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There are concerns that despite government initiatives to promote adoption of electronic commerce, SMEs still fail to realise e‐commerce related benefits. It may therefore, seem premature to discuss electronic marketplaces in the context of SMEs. However, if SMEs ignore e‐marketplaces a number of problems can result. E‐marketplaces present a significant threat to SMEs since they increase competition and leave non‐participants vulnerable to more e‐enabled firms. This paper examines the barriers and benefits of e‐marketplace participation by SMEs. The nature of e‐marketplaces is addressed and the benefits of participation are examined. Drawing on the literature, the barriers facing smaller firms in this environment are discussed. Identification of these barriers, such as lack of standards, supply chain integration and global trading, enables a greater understanding of how SMEs can plan effective strategies to gain from e‐marketplace participation.

The purpose of this study is to examine the role of spinoffs and tradeoffs in business-driven sustainable development in the marketplace based on environmental, economic and social constituents. It is based on the insights gathered from a company’s business-driven sustainable development. It can therefore be used as a teaching case.

An inductive approach based on case study methodology is applied to describe a company’s spinoffs and tradeoffs of business-driven sustainable development in the marketplace.

The study reports how raw material residuals can be recycled and reused in spinoff processes, and tradeoffs done, to optimize the outcome of business-driven sustainable development in the marketplace.

The study reveals that spinoffs and tradeoffs between constituents and related sub-constituents enable to improve the ultimate outcome of business-driven sustainable development in the marketplace. The study also illustrates how environmental, social and economic constituents and related sub-constituents connect and reconnect to each other as a whole through spinoffs and tradeoffs, to optimize business-driven sustainable development in marketplace.

Business-driven sustainable development requires corporate considerations to connect and reconnect the economic, social and environmental constituents and related sub-constituents. It illustrates the pioneering actions of combining existing solutions of business sustainability in conjunction and gaining synergy effects to optimize business-driven sustainable development.

Contribution is based on the actions of combining existing solutions of business sustainability in conjunction and gaining synergy effects to optimize business-driven sustainable development. This study also makes a contribution illustrating a framework based on a company’s business-driven sustainable development fostering CO₂ neutrality and fossil-free fuel in the food and agricultural industries. In addition, it makes a contribution illustrating how raw material residuals are recycled and reused in spinoff processes, so as to optimize the business-driven sustainable development. Furthermore, it makes a contribution illustrating that business-driven sustainable development in the marketplace is neither simplistic nor straightforward, but requires that tradeoffs between constituents and related sub-constituents be made to optimize the ultimate outcome.

Electronic marketplaces have promised many benefits to participants, and hence have aroused considerable interest in the business community. However, the failure of some marketplaces and the success of others have led business managers to question which marketplaces will be successful in the future, and even whether the entire idea is viable. This question is particularly pressing for those considering sponsoring or participating in a marketplace. This exploratory study seeks to address these issues by proposing a framework of the factors that help explain the sustainability of e‐marketplaces. The framework proposed is based upon the findings of interviews carried out with 14 managers based in 11 companies active in the field of e‐marketplaces, and findings from the current literature from this domain. The framework proposed identifies seven factors that can be categorised according to three levels of influence, i.e. the macroeconomic/regulatory level, the industry level, and the firm level. Further work to validate the proposed framework would provide practitioners with additional insight to apply to their e‐marketplace strategies.

The purpose of this article is to develop a typology of e‐marketplace functionality and then link the typology to the associated value creation potential of differing types of e‐marketplaces.

In‐depth interviews with the executives of 50 e‐marketplaces, a web/mail‐based survey of another 350 e‐marketplaces and interviews with several e‐marketplace customers were conducted.

B2B e‐marketplaces offer a variety of different value propositions. Leading e‐marketplaces have a well‐developed strategy for reaching a particular segment of the buying community, based on service needs. Developing e‐marketplaces do not demonstrate the same focus. On one hand, only a few e‐marketplaces had developed the same winning constellations of services, while on the other hand, most were planning a roll‐out of a wide variety of services that would carry them far beyond a focused strategy. The success of this approach seems problematic.

The prudent customer of an e‐marketplace should weigh their requirements against the functionality found across the broad set of e‐marketplaces as well as against the constellations of functionality (and value creation potential) developed in this research. Only after a careful assessment of needs, can companies make rational decisions about how to effectively use e‐marketplaces.

This research employs a strong research method to create a unique typology of e‐marketplace functionality. This research also links the typology of e‐marketplace functionality to its value creating potential.

This paper aims to study a dominant e-retailer operating its own e-marketplace (B2C) to host peer competitor as well as acting as a traditional retailer (“dual-format” retailing as in Mantin and Krishnan 2014). The dominant retailer offers a two-part tariff charging scheme to a third-party seller. The seller decides whether to join the e-marketplace. The present paper is interested in addressing the following questions: What is the pricing equilibrium before/after the formation of the e-marketplace? What will be the “optimal” charging scheme? What is the impact on the e-marketplace operator if the third-party seller has the option to become “featured”.

This paper adopts a stylized model to capture the competition between the two retailers and applies game theory to solve the pricing equilibrium. The authors model the dual-format retailing in a two-stage decision: Stage 1, the e-marketplace operator offers a two-part tariff; Stage 2, if the other retailer is participating, they engage in a pricing competition. They assume that the e-marketplace operator is a profit maximizer by choosing its charging scheme subject to the condition that the participating retailer is no worse off.

The authors find that the e-retailer and the third-party seller in the e-marketplace are not always hurt by intensified price competition. They identify conditions under which higher expected prices are charged as a result of agglomeration effect. The authors’ model also provides theoretical evidence on this popular charging scheme, and shows the feasible region in which the e-marketplace operator could allocate the surplus resulted from the formation of the e-marketplace between itself and the participating retailer. Finally, the authors demonstrate that if the third-party seller has the option to become a “featured” retailer (He and Chen, 2006), it can be detrimental to the e-marketplace operator.

This work is different in three ways: First, the authors model an e-marketplace adopting a “dual-format” retailing, facing the trade-off between its direct retailing revenue and the rents collected from the member store, while the literature mainly focuses on e-marketplaces playing the intermediary role. Second, they explicitly model the “market expansion effect” caused by the agglomeration after the formation of the e-marketplace. The present study complements this stream of research by investigating and providing theoretical evidence on the charging scheme popularly adopted by the e-marketplaces and proposes ways to share the surplus to the participating store.

Through adoption of the psycho-emotional model of disability, this study aims to offer consumer research insight into how the marketplace internally oppresses and psycho-emotionally disables consumers living with impairment.

This paper draws insight from the interview data of a wider two-year interpretive research study investigating access barriers to marketplaces for consumers living with impairment.

The overarching contribution offers to consumer research insight into how the marketplace internally oppresses and psycho-emotionally disables consumers living with impairment. Further contributions offered by this paper: unearth the emotion of fear to be central to manifestations of psycho-emotional disability; reveal a broader understanding of the marketplace practices, and core perpetrators, that psycho-emotionally disable consumers living with impairment; and uncover psycho-emotional disability to extend beyond the context of impairment.

This study adopts a UK-only perspective. However, findings uncovered that the model of psycho-emotional disability has wider theoretical value to marketing and consumer research beyond the context of impairment.

The insight offered into the precise marketplace practices that disable consumers living with impairment leads this paper to call for a revising of disability training within marketplace and service contexts.

Extending current consumer research and consumer vulnerability research on disability, the empirical adoption of the psycho-emotional model of disability is a fruitful framework for extrapolating insight into marketplace practices that internally oppress and psycho-emotionally disable consumers living with impairment.

Recent decade has witnessed exponential growth in e-commerce segment, leading to emergence of various online selling platforms catering to diverse product requirements of customers. Such a development has provided impetus to both existing businesses and newly established ventures to make available their offerings through online selling platforms with a view to improve the reach of their products. This study is an attempt to identify the experience of registered vendors with the online marketplaces. It aims to develop and validate a scale to measure vendor's experience with e-commerce platforms.

As a part of the scale development process, relevant literature sources were scanned to spot the precise knowledge gap and to put in place a sound theoretical background for the study. Thereafter, a scientific approach was adopted for scale creation. First, the scale items were identified through interviews of vendors registered with major online selling platforms and other academic experts pertaining to the marketing domain. Subsequently, major dimensions of seller experience were identified through exploratory factor analysis (EFA) applied on data collected from active vendors by the means of a structured survey instrument. The final data set was subjected to confirmatory factor analysis (CFA) in a bid to validate the scale.

The study’s outcomes reveal that seller experience in an online marketplace can be best captured by a multidimensional scale characterized by six major dimensions. These are “Registration,”; “Product Listing”; “Pricing Autonomy”; “Ease of Pick-up and Delivery”; “Credit of Receivables” and “Vendor Assistance.” A proper emphasis to continually improve upon these dimensions by the e-commerce platforms is expected to enhance the utility and overall experience of vendors from such platforms. Existence of a mutually beneficial relationship between vendors and online marketplaces will help marketplaces to mitigate concerns like nonfulfillment of orders and dispatch of substandard products.

Sustainable long-term relations between vendors and online marketplaces hold the key for such marketplaces to render error-free and delightful service on each individual order received. Seller experience of registering and operating on such e-marketplaces inspite of playing a defining role in vendor–marketplace relations has received scant attention of researchers, both in academia and industry till date. The present research is a seminal attempt to address this gap in marketing literature and offer additional know-how.

The purpose of this paper is to show how the functionality of electronic marketplaces can facilitate collaborative supply chain planning. Supply chain planning processes are identified and analysed using a supply chain management focus. The paper also gives a brief introduction to a framework for supply chain management and to the typical structure of electronic marketplaces. Furthermore, three collaborative supply chain planning scenarios are defined, and it is shown how collaborative supply chain planning typically could be implemented on an electronic marketplace by the means of a Web‐based demonstration. As such, the paper shows how electronic marketplaces can be used to enable supply chain integration.

Considering the growing momentum of online marketplaces worldwide, the purpose of this paper is to develop a model to identify the main activities impacted by the implementation of an e-marketplace in the business-to-business relationship and assess the savings on costs for the main actors involved (i.e. manufacturer, distributor and retailer).

The methodology used in the study is a quantitative one. The analytical model used to evaluate B2b e-marketplace's impacts followed three main steps: (1) model settings and general assumptions, (2) cost structure and (3) model simulation.

The findings reveal that beyond stock-out costs and inventory levels also other operating costs (i.e. transportation, penalty and administrative costs) play a significant role in determining overall impacts of B2b e-marketplace, and as such should be considered by managers in their process of e-marketplace evaluation, selection and performance optimisation. The model shows that compared with the offline scenario the B2b e-marketplace is expected to bring value to the overall supply chain, which tends to increase as the share of e-sales penetration is increased, ranging from a cost reduction of 0.1% (€ 229.2k) in the base-case of 10% e-sales adoption, up to 0.9% (€ −2.2 M) in case of full e-marketplace adoption.

This study aims to shed light and foster the adoption of B2b e-marketplace by providing some practical tools to support (1) research in future studies, filling the existing gaps on the topic, and (2) managers in the process of adoption and execution of e-sales through online marketplaces.

Despite the availability of side‐by‐side price comparisons, online retailers often charge very different prices for the same product. The purpose of this paper is to identify the drivers of price differences in an online retail marketplace by examining pricing information from a sample of sellers in the market.

An empirical, quantitative research study of Amazon Marketplace, using 498 observations of online sellers of a variety of electronics products was conducted. A regression analysis is employed to determine the drivers of these sellers' prices.

The results provide a set of factors associated with deviation from the mean price Amazon Marketplace retailers charge for a given product. The authors find that online retailers that charge higher prices post additional channels of customer service, post their return policy, have lower reputation scores, display a retail brand logo, offer more products, and are not electronic specialists.

The paper contributes to the theoretical understanding of the effects of information quality and governance structures on prices. This is the first study to focus on these issues in an online marketplace setting.