Short List of E-Businesses

eBay (ebay.com):
With more than 100 million active users globally (as of Q4 2011), eBay is the orl!"s largest online mar#et$lace, % here $ractically anyone can buy an! sell $ractically anything% (eBay.com, 2012a). &oun!e! in 'e$tember 1(() by *ierre +mi!yar in his 'an ,ose living room (B-ornsson 2001) , eBay connects a !iverse an! $assionate community of in!ivi!ual buyers an! sellers, as ell as small businesses. .heir collective im$act on ecommerce is enormous: /n 2011, the total value of goo!s sol! on eBay as 012.1 billion 3 more than 02,100 every secon! (eBay.com 2012).

'ho$hive (sho$hive.com):
.'ho$hive.com as launche! in 200) an! has become the sole source of online 456ommerce in au!io an! visual e7ui$ment, com$uters, mobile $hones an! various relate! accessories. 'ho$hive s$eciali8es in veritably every #in! of electronics an! tech relate! $ro!uct. .he o ners say that by $rovi!ing arranties an! manufacturer certifications, they are able to guarantee their $ro!ucts com$letely, unli#e sho$s an! stores that may or may not have arranties an! rarely have certifications. .he ebsite through its various online safety an! trust services $rovi!es a!e7uate guarantee to buyers as ell as the offering free home !elivery any here in *a#istan.

+9: (ol;.com):
+9: is an internet com$any base! in <e =or# 6ity an! Buenos >ires, >rgentina. .he +9: ebsite hosts free user5generate! classifie! a!vertisements for urban communities aroun! the orl! an! $rovi!es !iscussion forums sorte! by various to$ics.

Walmart ( almart.com):
Wal5?art 'tores, /nc., bran!e! as Walmart is an >merican multinational retail cor$oration that runs chains of large !iscount !e$artment stores an! arehouse stores. .he com$any is the orl!"s secon! largest $ublic cor$oration, accor!ing to the &ortune @lobal )00list in 201A, the biggest $rivate em$loyer in the orl! ith over t o million em$loyees, an! is the largest retailer in the orl!.

Nike (nike.com):
Nike, Inc. is an >merican multinational cor$oration that is engage! in the !esign, !evelo$ment an! orl! i!e mar#eting an! selling of foot ear, a$$arel, e7ui$ment, accessories an! services. .he com$any is hea!7uartere! near Beaverton, +regon, in the *ortlan! metro$olitan area, an! is one of only t o &ortune )00 com$anies hea!7uartere! in +regon.

NIKE

> bir!Bs eye vie of the e5mar#eting conce$ts incor$orate! by the giant of s$orts a$$arel.

/ntro!uction:
/nitially, hat starte! as Blue Cibbon '$orts in 1(12 became <i#e /nc. in 1(D2, base! in Beaverton, +regon. (<i#e E @ree# @o!!ess of Fictory) .he foun!ers ere Bill Bo erman, a trac# G fiel! coach an! *hil Hnight, a runner un!er Bo erman. &rom their mo!est start, <i#e has gro n to be a global lea!er in the s$orting goo!s in!ustry. /t is recogni8e! as the orl!"s lea!ing !esigner, mar#eter an! !istributor of athletic foot ear, a$$arel, an! accessories for a i!e variety of s$orts an! fitness activities. &or <i#e, an establishe! an! gro ing organi8ation, a strong /nternet $resence felt li#e a natural e;tension to their alrea!y globally focuse! strategy. .o!ay .ni#eto n.com, <i#e"s e5 commerce site offers a uni7ue e;$erience, $ro!ucts an! $ro!uct information for its $otential an! e;isting customers.

MI !"EL #$%&E%'S (I)E $M#E&I&I)E ($% ES

?ichael *orter has i!entifie! five forces that !etermine the intrinsic long5run attractiveness of a mar#et or mar#et segment : in!ustry com$etitors, $otential entrants, substitutes, buyers an! su$$liers.

/<.4<'4 '4@?4<. C/F>9C=:

.he rivalry among e;isting com$etitors in the foot ear in!ustry is 7uite high. 9arge firms such as <i#e an! >!i!as have gro n immensely over the last t o !eca!es. .heir global reach has e;$an!e! through all continentsI this is attribute! to the emergencies of the /nternet an! e5commerce. +nline selling has enlarge! the reach for these firms allo ing them to increase sales hile minimi8ing o$erating costs. ?ost in!ivi!uals in <orth >merica have access to high s$ee! /nternet an! online $urchasing has become the ne tren! for the t enty first century.

.JC4>. +& <4W 4<.C><.':

Kue to the large scale of <i#e, these firms are able to control their costs to retain $erformance a!vantage over emerging com$etitors in the in!ustry. .heir eb sites are more so$histicate! an! enticing to bro se. .he ca$ital in-ection into eb site !evelo$ment is high an! must be u$!ate! fre7uently ith ne $romotions an! a!!e! features to attract online sho$$ers. 'elling foot ear online

is highly com$etitiveI ho ever, barriers to enter into this e5commerce in!ustry are 7uite lo . .he ca$ital re7uirement for setting u$ an online sho$ is com$aratively lo er than setting u$ a tra!itional bric#s an! mortar establishment. .herefore, the online foot ear in!ustry is highly abun!ant ith hun!re!s of online merchants.

.JC4>. +& 'LB'./.L.4 *C+KL6.':

6onsumer substitutes for athletic foot ear $ro!ucts are lo because there are little alternatives to s itch, some substitutes for athlete foot ear coul! be boots, san!als, !ress shoes or bear feet. 6onsumers are not li#ely to substitute !ue to the $erformance s$ecification of the $ro!uct. &or instance, a bas#etball $layer oul! not ear boots to $lay bas#etball. .herefore, there are no real substitutes for athletic foot ear.

.JC4>. +& BL=4CB' @C+W/<@ B>C@>/</<@ *+W4C:

.here are a large number of buyers relative to the number of firms in this in!ustry. .herefore, com$anies li#e <i#e an! >!i!as must continuously mar#et their $ro!uct an! !ifferentiate their bran!s against com$etitors, in or!er to increase sales an! mar#et share. .he use of online tools has hel$e! to enhance the accessibility of users. &or e;am$le, <i#e"s %ni#ei!.com% lin# allo s consumers to customi8e an! !esign their o n foot ear by $ermitting customers to s$ecify the !esire! colours an! the o$tion to $ersonali8e the foot ear ith their name.

.JC4>. +& '4994CB' @C+W/<@ B>C@>/</<@ *+W4C:

.here are many su$$liers in this in!ustry. .here is very little !ifferentiation among the su$$liers, hich eliminates su$$liers" bargaining $o er. 9eather, rubber, an! cotton are commo!ities available abun!antly in the mar#et. 6om$anies such as <i#e an! >!i!as have a !efinite a!vantage an! $o er over their su$$liers. .hese su$$liers become !e$en!ent on these firms for survival. ?oreover, <i#e an! >!i!as have stan!ar!i8e! their in$ut $roce!ures $ertaining to the materials use!, their labor force, su$$lies, services, an! logistics. &irms are able to s itch bet een su$$liers 7uic#ly an! chea$ly, !ue to the globalise! net or#s of chea$ labour.

E-B*SINESS M$+EL
<i#e has a!o$te! a merchant mo!el hich has three $illars of their e5commerce strategy: 1. Business to 6onsumers 2. *ure5$lay e5tailer A. .ric#s an! clic#s 4. .heir online store.

om,etitors
>!i!as *uma Ceebo# Bata

>ll regional, tra!itional, G local bran!s

?ar#eting strategy:
.he com$any unveile! its strategy an! #ey initiatives to achieve sustainable, long5term gro th across its global $ortfolio of bran!s an! businesses. @ro th 'trategy

Business 'trategy:
".he business

unit is !e!icate! to meeting the nee!s of customers ho nee! .*L $lastic $ro!ucts that re7uire innovation an! engineering not available in the stan!ar! mar#et$lace.% *ro!uct Kifferentiation @lobali8ation

?ar#eting *osition:
<i#e is the orl!"s reno ne! an! lea!ing su$$lier of athletic shoes an! a$$arel. .he bran! controls more than 4D $ercent of the athletic shoe mar#et.