Marché en ligne

Résumé

Un marché en ligne (en anglais « online marketplace ») est le nom donné à une application web commerciale (qui peut être B2B ou B2C mais encore C2C ou C2B) fournissant, via des tiers, des biens ou services. Présentation Les marchés en ligne suivent donc une logique plateforme et peuvent incorporer des mécanismes de transaction sécurisés end-to-end administrés par le tiers de confiance. Elles incarnent jusqu'à présent la façon la plus simple et pratique de rationaliser économiquement et de manière multicanale le commerce en ligne. Sur un marché en ligne, les acheteurs passent généralement leurs commandes au travers d'annonces déposées par les divers vendeurs. La transaction est portée par la plateforme, qui fait office de tiers de confiance. Elle effectue pour cela une séparation des fonds du montant de la commande en deux parties : le coût de service, ou commission, qu'elle se reverse et de l'autre côté le résiduel, à destination du vendeur. Ce modèle économique est parfoi

Source officielle

https://fr.wikipedia.org/wiki/March%C3%A9_en_ligne

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This course provides an introduction to distributed ledger technology, blockchains and cryptocurrencies, and their potential applications in finance and banking.

This course focuses on goal-directed design and interaction design, two subjects treated in depth in the Cooper book (see reference below). To practice these two methods, we propose a design challenge, which is further divided into mini-projects evenly spaced throughout the semester.

Should have expertise in chemistry, physics or lite and material sciences. Although a very good knowledge in Al-based algorithms is required to fully understand the technical details, a basic knowledge is sufficient to understand the potential of these methods and their applications

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Coopetition (collaboration between competing firms) is a phenomenon which has recently captured a great deal of attention due to its increasing relevance to business practice. The current research on coopetition is still short in explaining how the potential advantages of coopetition strategy can be realized over time as a part of individual firm’s business model. In order to approach this gap, this study focuses on understanding how coopetition strategy of a firm evolves over time, and how such strategy is executed through the business model of Amazon.com. We find evidence on three distinct coopetitive business models: 1) Amazon Marketplace 2) Amazon Services and 3) Collaboration between Apple and Amazon on digital text platforms. As a result, we put forward several propositions on how the potential advantages of coopetition strategy can be reached by involving competitors within the firm’s business model. Thus, the results increase the understanding on how business models can be designed to include competitive partners, and how a firm can capture value through such arrangements. Overall, the study contributes to the extant coopetition research by showing the aspects inherent in business models that can help to realize potential advantages of coopetition strategy.

2011

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The promise of service design is to enable a service supplier to prosper by delivering continuous value to customers. This prosperity is of strategic value to the service supplier. There is value in a service for both the service supplier and its service customers. We call these two values, service supplier value and service adopter value. When designing a service it is necessary to align both value propositions with the service components and service features. To this end, we propose to use a systemic method where whole (i.e. black box) and composite (i.e. white box) reasoning are interleaved on both the organizational and functional dimensions. We begin by producing an as-is model that describes how the value is created for the customer and how it is captured by the service supplier. Service improvement opportunities are identified in terms of value to both service adopter and service supplier. A to-be model is built that specifies the new interaction between actors and their new responsibilities and thereby, new service components and features. The method is illustrated with an example based on the service offering and implementation of Amazon.com in Amazon Marketplace.

2012

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Coopetition within and between value networks – a typology and a modelling framework

Arash Golnam, Alain Wegmann

This study develops a typology of coopetition in value networks, wherein a distinction is made based on two factors. Firstly, whether coopetition takes place inside a particular value network (i.e., intra-value network coopetition) or between value networks (i.e., inter-value network coopetition); and secondly, whether the nature of collaboration is focused on value leveraging or value co-creation. We present empirical examples from the global ICT sector (Amazon Services, Amazon Marketplace, AIM Alliance, and Windows Mobile Community) to illustrate the four categories identified in the typology. Each example is graphically represented using a modelling framework in order to aid the understanding of various organisational and network structures that can accommodate coopetition as a complex inter-organisational relationship. We suggest that the developed typology and modelling methodology can help researchers and practitioners to better grasp and communicate the role and benefits as well as the network and organisational structures of coopetition within and between value networks.

2014

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