves. An electronic market with a nondigitized product still requires physical shipment of the product, for example through the USPS or Federal Express. This is the situation with the highest distribution cost to the seller.
Several implications for business strategy (and potential sources of revenue) are apparent from our findings related to our e-market model and empirical study. These implications affect several entities: product/service providers, transaction brokers, inter- active service providers (market makers), and also state and federal government. The buyer costs rele- vant to each entity (as potential sources of revenue) are marked in Fig. 6.
5.3. Product/service provider revenue implications
The revenue implications for product/service providers in an e-market come from the price and risk cost components, PB and RC B, of our buyer cost model. Essentially, sellers can compete using a low- cost producer strategy, and/or they can compete using a strategy by which they differentiate them- selves from other sellers because they are less risky (more trusted) in the market. Competing based on reducing buyer risk costs, when the seller/buyer relationship is supported electronically, can be de- scribed as an electronic virtual partnership. This is described in Fig. 7.
This is interesting because it describes how, over time, submarkets may form within the overall elec- tronic market because consumer knowledge is lim- ited, and there is still a cost to gather information about new sellers. Over time, there is less incentive for buyers to search the entire e-market for sellers of a product that has been purchased in the past. Unless a seller's price is significantly lower than prices from a trusted seller, the switching cost will inhibit the consumer from buying from the unknown seller.
Revenue source implications for transaction intermediaries
Electronic markets also affect potential revenue sources for other organizations that support commer- cial transactions. We discuss the implications for transaction brokers, ISPs, and the government.
6.1. Transaction intermediary implications
The implications for transaction brokers (e.g., stock brokers, real estate agents, intelligent agent software developers, and so forth) in an e-market come from the search and risk cost components, SC B and RC B, of our model. In some situations, buyers may be willing to pay someone to gather and/or analyze market information (a traditional broker role) related to their purchases, or they may pay for software that provides this same functionality (deci- sion support software or more advanced intelligent agent software). They will pay for someone or some- thing (an intelligent agent system?) to do their searching. Also, consumers may be willing to pay for broker services such as risk assumption. For example, consumers may be willing to pay for a service such as an online better business bureau where they could check to see if there have been complaints against a certain seller. There are also implications for distribution companies (such as Fed- eral Express) that arise from the distribution cost component, DC B, of our model. Package shipment companies can expect continued growth in their business related to increased usage of e-markets, but, as more and more products are digitized, this growth may be reduced.
6.2. Interactive service provider (market maker) im- plications
The revenue implications for interactive service providers come from the market and search cost components, MC B and SC B, components of our model. Consumers may be willing to pay interactive service providers a portion of the money they save by buying products in an e-market versus a tradi- tional market to gain access to the e-market. Con- sumers may also be willing to pay for access to systems because they provide much more than just e-market access, for example, entertainment. The growth of ISPs clearly shows that consumers are willing to pay for these services. The fixed cost that consumers pay to ISPs varies, but it is common to pay about US$20 per month.
6.3. Government
Finally, the implications for state and federal gov- ernment come from the sales tax component, T B, of our model as well as organizational revenue gener- ated through e-market transactions. As more transac- tions move from traditional markets to e-markets, it is likely that a smaller proportion of sales tax will be collected by state governments. Generally, laws exist that require the payment of sales taxes even on interstate commerce, but collection is a practical problem. This is especially likely since entry barriers into e-markets are low, increasing the likelihood that there will be an increase in the number of sole proprietorships and small businesses that sell prod- ucts online to buyers around the world. It is harder to track a large number of small sellers. It is also more difficult to track e-market transactions that involve buyers and sellers in different countries. For state and federal govemment, there is also the problem of collecting tax from all of these sellers for taxable income generated from e-market transactions. As these problems increase with the growth of e-com- merce, we can expect a greater effort of government to collect the sales tax and income tax they are owed.
Discussion and conclusions
Based upon our inductive analysis of several cur- rent examples of electronic markets, and the buyer and seller cost-based differences between traditional and electronic markets we have identified, we make several observations and conclusions. First, we dis- cuss some factors that may inhibit the growth of electronic markets in the future. Second, we identify some factors that affect the level of impact that e-markets may have on industries. And finally, we present the overall conclusions of our study.
7.1. lnhibitors to electronic market success
Throughout our paper we have assumed that the impact of certain factors that inhibit the future suc- cess of all e-markets, and e-commerce in general, will not sufficiently hinder the growth of electronic commerce in the future. If this assumption is not true, then the study of electronic markets is moot since they may not exist in the future. It is important to acknowledge the existence of barriers to electronic market success. Three examples of inhibitors to elec- tronic market success are discussed below.
First, the lack of IT infrastructure in some worm regions is a barrier to e-commerce participation by companies and consumers in these regions. In many countries, consumers do not have the same level of access to the Internet, World Wide Web, and so forth that consumers in the US have. This is a major barrier to electronic market diffusion because even if consumers wish to participate in e-markets, they are physically unable to. Even if access is available, an additional barrier may be poor physical telecommu- nications. However, the increasing recognition of the importance of telecommunications to national and business infrastructure has resulted in its prolifera- tion to newly opened societies and markets, most notably Eastern Europe and the former Soviet Union, and to rapidly expanding markets such as Egypt and Iran [27]. We should expect a continuation in this trend toward greater access.
Second, the lel,el of computer illitera O, associ- ated with the worM's consumers that have access to IT infrastructure is a barrier to e-market success. Because of a lack of education about computers, or a lack of willingness to accept new technology, a certain proportion of consumers are unable or unwill- ing to participate in electronic markets. As more and more children are introduced to computers in school, the proportion of consumers who potentially may participate in electronics will increase in the future, Electronic markets are likely to be considered nor- mal instead of novel for future generations of con- sumers.
And third, insufficient data and message security may inhibit some companies and consumers from participating in e-commerce because they feel the level of risk is unacceptable. Confidence, reliability, and protection of information against security threats is a crucial prerequisite for the functioning of elec- tronic commerce [15]. Many initiatives are underway to improve security through improved data encryp- tion and digital signatures. A specific example is S-HTTP, a more secure version of HTTP that is used in the World Wide Web. As the level of transaction security for e-commerce related information transfer improves, the expected level of e-market impact on industries, and the global economy in general, will increase.
An additional inhibitor to e-market success is the fact that a significant portion of all transactions are not market transactions, but are hierarchical transac- tions. Hierarchical transaction governance is often associated with transactions involving high asset specificity [2]. Asset specificity is the difference between the value of an asset (machine, employee and so forth) in its present use and its next best use. Transactions involving high asset specificity will continue to be governed by hierarchies because the firms involved generally need to maintain greater control over the transactions (perhaps through verti- cal integration or long-term contracts) to minimize their overall risk.
These inhibitors, as well as other factors such as high market access costs, have resulted in the failure of some electronic markets. One example is an elec- tronic market for real estate. The National Associa- tion of Realtors' widely publicized information net- work, created two years ago to provide extensive real-estate information on the World Wide Web, has run out of its US$12.9 million in funding and is on the verge of collapse. Association officials and peo- ple in the industry say the network fell victim to overly ambitious goals, some free-spending ways and unexpected changes in technology that made it less attractive to its primary customers, real-estate agents. Funded from the national association's re- serves, Realtors Information Network, or RIN, had lofty plans for keeping Realtors in control of real- estate transactions. The for-profit subsidiary would provide real-estate listings nationwide on the Web to consumers and would act as something of a propri- etary America Online for real-estate agents. Agents who purchased the system would have access to information, chat rooms, real-estate vendors and e- mail. Along the way, network officials misjudged their audience. Initially, the network tried charging US$2 for each home listing on its Web site. But when competition charged less, it cut the price until it stopped charging for listings at all. Meanwhile, advertising for the site, which now has about 350,000 listings, never materialized. At the same time, the proprietary system for agents bombed. In New Jer- sey, a pilot state, fewer than 1000 New Jersey Asso- ciation of Realtors' 36,000 members chose to sub- scribe, says Michael Ford, the state group's presi- dent-elect and a national association director. Only four of the state's 18 multiple-listing services posted their listings on it [28]. This example highlights the need to understand the needs of both product/service providers, as well as consumers in a market, espe- cially when start-up costs are in millions. Market participants should not be charged anything to sub- scribe to a new electronic market until a large num- ber of product/service providers and consumers are participating, and both sides see the value of the e-market. With limited revenues at the beginning, new electronic markets need to tightly control the costs to create and run the e-market.
7.2. Determinants of electronic market impact
Based on an analysis of the e-markets described throughout this paper, it is apparent that electronic markets will impact some industries more than oth- ers. The question then is: What are some of the factors that determine this level of impact? We have identified six factors that each fall within one of four categories: product, industry, seller and consumer.
7.2. I. Product characteristics
First, the form of the product is important. Digiti- zable products are particularly suited for electronic markets because they not only take advantage of the digitization of the market mechanism, but also the distribution mechanism, resulting in very low trans- action costs. It also enables the order fulfilment cycle time to be minimized. Examples of digitizable prod- ucts were described earlier. Second, the magnitude of the product price may be an important determi- nant. The higher the product price, the greater the level of risk involved in the market transaction be- tween buyers and sellers who are geographically separated and may have never dealt with each other before. Some of the most common items currently sold through e-markets are low-priced items such as CDs and books.
7.2.2. Industry characteristics
An industry factor that affects the impact of e- markets is the level of standards that exists in an industry for describing products. A lack of available standards that both the buyer and seller recognize is a barrier to consummating sales electronically. Cur- rent description standards would generally be textual, but future standards could include multimedia op- tions. As multimedia capabilities such as video, au- dio, and perhaps virtual reality (enabled by the vir- tual reality markup language, VRML, in the WWW), are incorporated into electronic market interfaces it will become easier to describe products to potential consumers. A second industry characteristic is the need for a transaction broker. Electronic markets are most useful when they can directly match buyers and sellers. Industries that require transaction brokers, or third parties, may be affected less by electronic markets than are industries where no brokers are required. Stock brokers, insurance agents, and travel agents may provide services that are still needed, but in some cases software may be able to replace the need for these brokers. This is especially true as more intelligent systems that assist consumers be- come available.
7.2.3. Seller characteristics
E-markets reduce search costs that enables con- sumers to find sellers offering lower prices. In the long run, this reduces profit margins for sellers that compete in e-markets, although it may also increase the number of transactions that take place. If sellers in an industry are unwilling to participate in this environment, then the impact of e-markets may be reduced. In highly competitive industries, with low barriers to entry, sellers may not have a choice. But, in oligopolistic situations, sellers may determine the success of e-markets in an industry if they want to maintain an environment of lower volume, higher profit margin, transactions.
7.2.4. Consumer characteristics
Consumers can be classified as either impulse, patient or analytical. Impulse buyers purchase prod- ucts quickly with little analysis, patient buyers pur- chase products after making some comparisons, and analytical buyers do substantial research before mak- ing the decision to purchase products or services [15]. Electronic markets may have little impact on industries where a sizable percentage of purchases are made by impulse buyers. An example of this is grocery store purchases. A high percentage of sales in these stores is on impulse. Because electronic markets require a certain degree of effort on the part of the consumer, these markets are more conducive to consumers who do some comparisons and analysis before buying (the patient or analytical buyers). Ana- lytical buyers can use the facilities available to ana- lyze a wide range of information before deciding where to buy.
The determinants discussed provide a framework for estimating the impact of e-markets on current or future industries. The more industry features (includ- ing product, industry, seller, and consumer character- istics) associated with higher e-market impact, the greater the expected impact of e-markets on that industry. For example, the newspaper industry should be highly impacted by electronic markets. Newspa- pers are easily digitizable, low-priced, easily de- scribed, and do not require a broker. It is uncertain whether publishers would want to compete in the lower profit margin environment, but they may not have a choice. What may reduce the impact on this industry is that consumers generally do not go through an analytical process when buying newspa- pers. What may evolve is the equivalent of electronic newspaper subscriptions where readers pay a fee to receive access to a daily online newspaper, so they do not need to complete a daily transaction. Al- though, daily purchases of electronic newspapers would enable consumers to buy only when they have the time or the need for the information. This same type of analysis holds for any industry in determin- ing the expected level of e-market impact.
7.3. Ot,erall conclusions
The main issue we addressed throughout this paper was: are there economic incentives for elec- tronic commerce, or is it just hype? In particular we looked at the impact of electronic markets on buyers, sellers, and other organizations that support commer- cial transactions. It is apparent that there are eco- nomic incentives for these entities to participate in e-markets, although they may introduce new forms of transaction risk. The benefits that buyers receive from lower prices and search costs are, in many instances, more than enough to offset the potential additional risk, distribution and market costs. Sellers benefit from potential new sources for revenue as well as a reduction of many production and transac- tion-oriented costs. The impact of e-markets on other organizations that support commercial transactions is more mixed. They reduce the need for certain types of intermediaries (such as wholesalers and retail stores) while increasing buyer demand for new inter- mediaries (ISPs, online better business bureaus, and so forth). They also have potential tax revenue col- lection implications for state and federal government.
Our overall conclusion is that there are economic incentives (both from reduction of costs as well as creation of new revenue sources) for electronic com- merce (and in particular electronic markets). It is not just a fad that will go away. Electronic markets are a new institution of capitalism and they are useful because they economize on transaction costs in many instances when compared with other available trans- action governance mechanisms (such as traditional markets).
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