B-to-B Electronic Marketplaces: Successful Introduction in by Evi Hartmann

By Evi Hartmann

Evi Hartmann discusses the subsequent study questions: what's the relation among a given buy scenario and the features of a B-to-B E-marketplace? Can a healthy among the 2 be outlined from a dating viewpoint? How does the interaction among the acquisition scenario and the B-to-B E-marketplace features impact the good fortune of a provider courting?

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The last supplier dimension is the supplier value, which summarizes the various reasons why a buyer should work together with a certain supplier. Along with Walter et al. (2000), who analyze the value functions from a supplier perspective, the value functions are differentiated in direct (profit. volume and safeguard function) and indirect ones (innovation development, market, scout and access function). e. suppliers who deliver even if it may be a relatively unfavorable deal), contribute directly to the buyer's profitability independent from further supplier relationships.

Besides all these benefits mentioned above, the E-hype causes also disadvantages (Bachelder 2000), because inter-personal interactions are reduced as the focus is on optimizing the 3 Classification of B2B electronic marketplaces: a relational approach 35 transaction and its related costs. Due to the process automation various job positions are redundant. Commitment and goodwill due to inter-personal relationships will be reduced. Therefore a company has to differentiate carefully. Different B2B electronic marketplaces concepts and approaches have to be thoughtfully analyzed before implementing to gain sustainable and tangible success.

The buying power is further described by Geck and Petry (1983, p. 17) with three characteristics: dominant size of the buying company compared to the supplier, market knowledge advantage of the buyer and the service function of the supplier ("customer is king"). The geographic spread is a further sub-criterion of the buying power, which defines the buying company's opportunities concerning global sourcing strategies (Kiedaisch 1997, Monczka et a!. 1998). Similar to the buying power definition, Cannon eta!.

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