Integrated strategy of industrial product suppliers: Working with B2B intermediaries

Abstract

Purpose

The primary purpose was to learn about different variables of an integrated strategy associated with choosing to supply through business‐to‐business (B2B) intermediaries and apply the variables to a series of cases.

Design/methodology/approach

A literature review served as a basis to develop an integrated model. A combination of primary and secondary research was conducted to apply the concepts of the model to different internet trading exchanges.

Findings

Each trade exchange offers a different set of customers and suppliers vying for business opportunities. There are no common platforms for software and hardware. If a small company is interested in trading through an internet exchange, they want to select based on the variables identified that best meet their needs and integrate with their business strategy.

Research limitations/implications

The focus was on industrial products and may not be applicable to consumer products.

Practical implications

Suppliers must carefully operate in the future by evaluating each customer and determining which trade exchanges will provide them with the greatest benefit at the lowest cost. The infrastructure investment is an unavoidable cost that cannot be forgone unless the supplier wants to discontinue providing to most of its customers. The supplier needs to look at all aspects identified in the integrated business model and the foundation and facilitation for success lie in the information management of the entire entity.

Originality/value

This paper takes the existing body of knowledge and applies it to the development of an integrated e‐business model for industrial suppliers used to compare different internet trading exchanges.

Citation

Johnson, M.A. and Johnson, D.M. (2005), "Integrated strategy of industrial product suppliers: Working with B2B intermediaries", Internet Research, Vol. 15 No. 4, pp. 471-492. https://doi.org/10.1108/10662240510615209