The Darknet and Smarter Crime by Angus Bancroft;

Author:Angus Bancroft;
Language: eng
Format: epub
ISBN: 9783030265120
Publisher: Springer Nature

So although the driving factor for some was making large profits as quickly as they could, many were self-limiting, seeing a distinct cut off point in their business trajectory, and for others there were inbuilt limitations of capital or ability to manage their customers and the feedback system (Hammersvik et al. 2012). They could limit their business size to avoid the risks of having other employees, or having to commercialise. A final point in some vendors’ trajectories is closing or passing the business on. Some have a set aim in mind and leave the market having achieved a desired level of profit. A good business can be sold to another vendor which allows the vendor to depart with minimal disruption to their client base.

Underpinning their market strategies were business practices that manage customer demand (Martin 2014b). I have divided these into demand facing and market-oriented practices. Demand facing business practices sought to manage the business identity and the customer base, such as through branding, pricing strategies and product quality management. Market-oriented business practices involved managing challenges arising from the market infrastructure. They included practices of hedging against bitcoin fluctuation and extended to strategies to damage rivals’ businesses through distributing negative reviews and all the way to cyber attacks on rival markets.

To some extent their practices were a function of market position in the sense of the relationship to the market overall rather than the size of the business. Positioning could be seen as a function of the business type but there were more complex factors at work in terms of the dynamics involving others in the market. Market position was therefore partly out of the control of vendors and was sometimes a function of business type and in other cases was due to the opportunities that came up and their ability to exploit them. Many vendors moved from retail to bulk operations as they were able to access larger quantities in the supply chain or as their customers changed their requirements. A different approach was the vendor developing their ability to control different steps in the supply chain. Some were able to take charge of most or all of the supply chain from production to retail distribution. This was the exception. Most vendors represented different steps in the chain, including the cryptomarket service industry. They provided precursor chemicals, or took other roles in the supply chain, or provided hosting or ancillary services such as bitcoin tumbling services which launder bitcoin.

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