E-commerce Web site design: strategies and models

tothecompany 9sbank.Thisarrangementeliminatesthetimedelayassociatedwith theremittanceinthemailsystem Informationconsistency ECensurestheconsistencyandaccuracyofinformationthroughsharingof informationanduseofelectronicformsfordoingbusiness Bettercustomerservice Theabilitytoprovideon-lineanswerstoproblemsthroughresolutionguides, archivesofcommonlyencounteredproblemsandelectronicmailinteraction24 hoursaday,365daysayear,buildscustomerconfidenceandretention Bettercustomer relationship ECenablesthelearningaboutcustomersduetoitsabilitytorecordeveryeventin whichacustomerasksforinformationaboutaproduct,buysone,requestscustomer service,etc.Throughtheseinteractions,theneedsofthecustomerareidentified andwillfeedfuturemarketingefforts Customizationofproducts Theinformation-basednatureoftheECprocessesallowsfornewproductstobe createdorexistingproductstobecustomizedbasedoncustomers 9exactneeds. Competitiveadvantages ECenablesacompanytoachievecompetitiveadvantagesof:costsavingbasedon reducedadvertising/promotioncosts;productdifferentiationbycustomizing productsandtimelyresponsetomarket;customerfocusthroughbettercustomer relationshipsandbettercustomerservices Convenienceofdoing business Thereisnolimitontimeandlocationtoconductabusinesswithrelatedparties. Theinformationdeliveredtomanufacturers,suppliersandwarehousesisalmostreal time [6] H.JosephWen, Houn-GeeChenand Hsin-GinnHwang E-commerceWebsitedesign: strategiesandmodels InformationManagement& ComputerSecurity 9/1[2001]5±12 characteristics.Themarketingactivities usedinthestudytoexaminecorporateWeb sitesare: .<br><br> promotionalactivities; . sales; . service;and .<br><br> support. Fromtheseller 9sperspective,Angehrn(1997) proposedtheICDTmodelforanalyzingand classifyingECstrategies.Themodel describesfourvirtualbusinessspaces, namely: 1virtualinformationspace; 2virtualcommunicationspace; 3virtualdistributionspace;and 4virtualtransactionspace. Basedonthemodel,theauthorssuggestfour ECstrategiesthatarefurtherrefinedbythe levelofsophisticationandcustomizationof theWebsitedesign.<br><br> Watson etal .(1998)coinedtheconceptof ``attractors. 9 9AnattractorisaWebsitewith thepotentialtoattractandinteractwitha relativelylargenumberofvisitorsina targetstakeholdergroup.Authorsvisited manyWebsitesandusemetaphorstolabel andgroupsitesintoeightpotential attactors: 1theentertainmentpark; 2thearchive; 3exclusivesponsorship; 4thetownhall; 5theclub; 6thegiftshop; 7thefreewayintersection;and 8thecustomerservicecenter. Theyarguedthatthestrategicuseofhard-to- imitateattractorsisakeyfactorinon-line marketingandcreatinganattractorwill becomeakeycomponentofthestrategyof somecompanies. TheECmodelsforcommercialWebsite designtobeexaminedinthisarticleare similartosomeofthemodelsintheprevious studies.However,weintroduceawider rangeofavailablemodels,extractedfromthe currentcommercialWebsites,thanany previousstudies.Inaddition,allmodelsare discussedbasedontwodifferentWebsite designstrategies,informational/ communicationalstrategyandon-line/ transactionalstrategy.<br><br> Websitedesignstrategy Webdesignhasevolvedfromstatichypertext publishingintheearlydaystodynamic multimedia,Webdatabaseapplication servers.Moreimportantly,newbusiness modelsthatbringsavings,revenues,and customerrelationshipsarebeing incorporatedintocommercialWebsite design.TherearetwogenericWebsite designstrategies: 1informational/communicationalstrategy; and 2on-line/transactionalstrategy, summarisedinTableII. Informational/communicationalstrategy Intheinformational/communicational strategy,theWebisusedtosupportbutnotto replaceacompany 9smainbusinessactivities. Companiesdonotlimitthemselvestojust marketingontheWeb.Asamatteroffact,they lookatothertraditionalmediaofadvertising andmarketingstudyinordertomeettheir businessgoalsandmarketingobjectives.<br><br> LookingatWebmarketingasanothertoolin thecompany 9smarketingarsenal(Clark,1997), theinformational/communicationaldesignis themostcommonuseofWebmarketingtoday. Liu etal .(1997)reportthat93percentof Fortune 500companieshavepublicly accessiblesites,butfewerthan 26percentofthosesitessupporttransactions. Ontheotherhand,thereisnodoubtthat informational/communicationaldesignonthe Webcanalsoproducesignificantsalesinother areasofbusiness.Forexample,InsightDirect, adiscountcomputercatalogersellingmostlyto business,generatesonly10percentofitssales fromitson-linecatalog,butmorethan75per centofitsnewcustomerscomefromthesite.<br><br> On-line/transactionalstrategy Theon-line/transactionalstrategy invariablyprovidesanelectroniccatalogof productsforsale.Visitorscanbrowse throughthecatalogandorderproductson- line.Althoughtheinformational/ communicationaldesignoftenprovidesan electroniccatalogaswellasordering information(e.g.byphone,fax,ore-mail),it doesnotsupporton-linetransaction.Without on-lineorderingWebdatabasecapability,it hardlyexploitsthepotentialoftheWebasan interactivemedium. Theon-line/transactionalstrategyiswhat mostproponentsofmarketingontheWeb expect.GriffithandKrampf(1998)indicated thattheabilitytoenhanceacompany 9soverall saleswasasignificantdecisionfactorto establishaWebsite.Althoughtherearestill somehiddenobstacles(e.g.transaction security),itseemsthatmostcompaniesare likelytobenefitdirectlyfrommarketingon theWeb,especiallyforsmallandmedium- sizedenterprises.Infact,therehavebeenalot ofsuccessfulon-line/transactionaldesigns, suchasAmazon.comandVirtualVineyards. Thenumberofsuccessfulenterprisesis [7] H.JosephWen, Houn-GeeChenand Hsin-GinnHwang E-commerceWebsitedesign: strategiesandmodels InformationManagement& ComputerSecurity 9/1[2001]5±12 growing.Therearereasonstobelievethatthe Webwillbecomeasignificantmoney-making vehicleforelectroniccommerce.International DataCorp.forecaststhatInternetpurchase volumewilljumpfrom$12.4billionin1997to $425.7billionby2002.TheUSshareis projectedtobe$268.8billion,theEuropean Union$55.5billion,Japan$21.4billion,and Asia$15.6billion.<br><br> Inthefollowingsection,availableWeb designmodelsaregroupedanddiscussed basedonthetwodesignstrategies.However, themodelsineachstrategygrouparenot mutuallyexclusive.Forinstance,acompany maybuildbrandawarenessontheWeb(the informational/communicationaldesign strategy)andmaydoon-lineretailing(the on-line/transactionaldesignstrategy)atthe sametime. E-commerceWebsitedesignmodels ThereisnodoubtthatmanyWebdesign modelsexistontheInternetandnewmodels areincreasingexpeditiously.ECisnotjust aboutdoingbusinessovertheInternet,itis aboutchangingthewaycompaniesdo business.Itisaboutcreatingnewbusiness modelswhiletransformingtraditionalones. AftervisitingmanyWebsites,atotalof12 WebsitedesignmodelsforECwerefound, showninFigure1.Thefirstfourmodelsthat relatedtotheinformational/communicational designare: 1brandawarenessandimagebuildingmodel; 2costsavingmodel; 3promotionmodel;and 4info-mediarymodel.<br><br> Brandawarenessandimagebuilding model Websitesthatapplythismodelprovide detailed,rationalinformationaboutthefirm anditsofferings.Theymayalsoserveasa signaltocurrentandprospectivecustomers andcompetitorsthatthefirmisonthecutting edge.Themodelreachesmotivatedcustomers withaninformation/image-rich communicationsmessage.Becausetheentry barriersaresolow,smallerfirmscansetup thiskindofsiteaswellorinsomecaseseven betterthanlargerfirms.Examplesofthebrand awarenessandimagebuildingmodelinclude: . Ford (www.ford.com) notonlylistsallthe modelsofitssevenfamousautomotive brands,butalsopostsitsenvironmental policy,cleanermanufacturing, communityinvolvement,andcorporate citizenshipreport. TableII Websitedesignstrategy WebsitedesignDefinition/characteristicPromotionmeasures/waysMerits Informational/ communicational design Thisapproachisforcompaniesto usetheWebasasupplementto traditionalmarketing,delivering additionalbenefitstocustomersand buildingrelationshipswiththem 1.Puttingcompanies 9catalogon-line 2.Buildingbroadawarenessandimage 3.UsingtheWebasacost-effectivewayto augmenttheircoreproductswithrelated informationandservicefunction 4.Obtainingcostsavingsfromautomating routinecustomerservices 1.Providinglargequantitiesof informationtocustomers 2.Givingacompanyaninstantglobal presenceandattractingpeopleto one 9sad,someofthemarenotthe company 9stargetmarket,but potentiallywillbe 3.Openinganewcommunication channelallowingacompanyto developfurtherrelationshipswith customers 4.Allatareasonablecost On-line/transactional design Thisapproachisforcompaniesto usetheWebtoconstruct``virtual business 9 9±independent,profitable venturesthatexistonlyonthe Internet 1.Creatingaretailpresencelargerthan anyphysicalstorecould 2.Creatingavirtualbusinessproviding extrainformationinaformcompetitors cannotimitate 3.Creatingavirtualbusinessthattakesa specialtyproductorcollectibleandsells itworldwide 4.Creatingavirtualbusinessthatusesthe Internettoproducesuperioreconomic benefitstocustomersthatcompetitors cannotimitate 5.Creatingavirtualbusinessproviding conveniencetocustomersthat competitorscannotmatch 1.Providingalargerormorespecialized selectionofproductsthan competitorscanoffer 2.Providinghigherqualityandhigher quantityinformation,moreeconomic benefits,andmoreconveniencethan competitorscanoffer 3.Providingasenseofcommunityfor customers [8] H.JosephWen, Houn-GeeChenand Hsin-GinnHwang E-commerceWebsitedesign: strategiesandmodels InformationManagement& ComputerSecurity 9/1[2001]5±12 .<br><br> Reebok (www.reebok.com) letsvisitors readaboutsportsandfitness,hearfrom Reebok-sponsoredathletes,andlearn aboutReebok 9shuman-rightsactivities, amongotherthings. Costsavingmodel SavingfromcommercialactivityontheWeb includescost-effectivesavingsand productivitysavings.Bydirectlymeeting informationneeds,aWebsitecanbehighly cost-effective.Manycompaniesnowusetheir Websitetosupporttheownershipphaseof thecustomerservicelifecycle.Productivity savingsarisefromreductioninorderand processingcostsandmoreefficientinventory management.Costsavingsresultthrough reducedbrochureprintinganddistribution costsandreductionsinorder-takingas customersusefill-outformstopreparetheir ownorders.Ascontroliseffectively transferredtothecustomer,customer satisfactionmightactuallybeincreased. Examplesofthecostsavingmodelinclude: .<br><br> Microsoft (www.microsoft.com) provides voluminoussupportmaterial,liveaudio broadcastsofMicrosoftconferences, productusergroups,andfreedownloadof thepatchandsupplementalprograms. . FedEx (www.fedex.com) hasaWeb-based parceltrackingservice.TheWebsite savesatleast100,000shipmenttracking requestsaday.Thesavingsfromreducing thenumberofemployeesinanswering standardcustomerinquiriesare tremendous.<br><br> Promotionmodel Thepromotionmodelrepresentsaunique formofadvertisingthatattractsapotential customertoasite.Theobjectiveistoattract theusertothecommercialsitebehindit.In manycases,Websitesprovidefreegiftstoget users 9attention.Thegiftstypicallyinclude digitizedmaterialsuchassoftware, photographs,music,andconsumerreports. Examplesofthepromotionmodelinclude: . Auto-By-Tel (www.autobytel.com) offersa comprehensiveconsumerreportforall majormanufacturers.Itattracts consumerstovisitthesitetoreadthe reportandcomparetheprice.TheWeb siteproducessignificantsalesforlocalcar dealers.<br><br> . Kodak (www.kodak.com) provides technicalhelpandtutorialsforitsdigital camerasandoffersalibraryofcolorful, high-qualitydigitalimagesthatare downloadable. Info-mediarymodel Aninfo-mediarymayofferusersfreeInternet accessorfreehardwareinexchangefor detailedinformationabouttheirsurfingand purchasinghabits.Thisismorelikelyto succeedthanthepurepromotionmodel.Data aboutconsumersandtheirbuyinghabitsare extremelyvaluable.Especiallywhenthat informationiscarefullyanalyzedandusedto targetmarketingcampaigns.Somefirmsare abletofunctionasinfo-mediariesby collectingandsellinginformationtoother businesses.Themodelcanalsoworkinthe otherdirection:providingconsumerswith usefulinformationabouttheWebsitesina marketsegmentthatcompetefortheirdollar.<br><br> Examplesoftheinfo-mediarymodelinclude: . AudioReview (www.AudioReview.com) is asitethatallowsuserstoexchange informationwitheachotheraboutthe qualityofproductsandservices±orthe sellerswithwhomtheyhavehadagood/ badpurchaseexperience.Othersitestake theconceptastepfurtherbyintegrating anintelligentagentintoaWebbrowser. Suchagentsmonitorauser 9shabits, therebyincreasingtherelevanceofits recommendationstotheuser 9sneeds± andthevalueofthedatatothecollector.<br><br> . NewYorkTimes (www.NYTimes.com), a content-basedsite,isfreetoviewbut requiresuserssimplytoregister(other informationmayormaynotbecollected). Registrationallowsinter-sessiontracking ofusers 9siteusagepatternsandthereby generatesdataofgreaterpotentialvalue intargetedadvertisingcampaigns.Thisis themostbasicformofinfo-mediary model.<br><br> Figure1 Emergingmodelsofe-commerceWebsitedesign [9] H.JosephWen, Houn-GeeChenand Hsin-GinnHwang E-commerceWebsitedesign: strategiesandmodels InformationManagement& ComputerSecurity 9/1[2001]5±12 Thefollowingeightmodelsthatarebasedon theon-line/transactionaldesignstrategy include: 1brokeragemodel; 2retailmodel; 3mallmodel; 4advertisingmodel; 5subscriptionmodel; 6communitymodel; 7manufacturermodel;and 8customizationmodel. Thesearepopularmodelsthatprovide on-linetransactionservicesforcompaniesto makeprofitsontheWeb. Brokeragemodel Brokersarematch-makers.Theybring buyersandsellerstogetherandfacilitate transactions.Thosecanbebusiness-to- business(B2B),business-to-consumer(B2C), orconsumer-to-consumer(C2C)markets.A brokermakesitsmoneybychargingafeefor eachtransactionitenables.Examplesofthe brokeragemodelinclude: .<br><br> eTrade (www.eTrade.com) isanon-line financialbrokerage,wherecustomers placebuyandsellordersfortransacting financialinstruments.Also,travelagents fitintothiscategory.Inthismodel,the brokerchargesthebuyerand/orsellera transactionfee.Somemodelsworkon volumeandlowoverheadtodeliverthe best-negotiatedprices. . WorldChemicalExchange (www.ChemConnect.com) isan increasinglycommonmodelinB2B markets.Inthismodel,thebroker typicallychargestheselleratransaction feebasedonthevalueofthesale.The pricingmechanismcanbeasimple offer/buy,offer/negotiatedbuy,oran auctionoffer/bidapproach.<br><br> Retailmodel E-tailersareanInternetversionofclassic wholesalersandretailersofgoodsandservices. Salesmaybemadebasedonlistpricesor throughauction.Insomecases,thegoodsand servicesmaybeuniquetotheWebandnothave atraditional``brick-and-mortar 9 9storefront. Examplesoftheretailmodelinclude: .<br><br> eToys(eToys.com)isatoybusinessthat operatesonlyovertheWeb.Themethodof sellingmaybelistpriceorauction. . Lands 9End (www.Landsend.com), a traditionalcatalogcompany,hasnow migratedfrommailordertoaWeb-based orderbusiness.Thereisthepotentialfor channelconflict.Catalogmarketingcan provetobeanassetifcleverlyintegrated intoWeboperations.<br><br> Mallmodel Ane-mallhostsmanyon-linemerchants.The malltypicallychargessetup,monthlylisting, and/orpertransactionfees.Thevirtualmall modelmaybemosteffectivelyrealizedwhen combinedwithageneralizedportal.Also, moresophisticatedmallswillprovide automatedtransactionservicesand relationshipmarketingopportunities. Examplesofthemallmodelinclude: . Yahoo!Shopping(Shopping.Yahoo.com)is acybershoppingmall.Itallowscustomers tovisitjustonesiteforalltheirshopping needs.Sinceitisanattractiveandwell- promotedsite,itattractsmanymore visitorsthananyindividualstorecould.<br><br> . zShops(zShops.com)isavirtualmall,but onethatwillprocessthetransaction, trackorders,andprovidebillingand collectionservices.Itbringsbuyersand on-linemerchantstothemalland providestransactionservicessuchas financialsettlementandquality assurance.zShopsprotectsconsumersby assuringsatisfactionwithmerchants. Advertisingmodel TheWeb-advertisingmodelisanextensionof thetraditionalmedia-broadcastingmodel.<br><br> Thebroadcaster,inthiscase,aWebsite, providescontent(usually,butnot necessarily,forfree)andservices(likee- mail,chat,orforums)mixedwithadvertising messagesintheformofbannerads.The banneradsmaybethemajororsolesourceof revenueforthebroadcaster.Thebroadcaster maybeacontentcreatororadistributorof contentcreatedelsewhere.Theadvertising modelonlyworkswhenthevolumeofviewer trafficislargeorhighlyspecialized. Examplesoftheadvertisingmodelinclude: . Yahoo!(Yahoo.com)isahigh-volume traffic±typicallytensofmillionsofvisits permonth±drivenbygenericor diversifiedcontentorservices.Thehigh volumemakesadvertisingprofitableand permitsfurtherdiversificationofsite services.Competitionforvolumehasled tothepackagingoffreecontentand services,suchase-mail,stockportfolio, messageboards,chat,news,andlocal information.<br><br> . FreeMerchant(FreeMerchant.com)gives usersfreeWebservices,sitehosting,and Internetaccess.Freebiescreateahigh volumesiteforadvertisingopportunities. Subscriptionmodel Userspayforaccesstothesite.Highvalue- addedcontentisessential.Genericnews content,viableonthenewsstand,hasproven lesssuccessfulasasubscriptionmodelonthe [10] H.JosephWen, Houn-GeeChenand Hsin-GinnHwang E-commerceWebsitedesign: strategiesandmodels InformationManagement& ComputerSecurity 9/1[2001]5±12 Web.A1999surveybyJupiter Communicationsfoundthat46percentof Internetuserswouldnotpaytoviewcontent ontheWeb.Somebusinesseshavecombined freecontent(todrivevolumeandadrevenue) withpremiumcontentorservicesfor subscribersonly.Examplesofthe subscriptionmodelinclude: .<br><br> Quote.com (www.Quote.com) isan exampleofasiteprofitablyselling investmentinformation.Itcreatesa uniqueand``musthave 9 9contentthat drawsinvestorstopayasubscriptionfee fortheinformation. . ESPNSportsZone(espnnet.sportszone.com) attractsmorethan250,000visitorsaday withfree,frequentlyupdatedsports information,while50,000subscriberspay$5 permonthtoaccessdetailedbackground information,columns,reports,andmore.<br><br> Communitymodel Theviabilityofthecommunitymodelis basedonuserloyalty(asopposedtohigh trafficvolume).Usershaveahighinvestment inbothtimeandemotioninthesite.Insome cases,usersareregularcontributorsof contentand/ormoney.Havinguserswho visitcontinuallyoffersadvertising, info-mediaryorspecializedportal opportunities.Thecommunitymodelmay alsorunonasubscriptionfeeforpremium services.Examplesofthecommunitymodel include: . FamilyRadio(FamilyRadio.com)isa Christianradiostationsite.Itis predicatedonthecreationofacommunity ofuserswhosupportthesitethrough voluntarydonations.Not-for-profit organizationsmayalsoseekfundingfrom charitablefoundationstosupportthe organization 9smission. .<br><br> Guru(Guru.com)providesasourceof informationbasedonprofessional expertiseandtheexperienceofother users.Itistypicallyrunlikeaforum wherepersonsseekinginformationcan posequestionsandreceiveanswersfrom (presumably)someoneknowledgeable aboutthesubject.Theexpertsmaybe employedstaff,aregularcadreof volunteers,orinsomecases,simply anyoneontheWebwhowishesto respond. Manufacturermodel Thismodelispredicatedonthepowerofthe Webtoallowmanufacturerstoreachbuyers directlyandtherebycompressthe distributionchannel(i.e.eliminate wholesalersandretailers).Themanufacturer modelcanbebasedonefficiency(cost savingsthatmayormaynotbepassedonto consumers),improvedcustomerservice,and abetterunderstandingofcustomer preferences.Themodelhasthepotentialfor channelconflictwithamanufacturer 9s establishedsupplychain.Examplesofthe manufacturermodelinclude: . Micron (www.micron.com), acomputer manufacturer,sellsitscomputerdirectly tocustomersontheWeb.Sincethereisno intermediarythedistributioncostsor cost-of-salesshrinktozero.<br><br> . Flowerbud (www.Flowerbud.com) sells freshflowersdirectlytocustomersonthe Web.Perishableproductsthatbenefit fromfastdistribution,likefreshflowers, mayproveadvantageousbyeliminating middlemen. Customizationmodel Thismodelprovidescustomerswithcontent thatiscustomizedtomeettheirpreferences.<br><br> Bycompletelycustomizinginformation needs,aWebsitecanbehighlyattractiveto visitors.Whilethismodelrepresentsanovel useofe-commercetechnology,itisunclear howlargeapayingmarketexistsforthis kindofinformation.Examplesofthe customizationmodelinclude: . My.Netscape(My.Netscape.com)isa personalizedportal.Thegenericnatureof ageneralizedportalunderminesuser loyalty.Thepersonalizedportalsallow customizationoftheinterfaceand content.Thisincreasesloyaltythrough theuser 9sowntimeinvestmentin personalizingthesite.Theprofitabilityof thisportalinbasedonvolumeand possiblythevalueofinformationderived fromuserchoices. .<br><br> IntelligentAgents(BargainFinder.com) areprogramsthatanswertouser problemswithnavigationinthechaosof theInternet.BargainFindernotonlyhelps usersfindagoodpricebutalsolearns frompastuserbehaviortohelpoptimize searches. Summary Thispaperstudiestheemergingmodelsof e-commerceWebsitedesign.Themodelsare categorizedbasedondifferentWebdesign sitestrategies.WeidentifytwomajorWeb sitedesignstrategies:``informational/ communicationaldesignstrategy 9 9and ``on-line/transactionaldesignstrategy. 9 9The modelsforinformational/communicational designstrategyincludebrandawarenessand imagebuilding,costsaving,promotion,and info-mediary.Themodelsforon-line/ [11] H.JosephWen, Houn-GeeChenand Hsin-GinnHwang E-commerceWebsitedesign: strategiesandmodels InformationManagement& ComputerSecurity 9/1[2001]5±12 transactionaldesignstrategyinclude brokerage,retail,mall,advertising, subscription,community,manufacturer,and customization. Althoughalargenumberofcompaniesuse theWebasanadvertisingtooltobuild awarenessorprovideinformationrather thanrelyingontheWebtodoonline transactions,wepresenteighte-commerce modelsthatcompaniesareusingtomake profitsontheInternet.Infact,companies usuallyusemorethanonemodelto accomplishtheire-commerceobjectives.<br><br> Althoughnewmodelsarebeginningandare continuingtoappearontheWeb,noone knowswhich,ifany,ofthesemodelswill finallysucceed. Referencesandfurtherreading Angehrn,A.(1997),``DesigningmatureInternet businessstrategies:theICDTmodel 9 9, EuropeanManagementJournal ,Vol.15No.4, pp.361-9. Cappel,J.J.andMyerscough,M.A.(1996),``World WideWebusesforelectroniccommerce: towardaclassificationscheme 9 9, http:// hsb.baylor.edu/ramsower/ais.ac.96/papers/ aisor1-3.htm.<br><br> Clark,B.(1997),``Welcometomyparlor ... 9 9, MarketingManagement ,Chicago,Vol.5No.4, pp.10-25. Duffy,J.(2000),``Pointofnoreturn 9 9, CMA Management ,March,pp.32-7.<br><br> Griffith,D.A.andKrampf,R.F.(1998),``An examinationoftheWeb-basedstrategiesof thetop100USretailers 9 9, Journalof Marketing:TheoryandPractice ,Summer, pp.12-22. Hoffman,D.L.,Novak,T.P.andChatterjee,P. (1995),``CommercialscenariosfortheWeb: opportunitiesandchallenges 9 9, Journalof Computer-MediatedCommunication ,Vol.1 No.3,pp.1-20.<br><br> Ju-Pak,K.H.(1999),``ContentdimensionofWeb advertising:across-nationalcomparison 9 9, InternationalJournalofAdvertising ,Vol.18, pp.207-31. Kalakota,R.andWhinston,A.B.(1996), Frontiers ofElectronicCommerce ,Addison-Wesley, Reading,MA. Liu,C.,Arnett,K.,Capella,L.andBeatty,R.<br><br> (1997),``WebsitesoftheFortune500 companies:facingcustomersthroughhome pages 9 9, Information&Management ,Vol.31, pp.335-45. Palmer,J.W.andGriffith,D.A.(1998),``An emergingmodelofWebsitedesignfor marketing 9 9, CommunicationsoftheACM , Vol.41No.3,pp.44-51. Slywotzky,A.J.(2000),``Thefutureofcommerce 9 9, HarvardBusinessReview ,January-February, p.39.<br><br> Watson,R.T.,Akselsen,S.andPitt,L.F.(1998), ``Attractors:buildingmountainsintheflat landscapeoftheWorldWideWeb 9 9, California ManagementReview ,Vol.40No.2,pp.36-56. [12] H.JosephWen, Houn-GeeChenand Hsin-GinnHwang E-commerceWebsitedesign: strategiesandmodels InformationManagement& ComputerSecurity 9/1[2001]5±12

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