Information market

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Although information has been bought and sold since ancient times, the idea of an information marketplace is relatively recent. The nature of such markets is still evolving, which complicates development of sustainable business models. However, certain attributes of information markets are beginning to be understood, such as diminished participation costs, opportunities for customization, shifting customer relations, and a need for order.

Contents

Overview

In describing the idea of information markets, Mcgee and Prusak (1993) [1] note that people barter for information, use it as an instrument of power, or trade it for information of greater value. In contrast, Shapiro and Varian (1999) [2] point out that historical leaders in information markets, such as newspapers and encyclopedias are at risk of losing their positions as new technology greatly reduces the cost of creating and distributing information. They also indicate that information markets will not resemble textbook competitive markets with many suppliers offering similar products but lacking the ability to influence prices.

In describing the transition from traditional to information markets, Simard (2005) [3] used a metaphor of autonomous providers and users exchanging information in place of sellers and buyers trading goods and services, respectively. Martin (1996) [4] indicates that as manufacturing shifts from mass production to customization, marketing should shift to individualization. Similarly, Mcgee and Prusak (1993) state that with the increased capacity for customization, information about products and services will become an increasingly important resource.

Hagel and Rayport (1997) [5] focus on customer relations. Although businesses assume that information about customers is freely available for the taking, as customers assume greater control of this information, access will likely become more difficult. Further, as ownership of information shifts to the customer, a new source of supply is created and there may be opportunities for intermediaries to add value by linking this supply with business demand.

Although Web-enabled information markets resemble the frontier-style "old west", Sparr (2001) [6] states that governments will eventually find ways to step in with standards, property rights, and regulations, as all economic activity ultimately depends on order. This has virtually always been the case in the past and there is no reason to expect that the Net will be different.

For Linde and Stock (2011) [7] the information market is the market for digital information distributed via networks. Traded are all sort of software applications and of content (from blogs via images, films and games up to scientific articles and patents). I-Commerce is the e-commerce with (digital) information.

See also

Related Research Articles

E-commerce is the activity of electronically buying or selling of products on online services or over the Internet. E-commerce draws on technologies such as mobile commerce, electronic funds transfer, supply chain management, Internet marketing, online transaction processing, electronic data interchange (EDI), inventory management systems, and automated data collection systems. E-commerce is in turn driven by the technological advances of the semiconductor industry, and is the largest sector of the electronics industry.

<span class="mw-page-title-main">Network effect</span> Increasing value with increasing participation

In economics, a network effect is the phenomenon by which the value or utility a user derives from a good or service depends on the number of users of compatible products. Network effects are typically positive, resulting in a given user deriving more value from a product as more users join the same network. The adoption of a product by an additional user can be broken into two effects: an increase in the value to all other users and also the enhancement of other non-users' motivation for using the product.

Standardization or standardisation is the process of implementing and developing technical standards based on the consensus of different parties that include firms, users, interest groups, standards organizations and governments. Standardization can help maximize compatibility, interoperability, safety, repeatability, or quality. It can also facilitate a normalization of formerly custom processes. In social sciences, including economics, the idea of standardization is close to the solution for a coordination problem, a situation in which all parties can realize mutual gains, but only by making mutually consistent decisions.

Information goods are commodities that provide value to consumers as a result of the information it contains and refers to any good or service that can be digitalized. Examples of information goods includes books, journals, computer software, music and videos. Information goods can be copied, shared, resold or rented. Information goods are durable and thus, will not be destroyed through consumption. As information goods have distinct characteristics as they are experience goods, have returns to scale and are non-rivalrous, the laws of supply and demand that depend on the scarcity of products do not frequently apply to information goods. As a result, the buying and selling of information goods differs from ordinary goods. Information goods are goods whose unit production costs are negligible compared to their amortized development costs. Well-informed companies have development costs that increase with product quality, but their unit cost is zero. Once an information commodity has been developed, other units can be produced and distributed at almost zero cost. For example, allow downloads over the Internet. Conversely, for industrial goods, the unit cost of production and distribution usually dominates. Firms with an industrial advantage do not incur any development costs, but unit costs increase as product quality improves.

<span class="mw-page-title-main">Information economy</span> Economy where information is calued as a capital good

Information economy is an economy with an increased emphasis on informational activities and information industry, where information is valued as a capital good. The term was coined by Marc Porat, a graduate student at Stanford University, who would later co-found General Magic.

In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning.

In marketing, manufacturing, call centre operations, and management, mass customization makes use of flexible computer-aided systems to produce custom output. Such systems combine the low unit costs of mass production processes with the flexibility of individual customization.

Mass customization is the new frontier in business for both manufacturing and service industries. At its core, is a tremendous increase in variety and customization without a corresponding increase in costs. At its limit, it is the mass production of individually customized goods and services. At its best, it provides strategic advantage and economic value.

A value chain is a progression of activities that a firm operating in a specific industry performs in order to deliver a valuable product to the end customer. The concept comes through business management and was first described by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.

The idea of the value chain is based on the process view of organizations, the idea of seeing a manufacturing organization as a system, made up of subsystems each with inputs, transformation processes and outputs. Inputs, transformation processes, and outputs involve the acquisition and consumption of resources – money, labour, materials, equipment, buildings, land, administration and management. How value chain activities are carried out determines costs and affects profits.

Knowledge workers are workers whose main capital is knowledge. Examples include programmers, physicians, pharmacists, architects, engineers, scientists, design thinkers, public accountants, lawyers, editors, and academics, whose job is to "think for a living".

Information economics or the economics of information is the branch of microeconomics that studies how information and information systems affect an economy and economic decisions.

A marketspace is an information and communication-based digital exchange environment. It is a marketing concept that emerged in the mid-1990s. In marketspaces, physical boundaries do interfere with buy/sell decisions. Several industry-specific marketspaces are available. The term was introduced by Jeffrey Rayport and John Sviokla in their 1994 article "Managing in the Marketspace" that appeared in Harvard Business Review.

A knowledge market is a mechanism for distributing knowledge resources. There are two views on knowledge and how knowledge markets can function. One view uses a legal construct of intellectual property to make knowledge a typical scarce resource, so the traditional commodity market mechanism can be applied directly to distribute it. An alternative model is based on treating knowledge as a public good and hence encouraging free sharing of knowledge. This is often referred to as attention economy. Currently there is no consensus among researchers on relative merits of these two approaches.

<span class="mw-page-title-main">Carl Shapiro</span> American economist

Carl Shapiro is an American economist and academic who serves as the Transamerica Professor of Business Strategy at the University of California, Berkeley's Haas School of Business. He is the co-author, along with Hal Varian of Information Rules: A Strategic Guide to the Network Economy, published by the Harvard Business School Press. On February 23, 2011, The Wall Street Journal reported that President Barack Obama intended to nominate Shapiro to his Council of Economic Advisers.

The network economy is the emerging economic order within the information society. The name stems from a key attribute - products and services are created and value is added through social networks operating on large or global scales. This is in sharp contrast to industrial-era economies, in which ownership of physical or intellectual property stems from its development by a single enterprise. Business models for capturing ownership rights for value embedded in products and services created by social networks are being explored.

Knowledge policies provide institutional foundations for creating, managing, and using organizational knowledge as well as social foundations for balancing global competitiveness with social order and cultural values. Knowledge policies can be viewed from a number of perspectives: the necessary linkage to technological evolution, relative rates of technological and institutional change, as a control or regulatory process, obstacles posed by cyberspace, and as an organizational policy instrument.

<span class="mw-page-title-main">On-premises software</span> Direct information article

On-premises software is installed and runs on computers on the premises of the person or organization using the software, rather than at a remote facility such as a server farm or cloud. On-premises software is sometimes referred to as "shrinkwrap" software, and off-premises software is commonly called "software as a service" ("SaaS") or "cloud computing".

Jeffrey F. Rayport is an academic, author, consultant, and founder and chairman of Marketspace LLC, a strategic advisory practice that works with leading companies to reinvent how they interact with and relate to customers. Marketspace was a unit of Monitor Deloitte, a global strategy services and merchant banking firm, which now operates as an independent professional services firm.

<span class="mw-page-title-main">John Hagel III</span>

John Hagel is a management consultant and author.

A knowledge organization is a management idea, describing an organization in which people use systems and processes to generate, transform, manage, use, and transfer knowledge-based products and services to achieve organizational goals.

Robert Rodin is an American business executive and author who is best known for transforming Marshall Industries into a pioneering business-to-business e-commerce leader while CEO from 1992 to 1999. Some have referred to him as "visionary" for his early advocacy of commerce on the Internet. He is currently the chairman and CEO of RDN Group, a strategic advisory firm, and Vice Chairman of RLH Equity Partners. He holds board positions with Astound Commerce, Imre, Shift7 Digital, Biorasi, Supplyframe and Inspirage. He serves on non-profit boards of YPO LA Gold, ALS Therapy Development, and Advisor to Cancer Commons.

References

  1. McGee, James and Lawrence Prusak. 1993. Managing Information Strategically. John Wiley and Sons, New York. pp 12, 58
  2. Shapiro, Carl and Hal R. Varian. 1999. Information Rules. Harvard Business School Press, Watertown, Massachusetts. p22, 30
  3. Simard, Albert J. 2005. Global Disaster information network. In: UN World Conference on Disaster Reduction, Kobe, Japan.
  4. Martin, James. 1996. CYBERCORP: The new Business Revolution. Capital Press, Washington District of Columbia. Page 74
  5. Hagel, John and Jeffrey F. Rayport. 1997. The Coming Battle for Customer Information. In: Harvard Business Review (Jan, 1997)
  6. Sparr, Debora L. 2001. Ruling the Waves. Harcourt, Inc. New York. pages 22, 373
  7. Linde, Frank and Stock, Wolfgang G. (2011). Information Markets. A Strategic Guideline for the I-Commerce. Berlin, New York, New York: De Gruyter Saur.