Business Models for Internet-Based B2B Electronic Markets

Abstract

Information technology (IT) has long been applied to support exchanges of goods, services, and information between organizations. With the advent of Internetbased business-to-business (B2B) electronic markets, however, real opportunities for online transactions have opened up. This paper develops an extended framework for studying business models of B2B electronic markets in terms of their roles and functions. Synthesizing prior research on electronic markets, interorganizational information systems, and adoption of network technologies, we reveal that B2B electronic markets offer basic market functions, as some researchers have indicated, and that the current functionality base for electronic markets is beginning to emphasize other capabilities that aim to satisfy management information and risk-management needs and enable technological adaptation and systems integration. The analytic framework is applied to a systematic study and classification of representative electronic markets to make sense of the landscape of the emerging on-line B2B marketplaces. Several potential impacts and characteristic development trends are identified, along with a variety of opportunities that B2B e-markets can exploit to create competitive advantage. The extension of prior evaluative frameworks builds a strong foundation that managers can rely upon to enhance their understanding of future developments in this arena.KEY WORDS AND PHRASES: B2B e-commerce, buyer-supplier relationships, electronic markets, interorganizational information systems, procurement, supply chain management, technology adapters.

The Impact of Perceived Risk on Consumers’ Cross-Platform Buying Behavior

“…Social media also empower consumers to interact with other consumers and express their own opinion (Shao, 2009), resulting in an increase of public involvement and interaction (Rutsaert et al, 2013b). The "Click-and-Tell" feature leveraged the wordof-mouth effect and let potential buyers recruit new customers (Dai and Kauffman, 2002). eWOM has a positive effect on consumers' perceived value (PV) and perceived risk (PR) of using online group buying (OGB) sites, which in turn have a significant influence on their intentions to shop at OGB sites (Lim, 2015).…”

Ziele und Gestaltung digitaler Plattformen für Produktionsnetzwerke

“…Zunächst unterscheiden sich die beschriebenen Plattformen für Produktionsnetzwerke hinsichtlich der Dienstleistungsart (Dai und Kauffman 2002 ; Blaschke et al. 2019 ).…”

“…Neben den beschriebenen Unterscheidungsmerkmalen bezogen auf die Akteure lassen sich unterschiedliche Marktmechanismen abgrenzen. Dazu zählt beispielsweise die Onlinekatalogisierung , wobei angebotene und nachgefragte Produkte und Dienstleistungen aggregiert, kundenspezifisch oder neutral in Katalogform gelistet werden können (Dai und Kauffman 2002 ). Im Gegensatz zur vorgegebenen Spezifizierung durch die Plattform, können Akteure im Rahmen einer individualisierbaren Priorisierung eigenständig die zur Verfügung stehenden Geschäftspartner nach bestimmten Kriterien als Favoriten markieren oder ausschließen.…”

“…Eine weitere wesentliche Funktion digitaler Plattformen sind Preisermittlungsmechanismen , welche im Unterschied zu traditionellen Märkten gänzlich neue Arten der Preisbildung ermöglichen. In der Literatur genannt werden beispielsweise die dynamische und fixe Preisermittlung (Dai und Kauffman 2002 ; Lu und Antony 2003 ; Movahedi et al. 2012 , Täuscher und Laudien 2018 ).…”

Влияние Продажи Цифрового Маркетинга На Малых И Средних Предприятиях С Продажи В Каппадокии

“…It is possible to say that digital marketing activities in the tourism sector are mostly used by the online travel agencies (Yoga, Korry & Yulianti, 2019). Digital marketplaces are often understood as multilateral marketplaces designed to provide an interface to create a network and collaborative outcomes among participants such as manufacturers, users (customers) and other third-party service providers (Qizhi Dai, 2002;Genzorová, Čorejová, & Stalmašeková, 2018). Consumers are expected to act and decide to buy more when evaluating travel products in digital marketplaces based on how satisfied they are with the product, rather than how good the product is (Clemons & Gao, 2008).…”