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In this paper, the author examines the growth of B2B e‐commerce, examining results from the ISM/Forrester Reports on e‐Business conducted to date. Through this analysis, the researcher demonstrates that contrary to the generally‐held perception that B2B has experienced a sharp downturn in the wake of the recession, e‐procurement has taken hold and is rapidly expanding across the American landscape. Specifically, the Reports on e‐Business are studied to look for trends in the overall use of e‐procurement methods: to reduce paperwork and cycle times; to procure direct and indirect goods and services; to collaborate with suppliers; and to reduce the total cost of procurement. The author concludes that overall, the analysis shows that the push towards e‐procurement is being led by the largest firms. This and other key trends are discussed in the conclusion of this report, along with suggestions for future research.

The purpose of this paper is to report the findings and lessons learned from a case study that is based on Alibaba's business‐to‐business (B2B) fraud in China. The influence of such incidents and post‐hoc solutions are research worthy in today's booming digital business world.

The paper uses a case study approach and practice‐driven method that rely on user behaviors, corporate policies, and financial data. The taxonomic framework of online fraud and corresponding countermeasures arise from digital forensic reports, policy reviews, data analysis, and a literature review.

The key findings are indigenous to the Chinese B2B landscape, yet they help international stakeholders understand and address fraudulent issues. The paper finds beside the traditional customer‐based account signature, internal employees must be assigned their own signature systems to track malicious activities. Meanwhile, digital signature systems can be enhanced by reducing the record inter‐arrival time. Policy revisions are proposed to (e.g. offshore companies) lead to the decrease in the number of fraudulent incidents.

The paper extends existing understanding of online fraud by studying a Chinese case. The findings are timely and based on real world experience. Actual practices are discussed and evaluated. A range of fraudulent activities is reviewed in a comprehensive framework. The findings are important due to the public exposure and wide implications of such an incident. Also, this study reveals that fraud protection is an on‐going effort requiring a triangulation of technical artifacts, policy management, and operations management.

Although the value of artificial intelligence (AI) has been acknowledged by companies, the literature shows challenges concerning AI-enabled business-to-business (B2B) marketing innovation, as well as the diversity of roles AI can play in this regard. Accordingly, this study investigates the approaches that AI can be used for enabling B2B marketing innovation.

Applying a bibliometric research method, this study systematically investigates the literature regarding AI-enabled B2B marketing. It synthesises state-of-the-art knowledge from 221 journal articles published between 1990 and 2021.

Apart from offering specific information regarding the most influential authors and most frequently cited articles, the study further categorises the use of AI for innovation in B2B marketing into five domains, identifying the main trends in the literature and suggesting directions for future research.

Through the five identified domains, practitioners can assess their current use of AI and identify their future needs in the relevant domains in order to make appropriate decisions on how to invest in AI. Thus, the research enables companies to realise their digital marketing innovation strategies through AI.

The research represents one of the first large-scale reviews of relevant literature on AI in B2B marketing by (1) obtaining and comparing the most influential works based on a series of analyses; (2) identifying five domains of research into how AI can be used for facilitating B2B marketing innovation and (3) classifying relevant articles into five different time periods in order to identify both past trends and future directions in this specific field.

This paper aimed to analyze the short- and long-term effects of the breadth and depth of seller competition on the performance of platform companies, and investigated the underlying mechanisms of customers’ two-sided marketing tactics on the structure of the competition between sellers.

A longitudinal research design was adopted by gathering daily market objective data on e-commerce platforms for 250 days, and the dynamic evolution effects was analyzed by using a vector autoregression model which compared the differences between the short- and long-term effectiveness of different customer relationship management (CRM) strategies.

The breadth of competition amongst sellers improves the performance of platforms, whilst the depth of competition among sellers has a positive effect on the short-term performance. However, it has a negative effect on the long-term performance of their platforms. In both the short and long terms, advertising tactics that attract new buyers contribute more to increases in the breadth of seller competition than those that attract existing buyers do. Subsidies for new sellers decrease the depth of seller competition more than those for old sellers.

Further research could be undertaken to investigate the validity of marketing tactics other than advertising tactics, and thus expand the time windows of the available data.

It is imperative for platform companies to implement effective control over seller competition to balance the interests of the sellers and of themselves.

The dyadic paradigm of CRM research has been extended by considering the perspective of the electronic platform company, how the tactics of exploitation and exploration of two-sided customers impact upon seller competitive structures have been delved into and why new customers have a unique value to platform companies has been identified.

To identify the content of virtual private network, the suitability of virtual private network for e‐commerce transactions, and the economics issue of virtual private network.

A range of virtual private network concepts and technologies are identified and compared. The capability, suitability, and pros and cons of adopting virtual private network for electronic commerce are discussed. An economic analysis is used to compare the cost and benefit of adopting virtual private network in organizations.

This paper provides information about virtual private network technology. It also indicates the advantages and disadvantages of adopting virtual private network for electronic commerce practices. The economic analysis provides a real example of technology adoption decision making. Strategic implications of adopting virtual private network are detected.

The economic analysis on adopting virtual private network provides an example of information technology selection decision for the electronic commerce community.

This paper provides an economic approach to analyzing the decision process for information technology adoption. It suggests that the integration of virtual private network into electronic commerce architecture would perform secure and inexpensive online transactions for adopters of this new technology.

The paper's aim is to create a framework for national readiness and receptivity to e‐commerce at both the business to business (B2B) as well as business to consumer (B2C) levels.

Relevant literature on e‐readiness is discussed in light of research on corruption and national values. A model is formulated at the macro level in which e‐readiness is predicted to be related to national culture values and corruption. Analysis at the micro level rests on existing literature related to trust and web site usability.

At the macro level of analysis, levels of perceived corruption within a country, and overarching national values are identified as significant contributors to e‐readiness especially in the B2B realm. At a more micro level, it is proposed that individual expectations regarding ability to trust an online vendor, and the suitability of usability characteristics of web site design contribute to e‐readiness at the B2C level. Taken together, macro and macro factors jointly contribute to a nation's readiness and receptivity to e‐commerce.

The empirical work presented is based on aggregate level data from only one point in time. Results only provide generalized trends that may not be representative of all firms in a country or still applicable in the present time.

Practitioners are challenged to think beyond technological readiness and address factors such as corruption, national culture, and web design before entering new markets.

This paper identifies aspects of e‐readiness beyond purely technical infrastructure and provides a fresh empirical model. This study uniquely considers both micro and macro level characteristics that contribute to e‐readiness.

The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context.

In building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide.

The principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance.

Research into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.

Summarizes some of the key findings of academic papers presented at the First World Congress on the Management of Electronic Commerce, which took place in January, 2000, in Hamilton, Ontario, Canada, sponsored by McMaster University. The conference was attended by 243 delegates from more than 25 countries. Outlines two meta‐management issues including: the importance of taking a strategic approach to Internet ventures as well as considering infrastructure design during implementation. Several of the papers presented fell into three broad functional categories including operations, human resources and marketing. Finally, a summary of internationalization and education implications is discussed.