Critical success factors for B2B e-markets: a strategic fit perspective

Michael Johnson*

*Corresponding author for this work

Research output: Contribution to journalArticle

Abstract

Purpose: The objective of this paper is to explore and determine a set of factors that are critical to the success of business-to-business (B2B) e-markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e-market adoption and success. The paper examines critical success factors (CSFs) for e-markets from a strategic fit perspective. Design/methodology/approach: The study adopted a semi-inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi-structured interviews with senior level executives in buyer, supplier, e-market and third-party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e-market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e-markets were ranked by the frequency of respondents citing a particular CSF. Findings: The study found eight factors that are critical to e-market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e-market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e-market success in three of the four industry sectors. Practical implications: The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e-markets and other online enterprises operating in the B2B marketspace. Originality/value: There have been numerous calls for more empirical research on the dynamics of e-market adoption for more than a decade. To date, research on the CSFs for e-markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e-market success. This study addresses the call for more research on e-markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e-markets. It contributes to the base of knowledge on e-markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e-markets from a strategic fit perspective. The study also presents the benefits capabilities-industry participants' needs fit conceptual model as a precursor for theory building in future studies on B2B e-markets and informs stakeholders involved in developing e-markets or other online B2B ventures to better comprehend the conditions and determinants of success.

Original languageEnglish
Pages (from-to)698-727
Number of pages30
JournalMarketing Intelligence and Planning
Volume31
Issue number6
DOIs
Publication statusPublished - 2013

Fingerprint

Critical success factors
E-market
Strategic fit
Factors
Industry
Revenue
Conceptual model
Business-to-business (B2B)
Qualitative approaches
Local government
Theory building
Consultants
Participation
Qualitative data
Software
Critical mass
Healthcare
Structured interview
Design methodology
Value proposition

Keywords

  • B2B e-markets
  • benefits
  • business-to-business marketing
  • buyers
  • critical success factors
  • dynamic capabilities
  • e-market capabilities
  • electronic commerce
  • industry participants
  • needs
  • qualitative research
  • strategic fit
  • suppliers

Cite this

@article{feac2ad7f7ff467cb28df4cd3afa2dc8,
title = "Critical success factors for B2B e-markets: a strategic fit perspective",
abstract = "Purpose: The objective of this paper is to explore and determine a set of factors that are critical to the success of business-to-business (B2B) e-markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e-market adoption and success. The paper examines critical success factors (CSFs) for e-markets from a strategic fit perspective. Design/methodology/approach: The study adopted a semi-inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi-structured interviews with senior level executives in buyer, supplier, e-market and third-party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e-market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e-markets were ranked by the frequency of respondents citing a particular CSF. Findings: The study found eight factors that are critical to e-market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e-market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e-market success in three of the four industry sectors. Practical implications: The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e-markets and other online enterprises operating in the B2B marketspace. Originality/value: There have been numerous calls for more empirical research on the dynamics of e-market adoption for more than a decade. To date, research on the CSFs for e-markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e-market success. This study addresses the call for more research on e-markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e-markets. It contributes to the base of knowledge on e-markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e-markets from a strategic fit perspective. The study also presents the benefits capabilities-industry participants' needs fit conceptual model as a precursor for theory building in future studies on B2B e-markets and informs stakeholders involved in developing e-markets or other online B2B ventures to better comprehend the conditions and determinants of success.",
keywords = "B2B e-markets, benefits, business-to-business marketing, buyers, critical success factors, dynamic capabilities, e-market capabilities, electronic commerce, industry participants, needs, qualitative research, strategic fit, suppliers",
author = "Michael Johnson",
year = "2013",
doi = "10.1108/MIP-10-2013-001",
language = "English",
volume = "31",
pages = "698--727",
journal = "Marketing Intelligence and Planning",
issn = "0263-4503",
publisher = "Emerald Group Publishing Ltd.",
number = "6",

}

Critical success factors for B2B e-markets : a strategic fit perspective. / Johnson, Michael.

In: Marketing Intelligence and Planning, Vol. 31, No. 6, 2013, p. 698-727.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Critical success factors for B2B e-markets

T2 - a strategic fit perspective

AU - Johnson, Michael

PY - 2013

Y1 - 2013

N2 - Purpose: The objective of this paper is to explore and determine a set of factors that are critical to the success of business-to-business (B2B) e-markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e-market adoption and success. The paper examines critical success factors (CSFs) for e-markets from a strategic fit perspective. Design/methodology/approach: The study adopted a semi-inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi-structured interviews with senior level executives in buyer, supplier, e-market and third-party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e-market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e-markets were ranked by the frequency of respondents citing a particular CSF. Findings: The study found eight factors that are critical to e-market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e-market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e-market success in three of the four industry sectors. Practical implications: The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e-markets and other online enterprises operating in the B2B marketspace. Originality/value: There have been numerous calls for more empirical research on the dynamics of e-market adoption for more than a decade. To date, research on the CSFs for e-markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e-market success. This study addresses the call for more research on e-markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e-markets. It contributes to the base of knowledge on e-markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e-markets from a strategic fit perspective. The study also presents the benefits capabilities-industry participants' needs fit conceptual model as a precursor for theory building in future studies on B2B e-markets and informs stakeholders involved in developing e-markets or other online B2B ventures to better comprehend the conditions and determinants of success.

AB - Purpose: The objective of this paper is to explore and determine a set of factors that are critical to the success of business-to-business (B2B) e-markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e-market adoption and success. The paper examines critical success factors (CSFs) for e-markets from a strategic fit perspective. Design/methodology/approach: The study adopted a semi-inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi-structured interviews with senior level executives in buyer, supplier, e-market and third-party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e-market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e-markets were ranked by the frequency of respondents citing a particular CSF. Findings: The study found eight factors that are critical to e-market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e-market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e-market success in three of the four industry sectors. Practical implications: The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e-markets and other online enterprises operating in the B2B marketspace. Originality/value: There have been numerous calls for more empirical research on the dynamics of e-market adoption for more than a decade. To date, research on the CSFs for e-markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e-market success. This study addresses the call for more research on e-markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e-markets. It contributes to the base of knowledge on e-markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e-markets from a strategic fit perspective. The study also presents the benefits capabilities-industry participants' needs fit conceptual model as a precursor for theory building in future studies on B2B e-markets and informs stakeholders involved in developing e-markets or other online B2B ventures to better comprehend the conditions and determinants of success.

KW - B2B e-markets

KW - benefits

KW - business-to-business marketing

KW - buyers

KW - critical success factors

KW - dynamic capabilities

KW - e-market capabilities

KW - electronic commerce

KW - industry participants

KW - needs

KW - qualitative research

KW - strategic fit

KW - suppliers

UR - http://www.scopus.com/inward/record.url?scp=84886797174&partnerID=8YFLogxK

UR - https://www.emeraldinsight.com/doi/full/10.1108/MIP-10-2013-001

U2 - 10.1108/MIP-10-2013-001

DO - 10.1108/MIP-10-2013-001

M3 - Article

AN - SCOPUS:84886797174

VL - 31

SP - 698

EP - 727

JO - Marketing Intelligence and Planning

JF - Marketing Intelligence and Planning

SN - 0263-4503

IS - 6

ER -