what is -- the model of e-commerce?
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http://www.ecommerce-guide.com/news/news/article.php/3548541
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The process of creating information models. \nhttp://en.wikipedia.org/wiki/Information_model
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The terms are used interchangeably but if you want to be picky, e-commerce implies an on-line transaction of some sort.  e-business is the broader term used as a catch all for all business over the net.
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Frankly this sounds like an answer that is going to use phrases specific to your class's textbook.\n\nTo answer your question: An economic model attempts to simplify complex behavior in a way that can be made understandable.  This will purposefully ignore certain complexities.  It can be shown as a diagram, chart, equation, or something else depending on what is being modeled.   \n\nYour textbook would likely offer insight on how to relate this broad definition of economic model into something that relates to economic theory as your teacher would like it.
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A traditional bussiness model is a bussines where the owner will rent or own an office space, invest in the infrastructure, hire a large work force and serve customers. \n\nNowadays more businesses are moving away from the  traditional business model rapidly to adjust according to highly competitive environment.
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I am very experienced with Internet businesses, as I run a couple of Internet businesses, I buy and sell on eBay and I have some customers who have large internet sales businesses.\n\nYahoo answers will not let me publish my web address, but if you write me at yahoo mail, I will be happy to give you any information I can about how to be successful on the web and how to keep from being scammed.\n\n-- Mark
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Commerce?  Like an ATM machine where the data exchange utilizes a machine
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http://www.webopedia.com/TERM/e/electronic_commerce.html
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Two principles that apply to every market are the supply and demand pricing dynamics and the product life cycle pricing dynamics.\n\nA project to demonstrate these principles that would be elegant is to choose two different markets and model the pricing in the market according to supply and demand and over time with respect to the product life cycle.\n\nMuch like a scientist investigating genetic eveolution, choose markets with relatively short product life cycles so that the time element is easily observed.\n\nFor example, the Apple ipod is a product that revolutionized the music industry by making downloading legal and cache.  The devices progressed from the first ipod, to the ipod mini to the ipod nano.  The backbone of the offering is iTunes, which changed the way we buy and listen to music.  Look at the pricing curves over time for the ipod models by looking at press releases and industry coverage of the ipod revolution.  You will see that the pressures of supply and demand drove the ipod pricing, while the product lifecycle drove the introduction of new models to keep the public buying and maintaining image and pricing.\n\nNext, look at the video game platform market.  In this market the product life cycle is very influential since new technology provides a more interesting user experience as the new models appear about every two years (product lifecycle).  The pricing of the platforms is below cost to attract gamers to buy the platform since the profit is derived from the game sales and royalties.\n\nTo go to a completely different market, look at hybrid cars.  The price of oil and fear of spiking oil prices, along with government incentives in tax credits and car-pool lane priviledges, drove demand of the flagship Toyota Prius into the stratosphere.  The cars are still difficult to find since the dealers are backlogged with orders from eager customers.  A bit of clever marketing and timing with the pressure on oil prices and the Global Warming crisis have continued to spur sales.  The more interesting story may be the Honda Civic hybrid that offers many of the same features as the prius, but hasn't enjoyed the attention from the press.  Look at the difference in the pricing as a result of the significant difference in demand.\n\nThat's a few ideas.  There are many more.  \n\nGood luck.\n\nj
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???\n\nIn the J2EE application model, the components support different kinds of tehcnicalities..\n\nIn the Entreprise Java Beans model, there are components that deal with transaction, security, and etc. They are already handled and have functions for you to play with to make it securer.\n\nEntreprise Java Beans is a big step but once you know it, you will program with ease, since everything (almost) is given
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One interesting site might be the University of Maryland's Business Plan Archive: http://www.businessplanarchive.org/. While a variety of other sites (e.g., http://www.eventuring.org/) may provide substantial advice about a variety of models, it should also be useful to examine business models that have failed.
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You cannot base a realistic business model on JUST advertising revenue. It cannot work.\n\nThink about it, to get advertising revenue you have to get users coming to your site and then clicking on the displayed ads.\n\nTo get users coming to your site you need to advertise to attract them (costs money). You can bring users to your site by other means but it will take a minimum of a year to get any real traffic.\n\nThe cost of bringing users to your site by advertising will always be more than your receipts from advertising on your site.
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The basic principles are the same -- get a product that people want and will buy, create a place where they can buy your product and get customers to actually buy your products -- but the process is a little different.\n\nHere are the things you will need:\n\n1. A website - not just a website, but a website designed to sell. The design can greatly influence the buying response of customers. The site should convey trust of the buyers, and the buying process should be easy.\n\n2. Merchant account = bank authorized account that allows you to accept and process credit card payments, echecks, etc. If you can't get a merchant account, alternative would be Paypal\n\n3. Payment transaction software = software that actually processes the customer information and check the validity of the credit card (has sufficient funds, correct expiration date, etc.) Example is Verisign Payflow services, which costs as much as $59.95 per month for maximum of 1,000 transactions plus set up fee of $249.\n\n4. Secure server connection (SSL) = encrypts ordering information to keep transaction secure. SSL digital certificate can set you back anywhere from $199 for two years with Thawte or $695 for two years with Verisign.\n\n5. Shopping cart = virtual equivalent of the a traditional store's shopping cart that allows customers to purchase products.
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How to do ecommerce overseas is one of the topics that will be covered at the Internet Retailer 2006 Conference and Exhibition to be held from June 5-7, 2006 in Chicago. If you can attend only 1 conference this year, make it this show as you can learn a lot from this conference if you are seriously planning to do ecommerce. You can find information about the conference here http://www.internetretailer.com/IR2006/\n\nOne of the conference topics is:\n\nMastering the Subtleties of Global Sales\nhttp://www.internetretailer.com/article.asp?id=18401\n\n“We’re international,” David Dwek boasted to Internet Retailer after Etronics announced its ability to ship globally. What he didn’t realize was that operational challenges were the least of his problems. Dwek will share his experiences in cracking the international market: To what extent do U.S. experiences apply elsewhere? Is language translation necessary? Can you dip your toe in the global water? Where do you start? \n\nYou may want to read the following articles to help you launch your venture:\n\nIt`s a small world http://www.internetretailer.com/article.asp?id=18102\nHow Keynote captures the online experience of consumers outside the U.S. http://www.internetretailer.com/dailyNews.asp?id=17558
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The Production & Operations Management Society has on its website a very interesting study that looks at the impact of technological factors on the software industry \n\n"The Impact of the New IT Technologies in the Business Model Transformation" http://www.poms.org/ConfPapers/003/003-0237.doc
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People say it does not exist:\nhttp://www.routledge-ny.com/ref/developingworld/model.html\n\nPeople trying to model:\nhttp://www.iwgvt.org/files/04Olsen.doc\n\nI saw a better and easier model before but couldnt find it sorry. Try searching Political economy class notes or reading lists.
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What is the Diamond Model? Description\n\nThe Diamond Model of Michael Porter for the competitive advantage of Nations offers a model that can help understand the comparative position of a nation in global competition. The model can also be used for major geographic regions.\n\n \nTraditional country advantages\n\nTraditionally, economic theory mentions the following factors for comparative advantage for regions or countries:\n\n   1. Land\n   2. Location\n   3. Natural resources (minerals, energy)\n   4. Labor, and\n   5. Local population size.\n\nBecause these 5 factors can hardly be influenced, this fits in a rather passive (inherited) view regarding national economic opportunity.\n\n \nClusters\n\nPorter says that sustained industrial growth has hardly ever been built on above mentioned basic inherited factors. Abundance of such factors may actually undermine competitive advantage! He introduces a concept called "clusters" or groups of interconnected firms, suppliers, related industries, and institutions, that arise in certain locations.\n\n \n\nThese clusters are geographic concentrations of interconnected companies, specialized suppliers, service providers, and associated institutions in a particular field. They grow on locations where enough resources and competences amass and reach a critical threshold, giving it a key position in a given economic branch of activity, with a decisive sustainable competitive advantage over others places, or even a world supremacy in that field. Porter says clusters can influence competition in three ways:\n\n    * They can increase the productivity of the companies in the cluster.\n    * They can drive innovation in the field.\n    * They can stimulate new businesses in the field.\n\nSome well-known examples of Clusters are USA/Silicon Valley (computers), Netherlands/Rotterdam (logistics), India/Bangalore (software outsourcing), USA/Hollywood (movies), France/Paris (fashion).\n\n \n\nAccording to Porter, as a rule competitive advantage of nations is the outcome of 4 interlinked advanced factors and activities in and between companies in these clusters. These can be influenced in a pro-active way by government.