Online from: 1970
Subject Area: Information and Knowledge Management
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|Title:||B2b eMarketplaces: A classification framework to analyse business models and critical success factors|
|Author(s):||Raffaello Balocco, (Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Milan, Italy), Alessandro Perego, (Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Milan, Italy), Sara Perotti, (Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Milan, Italy)|
|Citation:||Raffaello Balocco, Alessandro Perego, Sara Perotti, (2010) "B2b eMarketplaces: A classification framework to analyse business models and critical success factors", Industrial Management & Data Systems, Vol. 110 Iss: 8, pp.1117 - 1137|
|Keywords:||Business-to-business marketing, Classification, Electronic commerce, International marketing, Internet|
|Article type:||Case study|
|DOI:||10.1108/02635571011077799 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||This research has been performed within the B2b observatory promoted by the School of Management of the Politecnico di Milano, Italy, in collaboration with the “ONCE” Association (www.connect-once.org). The authors would like to acknowledge Uday Karmarkar from Anderson School of Management – University of California Los Angeles – for his support.|
Purpose – The purpose of the paper is to look in depth at the role of business-to-business (B2b) eMarketplaces in supporting B2b relationships, identifying the successful business models and the related critical success factors (CSFs), and to propose a new classification framework to classify eMarketplace business models.
Design/methodology/approach – The paper is based on the analysis of 30 international eMarketplaces through case study methodology.
Findings – Nine different business models are identified, which can be classified in terms of a service-provisioning model and supported processes between companies. For each business model, different CSFs are highlighted.
Research limitations/implications – The study has been conducted on a sample of 30 significant international eMarketplaces. Future studies could apply the framework to other cases in specific industries.
Originality/value – The paper offers an overview of the eMarketplace business models linking them with the most relevant CSFs. On one hand, the identified CSFs must be considered by managers and entrepreneurs launching new eMarketplaces or managing existing ones, in order to define the strategy, the business model, and the value proposition for the company users. On the other hand, managers facing the problem of adopting internet technology to support a B2b relationship with business partners must learn to distinguish between the different B2b business models, in order to understand their impact on processes and more precisely evaluate the potential value offered by a B2b electronic intermediary.
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