A Cross-Industry Review of B2B Critical Success Factors

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A cross-industry review of B2B critical success factors
Riyad Eid Myfanwy Trueman and Abdel Moneim Ahmed

In recent years business-to-business international Internet marketing (B2B IIM) has received widespread attention. Avlonitis and Karayanni (2000), Hamill and Gregory (1997), Hoffman et al. (1999), Porter (2001) and Quelch and Klein (1996) conducted in-depth studies to understand those factors that are needed to enhance B2B IIM implementation. Various articles, empirical research, and secondary case studies on B2B, Internet, international marketing, and information technology were studied. The findings of these studies identified 21 factors that have a direct impact on successful implementation of the B2B IIM. These factors
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The only problem attached to this technique is the difficulty of operating it into a specific industry or to an organisation’s CSFs. Industry structure analysis. This type of analysis is based on five components: barriers to entry, substitutable products, suppliers, buyers and inter-firm competition. Evaluating each component and the interrelationships between them leads to gathering considerable data that assist in identifying the critical factors for success. The technique is used only industry wide, which makes its application for individual firms inappropriate. Industrial expert’ s opinions. This technique depends on people who have an excellent working knowledge of the industry/ business. This technique depends more on subjective opinions. However, the intuitive feel of an industry insider often is an excellent source of CSFs and, coupled with more objective techniques, provides the analyst with rich data. Competitors’ analysis. This technique focuses on the competitive environment. It concentrates analysis on competition, how firms compete, one does not dilute efforts. But it cannot provide CSFs not linked to the analysis of how firms compete. Best practice analysis. This technique is very useful in industries dominated by one or a few firms, such as Dell, in the computer industry. The logic behind this technique understands what the firm does successfully in determining the CSFs. But this technique of narrow
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