Linking business model and strategy on market performance in Taiwan's e-brokerage business Online publication date: Mon, 11-Oct-2010
by May-Ching Ding, Kuang-Wen Wu, Shaio Yan Huang, Sheng-Wen Liu
International Journal of Electronic Customer Relationship Management (IJECRM), Vol. 4, No. 3, 2010
Abstract: This study is the first to investigate firm effect, industry effect and their interaction to explain market performance in a specific industry. Data were collected by phone calls and mail surveys of Taiwan's e-brokerage firms. Positive and significant interactions were found when full-service e-broker business model aligned with prospector, defender, and analyser strategies had higher and significant explanatory effect on online market share. The results also pointed out that neither firm effect nor industry effect had predicative power or independent effects on online market share. To compete in a virtual world, e-brokers should strive for a full-service business models to create value for their customers and should align with strategies to gain competitive advantages. The fit between business model and strategy determines market performance. In addition, managerial implications and future study are recommended.
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