Amazon.com versus Barnesandnoble.com

In Electronic Commerce, Schneider explains the different types of revenue models for electronic commerce (eCommerce) that work for both business-to-business (B2B) and business-to-consumer (B2C) eCommerce. These models include Web catalog, advertising-supported, advertising-subscription mixed, and fee-based models (Schneider, 2002). As Schneider (2002) defines it, a revenue model is ôa general term for the combination of strategies and techniques that a company uses to generate cash flow into the business from customersö (84). Titans of pure eCommerce such as Amazon.com rely on such strategies and techniques to earn revenue, while titans of brick and mortar operations like Barnes & Noble are increasingly relying upon a mixture of traditional and eCommerce revenues models as they try to compete for market share via the Internet. Such an enterprise like Barnes & Noble is referred to as a ôbrick and clickö model of commerce as opposed to Amazon.comÆs pure ôclickö model. This analysis will compare and contrast these two leading booksellers, including successes and failures, strategies and techniques, major challenges, and operations. A conclusion will offer recommendations for each company based on the analysis in this comparison and contrast.

The story of Amazon.com versus Barnes & Noble reads more like the story of two prizefighters rather than the two leading booksellers. Both companies have different bu

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rs in order to leverage company strengths to gain competitive advantage. While Barnes & Noble is the leading bookseller offline, it lags far behind Amazon.com in terms of sales and revenues. However, opportunities exist for both companies as industry analyst project sales growth of the online book market to continue at 5.6% annually over the next five years, and because of more interest in reading and electronic commerce due to the increased risk of terrorism: Barnes & NobleÆs business, along with that of its rivals, has benefited from the push by Americans to favor books as an affordable entertainment staple after the Sept 11 attacks led them to spend more time at home and increased fear of large public gatherings (Mnyandu, 200, 1). The lawsuit brought against Amazon.com is an example of the challenges and risks that many physical storefront brands face when entering the eCommerce virtual reality. In the book Beyond e, author Stephen G. Diorio (2002) maintains that firms that are physical storefront only, like Barnes & Noble used to be, face major challenges and decisions when they decide to participate in the lucrative but complex world of eCommerce: The impact of the Internet on brand strategies is enormous. It has change
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Some common words found in the essay are:
Barnes Noble, Noble Web, Amazoncom USö, Barnes NobleÆs, Commerce Schneider, Barnesandnoblecom According, AMAZONCOM Invest, Twice Amazoncom, Jeff Bezos, BARNESANDNOBLECOM Replace, barnes noble, web site, electronic commerce, virtual storefront, marketing strategies, diorio 2002, return profit investors, strategies techniques, profit investors, return profit, comparison contrast, quarter û 2000, 2nd quarter û, û 2000 =, storefront barnes noble,
Approximate Word count = 2101
Approximate Pages = 8 (250 words per page)