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Comparative Analysis of Digital Business Models

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Abstract

This paper discusses the comparative analysis of different attributes of Google and Facebook business model and their novel features for handling innovative business framework. We have compared Google and Facebook business model on different key attributes and also discussed the statistical analysis of business models using Google business analytics platform. We have argued performance analysis of these models. One important point which we discuss and analyze in this paper is that a business model is not about just building revenue generating machine, but it is indeed more than that. It explores the strategy and business approaches of both the models of revenue generating line of attacks. Our research contributes a considerate understanding of Google and Facebook architectural model and its influence on business framework. Statistical enactment and results are analyzed, precisely when big data and media are applied. This paper also provides better understanding of the digital marketplace for both of the platforms and its earning methodology.

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Abbreviations

ABM:

Amazon business model

AC:

assisted conversions

BCF:

business cycle framework

BI:

business intelligence

BM:

business model

DBM:

digital business model

DBMI:

digital business model innovation

DP:

digital platform

FBM:

Facebook business model

FM:

Facebook manager

GA:

Google analytics

GBA:

Google business analytics

GBM:

Google business model

GPS:

Global positioning system

HMA:

Hypertext matching analysis

HRBM:

Hidden revenue business model

IR:

innovation radar

PBM:

platform business models

RTDA:

real-time data analytics

SBP:

software-based platforms

UBM:

Uber business model

UBMC:

Uber business model canvas

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Acknowledgements

The authors are very thankful to Prof. Elias Carayannis, Founding Editor-in-Chief and anonymous reviewers for their helpful comments to revise the manuscript in the current form. The authors are also highly thankful to the chief editor Prof. Jörn Block and Managing Editor Christian Fisch for his critical and suggestive remarks and kindly considering the manuscript up to four revisions in its earlier version of the manuscript. I am also very thankful to five anonymous reviewers for scrupulously reading the manuscript and providing remarks line by line, suggestions and critical comments for improvement of the manuscript.

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  1. School of Business and Management, CHRIST (Deemed to be University), Lavasa-Pune, 412112, India

    Shrutika Mishra

  2. Faculty of Commerce, Banaras Hindu University (Institute of Eminence), Varanasi, 221005, India

    Shrutika Mishra & A R Tripathi

  3. Department of Economics, Banaras Hindu University (Institute of Eminence), Varanasi, 221005, India

    Priyanshu Mishra

  4. Department of Computer Science & Engineering, Indian Institute of Technology (BHU), Varanasi, 221005, India

    R S Singh

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The first and corresponding author is responsible for literature review, analytical study and critical comments. The second and third author is responsible for supervision. Forth author is responsible for analysis and critical comments. All the authors read and approved the final manuscript.

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Mishra, S., Tripathi, A.R., Singh, R.S. et al. Comparative Analysis of Digital Business Models. J Knowl Econ (2023). https://doi.org/10.1007/s13132-023-01192-1

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