| Learning objectives |
- Demonstrate insights into global online marketplaces
- Analyze the different business models of global online
marketplaces
- Reflectt upon the issues and challenges, both technical and
organizational, in integrating with different global online
marketplaces
- Evaluate how to work with different global online
marketplaces
|
| Prerequisites for registering for the exam
(activities during the teaching period) |
|
Number of compulsory
activities which must be approved (see s. 13 of the Programme
Regulations): 1
Compulsory home
assignments
Group assignment based on a mini case study. The assignment
includes a group hand-in of the assignment (max. 5 pages) and an
in-class presentation.
|
| Examination |
|
Global Online
Marketplaces - How to work with the giants?:
|
| Exam
ECTS |
7,5 |
| Examination form |
Home assignment - written product |
| Individual or group exam |
Individual exam |
| Size of written product |
Max. 15 pages |
|
Graded individual written assignment (max. 10
pages) based on the further development of the mini case
study. |
| Assignment type |
Report |
| Duration |
Written product to be submitted on specified date
and time. |
| Grading scale |
7-point grading scale |
| Examiner(s) |
Internal examiner and second internal
examiner |
| Exam period |
Winter |
| Make-up exam/re-exam |
Same examination form as the ordinary
exam
|
|
| Course content, structure and pedagogical
approach |
|
In the waves of globalization and digitalization, the e-business
space is increasingly dominated by online marketplaces, especially
the ones operating on a global scale. The future of how and where
to sell is, to a large extent, dependent on the how well companies
can be integrated into these marketplaces.
The aim of the course is to provide an overview of global online
marketplaces and to provide insights on how to work these
platforms.
The course will cover the basics of online marketplaces as
digital platforms (their underlying mechanisms and business
models), discuss the current landscape of online marketplaces and
its dominant players, and provide insights and general guidelines
for companies on how to operate on one or multiple of these
marketplaces. We will explore different instances of global online
marketplaces, such as Amazon and Alibaba.
Finally, we will invite various Danish companies who have worked
with different global online marketplaces to come and discuss their
experiences and get hands on
experience.
|
|
| Description of the teaching methods |
| Lectures, case-based teaching, guest lectures,
group work |
| Feedback during the teaching period |
| Throughout the course and after the mandatory
assignment |
| Student workload |
| Lectures and practical sessions |
33 hours |
| Preparation of lectures (incl. reading) |
42 hours |
| Preparation of project presentation (mandatory activity) |
27 hours |
| Exam preparation and exam |
104 hours |
|
| Expected literature |
|
The reading list is subject to further changes.
- Bandyopadhyay, S., Barron, J. S., Chaturvedi, A. R. (2004).
“Competition Among Sellers in Online Exchanges,” Information
Systems Research (16:1), pp. 47-60.
- Büyüközkan, G. (2004) "Multi-criteria decision making for
e-marketplace selection." Internet Re-search (14:2), pp.
139-154.
- Evans & Schmalensee (2016). Matchmakers: The New Economics
of Multisided Platforms. Harvard Business Review Press.
- Koh, Tat Koon & Fichman, Mark (2014) Multi-Homing Users’
Preferences for Two-Sided Exchange Networks. MIS Quarterly, 38(4),
pp. 977-996.
- Park & Zhao (2016) Alibaba Group: Fostering an E-Commerce
Ecosystem. Teaching Case 8B16M217, Ivey Publishing.
- Parker & Van Alstyne (2005).
Two-Sided Network Effects: A Theory of Information Product
Design, Management Science 51(10), pp 1494-1504.
- Stockdale, R. & Standing, C. (2002). “A framework for the
selection of electronic marketplaces: a content analysis approach,”
Internet Research, (12:3).
- Van Alstyne & Schrage (2016).
The
Best Platforms Are More than Matchmakers. Harvard Business
Review (August 2, 2016)
- Van Alstyne, Parker & Choudary (2016). Pipelines,
platforms, and the new rules of strategy. Harvard Business Review,
94(4), pp. 54-62.
|
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