Business Model in India: A Study on E-Commerce Business

Model in India
Chapter 1: Introduction of Business Model in India
_________________________________________________________

A business model is a set of planned activities (sometimes referred to as

business processes) designed to result in a profit in a marketplace. A
business model is not always the same as a business strategy although in
some cases they are very close in so far as the business model explicitly
takes into account the competitive environment (Magretta, 2002). (Magretta,
2002). The business plan revolves around the business model. A business
plan is a document that describes the business model of a company. A
business plan always considers the competitive environment. An e-
commerce business model seeks to exploit and capitalise on the unique
characteristics of the Internet and the World Wide Web (Timmers, 1998).

Innovation in business models

When an organisation creates a new business model, the process is called
business model innovation. There is a range of reviews on the topic, the
latter of which defines business model innovation as “the conceptualisation
and implementation of new business models”. This can include the creation
of entirely new business models, diversification into new business models,
acquisition of new business models, or conversion from one business model
to another (see figure). The transformation can affect the entire business
model or an individual or a combination of its value proposition, value
creation and delivery, and value capture elements, as well as the alignment
of the elements. The concept makes it easier to analyse and plan transitions
from one business model to another. Frequent and successful business
model innovation can increase an organization's resilience to changes in its
environment, and if an organisation can do this, it can gain a competitive
advantage.

EIGHT KEY ELEMENTS OF A BUSINESS MODEL

To create a successful business model in any industry, not just e-

commerce, we must ensure that the model effectively addresses the eight
elements. These are the following elements:
 value proposition,
  revenue model,
 market opportunity,
 competitive environment,
 competitive advantage,
 market strategy,
 organisational development, and
 management team.

Many writers concentrate on a company's value proposition and revenue

model. While these are the most visible and easily identifiable aspects of
a company's business model, the other elements are equally important
when evaluating business models and plans, or when attempting to
understand why a specific company has succeeded or failed (Kim and
Mauborgne, 2000). Each of the key business model elements is
described in greater detail in the sections that follow.

Value Proposition
The value proposition of a company is at the heart of its business model.
A value proposition describes how a company's product or service meets
the needs of its customers (Kambil, Ginsberg, and Bloch, 1998). To
develop and/or analyse a firm's value proposition, we must first
understand why customers will choose to do business with the firm
rather than another, as well as what the firm offers that other firms do
not and cannot. Personalization and customization of product offerings,
reduction of product search costs, reduction of price discovery costs, and
transaction facilitation by managing product delivery are all examples of
successful e-commerce value propositions from the consumer's
perspective (Kambil, 1997; Bakos, 1998).
For example, prior to the existence of Amazon, most customers went to
book stores to place an order. In some cases, the desired book may not
be available, and the customer must wait several days or weeks before
returning to the bookstore to pick it up. Amazon allows book lovers to
shop for virtually any book in print from the comfort of their own home
or office, 24 hours a day, and to know instantly whether a book is in
stock. The primary value propositions of Amazon are unrivalled
selection and convenience.

Revenue Model
The revenue model of a company describes how it will earn revenue,
generate profits, and provide a superior return on invested capital. The
terms revenue model and financial model are used interchangeably here.
The function of business organisations is to generate profits as well as
returns on invested capital that outperform alternative investments.
Profits alone are insufficient to define a company as "successful"
(Porter, 1985). A company must produce higher returns than alternative
investments in order to be considered successful. Firms that fail this test
are forced to close their doors.
Retailers, for example, sell a product, such as a personal computer, to a
customer who pays with cash or a credit card. This generates revenue.
Typically, the merchant charges more for the computer than it pays in
operating expenses, resulting in a profit. However, in order to start a
business, the computer merchant needed to invest capital, either through
borrowing or by using personal savings. Profits from the business
constitute the return on invested capital, and these returns must be
greater than those obtained by the merchant elsewhere, such as by
investing in real estate or simply putting the money in a savings account.

Although many different e-commerce revenue models have been

developed, most businesses rely on one or more of the following major
revenue models: the advertising model, the subscription model, the
transaction fee model, the sales model, and the affiliate model.

In the advertising revenue model, a website that provides its users with
content, services, and/or products also serves as a forum for
advertisements and receives fees from advertisers. Web sites that are
able to attract the most viewers or have a highly specialised,
differentiated viewership and are able to retain user attention
("stickiness") are able to charge higher advertising rates. Yahoo, for
example, derives a sizable portion of its revenue from search engine and
other forms of online advertising.
In the subscription revenue model, a website that provides content or
services to its users charges a subscription fee for access to some or all
of its offerings. For example, the online version of Consumer Reports
only allows subscribers access to premium content, such as detailed
ratings, reviews, and recommendations, for a monthly subscription fee
of Rs.100 or an annual subscription fee of Rs.1100. Experience with the
subscription revenue model shows that in order to successfully
overcome users' aversion to paying for content on the Web, the content
offered must be perceived as a high-value-added, premium offering that
is neither readily available elsewhere nor easily replicated. Companies
that have successfully offered subscription-based content or services
online include [Link] and eHarmony (dating services),
[Link] and [Link] (genealogy research), Microsoft's
[Link] (video games), and [Link] (music), among
others.

A company receives a fee for enabling or executing a transaction under

the transaction fee revenue model. For example, eBay operates an
online auction marketplace and receives a small transaction fee from
sellers who successfully sell their items. When an online stockbroker,
Zerodha, executes a stock transaction on behalf of a customer, it
receives transaction fees.
Companies generate revenue by selling goods, information, or services
to customers in the sales revenue model. Sales revenue models are used
by companies such as Amazon (which sells books, music, and other
products), Meesho, and others.
Sites that direct traffic to a "affiliate" earn a referral fee or a percentage
of any resulting sales under the affiliate revenue model. MyPoints, for
example, makes money by connecting businesses with potential
customers through special offers to its members. Members earn "points"
that can be redeemed for freebies when they take advantage of an offer
and make a purchase, and MyPoints receives a fee. Community
feedback sites like Epinions make the majority of their money by
directing potential customers to websites where they can make a
purchase.

Marketplace Revenue Models

It is by far the most common type of business model for online
marketplaces. When the consumer pays the supplier, the marketplace
charges a percentage or a fixed price for its product. The site will pay
either the seller or the buyer. Another example is charging a fee to both
of them. This marketplace revenue model is the most common because
the fee is justified. The parties can only work for free and pay if they
gain some benefit from using the platform. At the same time, the
marketplace profits from each conversion. Examples include Flipkart
and Amazon.
Subscription Revenue Model
The subscription model is a business model in the marketplace in which
the user pays a monthly fee for access to the platform. The value
proposition of online marketplaces that use a subscription model assists
suppliers in finding new customers or gaining access to a database of
potential customers or partners. Online markets that charge subscription
fees, in general, do not engage in user-to-user transactions. For example,
the parties could pay directly with a credit card.
Examples include okcupid and couchsurfing.

Listing Fee Revenue Model

The listing fee model is an online marketplace revenue model if a
marketplace charges customers for placing advertisements on the site.
Although commission-based online marketplaces charge a fee only
when the product is sold, they may lose revenue from less popular
merchandise. The listing fee model allows you to fix this problem and
profit from every ad on the site. Esty, Meesho are two examples.
Revenue Model Based on Freemium A freemium revenue model exists
in a marketplace where there are both free and premium features. As a
result, the marketplace must provide consumers with very appealing
premium features.

Examples include Dropbox and Hootsuite.

Ads and Featured Listings
The featured listings and advertisement model is an online marketplace
revenue model in which sellers purchase advertising rights to increase
exposure on the website. Vendors or service providers pay to have a
featured listing higher than others or to be at the top of a certain tier,
provided that all other listings are free to publish.
Examples include OLX and Magicbricks.

Mixed Revenue Model

As the name implies, it is a hybrid of several revenue models.
Examples include Amazon and Alibaba.

Summary:

Model Description Pros Challenges

Commission User is Attracts more Providing

Revenue Model charged a fee vendors as the enough value to
for every user pays only both the parties
transaction. when the (buyers and
product is sold. sellers).
With every Setting
transaction you appropriate
are able to price to generate
monetize profit.
Subscription User is Easy to Maintaining the
Revenue charged a fee predict customer base
Model in order to monthly by proving
access the revenue Easy enough
platform. to attract values.
more client.

Listing Fee User is Cheaper price Listing is

Revenue charged a as compared comparatively
Model fee for to subscription very less, hence
posting ad model User it’s difficult to
on the pays for ad generate
platform. hence they revenue with
maintain the less customer
quality which base.
is beneficial
for both.

Freemium Marketplace Faster in Converting

Revenue with both terms of lead free users to
Model free and generation. paid ones by
premium No limitation proving
features. in terms of enough
using. features
 TABLE : FIVE PRIMARY REVENUE MODELS
REVENUE EXAMPLES REVENUE SOURCE
MODEL
Advertising Yahoo Fees from advertisers
in exchange for
advertisements

Subscription [Link] Fees from

Consumer subscribers in
[Link] exchange for
access to content or
services
Transaction Fee eBay E*Trade Fees
(commissions)
for enabling or
executing a
transaction

Sales Amazon Sales of goods,

[Link] Gap information, or
[Link] services

Affiliate MyPoints Fees for business

referrals

Market Potential
The term market opportunity refers to the company's intended
marketspace (i.e., an area of actual or potential commercial value) and
the firm's overall potential financial opportunities in that marketspace.
Typically, market opportunity is divided into smaller market niches have
lower referral fees. The revenue potential in each of the market niches
where we hope to compete defines the realistic market opportunity.

Assume we are investigating a software training company that develops

software-learning systems for sale to corporations via the Internet. The
total market size of the software training market for all market segments
is around $70 billion.
However, the overall market can be divided into two major market
segments: instructor-led training products, which account for
approximately 70% of the market ($49 billion in revenue), and
computer-based training, which accounts for 30% ($21 billion). Within
each of those major market segments, there are additional market niches,
such as the Fortune 500 computer-based training market and the small
business computer-based training market. Because the company is new,
it cannot compete effectively in the large business computer-based
training market (which is worth about $15 billion). This market is
dominated by large, well-known training companies. The real market
opportunity for the start-up firm is to sell to the thousands of small
business firms that spend approximately $6 billion on computer-based
software training and desperately need a cost-effective training solution.

Environment of Competition
The competitive environment of a company refers to the other
companies selling similar products and operating in the same
marketspace. It also refers to the presence of substitute products and
potential new market entrants, as well as the power of customers and
suppliers over your business. Later in the chapter, we will go over the
firm's environment. A company's competitive environment is influenced
by several factors, including how many competitors are active, how
large their operations are, what each competitor's market share is, how
profitable these firms are, and how they price their products.

PHOTO 2.2 IN THE SOFTWARE TRAINING MARKET, THERE IS

SPACE AND OPPORTUNITY.

FIGURE 2.2 MARKETSPACE AND MARKET

OPPORTUNITY IN THE SOFTWARE TRAINING
MARKET
Direct and indirect competitors are common for businesses. Direct
competitors are businesses that sell products and services that are very
similar and operate in the same market segment. Priceline and
Travelocity, for example, both sell discount airline tickets online and are
direct competitors because they sell the same product—cheap tickets.
Companies in different industries that compete indirectly because their
products can substitute for one another are referred to as indirect
competitors. Automobile manufacturers and airline companies, for
example, operate in different industries, but they compete indirectly
because they provide consumers with alternative modes of
transportation. [Link], a news outlet, is an indirect competitor of
[Link], not because the two companies sell identical products, but
because they both compete for consumers' online time. The presence of
a large number of competitors in any one segment may indicate that the
market is saturated and that profitability may be difficult to achieve. A
lack of competitors, on the other hand, could indicate either an untapped
market niche ripe for the picking or a market that has already been tried
and failed because there is no money to be made. An examination of the
competitive environment can assist you in determining which it is.

Competitive Advantage
Firms gain a competitive advantage when they can produce a superior
product and/or bring it to market at a lower price than most, if not all, of
their competitors (Porter, 1985). Firms compete on scope as well. Some
businesses can develop global markets, while others can only develop
national or regional markets. Firms that can provide superior products at
the lowest possible cost on a global scale are truly advantaged.
Firms gain a competitive advantage because they have differential
access to factors of production that their competitors do not have—at
least in the short term.
Perhaps the company was able to negotiate very favourable terms with
suppliers, shippers, or labour sources. Perhaps the company has more
experienced, knowledgeable, and loyal employees than its competitors.
Perhaps the firm has a patent on a product that no one else can imitate,
or access to investment capital through a network of former business
colleagues, or a brand name and popular image that no one else can
duplicate. When one market participant has more resources—financial
backing, knowledge, information, and/or power—than other
participants, an asymmetry exists.
Asymmetries give some businesses an advantage over others, allowing
them to bring better products to market faster than competitors and
sometimes at a lower cost. For example, when Steve Jobs, CEO and
founder of Apple Computer, announced iTunes, a new service offering
legal, downloadable individual song tracks for 99 cents a tune that
would be playable on Apple iPods or Apple desktops, the company was
given better-than-average odds of success simply because of Apple's
prior success with innovative hardware designs, as well as the large
stable of music labels with which Apple had metic Few competitors
could compete with the combination of inexpensive, legal songs and
powerful hardware to play them on.
Being the first to market provides a distinct competitive advantage. A
first-mover advantage is a competitive market advantage gained by a
company as a result of being the first to enter a market with a
marketable product or service. First movers can maintain their first-
mover advantage for long periods if they develop a loyal following or a
unique interface that is difficult to imitate. Amazon is an excellent
example. However, in the history of technology driven business
innovation, most first movers lack the complementary resources needed
to sustain their advantages, and often follower firms reap the largest
rewards. Indeed, many of the success stories we discuss in this book are
those of companies that were slow followers—businesses that gained
knowledge from failure of pioneering firms and entered into the market
late. Some competitive advantages are referred to as "unfair." An unfair
competitive advantage occurs when one firm develops a competitive
advantage based on a factor that other firms cannot afford. A brand
name, for example, cannot be purchased and thus has a "unfair"
advantage. Brands are founded on loyalty, trust, dependability, and
quality. They are difficult to copy or imitate once obtained, and they
allow businesses to charge premium prices for their products.
There are no competitive advantages or asymmetries in perfect markets
because all firms have equal access to all of the factors of production
(including information and knowledge).
Real markets, on the other hand, are imperfect, and asymmetries that
lead to competitive advantages do exist, at least in the short term. Most
competitive advantages are temporary, though some, such as Coca-
competitive Cola's advantage due to the Coke brand name, can be
sustained for extended periods of time. But not forever; fruit, health, and
unique flavour drinks are increasingly challenging Coke.
Companies are said to leverage their competitive assets when they use
their competitive advantages to gain a competitive advantage in
neighbouring markets. For example, Amazon's entry into the online
grocery business capitalises on the company's massive customer
database and years of e-commerce experience.

Market Planning
No matter how great a company's qualities are, its marketing strategy
and execution are frequently just as important. If a business concept or
idea is not properly marketed to potential customers, it will fail.
Marketing is everything you do to promote your company's products and
services to potential customers. Market strategy is the plan you create
that details how you intend to enter a new market and attract new
customers. Twitter, YouTube, and PhotoBucket, for example, have a
social network marketing strategy that encourages users to post their
content for free on the sites, create personal profile pages, contact their
friends, and build a community. In these cases, the marketing staff is the
customer!
Organizational Growth
Although many entrepreneurial ventures are started by a single
visionary, it is uncommon for one person to grow an idea into a multi-
million dollar company. Fast-growing businesses, particularly e-
commerce businesses, typically require employees as well as a set of
business procedures. In short, all businesses, especially new ones,
require an organisation to effectively implement their business plans and
strategies. Many e-commerce companies and traditional businesses that
attempted an e-commerce strategy failed because they lacked the
organisational structures and supportive cultural values needed to
support new forms of commerce (Kanter, 2001).
Companies that want to grow and thrive must have an organisational
development plan that outlines how the company will organise the work
that needs to be done. Work is typically divided into functional
departments such as production, shipping, marketing, customer service,
and finance. Jobs within these functional areas are defined, and then the
search for specific job titles and responsibilities begins. Typically,
generalists who can perform multiple tasks are hired at the start.
Recruiting becomes more specialised as the company grows. For
example, a company may have only one marketing manager at the start.
However, after two or three years of steady growth, that one marketing
position may be divided into seven separate jobs performed by seven
different people. According to some sources, eBay founder Pierre
Omidyar started an online auction site to help his girlfriend trade PEZ
dispensers with other collectors, but within a few months the volume of
business had far exceeded what he could handle alone. As a result, he
began hiring people with more business experience to assist him. Soon,
the company had a large number of employees, departments, and
managers in charge of overseeing the various aspects of the
organisation.

Management Group
The management team in charge of making the model work is arguably
the most important aspect of a business model. A strong management
team provides a model with immediate credibility to outside investors,
as well as immediate market-specific knowledge and experience in
implementing business plans. A strong management team may not be
able to save a weak business model, but the team should be able to
change the model and redefine the business as needed.
Most businesses eventually reach the point where they have several
senior executives or managers. However, the level of management skill
can be a source of competitive advantage or disadvantage. The challenge
is to find people who have experience as well as the ability to apply that
experience to new situations.

SOME DIFFICULTIES IN CATEGORIZING E-COMMERCE

BUSINESS MODELS
There are numerous e-commerce business models, and more are being
developed on a daily basis. The number of such models is only limited
by human imagination, and our list of different business models is far
from exhaustive. Nonetheless, despite the abundance of potential
models, it is possible to identify and describe the major generic types
(and subtle variations) of business models that have been developed for
the e-commerce arena. It is important to note, however, that there is no
single correct way to classify these business models.
Our approach is to categorise business models based on the various e-
commerce sectors—B2C, B2B, C2C, and so on—in which they are
used. However, fundamentally similar business models may appear in
multiple industries. For example, the business models of online retailers
(also known as e-tailers) and e-distributors are very similar. They are
distinguished, however, by the market focus of the sector in which they
are used. In the case of e-tailers in the B2C sector, the business model
focuses on sales to the individual consumer, whereas the business model
of an e-distributor focuses on sales to another business. The type of e-
commerce technology used can also influence how a business model is
classified. M-commerce, for example, refers to e-commerce that takes
place over wireless networks. The e-tail business model, for example,
can be used in m-commerce, and while the basic business model
remains fundamentally the same as that used in the B2C sector, it must
be adapted to the unique challenges posed by the m-commerce
environment.
E-commerce Business models
Every business operates on its own business model. A business model
describes how a company operates and generates revenue. Every viable
organisation is founded on a solid business model. Choosing an
ecommerce business model is difficult, especially for beginners with
little to no experience in the industry. If a business model is successfully
implemented, an ecommerce venture can become a significant source of
income. Let us go over some of the most common e-commerce business
models in detail:

Business-to-Business (B2B) Model

A business-to-business website sells its products to an intermediary
buyer, who then sells the product to the final customer. As an example, a
wholesaler places an order from a company's website and, after
receiving the consignment, sells the finished product to the final
customer who comes to buy the product. Example

Indiamart is a great example of a B2B e-commerce business. The

mission of the company, which was founded in 1999, is to "make doing
business easy." It is the largest B2B marketplace in India. With a 60%
market share in the online B2B Classified space in India, the channel
focuses on providing a platform to Small and Medium Enterprises
(SMEs), Large Enterprises, and Individuals.

B2C Business model

A website that follows the B2C business model sells its products directly
to the end user. A customer can select the products displayed on the
website and place an order for them. They could use banking channels
or pay on delivery options.
This model is divided into two broad categories: direct selling and
market place model. The manufacturer or wholesaler of the
product/brand selling their goods directly to customers on their own
website is referred to as direct selling. The market place model refers to
a website that acts as an intermediary for several sellers to list their
products. Instead of having their own website, businesses use this as
their market place. Customers can purchase a diverse range of products
at competitive prices under this model. As an example, consider
Flipkart.

Flipkart began with a direct-to-consumer model, selling books and other

products, before transitioning to a marketplace model, connecting sellers
and buyers, and expanding its catalogue. Flipkart's sources of revenue
include seller commissions, advertisements, logistics and convenience
fees.
Just dial

Just dial is India's search engine for the local search market, which

began as a classified website but quickly evolved into a local search

engine. They advertised themselves using a word-of-mouth strategy.

The company gained popularity among the general public by focusing

on local brands and small businesses.

Urban Clap

Urban Clap is a company that offers a variety of professional and blue

collar worker services at the convenience of the customer's home.

Electricians, yoga instructors, lawyers, engineers, chartered accountants,

beauticians, photographers, interior designers, and other professionals

can be hired.

C2C business model

A website that follows the C2C business model assists consumers in

selling their assets by publishing their information on the website. The
website may or may not charge the customer for its services. By viewing
the post/advertisement on the website, another consumer may decide to
purchase the first customer's product.

Examples

Ebay is a website that facilitates both B2C and C2C transactions. C2C e-
bay has a unique auction feature in which buyers bid for the product.
This feature assists both buyers and sellers in selling and purchasing
used goods at the best and most reasonable prices. E-bay is the best
example for C2C transactions.
OLX is another excellent example of a C2C e-commerce business model
that operates in the manner described above but does not involve
auctions. Rather, they charge a small fee to list the seller's product on
the home page in order to attract potential buyers. These websites even
rate sellers and buyers based on previous transactions, allowing a new
buyer to quickly identify genuine sellers.

C2B Business model

In this model, a consumer visits a website that displays multiple

business organisations offering a specific service. The consumer
estimates how much he or she wants to spend on a specific service.

[Link] is one example.

Freelancer is an Australian crowd sourcing marketplace website that
allows potential employers to post jobs that freelancers can then bid on.
Whereas freelancers are mostly individuals who provide personalised
services to businesses in exchange for compensation. This is an
excellent example of a C2B e-commerce business model.

[Link]
[Link] is another excellent example of this model. Businesses get
more done by connecting with proven professionals to work on projects
ranging from web and mobile app development to SEO, social media
marketing, content writing, graphic design, admin assistance, and
thousands of other tasks. Upwork makes it easy to find, hire, collaborate
with, and pay the best professionals anywhere, at any time.

G2C Business Model

Governments use G2C model websites to reach out to citizens in
general. Such websites facilitate auctions of vehicles, machinery, and
other items. Such a website also offers services such as birth, marriage,
and death certificate registration. The primary goal of G2C websites is
to reduce the average time it takes to fulfil citizen requests for various
government services.

G2G Models
The electronic sharing of data and/or information systems between
government agencies, departments, or organisations is known as
government to government (G2G). G2mission G's is to support e-
government initiatives by improving communication, data access, and
data sharing. When the exchange of information and services is within
the periphery of the government, is termed as G2G interaction. This can
be both horizontal, i.e. between different government entities, and
vertical, i.e. between national, state, and local government entities, as
well as within different levels of the entity.

C2G Model
This model depicts the interactions between the government and the
public. When a consumer provides any services or feedback that benefits
the government administration or authorities. It is an electronic platform
through which consumers interact with the government. It addresses
issues such as elections, voting, and taxation. C2G stands for Consumer
to Government. E-commerce allows consumers to provide feedback or
request information about government authorities from the public sector.
It is a popular E-commerce business model to pay an electricity bill
through the government website. As a result, the C2G business model
enables consumers to reach higher authorities without going in circles. A
consumer, for example, can pay his income tax or GST online. In this
case, the transactions are C2G transactions.

The need of the study

Innovation of business model in India is required to adapt the

changing customer’s needs. The evolution of technology allows
companies to develop new models. The emergence of electronic
commerce has created many new ways of exchanging the
information which created opportunities for firms with new business
model based on electronic platform to interact with the customers.
The objective of this study is to understand the importance of
business model in E-Commerce sector by examining current
practices that highlight the arguments of this study.

Objective of the study

1. To evaluate E-Commerce business model.

2. To understand the importance of innovation
3. To understand the need to continuously reinvent the business
model of a company amidst rising competition and the changes
in the business environment.
4. To understand the issues and challenges related to E-Commerce
business model.
5. To study the customer centric philosophies, the systems and
processes and how these contributes to the success of the
company.
The Hypothesis

1. There is significant impact of E-Commerce Business Model on

Indian Economy
2. There is no significant impact of E-Commerce Business Model
on Indian Economy

Methodology of the Study

1. Method to be used: The study will be based on secondary data

as well as primary data for analyzing E-Commerce model in
India. The secondary data will be collected from data published in
the E-Commerce related books, journals, brochures, magazines,
blogs and E-Commerce websites.

2. The Sample and Sampling techniques: The sample will be

collected from around 100 customers. The researcher uses
disproportionate stratified sampling method while collecting the
sample.

3. Tools to be used: The tools used for the analysis of the study on
Business Model in India. A study of E-Commerce business model
in India is as under:

i) Simple Percentage
ii) Tabulation Method:
4. Tabulation, Classification and Analysis of Data: The researcher
has presented the data related to study paper in the Tabular form.

Research Question
1. Whether there is significant difference between different E-
Commerce business models in India?
2. Whether there is any impact of E-Commerce business model in
India?
3. Whether the researcher is able to properly clarify the concept
and contribution of E-Commerce business model in India?
4. Whether the researcher is able to find out opportunities and
challenges of E-Commerce business model in India?

The Delimitation of the study

Due to lack of time and resources the researcher has
delimited this study on the following points:
1. The English language is to be used to explain the E-
Commerce business model in India.
2. The data used for analysis by the researcher from the
financial year 2000-01 to financial year 2019-20.

Tentative Scheme of the Chapters

This research paper is prepared in the form of thesis will be
organised and reported in the following chapters:

Chapter 1: Introduction of Business Model in India.

Chapter 2: Review of literature
Chapter 3:Analysis of different E-Commerce business model in India
Chapter 4:Opportunity and challenges of E-Commerce business
model in India
Chapter 5: Economic implication of E-Commerce business model in
India
Chapter 6: Summary, conclusion and suggestions

References

1. [Link]

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