III.a. B2C E-Commerce: E-COMMERCE AND SMALL ENTREPRENEURS
III.a. B2C E-Commerce: E-COMMERCE AND SMALL ENTREPRENEURS
but there is growing evidence of a significant potential for developing countries, notably
artisans in traditionally low technology sectors13. Many if not most such artisans are women
living in remote villages. Indeed, their very isolation may be one reason that their crafts
have managed to survive if not flourish. Wealthy consumers in OECD countries have long
prized their work, and as more OECD citizens have joined the ranks of the well-to-do, the
market for traditional crafts has grown apace. Expatriates from developing countries
constitute another target market, at the same time that they can provide entry points into
the wider OECD markets. By virtue of the inaccessibility of many craft producers, transport
and distribution has accounted for a large share of the costs of bringing their wares to
international markets. With the advent of the Web, artisans have the possibility to advertise and even to sell their products directly to customers in OECD markets, posting images of
the products on sale, providing descriptions of the history of the craft and of the production
process, taking custom orders14, and negotiating prices. While they must still arrange for
transport and delivery to customers, the Web allows them to exert greater control over the
supply chain and, in principle, retain a larger share of the revenues from final sale. At the
very least, the producers should be able to bargain away any price advantage enjoyed by
middlemen by virtue of asymmetric information; they may also be able to eliminate one or
more layers of middlemen (a process known as disintermediation).
A Guyanan weavers’ co-operative offers one example of the potential for global
marketing offered by the Web15. Using 19th century accounts and illustrations of the
hammocks made by European travellers, an organisation formed by 300 women from the
Wapishana and Macushi tribes revived the ancient art of hammock weaving, reintroducing
the process from cultivating the cotton on small family plots to hand-weaving the large
brown-and-white hammocks. They then took their wares online, hiring a young member to
create a Web site. By the mid-1990s, the weavers, known as the Rupununi Weavers
Society, had sold hammocks to Queen Elizabeth, Prince Phillip, the Smithsonian Institute,
and the British Museum, which called it “one of the most perfect forms of indigenous art
purchased this century”. Since mid-1998, the society has sold 20 hammocks over the
Internet to people around the world for as much as $1 000 apiece. There are many other
such cases, including collective efforts such as the International Federation for Alternative
Trade (IFAT), which is comprised of more than 100 organisations in 42 countries (including
more than 70 organisations in developing countries). IFAT members collectively market
from $200-400 million a year in handicrafts and agricultural goods from low income countries
and provide support to craft producers in the area of logistics, quality control, packing and
export16.
Manufacturing production for the world market may take different forms, depending
on relative bargaining power within the supply chain and where rents can be captured.
Many chains are characterised by a dominant party (or sometimes parties) who becomes
responsible for upgrading activities within individual links and co-ordinating interaction
between the links. In order to contribute to value added in each of the full range of activities
that are required to bring a product from conception to consumption, a firm would have to
develop capabilities in design, distribution, marketing, and post-sale support. Whether
SMEs that are bulk producing items like clothing, footwear and leather goods, furniture,
etc., stand to reap the same price dividend as artisans from direct Internet selling is not
clear. In the first place, they are likely to be less geographically isolated and therefore less
handicapped by either limited price information or logistical problems moving their products
to market. In this sense, for them the marginal benefits from accessing the world market
via the Web may be lower. Second, they are unlikely to benefit to the same degree, if at
all, from the “feel-good” factor that makes some OECD consumers willing to pay a premium
to help a worthy cause like preserving traditional cultures or the environment. Third, they
may not be able to command a significant price premium unless they can offer innovative
designs, although the Internet can be a useful tool to tap remotely international design
expertise. Indeed, this is already being done on behalf of artisans, partly on a pro bono
basis and partly on a fee-for-service basis, helping them adapt designs to changing market
fashions17. Similarly, clothing and footwear manufacturers in developing countries may be
(and in some cases are) supplied electronically the patterns and specifications of the
major designer labels that buy and market their “wears”. In this case, though, the design premium is captured by the fashion houses and not the developing country producers. It
remains to be seen whether Web presence offers them greater opportunity to establish
their own global brand recognition.
While establishing an Internet storefront can be relatively low cost, marketing can still
be quite costly. Because of the anonymity involved in e-commerce and the wide range of
potential e-suppliers of certain products, reputation effects and brand recognition may
matter even more in the virtual world than in the real one. If so, this could raise new
barriers to entry that may partially negate the benefits of being able to afford a customised
Web storefront. Moreover, establishing a website is not the same as having a known, oftvisited
site. Besides ensuring that the website is informative and user-friendly, the
webmaster must ensure that content is frequently updated, that search engines direct
browsers with specific sorts of requests to that site on a priority basis, and that news of the
site gets widely disseminated via the electronic grapevine. Only then can a website expect
to generate significant advertising revenue. Also, the experience of OECD countries, where
many new economy companies rank among the largest print and broadcast media
advertisers, shows that even the best e-marketing strategy does not substitute for traditional
media. Indeed, such advertising is normally viewed as an unavoidable sunk cost to establish
brand name recognition, in the expectation that this will pay for itself in a large flow of
future web advertising and other online revenue.
OECD DEVELOPMENT CENTRE
Working Paper No. 164
E-COMMERCE FOR DEVELOPMENT: PROSPECTS AND POLICY ISSUES
by
Andrea Goldstein and David O’Connor
IIIa B2C ECommerce ECOMMERCE AND SMALL ENTREPRENEURS - To learn more about this author, visit OECD Development Centre's Website.
Like this article? Share it with your friends
To date, much discussion has focused on B2C applications for OECD entrepreneurs,
but there is growing evidence of a significant potential for developing countries, notably
artisans in traditionally low technology sectors13. Many if not most such artisans are women
living in remote villages. Indeed, their very isolation may be one reason that their crafts
have managed to survive if not flourish. Wealthy consumers in OECD countries have long
prized their work, and as more OECD citizens have joined the ranks of the well-to-do, the
market for traditional crafts has grown apace. Expatriates from developing countries
constitute another target market, at the same time that they can provide entry points into
the wider OECD markets. By virtue of the inaccessibility of many craft producers, transport
and distribution has accounted for a large share of the costs of bringing their wares to
international markets. With the advent of the Web, artisans have the possibility to advertise and even to sell their products directly to customers in OECD markets, posting images of
the products on sale, providing descriptions of the history of the craft and of the production
process, taking custom orders14, and negotiating prices. While they must still arrange for
transport and delivery to customers, the Web allows them to exert greater control over the
supply chain and, in principle, retain a larger share of the revenues from final sale. At the
very least, the producers should be able to bargain away any price advantage enjoyed by
middlemen by virtue of asymmetric information; they may also be able to eliminate one or
more layers of middlemen (a process known as disintermediation).
A Guyanan weavers’ co-operative offers one example of the potential for global
marketing offered by the Web15. Using 19th century accounts and illustrations of the
hammocks made by European travellers, an organisation formed by 300 women from the
Wapishana and Macushi tribes revived the ancient art of hammock weaving, reintroducing
the process from cultivating the cotton on small family plots to hand-weaving the large
brown-and-white hammocks. They then took their wares online, hiring a young member to
create a Web site. By the mid-1990s, the weavers, known as the Rupununi Weavers
Society, had sold hammocks to Queen Elizabeth, Prince Phillip, the Smithsonian Institute,
and the British Museum, which called it “one of the most perfect forms of indigenous art
purchased this century”. Since mid-1998, the society has sold 20 hammocks over the
Internet to people around the world for as much as $1 000 apiece. There are many other
such cases, including collective efforts such as the International Federation for Alternative
Trade (IFAT), which is comprised of more than 100 organisations in 42 countries (including
more than 70 organisations in developing countries). IFAT members collectively market
from $200-400 million a year in handicrafts and agricultural goods from low income countries
and provide support to craft producers in the area of logistics, quality control, packing and
export16.
Manufacturing production for the world market may take different forms, depending
on relative bargaining power within the supply chain and where rents can be captured.
Many chains are characterised by a dominant party (or sometimes parties) who becomes
responsible for upgrading activities within individual links and co-ordinating interaction
between the links. In order to contribute to value added in each of the full range of activities
that are required to bring a product from conception to consumption, a firm would have to
develop capabilities in design, distribution, marketing, and post-sale support. Whether
SMEs that are bulk producing items like clothing, footwear and leather goods, furniture,
etc., stand to reap the same price dividend as artisans from direct Internet selling is not
clear. In the first place, they are likely to be less geographically isolated and therefore less
handicapped by either limited price information or logistical problems moving their products
to market. In this sense, for them the marginal benefits from accessing the world market
via the Web may be lower. Second, they are unlikely to benefit to the same degree, if at
all, from the “feel-good” factor that makes some OECD consumers willing to pay a premium
to help a worthy cause like preserving traditional cultures or the environment. Third, they
may not be able to command a significant price premium unless they can offer innovative
designs, although the Internet can be a useful tool to tap remotely international design
expertise. Indeed, this is already being done on behalf of artisans, partly on a pro bono
basis and partly on a fee-for-service basis, helping them adapt designs to changing market
fashions17. Similarly, clothing and footwear manufacturers in developing countries may be
(and in some cases are) supplied electronically the patterns and specifications of the
major designer labels that buy and market their “wears”. In this case, though, the design premium is captured by the fashion houses and not the developing country producers. It
remains to be seen whether Web presence offers them greater opportunity to establish
their own global brand recognition.
While establishing an Internet storefront can be relatively low cost, marketing can still
be quite costly. Because of the anonymity involved in e-commerce and the wide range of
potential e-suppliers of certain products, reputation effects and brand recognition may
matter even more in the virtual world than in the real one. If so, this could raise new
barriers to entry that may partially negate the benefits of being able to afford a customised
Web storefront. Moreover, establishing a website is not the same as having a known, oftvisited
site. Besides ensuring that the website is informative and user-friendly, the
webmaster must ensure that content is frequently updated, that search engines direct
browsers with specific sorts of requests to that site on a priority basis, and that news of the
site gets widely disseminated via the electronic grapevine. Only then can a website expect
to generate significant advertising revenue. Also, the experience of OECD countries, where
many new economy companies rank among the largest print and broadcast media
advertisers, shows that even the best e-marketing strategy does not substitute for traditional
media. Indeed, such advertising is normally viewed as an unavoidable sunk cost to establish
brand name recognition, in the expectation that this will pay for itself in a large flow of
future web advertising and other online revenue.
OECD DEVELOPMENT CENTRE
Working Paper No. 164
E-COMMERCE FOR DEVELOPMENT: PROSPECTS AND POLICY ISSUES
by
Andrea Goldstein and David O’Connor
IIIa B2C ECommerce ECOMMERCE AND SMALL ENTREPRENEURS - To learn more about this author, visit OECD Development Centre's Website.
Like this article? Share it with your friends
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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John AlexanderJohn has taught keyword research and SEO skills to small groups of business owners and Webmasters from over 80 different countries world wide since 2002. John is also the Director of Search Engine Academy ; Co-director of Training at Search Engine Workshops offering live, SEO Workshops with his partner SEO educator Robin Nobles, author of the very first comprehensive online search engine marketing courses at SEO Training Online and the SEO Workshop Resource Center. I look forward to hearing from you! - Visit John Alexander's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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