Jonathan W. Palmer

Berkeley College

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Cheri Speier

Michigan State University

Michael Harvey

The University of Texas at El Paso

Yuliang Yao

University of Delaware

Martin Dresner

University of Maryland, College Park

Richard D. Johnson

University of Florida

George M. Marakas

Florida International University

Daniel A. Wren

University of Oklahoma

David A. Griffith

Texas A&M University

Susan Hahn

Ludwig-Maximilians-Universität München

Claudia Loebbecke

University of Cologne

Cooperative Institutions

University of California, Berkeley

World Resources Institute

The Nature Conservancy

North Carolina Zoo Society

Zoological Society of London

Frankfurt Zoological Society

Wildlife Conservation Society United Kingdom

Belize Zoo

Berkeley College

University of Oklahoma

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Online Grocery Shopping Around the World: Examples of Key Business Models

Communications of the Association for Information Systems (2000)

Jonathan W. Palmer Jukka Kallio Timo Saarinen Markku Tinnilä Virpi Kristiina Tuunainen

The grocery industry evolved from mom-and-pop stores to mega-markets to online grocery buying, with many different forms along the way. The global market for groceries in 2000 is over $2 trillion. The online grocery segment of the market is expected to reach $34 billion by 2002, a thirty-three fold increase from 1998. This tutorial examines the issues surrounding online groceries and looks closely at fourteen examples from the Americas, Europe, and Australia. The online market is currently one of growth, not profits. Two key components of profitability for online vendors are the ability to generate sufficient volume, while keeping delivery costs low. The Internet also impacts business-to-business relations among grocers. This tutorial describes key online grocery firms including Peapod, NetGrocer, Streamline, WebVan, Ruok@Net, Albert Heijn, Disco, Ykköshalli, Shoplink, Coles and Woolworths. Each of these companies represents different business models, with differing organizational structure and scope of operations. Each has its own set of strengths and weaknesses. To date, no company stands out from the rest with a proven model of success for dealing with national delivery, providing perishable food products, or achieving acceptable profits. This article also analyzes the attractiveness of the online grocery market for entry by both Internet companies and traditional grocers. Environmental factors, store features, and household specific factors are examined in light of technical, cultural, organizational, and economic issues facing grocers and their consumers.

Grocery shopping

10.17705/1cais.00403

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Citations (38)

Retailing on the WWW: The Use of Electronic Product Catalogs

Electronic Markets (1997)

Jonathan W. Palmer

Electronic product

10.1080/10196789700000029

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Citations (27)

A Definition of Virtualness

Cheri Speier Jonathan W. Palmer

The use of the term (e.g., team, organization) is frequently used in describing existing organizational structures. However, structures appear to be on a continuum of virtualness instead of a binary or not virtual structure. This paper develops a research framework defining “virtualness” based on differences in team member location, the degree of work cycle synchronicity, and differences in team member culture.

Synchronicity

Organizational structure

Virtual organization

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Citations (8)

Security Risk Assessment and Electronic Commerce

IGI Global eBooks (2000)

Jonathan W. Palmer Jamie Kliewer Mark Sweat

The security issue has been a compelling one for many organizations. In two separate studies completed in April 1998, Fortune 1000 companies reported more financial losses due to computer vandalism and espionage in 1997 than they ever experienced before. Several corporations said they lost $10 million or more in a single break-in. And reports of system break-ins at the Computer Emergency Response Team site are the highest they’ve ever been. Management objectives for security reflect the individual organization’s situation. However, there are several common themes in the objectives for security: • Safeguarding the organization’s assets and resources. • Complying with policies, procedures, laws, and regulations. • Utilizing resources economically and efficiently. • Ensuring the reliability and integrity of information.

Safeguarding

Espionage

Security management

Industrial espionage

10.4018/978-1-878289-71-1.ch001

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Citations (3)

Electronic Markets and Supply Chains: Emerging Models, Execution and Performance Measurement

Electronic Markets (2004)

Jonathan W. Palmer

Electronic markets

10.1080/10196780412331311711

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Citations (1)

Scale for Attributions Towards Computing Technology

PsycTESTS Dataset (2006)

Richard D. Johnson George M. Marakas Jonathan W. Palmer

10.1037/t25693-000

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Citations (0)

Is There a Continental Divide? A Comparison of Web Site Capabilities

Horst Treiblmaier Jonathan W. Palmer

The article examines 100 Web sites randomly selected from the Forbes list of top 2000 firms. The sites are drawn almost equally from Asia, North America, and Europe. The paper extends earlier work in web site usability and design by looking at a model of Web site capabilities that includes content, navigation, and interactivity. Significant differences were found among industries represented in the sample and across the three continents. Significant differences in content, navigation, and interactivity were identified, with North American Web sites offering more content regarding financial information, more privacy policies, and opportunities for interaction. A series of managerial guidelines and strategic considerations are presented.

Interactivity

Web site

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Revenues for Online Newspapers: Owner and User Perceptions

Electronic Markets (2002)

Carina Ihlström Jonathan W. Palmer

Intermediation

Digital content

10.1080/101967802762553486

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Citations (45)

Teams: Virtualness and Media Choice

International Journal of Electronic Commerce (1998)

Jonathan W. Palmer Cheri Speier

:This paper describes a research framework defining “virtualness” by the degree of work-cycle synchronicity and differences in member location and culture. This framework is extended into a research model investigating relationships among work, team virtual ness, and communication processes. Various facets of communication are examined, including task and media fit and communication effectiveness. A discussion of an ongoing exploratory study within a single organization is presented. Case descriptions, survey data, and communication logs are used to better understand the relationships between teams that vary as to their degree of virtualness and communication. The findings suggest significant differences among teams, which vary in their degree of virtualness with respect to their perceptions of task and media fit, social context factors, and team effectiveness. Within our sample, teams with greater virtualness are associated with less trust, less cooperation, and more conflict-management problems.A discussion of an ongoing exploratory study within a single organization is presented. Case descriptions, survey data, and communication logs are used to better understand the relationships between teams that vary as to their degree of virtualness and communication. The findings suggest significant differences among teams, which vary in their degree of virtualness with respect to their perceptions of task and media fit, social context factors, and team effectiveness. Within our sample, teams with greater virtualness are associated with less trust, less cooperation, and more conflict-management problems.

Sample (material)

Synchronicity

Exploratory research

10.1080/10864415.1998.11518326

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Citations (29)

Business models and market mechanisms

ACM SIGMIS Database the DATABASE for Advances in Information Systems (2003)

Jonathan W. Palmer Markus Lindemann

The paper examines business models utilizing three different market mechanisms on the Internet: direct search, broker, and dealer. Utilizing capital markets and information theory to compare the business models, the research looks at specific market mechanisms instantiated in PriceScan, NetMarket, and Bottom Dollar. The web sites supporting the market structures were also evaluated on trust mechanisms, reputational ratings, information quality, availability, speed, and liquidity. Twenty standard, consumer products offered through these markets were evaluated over a three-month period examining pricing, availability, and speed of response.There were significant differences across the three models. Direct search and broker models had the highest availability and quickest response. Brokers made the greatest use of trust mechanisms. Direct search and dealers offered the greatest liquidity. Information quality was the highest in the dealer, with strong market, price movement, and product information. Lowest overall prices were consistently evident in the direct search. Allocational efficiency was difficult to determine, but an evaluation of the earlier efficiencies suggests that in situations where consistent market availability is not required, overall the direct search model is the most allocationally efficient. In situations requiring immediate market availability, the broker model appears to be the most allocationally efficient with quick response, competitive prices, and good information quality.The paper extends earlier work in business models and market efficiencies by comparing specific instantiations of the models and developing definitions for and a typology of efficiencies based on capital markets theory. In addition, the paper includes technical and qualitative analysis of Web sites supporting the business models.

Liberian dollar

10.1145/784580.784585

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Citations (7)