David Fitzgerald, Email: dfitzg@ocean.com.au
Stewart Adam, Senior Lecturer, School of Marketing, RMIT University, Level 14, 239 Bourke Street, Melbourne, 3000. Email: stewart.adam@rmit.edu.au
For many business-to-business (B2B) organisations, the Internet is a customer service tool beyond compare. As Internet usage increases in the business sector, enterprises will be in a position to gain a sustainable competitive advantage from adding online value to existing client relationships.
The focus of this paper is the Internet's strength as a powerful B2B customer service tool, rather than its potential as a business-to-consumer (B2C) publicity and transaction medium. More specifically, "pure navigator" sites that attempt to organise the massive amount of information exchanged over the Internet are considered in depth and emerge as the newest opportunity in online business. Moreover, as the development of this direction is considered, a logical progression to trade hubs highlights the level of specific industry knowledge "pure navigators" should command so as to facilitate B2B commerce.
Examples, such as LookSmart.com.au assist web users in their search for information. They enable users to browse by category both domestically and internationally through links on their site and have demonstrated clear value as a portal application to consumers. As B2B activity begins to gather momentum over the Internet, a more sophisticated approach to organising information, that is industry specific is likely to provide industry with tools to conduct their business online with their preferred suppliers through the one site.
Growth in Internet related transactions is likely to develop most prominently from B2B services, with intermediaries hosting trade related sites to create a forum for buyers and sellers to interact globally. Although this concept is relatively new, it is predicted that " by the year 2002, such forums (trade hubs) will account for one quarter of all business-to-business related transactions over the Internet" [HREF 1].
Enterprises that stand to benefit from this new trading experience will be those that incorporate high quality service delivery into their vision, mission and strategy, rather than purely focusing on sales.
While Websites can be classified into two broad categories—destination sites and traffic control sites—these two descriptions encompass a number of different business models operating within the business-to-consumer (B2C) and business-to-business (B2B) market. Destination sites encompass Websites up and down the marketing logistics networks from manufacturers and service providers plus their suppliers to intermediaries like retailers and many types of facilitators. Traffic control sites, may take the form of the search engines which guide their users by way of searching their mapped pages. Traffic control sites include portals like LookSmart where content is electronically and manually gathered and massaged for users. Metasearch engines like Metacrawler.com, which are closer to online directories than search engines also guide users to information and product supplier sites. Net directories like Telstra Corporation's online White and Yellow Pages and Fairfax and Sons' Big Colour Pages also fall into this category.
B2C online shopping malls also fall into the traffic control site category, for they aggregate online retail sites and products to enable users to more easily find their way. A number of developments in the B2B sector see the emergence of Websites which incorporate a number of the services and benefits from the aforementioned types of traffic control sites operating in the B2C sector. It is acknowledged that Yellow Pages and Big Colour Pages, not to mention online classified advertising cross the B2C and B2B boundary. B2B aggregation sites are commonly referred to as trade hubs. Trade hubs also take a number of forms. These forms, the income models involved, and other aspects are the subject of scrutiny in this paper.
Figure 1 illustrates the relationship/ benefit chain that defines value to members of a trade hub:
The philosophy driving trade hubs as a commercial concept is a service delivery strategy that has the capacity to provide value more comprehensively to members of the relationship/benefit chain. The development of a well rounded service takes precedence over the race for sales..
Creating value for customers has been a vital consideration in competitive marketing strategy throughout the 1990s more so than in earlier decades. Past strategies that focused on product differentiation, supported by augmented services are no longer as capable of delivering a sustainable competitive advantage. "The traditional approaches describing the firm's total offering or broadened product as a core product supported by surrounding services consider only one episode regarding the customer" (Ravald, 1996, p.19).
The marketing paradigm described by Gronroos (1996) involves relationship marketing. In general terms, this means developing mutually rewarding relationships where both parties stand to profit. Ravald and Gronroos go further to argue that the potential for a sustainable competitive advantage lies in the value perceived by the customer in the relationship. As distinct from marketing theory of decades past, we must now consider value as a total process rather than narrowly focusing on the financial aspects to a transaction. "Perceived value is defined as the ratio of perceived benefits relative to the perceived sacrifice. Hence if customer satisfaction depends on value, then it must depend on total costs or sacrifice too" (Ravald 1996, p.29).
The degree of value perceived by a customer can be greatly influenced by the closeness of the relationship they have with their "business partners". Steinfeld and Kraut (1997) conveyed advantages in designing inter-organisational networks that link both supplier and distribution channels:
"Throughout the 1980s, widely discussed case examples demonstrated how the use of telecommunications networks to link firms to their suppliers and distribution chains conveyed important first mover advantages to such firms as American Hospital Supply and McKesson. The reported benefits to the firms deploying such inter-organizational networks included increased efficiency of order processing, reduced costs due to just-in-time inventory management, locking in trading partners because of the difficulties competitors faced once a network is in place, and greater ability to customize products and services based upon information arising from the transactions carried by the network" (p.2).
Orr (1998) continues to highlight the importance of relationship marketing and, in particular the rewards that can be achieved by a customer centric marketing strategy when he states that "Most companies lose half their customers every five years. But if a company can reduce defections by 10%, it may be able to improve profitability by over 50%. That's because it costs four to six times as much to acquire a new customer as to retain an existing one" (p.68). Given the potential for profitability it makes greater sense to focus on share of customer rather than market share. Peppers and Rogers (1995) put it this way, "The relationship marketer must plan how to make the company's products or services more useful to the customer. A successful share of customer strategy requires a company to approach a high potential customer as an individual and try to persuade them to buy more and more of the company's products over the lifetime of the relationship" (p.15).
The 'information age' presents both challenges and opportunities to business who focus relationship marketing. While customers are more sophisticated and exercise their choice in deciding whether or not to acknowledge business efforts to capture them, it is increasingly important to use those aspects of online technology that enable customers to express their requirements and use interaction to promote and develop relationships. The use of the Internet, or rather its graphic face (the World Wide Web), has created the potential to reach and interact with customers on a one to one basis, unlike any other medium.
It is suggested that the following elements are key considerations in developing a successful online B2B strategy, noting at the outset that they focus on the customer:
It is argued elsewhere by Adam and Deans (AusWeb2K) based on their study of business Websites, that interactivity is an under-used element in business use of the Web. e-Business Website interactivity might be defined as a two way communication process that allows users to provide and receive information.
Komenar (1997) describes interactivity as:
Where print media, narrowcast and broadcast media such as free-to-air television are in reality 'push' media, the Web enables customers to choose the information they want to see. When business seeks to gain and maintain the interest of potential customers it must firstly establish what information is sought. The Web is potentially both effective and efficient in enabling learning by both customers and the individual business through interaction between the two.
It is our contention that since customers control the flow of information, business must ensure that it provides everything needed to make purchase decisions. In this regard, Komenar makes the point that "interactive marketing communication enable "s customers to complete a total sales cycle on their own, online, if the company has done a good job of design and providing easy access to information" (Komenar 1997, p.380). It should also be remembered that online users want to "control the pace and presentation" and that this has an impact on their willingness to return to a Website (Peters 1998).
The primary goal of any form of marketing communication is to develop long term and mutually rewarding relationships with customers. (Gronroos 1996). A well-structured database management policy creates the opportunity for companies to achieve this goal over the Internet.
Customer service through database management is becoming increasingly important as the economy becomes more reliant on data exchange. Hagel and Singer contend that this may become a specialist field which can be conveniently outsourced.
Through their analysis of corporate infrastructures, Hagel and Singer have identified "interaction costs" as one of the key determinants influencing how enterprises organise themselves. "Interaction costs represent the money and time that are expended whenever people and companies exchange goods, services or ideas. These exchanges can occur within companies, or between companies and customers...In a very real sense, interaction costs are the friction in the economy" (Hagel & Singer 1999, p.134).
Electronic networks and improving personal computer capabilities allow businesses and their customers to exchange more information faster and less expensively than ever before. As technological capabilities are becoming more accessible, organisations are forced to think beyond traditional business models and become more focussed on certain business aspects rather than attempting to master all activities involving their enterprise. Adding to this challenge is the now crucial process that business managers face-identifying their role in the "global economic landscape". To facilitate this change to a global platform infomediaries can provide online networks for business partners.
Hagel and Singer (1999) describe an opportunity for "infomediaries" in the role of customer relationship experts. Some Website based companies are attracting significant amounts of traffic to their sites by offering broad ranges of products and services relating to specific industries. "This is particularly visible in the financial services sector where companies like E*Trade and Intuit are using the Internet to build customer relationship businesses, drawing control of customers' purchases away from traditional banks and brokerages" (Hagel and Singer 1999, p.139). The strength of a Website like Intuit is its ability to analyse buyer behaviour and sell products and services across the financial sector that are the most suitable to their clients without being bound by a specific company range of products such as those offered traditional banks.
A database linked to a company Website site enables site hosts to be more efficient with the provision of content. The use of tracking devices (cookies and log files) may assist companies in determining what information is most relevant to individual users. Moreover, close monitoring of customers within a Website can also uncover opportunities for cross selling. Trade hub Chemdex.com [HREF 2], uses information gathered while tracking customers to expand their product range. Chemdex.com's early core business was selling biological chemicals, however the business has expanded to include surgical supplies due to the expressed requirements of their customers.
Database management can also provide a valuable link to suppliers, customers and employees. Linking through a common database rather than a series of separate ones will provide American Express with a sustainable competitive advantage in the field of Internet based travel. In conjunction with Microsoft, American Express are developing an Extranet to give the individual employees of their corporate clients the ability to make their own travel arrangements, online. Each traveller can access the information that applies to their specific situation. "In addition to providing the reservation technology at the front end, it ties to the firms corporate credit card and accounting systems on the "back end" and ensures that a company's travel policy is followed" (Harrison 1998, p.82). The success of the American Express project will be influenced by the accuracy and detail provided by American Express's corporate and supplier database. As their move is clearly designed to involve and hold their clients by encouraging individual travelers to build their own itineraries, database management is a key focus of the backend operations. Value to the customer will now depend on the level of knowledge American Express have in relation to their clients, as well as the level of detail they can pass on from associated suppliers, such as airlines.
Thus, data base management on the Website makes a firm's marketing activities that much more precise. Customers can now be segmented on a target market of one basis, and one whose needs are better understood and more effectively met and exceeded.
Value to customers, suppliers and employees should be greatly enhanced by effective use of Extranets that link all parties to a transaction thus enabling them to more effectively and efficiently realise customer relationship management (CRM). In this process, business is forced to think beyond its own boundaries as well as recognise the need to involve the internal organisation.
"Extranets are not a passing trend; they are part of the larger e-business future. Companies that want to remain leaders in their industry will have to make IT investments in Extranet solutions that facilitate resource sharing with their partners and customers" [HREF 3]. Investment that organisations choose to make will vary in accordance with "in house" skill levels as well as access to capital. What is more important however, is an organisations understanding of the emerging e-business model that ultimately links creative content with end users (consumers).
Figure 2 depicts the online value chain. Participants in this value chain require different skill sets and service agendas depending on their place in the chain. Smaller firms seeking to develop competitive business strategies on the Web might be advised to firstly consider an outsource management program that incorporates clear sets of guidelines and expectations for each partner in the information chain. The role of each member of the e-marketing chain is discussed in the following commentary.
Content creators: Content creators are essentially responsible for the
information that can be accessed by web browsers, in many instances a content creator may
also be responsible for the site concept. Given the vision and understanding
they have of the site and access to information that is intended to be digested, content
creators are the best equipped to manage the total process of interaction throughout
the information chain.
Publishers, packagers and programmers: With responsibility for ensuring a site
functions in accordance with the guidelines set by content creators, this role although
potentially technically complex is clearly defined. To be effective in this capacity
requires technical proficiency as well as an understanding of the overall site
vision. Speed in updating information may be more important than aesthetics for
sites such as E*Trade.com [HREF 4] compared with
1800flowers.com [HREF 5] who rely more on visual
appeal of existing stock. Understanding site objectives will influence where effort is
emphasized.
Network facilities providers: Providing reliable networking capabilities to ensure
content reaches the end user is fundamental, however the speed at which it is provided
determines the value a site has to an end user. The role that network facilities providers
play becomes even more critical when suppliers and customers are coordinated through
Extranets. The very existence of an organisation can depend on access to information
via a common network.
Online Service Providers: In the case of B2B sites, online service providers
represent the link between suppliers and customers. Businesses hosting trade related
navigation sites rely on their associated service providers for transferring information.
To provide quality to the end user and maintain the perception of a site that delivers
value, standards need to be set that are acceptable to both content creators as well as
online service providers. Understanding these standards ultimately reflects on the level
of quality experienced by the end user.
Users: Users are rapidly becoming more recognised as the most important member in
the online value chain. Successful content creators manage to build online marketing
systems that focus on the user to identify what information needs to be available as well
as how it should be accessed. This of course, impacts on the role of all members in the
chain and determines the standards that are required. Sites that are strongly accented
towards interactivity, particularly in a B2B environment have the advantage of forging
closer relationships with users and encouraging their recommendations. Effective use of
such information sets the forum for a process of continual improvement providing benefit
to both the user and content creators.
The information flows between customer and supplier add value to business relationships enabling the formation of what Jim Barksdale sees as virtual partnerships: "In the past, the classic way that people built systems was to start with the assumption that businesses had walls around them. Inside the walls were employees. Outside the walls were customers, vendors and partners. When we built systems there was one for the inside wall and one for the outside" [HREF 6]. These days, software developments allow all parties to a transaction a common infrastructure. The very nature of which is likely to lead to the wide spread success of concepts such as trade hubs.
Access to Internet technology can lead to the development of sustainable competitive advantages, simply through improved communication with customers, partners and employees. For example, a company that is connected to the Website with an all encompassing Intra/Extranet has the ability to provide better solutions to customer problems by involving employees at all levels. Silknet have developed 'eService98', a customer service regulatory system that records every customer problem as a case document. This document includes the problem statement, all interactions with the enterprise, and the solution. Cases are then edited and published on the Website. Users can go to the 'Knowledge Base' and ask the system for help with a problem" (Orr 1998. p.68). This system creates a learning environment to the enterprise's stakeholders at all levels, from customers to employees. In addition, a significant amount of time is saved, considering that customers are more likely to be able to search for solutions to their own problems.
One of the greatest advantages Extranets provide is the ability to form close relationships with customers. Once a relationship has developed to the extent that both the customer and organization are working in partnership over the Internet, it becomes very difficult for competitors to introduce any form of challenge. Ultimately, for competitors to mount a challenge, they would have to invest a significant amount of time in re-educating potential customers. It is therefore much more advantageous to be in the position of 'market maker'. "Currently many people think of an Extranet solely as a means for communicating with customers and partners, but it can also be used to create intranet applications. The point is that all of these systems start blending together. What we call a purchasing system inside the firewall we call a merchandising system outside the firewall" [HREF 7].
It is the combination of interactivity, creative use of Extranets and a well organised data base management system that will serve to create "total value" for customers. The section to follow on trade hubs highlights two examples of enterprises that coordinate these Internet technologies to deliver service and add value to their clients.
Trade hubs are a Webconcept based on the premise that customers should be able to visit the one (usually secure) site to manage their procurement for a particular category of product or for requirements specific to a particular industry. A trade hub such as List.com.au is one example of an industry specific site that is designed to save buyers both time and money while also delivering a number of efficiencies to vendors, particularly small and emerging enterprises (SMEs) such as vineyards. To be successful, trade hubs must must add value both up and down the demand chain (nee supply chain).
A trade hub is akin to a permanent trade exhibition that is accessible to both buyers and sellers, 24 hours a day, 7 days a week. However, this type of trade exhibition better meets the time availability of buyers such as chefs whose time availability differs to the time availability of sales representatives. Trade Hubs share many of the features of portal sites, however they are usually industry-specific and offer detailed service to buyers and sellers rather than simply aggregating or pointing to vendor sites and gaining revenue from display advertising and 'click-throughs'. As B2B marketing increasingly turns to the Web, new business models, new market entrants and new marketing strategies are being developed so as to gain sustainable commercial success. Navigation has become critical factor in strategies for capturing market share and building long term relationships with customers.
While maintaining a focus on intimate customer relationships, trade hubs have the ability to generate revenue from a number of sources, which are not expanded on in this paper: Advertising; Transaction fees; Data Exchange; Network fees; Subscription fees; Other sources such as software development. Evans and Wurster made a telling point that relates to B2B trade hubs: "In its first generation, electronic commerce has been a landgrab...the obvious land has been grabbed. Now a second generation of electronic commerce is emerging, one that will be shaped more by strategy than experimentation. The battle for competitive advantage will be waged along three dimensions: "Reach; Affiliation; and Richness" (1999. p.85). These three dimensions are expanded on here as they relate to the eEvents.com.au case study.
Reach: This first dimension can simply be defined as access to customers.
Firms that are currently considering navigation as their strategic path have equated
access with how many products or services they can offer via the one Web access
point. Yahoo! for example is" a traffic control or navigator site and
offers" a broad spectrum of products and services, however access to customers or
"reach" requires clearly defining the goals and boundaries with which the site
navigates. Websites offering products or services across a number of B2B sectors may lack
the ability to form close relationships with customers compared to industry specific sites
that share the same business interests as their customers.
Affiliation: The dimension affiliation relates to whose interest the business
represents" Evans and Wurster 1999, p.86). The concept of affiliation becomes crucial
for "pure navigators" as alliances with key suppliers will influence a
customer's decision as to whether or not they will visit a site. Sites such as
Steel.com [HREF 8] and Metalsite.com [HREF 9] directly compete with each
other. If one site can gain exclusive contracts with enough reputable suppliers they
may well find themselves convincingly leading the market and better able to gain
competitive advantage by forging relationships with key suppliers. The B2B
Liquor Industry Website List.com.au [HREF 10] is a
prime example of how such B2B Trade Hubs benefit from strong affiliations.
Richness: This is the depth and detail of the information that the business gives
the customer or collects about the customer" (Evans and Wurster 1999, p.86).
Businesses that provide product or service information that is precise and well targeted
will assist customers in creating a more efficient sales process. Furthermore,
organisations that implement an effective database management policy, not only have the
potential to provide more accurate and detailed information, they also have the capacity
to create sales opportunities by anticipating customer needs based on previous interactive
experiences.
An example of how effective a hub may be in the travel and hospitality industry is put forward as a case study in this paper under the guise of eEvents.com.au (a pseudonym for the author's work in progress) which illustrates the points made thus far [HREF 11]. eEvents.com.au can best be described as a 'pure navigator' site offering a complete hospitality solution to the business sector. eEvents.com.au's focus on total customer value has led to the realisation that their clients have requirements bridging across numerous areas within the hospitality industry and real value to them constitutes a reliable, single service contact point that can provide a broad range of services. Specifically, a point of contact (a dedicated service consultant) that can provide the detailed information and expertise to coordinate any of the following activities:
In addition, to providing an online booking service, eEvents provide their contracted clients with a total procurement solution that offers a streamlined approach to accounting. Rather than managing separate invoicing from a range of suppliers, eEvents.com.au presents one invoice to its clients on a monthly basis. Aside from the obvious time and cost saving benefit as a result of this service feature, coordination of all client spending within a particular industry sector enables eEvents much more leverage to negotiate on behalf of their clients. In comparison with their competitors who concentrate their efforts within a strategic group rather than the general industry, benefits to clients can be significant. Travel agents for example, can access discounted corporate accommodation tariffs for their clients at hotels, however, their buying power would be increased considerably if they had the opportunity to negotiate rates based on conference expenditure as well.
Reach, affiliation and richness are critical to the success of this site, furthermore it is the combination of these elements that defines eEvents amongst its competitors. As the only hospitality trade hub that offers a total hospitality solution via a dedicated service consultant, eEvents.com.au aims to be equally effective in terms of reach, affiliation and richness. For eEvents, reach has a direct relationship with affiliation. Currently recognised in the corporate sector as an Australian based hospitality infomediary', planning for growth means competing globally. As the Internet provides reach to existing and potential customers worldwide, the more capable infomediaries (like eEvents) will need to become in providing global solutions. Having close affiliations with credible global suppliers will be paramount.
Relationships with suppliers have to be more like strategic partnerships rather than a series of loosely associated service listings if eEvents are to deliver the high level of personal service it promises. A key feature of the service delivery strategy created by eEvents is its involvement at every stage of the transaction process. This ultimately means that they are the conduit between client and supplier, rather than being a referral service absolved of responsibility for the service encounter. Developing close strategic alliances allows easy access to content rich information that is the central concern of customers. The direct involvement eEvents has with suppliers means that information flows continuously. Information such as seasonal discounts, special offers as well as detailed information regarding listed suppliers reach the customer much more effectively, than if the supplier relationship was based purely on information upon request.
In support of the three dimensional strategy acknowledged by Evans and Wurster, e-Events deliberately emphasise personal delivery of industry expertise as essential to the core of their culture. Both of these strategic elements are complimentary in protecting the advantage eEvents has as 'market makers.' The practical implications of these strategic additions are commented on in the section that follows.
Organisations considering online B2B have a distinct advantage if they can demonstrate a high level of industry expertise. Online success with regard to B2C interaction has been absent of the requirement to have expertise in any particular field, but rather the capital and technical capability to take advantage of unexplored areas in cyberspace.
As interactivity online develops within the B2B arena, the exchange of information relating to products and services will demand more indepth knowledge as more weight is allocated to 'commercial decisions'. In response, eEvents commits the knowledge they have acquired in the hospitality industry, to an online service that simply provides faster access to a total hospitality solution than what currently exists in the 'bricks and mortar' environment. With the added support of a 24 hour customer support line (accessible both via email and telephone), eEvent's clients can request information that pertains to an exceptional circumstances, that is not visibly accessible by browsing their site.
With a experience in researching client requests, speed of service and the confidence to take a broad approach to hospitality procurement, eEvents is likely to be identified as industry experts, that have the capacity and global network to provide a total hospitality solution that can be individually tailored to their clients' expectations.
As an Australian based organisation with strong domestic alliances formed within the industry over more than a decade, the challenge for eEvents is to match their domestic network strength with a formula to develop their increasing global strategic alliances quickly enough to enable them to respond to client needs immediately and on an international scale. To avoid delays in customer response by anticipating service needs is imperative. This will become possible by developing interactive relationships with customers and understanding their behavioural patterns through shared service experiences.
While Trade Hubs are at an early stage of development in many countries, rapid growth may be expected in the next few years. Many industries need such services beyond those mentioned herein. While Priceline.com, for example has focused on price to gain a competitive advantage, opportunities also exist for trade hubs to compete on offering other types of industry specific and general services. Value-adding to customers in specific B2B marketplaces is the central concept behind trade hubs. Such Websites achieve a sustainable competitive advantage by viewing both suppliers and their buyers as their clientele. Moreover, trade hubs must carefully consider how narrowly or broadly they wish to extend the products or services offered to a particular industry. One danger is that they unwittingly try to 'become all things to all people', an approach that is the antithesis of what they stand for. The B2C equivalent is e*tailer Amazon.com that has moved from online selling books to selling more and more lines until it has become a virtual shopping mall—albeit a loss-making equivalent, with the losses of "$US882 million in its short life" (Crowe 2000, p.22).
The task is to have customers hold a clear perception of what the online business stands for and the benefits it offers. It is suggested that the most profitable trade hubs will be those that support an industry in which they have in-depth knowledge, include customers (both internal and external) at the core of their vision, and avoid short term gain by carefully considering the boundaries of their industry.
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David Fitzgerald © 2000. The author assign to Southern Cross University and other educational and non-profit institutions a non-exclusive licence to use this document for personal use and in courses of instruction provided that the article is used in full and this copyright statement is reproduced. The author also grant a non-exclusive licence to Southern Cross University to publish this document in full on the World Wide Web and on CD-ROM and in printed form with the conference papers and for the document to be published on mirrors on the World Wide Web.
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