Casestudy results

The findings in the second stage of the research supported the 16 factors (internal and external) developed in the preliminary model as influencing the choice of B2B

Online storefront



Distribution portal

E-speculator Mega-exchange Procurement portal

Sell-side asset exchange

Solution provider

Specialist originator

Usually operated by wholesalers and retailers over the internet

Allows the provision of updated information on products/services

Has the ability to instigate immediate business transaction

Permits manufacturers to reach buyers directly through the internet

Involves a major supplier providing its products/services to potential buyers via the internet

Has the potential of creating conflicts within a manufacturer's supply chain

A major buyer seeking products/services from potential suppliers via the internet

Encourages potential suppliers to initial business relationships or transactions by approaching the buyer

Enables buyers to reduce their costs with the ability to view the list of products/services being offered to them

Collates a few major suppliers who then sell their products/services as a group to a set of potential buyers via the internet

Allows selling organisations to greatly decrease the cost of sales through more efficient order processing and tracking of order changes

Attractive to buyers as it allows them to make several purchases from a group of suppliers that offer a range of related products/services

Enables organisations to gain real-time information that can be transferred into a competitive advantage among a large group of buyers

Seeks to capitalise on a large quantity of market information (such as pricing)

Acts as a central trading hub to facilitate transactions between buyers and suppliers

Usually run by third-party market makers where it gathers buyers and suppliers to enable efficient trading between them

Bringing a few buyers together to purchase products/services as a group from a set of potential suppliers via the internet

Enables buying organisations to gain economic benefits (such as bulk discount) Allows trading, swapping and reselling of orders among a closed group of suppliers Requires strong relationships within the supplier community

Success relies on the ability to swap and resell orders efficiently within the group of suppliers

Intended to embed unique and valuable services to the product sales

Enables organisations to leverage their distinctive expertise in specific areas

Provides the opportunity to capture niche markets that have regarded value added services as being more important than price in the buying decision

Seeks to standardise and automate the buyer decision-making process for more complex products Aggregate complex products and bundle them into larger order requests, then send the transactions to the exchanges for execution

Requires organisations to have a good understanding of issues related to customer decision making and to be committed to providing real-time support for online customers

Source: Wise and Morrison (2000), Rappa (2001), Perrott (2000) and Strauss and Frost (2001)

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