Journal articles on the topic 'B2C'
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Arizumi, Tadaaki, Tomohiro Minami, Hirokazu Chishina, Masashi Kono, Masahiro Takita, Norihisa Yada, Satoru Hagiwara, et al. "Impact of Tumor Factors on Survival in Patients with Hepatocellular Carcinoma Classified Based on Kinki Criteria Stage B2." Digestive Diseases 35, no. 6 (2017): 583–88. http://dx.doi.org/10.1159/000480186.
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Background: Tumors classified based on the Barcelona Clinic Liver Cancer (BCLC) stage B hepatocellular carcinoma (HCC) are heterogeneous in nature. Previously, the Kinki criterion was proposed for a more precise subclassification of tumors in BCLC-stage B. However, tumors in sub-stage B2 include various size and number of HCCs even with the Kinki criteria, which could lead to heterogeneity for overall survival (OS). In this study, we assessed how the size and number of tumors affect the OS and time to progression (TTP) in patients with Kinki criteria stage B2 tumors and treated with transarterial chemoembolization (TACE). Methods: Of 906 HCC patients treated with TACE at Kindai University Hospital, 236 patients with HCC considered as Kinki criteria stage B2 were examined. They were classified into the following 4 groups according to the maximum tumor diameter and number of tumors: B2a group, tumor size ≤6 cm and total number of tumors ≤6; B2b group, size ≤6 cm and number >6; B2c group, size >6 cm and number ≤6; and B2d group, size >6 cm and number >6. The OS and TTP of patients in each group were compared. Results: There were 131 patients (55.5%) in the B2a group, 58 (24.6%) in the B2b group, 41 (17.4%) in the B2c group, and 6 (0.03%) in the B2d group. Comparison of the survivals revealed that the median OS was 2.8 years (95% CI 2.0-3.5) in the B2a group, 2.8 years (95% CI 2.0-3.3) in the B2b group, 1.9 years (95% CI 0.8-4.0) in the B2c group, and 2.3 years (95% CI 1.2-ND [no data]) in the B2d group, respectively (p = 0.896). The median TTP in B2a, B2b, B2c, and B2d sub-substage HCC were13.2, 12.1, 13.8, and 11.5 months, respectively (p = 0.047). The median TTP in B2a + B2c sub-substage patients was longer than that in B2b + B2d sub-substage HCC patients (14.0 months and 10.4 months; p = 0.002). Conclusion: No significant differences were observed in the OS among HCC patients subclassified based on the maximum tumor diameter and tumor number in Kinki criteria stage B2. Consequently, Kinki criteria stage B2 HCC is a homogeneous subgroup in terms of OS prediction. However, shorter TTP in B2b+B2c sub-substage HCC patients than that in B2a + B2c sub-substage HCC patients suggests that different treatment strategy, such as systemic therapy with targeted agents instead of TACE, may be suitable to preserve the liver function.
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Sluyterman, Keetie. "B2B or B2C?" BMGN - Low Countries Historical Review 132, no. 3 (August 2017): 11–36. http://dx.doi.org/10.18352/bmgn-lchr.10397.
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Dotzel, Thomas, and Venkatesh Shankar. "The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis." Journal of Marketing 83, no. 5 (May 9, 2019): 133–52. http://dx.doi.org/10.1177/0022242919847221.
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Many firms introduce both business-to-business service innovations (B2B-SIs) and business-to-consumer service innovations (B2C-SIs) and need to better allocate their resources. However, they are unsure about B2B-SIs’ effects on firm value or risk, especially relative to those of B2C-SIs. The authors address this problem by developing hypotheses that relate the number of B2B-SIs and B2C-SIs to firm value and firm risk together with the moderators (the number of product innovations and customer-focus innovations). To test the hypotheses, the authors develop and estimate a model using unique panel data of 2,263 SIs across 15 industries over eight years assembled from multiple data sources and controlling for firm- and market-specific factors, heterogeneity, and endogeneity. They analyze innovation announcements using natural language processing. The results show that B2B-SIs have a positive effect on firm value and an insignificant influence on firm risk. Importantly, the effect of a B2B-SI on firm value is significantly greater than that of a B2C-SI. Unlike B2C-SIs, the effect of B2B-SIs on firm value is greater when the firm has more product innovations. Surprisingly, unlike B2C-SIs, the effect of B2B-SIs on firm value is less positive when the SIs emphasize customers. These findings offer important insights about the relative value of B2B-SIs.
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Shambavi, Rajagopal, and Sitalakshmi Ramanan. "Gulfire: in line of fire." Emerald Emerging Markets Case Studies 1, no. 4 (October 1, 2011): 1–6. http://dx.doi.org/10.1108/20450621111201266.
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Subject area Marketing Communication. Study level/applicability At the undergraduate level, this case can be used in marketing courses such as Marketing Fundamentals, Marketing Management, Marketing Communication and Consumer Behavior. This case may also be used for Master's level students for Quality when focusing on safety/security in offices and factories. Case overview This case is used to introduce the concept of B2B and B2C marketing and explore the possibilities of converting an industry that essentially uses B2B marketing communication to choose B2C options. This case is also important for creating awareness on safety and preventive measures in the face of a fire crisis. Expected learning outcomes Understanding the role of marketing communication. Differentiating between B2B and B2C markets. Exploring the application of B2C marketing communication in the fire suppression systems market in the Middle East. Supplementary materials Teaching notes.
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Zhang, Jing, and Mingfei Du. "Utilization and effectiveness of social media message strategy: how B2B brands differ from B2C brands." Journal of Business & Industrial Marketing 35, no. 4 (April 1, 2020): 721–40. http://dx.doi.org/10.1108/jbim-06-2018-0190.
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Purpose This study aims to investigate how business-to-business (B2B) companies use message strategies on social media platform and how these strategies are effective in improving customer perceived value and encouraging customer engagement, as well as how B2B companies differ from business-to-customer (B2C) counterparts in terms of utilization and effectiveness of social media message strategy. Design/methodology/approach Based on content analysis of Sina Weibo brand pages and survey of website visitors, this paper examines the differences of social media message strategies and their impacts upon customer perceived value and customer engagement between B2B and B2C companies. Findings B2B companies use more rational appeals and less emotional appeals, have lower degree of informativeness and perform better in interactivity and variety than B2C companies. These five dimensions of message strategy have different roles in engaging customers via perceived value across B2B and B2C settings. Originality/value The research makes significant contributions to B2B social media marketing literature by answering two interrelated questions, namely, “What companies are doing?” and “What companies should do?” on social media websites. Besides, it provides insightful implications for B2B companies on how to implement appropriate message strategies in their social media marketing efforts by conducting Importance-Performance Analysis.
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Barrientos, Laura Gatica, Emma Rosa Cruz Sosa, and Patricia E. Garcia Castro. "Considerations Of E-Commerce Within A Globalizing Context." International Journal of Management & Information Systems (IJMIS) 16, no. 1 (December 22, 2011): 101. http://dx.doi.org/10.19030/ijmis.v16i1.6726.
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The objective of this work, is to analyze the meaning of electronic commerce in our days taking into account the information technologies; it also will analyze their adjustments, their trends and applications of the same, in the Business to Consumer Relations (B2C), Business to Employee (B2E) and Business to Administration (B2A), Consumer to Consumer (C2C), Citizen to Government (C2G), Business to Government (B2G) and, Business to Business (B2B), as well as how information systems have been very useful to reduce costs, getting technology to change from being an operating support tool to become a strategy one, to increase the sales volume and the profits of the business as a result of this. The trend being taken by businesses and consumers has increased the participation of the companies which apply it in a comprehensive manner, since they reach international markets, while also face another kind of competition that takes place in a global market. We conclude that electronic commerce will remain a tool of great importance to efficiently manage the chains of supply between businesses and consumers through the Internet which allows an integration to reduce costs of ordering, distribution, administration and delivery of input materials.
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Mencarelli, Rémi, and Arnaud Rivière. "Perceived value in B2B and B2C." Marketing Theory 15, no. 2 (October 10, 2014): 201–20. http://dx.doi.org/10.1177/1470593114552581.
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Silva, Susana Costa e., Paulo Alexandre Oliveira Duarte, and Sara Resende Almeida. "How companies evaluate the ROI of social media marketing programmes: insights from B2B and B2C." Journal of Business & Industrial Marketing 35, no. 12 (May 15, 2020): 2097–110. http://dx.doi.org/10.1108/jbim-06-2019-0291.
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Purpose The purpose of this study is to understand and compare how business-to-business (B2B) and business-to-consumer (B2C) companies evaluate the return on investment (ROI) on their social media marketing (SMM) programmes and how the investment is handled in these type of marketing programmes. Design/methodology/approach A mixed-methods approach involving multiple cases and a survey was used. Data were collected from personal interviews with eight professionals responsible for SMM management, from four B2B and four B2C companies, complemented with responses to a web-based survey by the other 28 companies’ marketing managers. Findings The results show that there are some differences between B2B and B2C companies regarding SMM evaluation and investment but in general marketing managers for both types of firms use simple metrics to evaluate their SMM programmes. The main measures used relate to awareness, engagement and reach and most of the metrics identified are interaction-related. Research limitations/implications Given the complex and sensitive nature of the subject, more research is needed focussed on providing additional evidence from a larger sample of B2B and B2C organizations to allow the extension of the finding to the population as the non-probabilistic nature and size of the current sample impose that the findings should be interpreted carefully. Future research should focus on understanding what the firm’s characteristics predict the importance and level of effort placed in SMM and the barriers to ROI measurement in SMM programmes, especially in B2B firms. Practical implications The current findings confirm that the topic of SMM ROI evaluation is not a priority for B2C or B2B companies. There is a need for an update of their online marketing strategy, namely, on budget definition and allocation. Furthermore, companies should increase the autonomy of SM managers, as they are dependent from marketing managers and hire specialized professionals devoted to SMM in both B2C and B2B companies. Originality/value The findings of this study contribute to improve the understanding of the evaluation of SMM and to extend the literature on the subject. It also provides a relevant advance into the assessment and understanding on the measures used to evaluate the effectiveness of SMM programmes by offering a comparison on how B2B and B2C use metrics and allocate resources to the SMM management.
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Santos, Leandro Lima, Felipe Mendes Borini, Rafael Morais Pereira, and Thelma Valéria Rocha. "A AUTONOMIA DE MARKETING DE SUBSIDIÁRIAS ESTRANGEIRAS PARA ADAPTAÇÃO LOCAL EM ECONOMIAS EMERGENTES/MARKETING AUTONOMY OF FOREIGN SUBSIDIARIES FOR LOCAL ADAPTATION IN EMERGING MARKETS." Revista Eletrônica de Administração e Turismo - ReAT 10, no. 5 (June 30, 2017): 1118. http://dx.doi.org/10.15210/reat.v10i5.10641.
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O objetivo principal do estudo foi identificar se as empresas multinacionais estrangeiras localizadas em mercados emergentes, como o Brasil, utilizam mais o marketing local (autonomia de marketing) como estratégia para expansão da comercialização de seus produtos. Por meio de uma análise comparativa entre subsidiárias classificadas em Business to Business (B2B) e Business to Consumer (B2C), foi possível mensurar o grau de autonomia concedido por suas matrizes para três variáveis estratégicas: lançamento, posicionamento e comunicação de novos produtos. Em seguida, realizou-se um teste de hipótese para averiguar se as multinacionais consideradas predominante ou exclusivamente B2C possuíam mais autonomia de marketing quando comparadas com as B2B para adaptação local destas estratégias no Brasil. Como resultados, foi diagnosticado que as empresas não possuem alto grau de autonomia de marketing para adaptação local. E que a diferença de autonomia entre B2C e B2B não é significativa estatisticamente, cujos resultados não se apresentaram dentro do grau de significância. Com isto percebeu-se que, uma subsidiária B2C não necessariamente tem mais autonomia para adaptação local que uma B2B, ou seja, o tipo de negócio não é o fator diferenciador para a quantidade de autonomia concedida pelas matrizes às subsidiárias.
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Kis, Halyna. "The use of B2B and B2C e-commerce models as a tool of anti-crisis management of industrial enterprises." Scientific Horizons 23, no. 11 (October 26, 2020): 81–87. http://dx.doi.org/10.48077/scihor.23(11).2020.81-87.
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E-commerce, which covers all types of trade via the Internet, has become a promising area for modern interactive business in a highly competitive environment. The use of B2B (Business-to-Business) and B2C (Business-to-Consumer) e-commerce models is extremely important for crisis-free development of business entities. The aim of this study is to prove the need for organisational, production, and management innovations that involve the introduction of B2C and B2B e-commerce models, as well as to identify the main sources of funding for such innovations in enterprises in crisis. To study the specifics of the use of B2C and B2B e-commerce models as an important area of anti-crisis management of industrial enterprises, such research methods and techniques as a systems approach, analysis and synthesis, induction and deduction were implemented. The process of managerial activity, such as making managerial decisions, is also used. The study proves that development, implementation and use of B2B and B2C e-commerce models can be seen as an integral part of business management under the threat of bankruptcy. In practice, insolvent enterprises have very limited opportunities to implement B2B and B2C e-commerce models, so in such a situation it is very important to set priorities and find their own reserves. The priority of internal sources of financing activities in the field of e-commerce of enterprises in crisis is also due to the following: domestic sources can be mobilised in a short time and, as a rule, do not require significant capital expenses; mobilisation of internal sources reduces the company’s dependence on external creditors, partners and counterparts. The main way to identify internal sources of funding for projects for the development, implementation and use of B2B and B2C e-commerce models is collecting information about the organisation, results of its activities, financial condition and trends, analysis of financial indicators. The world economic development shows that those enterprises that do not pay proper attention to e-commerce do not have a chance to stay on the market for a long time. The development of e-commerce models causes a change in the structure of the economy. Effective development, implementation and use of B2B and B2C e-commerce models determines the company’s ability to quickly adapt to changing external environment and stay on the market for as long as possible
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Hinterhuber, Andreas, and Stephan M. Liozu. "Thoughts: premium pricing in B2C and B2B." Journal of Revenue and Pricing Management 17, no. 4 (January 30, 2018): 301–5. http://dx.doi.org/10.1057/s41272-018-0138-0.
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Lorca, Pedro, Javier De Andrés, and Julita García-Diez. "Impact of E-Commerce Sales on Profitability and Revenue. The Case of the Manufacturing Industry." Engineering Economics 30, no. 5 (December 14, 2019): 544–55. http://dx.doi.org/10.5755/j01.ee.30.5.21254.
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E-commerce has grown significantly in recent years. Although the factors that contribute to the implementation of e-commerce have been studied in prior literature, little has been done about the impact that the introduction of e-commerce has on both profitability and revenue. This is important because, as Solow (1987) points out, the information technology expenditures do not always allow firms to achieve a better performance. For this purpose, the authors use the data from the Spanish Survey on Business Strategies (ESEE). The research covers an eight-year period (2008-2015). 2,544 Spanish companies belonging to the manufacturing sector were analysed. Results show that neither business-to-business (B2B) nor business-to-consumers (B2C) e-commerce seem to have influence on the revenue growth. Therefore, a substitution effect may exist between the sales by physical channels and e-commerce sales. However, the authors have found evidence that companies which adopt a high level of e-commerce (B2C and B2C simultaneously) immediately experience increase in their profitability. Moreover, if firms adopt only B2B or B2C the positive effects on profitability are achieved in the year subsequent to that of the measurement of the e-commerce status.
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GRANADOS, JUAN C., LEONOR M. PÉREZ, José A. Pedraza-Rodríguez, and Martina G. Gallarza. "Revisiting the quality-value-satisfaction-loyalty chain for corporate customers in the travel agency sector." European Journal of Tourism Research 27 (March 1, 2021): 2711. http://dx.doi.org/10.54055/ejtr.v27i.1921.
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Most traditional travel agencies offer their services to corporate clients, although literature focuses on end customers. This paper addresses this research gap, but also aims at bridging the gap between B2C and B2B literature. Specifically, the authors revisit the Quality-Value-Satisfaction-Loyalty chain, a well-established postulate from the B2C literature in tourism, but adding Trust and Commitment as mediating variables between Satisfaction and Loyalty to adapt the chain to the B2B context. Using PLS-SEM, the analysis of data confirmed the Service Quality - Customer Value - Customer Satisfaction - Trust/Commitment - Customer Loyalty chain for corporate customers.
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BLAKE, M. BRIAN. "Agent-oriented approaches to B2B interoperability." Knowledge Engineering Review 16, no. 4 (December 2001): 383–88. http://dx.doi.org/10.1017/s0269888901000236.
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The use of agents in electronic commerce has been explored greatly over the past several years. A large majority of this effort is toward commerce where businesses have direct transactions with consumers (B2C). However, the transactions that occur between businesses (B2B) are far more prevalent than B2C. Research where agents are used for B2B can be classified in five basic areas, service discovery, mediation, negotiation, process management (be it workflow or supply-chain management), and evaluation. At the 2001 International Bi-Conference Sessions on Agent-Based Approaches to B2B Interoperability (AgentB2B), practitioners were invited to present their research and industry efforts in each of these areas. This paper summaries the work and conclusions presented at these two events.
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Pandya, Anil M., and Nikhilesh Dholakia. "B2C Failures." Journal of Electronic Commerce in Organizations 3, no. 2 (April 2005): 68–81. http://dx.doi.org/10.4018/jeco.2005040105.
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Tacheva, Zhasmina, Natalie Simpson, and Anton Ivanov. "Examining the Role of Top Management in Corporate Sustainability: Does Supply Chain Position Matter?" Sustainability 12, no. 18 (September 11, 2020): 7518. http://dx.doi.org/10.3390/su12187518.
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A burgeoning stream of sustainability research explores the role of companies’ top management team (TMT) characteristics in corporate sustainability efforts, while another stream investigates the effect of a company’s supply chain position on its likelihood of engaging in sustainability. This study shows the importance of integrating the two research streams by demonstrating that supply chain position moderates the relationship between TMT characteristics and sustainability and thus establishes boundary conditions for this relationship. By matching 758 corporate sustainability initiatives with control observations, our results show that the size of the top executive team and the average age of its members, two well-known predictors of corporate sustainability, are distinctly moderated by supply chain position. While business-to-business (B2B) companies are less likely to report a sustainability initiative compared to business-to-consumer (B2C) organizations, we found that B2B TMT size has a greater positive effect on sustainability initiative likelihood than B2C TMT size. Conversely, average B2C TMT age has greater predictive power in explaining sustainability initiative likelihood than average B2B TMT age. The implications of these findings in advancing corporate sustainability and organizational change are discussed.
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E. Plank, Richard, and Robert Hooker. "Sales and operations planning." Journal of Research in Interactive Marketing 8, no. 1 (March 4, 2014): 18–36. http://dx.doi.org/10.1108/jrim-08-2013-0059.
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Purpose – The purpose of this paper is to outline the usage of interactive marketing tools in the area of sales and operations planning (S&OP) to further collaboration among supply chain partners. Emergent challenges and research directions are proposed. Design/methodology/approach – Using extant literature from S&OP, supply chain management and interactive marketing, the authors integrate those to show the value of using interactive marketing tools to further integration across the supply chain of important S&OP processes. Findings – S&OP utilizes sophisticated software to integrate various business processes beyond B2C and into B2B relationships. Research limitations/implications – Uncertainty exists as to the measurement of the performance of a supply chain, or the network or system of companies, is not developed enough to deal with that issue. However, this is addressed in the research questions section. Practical implications – The practical implications for the use of integrative marketing tools to link B2C as well as B2B partners through S&OP are numerous and far reaching. Originality/value – This study uniquely examines the use of interactive marketing tools for B2B, as opposed to simply B2C.
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Gligor, David, Siddik Bozkurt, Ismail Gölgeci, and Michael J. Maloni. "Does supply chain agility create customer value and satisfaction for loyal B2B business and B2C end-customers?" International Journal of Physical Distribution & Logistics Management 50, no. 7/8 (August 3, 2020): 721–43. http://dx.doi.org/10.1108/ijpdlm-01-2020-0004.
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PurposeDespite the recent wealth of supply chain agility literature, scholars have yet to thoroughly examine its impacts on the customer experience. To address this gap, we assess the effects of supply chain agility on customer value and customer satisfaction, including the moderating role of customer loyalty, from the perspectives of both business customers (B2B) and end-customers (B2C).Design/methodology/approachWe used multivariate regression analysis to evaluate direct, indirect and conditional effects across survey responses from 148 senior-level supply chain managers (buyers) (Study 1) and 170 end-customers (i.e. consumers) (Study 2).FindingsThe results reveal that supply chain agility retains a direct link to both B2B and B2C’ value and satisfaction. However, a higher level of customer loyalty reduces the strength of these relationships, signifying that agility is less important with established customers. In this respect, agility is important to attract new customers, but more agility is not always beneficial once the customer relationship is established.Originality/valueThe current study is among the first to examine end-customer response to supply chain agility. The findings complement existing literature by providing novel insights into the impact of supply chain agility on both business customers (B2B) and end-customers (B2C).
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Knoll, Matthias. "App4U – Mehrwerte durch Apps im B2B und B2C." HMD Praxis der Wirtschaftsinformatik 53, no. 4 (June 29, 2016): 557–59. http://dx.doi.org/10.1365/s40702-016-0243-8.
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D’Andrea, Fernando Antonio Monteiro Christoph, Filipe Rigon, Ana Carolina Lopes de Almeida, Bertran da Silveira Filomena, and Luiz Antonio Slongo. "Co-creation: a B2C and B2B comparative analysis." Marketing Intelligence & Planning 37, no. 6 (September 2, 2019): 674–88. http://dx.doi.org/10.1108/mip-08-2018-0306.
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Purpose The purpose of this paper is to qualitatively analyze and compare people’s objectives when participating in two sets of co-creation initiatives – business-to-consumer (B2C) and business-to-business (B2B) – to what the theory in the field states about that participation. Design/methodology/approach A qualitative approach has been adopted; it uses laddering, a qualitative technique, in a novel manner through the analysis of an abstract product: the co-creation process. Findings Results in B2C point to a disconnection between the motivation of participants and what the theory suggests that should be expected from a co-creation agenda. In the B2B setting, the disconnections are much smaller. Research limitations/implications The research used small and narrow samples. Additionally, the research considers only the consumers’ perspective. Practical implications Considering the context in which they compete (industrial or consumer market), companies must come up with better selection criteria for co-creators and must be more specific in setting and pursuing the goals of the co-creation projects. By doing so, organizations can achieve more fruitful results in those innovation initiatives. Originality/value The present study is innovative in the use of laddering to understand not a product nor a service, but a process: co-creation. The study reveals that, despite the buzz about co-creation, practical examples suggest that this process may not be as fruitful or satisfying as the theories suggest.
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Verma, Rajeev, G. K. Murthy Kothapalli, and Ranjani Kumari. "B2B or B2C dilemma in maintenance industry: UrbanKare." Emerald Emerging Markets Case Studies 10, no. 4 (November 23, 2020): 1–25. http://dx.doi.org/10.1108/eemcs-12-2019-0328.
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Learning outcomes The learning outcomes are as follows: assessing the changing trend in the needs of the customer, leading to evolution of new types of businesses in the urban areas. Deep understanding of household service industry and its future. Assessing the skills and capabilities required to become an entrepreneur and follow entrepreneurship. Understanding the aggregator, two-sided business model prevailing in the market. Understand the concept of business-to-business (B2B), business-to-consumer (B2C) business model in household industry. Case overview/synopsis This case study is about two first-generation entrepreneurs from India who started a new innovative service delivery platform, UrbanKare with a vision to organize the household maintenance services industry. The company was founded in 2016 with a seed capital support of the State Government. The idea behind this initiative was to provide customers a professional, reliable and convenient household repair and maintenance services at their fingertips. The biggest challenge they were facing was that of aggregation of service providers (skilled workforce) and maintaining the service quality in the context of B2B and B2C service provision. Complexity academic level PG level courses – Industrial Marketing Startup and Business Entrepreneurship. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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Hesselink, Martijn W. "Towards a Sharp Distinction between b2b and b2c? On Consumer, Commercial and General Contract Law after the Consumer Rights Directive." European Review of Private Law 18, Issue 1 (February 1, 2010): 57–102. http://dx.doi.org/10.54648/erpl2010004.
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Abstract: The proposed directive fits very well with a sharp distinction between b2c and b2b contracts and comprises several features that – especially as a combination – provide an optimal basis for a future European consumer (contract) code. Still, nothing in the directive renders further distinction between b2c and b2b compulsory. This raises the question as to whether a rigid, categorical distinction between rules governing b2c and those governing b2b contracts is desirable. This paper argues that no substantive ground justifies such a categorical distinction. Non-consumers, especially small businesses, often encounter situations identical to those usually invoked to justify consumer protection. In such cases the equality principle would require that the legislator extend the protection prescribed for consumers to include this group. In this respect, greater transparency may be expected from the European Commission. How does the Commission view the future: does a European Code of Consumer Law lie ahead? The Council of the European Union and the European Parliament should ask the Commission for guidance here and should adopt a clear position themselves. This is important for two reasons. The first is that prior to transposition of this directive, Member States should know what to expect. The second is that if a European Code of Consumer Law ever materializes, it will need to be the outcome of a deliberate decision to this effect. Zusammenfassung: Der Richtlinienvorschlag passt sehr gut zu einer scharfen Abgrenzung zwischen b2c und b2b Verträgen. Darüber hinaus beinhaltet sie eine Anzahl wesentlicher Merkmale, die, insbesondere als Kombination, eine optimale Grundlage für ein zukünftiges Verbraucher(vertrags)gesetz darstellen. Allerdings enthält die Richtlinie keinerlei Bestimmungen, die zwingend eine Abgrenzung zwischen b2c und b2b Verträgen vorgeben. Hierdurch stellt sich die Frage, ob eine strenge, kategorische Abgrenzung zwischen den auf b2c und den auf b2b anwendbaren Bestimmungen überhaupt wünschenswert ist. In diesem Beitrag soll dargestellt werden, dass keine stichhaltige Gründe eine solche kategorische Abgrenzung rechtfertigen. Nicht-Verbraucher, insbesondere kleine Unternehmen, sind oft identischen Situationen ausgesetzt, die normalerweise zur Rechtfertigung der Verbraucherschutzes aufgeführt werden. In diesen Fällen würde der Gleichheitsgrundsatz den Gesetzgeber dazu verp. ichten, um den auf Verbraucher anwendbaren Schutz auch auf diese Gruppe auszuweiten. In diesem Zusammenhang wäre eine größere Transparenz von der Europäischen Kommission wünschenswert. Wie sieht die Europäische Kommission die Zukunft? Liegt ein Europäisches Verbrauchergesetz in der Zukunft? Der Rat und das Europäische Parlament sollten hierzu die Europäische Kommission um eine Anleitung fragen und ihrerseits eine klare Stellung beziehen. Das ist aus zwei Gründen sehr wichtig. Der erste Grund ist, dass vor der Umsetzung dieser Richtlinie, die Mitgliedstaaten wissen sollten, was sie erwartet. Der zweite Grund ist, dass im Falle der Einführung eines Europäischen Verbrauchergesetzes dieses das Resultat einer freien Entscheidung sein sollte.
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Беленов, О. Н., and И. В. Гончарова. "СОСТАВ И СТРУКТУРА МАРКЕТИНГОВЫХ ИНСТРУМЕНТОВ." Вестник ВГУ. Серия: Экономика и управление, no. 1 (March 25, 2020): 136–40. http://dx.doi.org/10.17308/econ.2020.1/2765.
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Dugar-Zhabon, Ruslana. "NTERNET MARKETING TOOLS IN THE CONSTRUCTION INDUSTRY." Scientific Papers Collection of the Angarsk State Technical University 2021, no. 1 (July 5, 2021): 263–66. http://dx.doi.org/10.36629/2686-7788-2021-1-1-263-266.
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Biswas, Mukesh K., and Damodar Suar. "Employer Branding in B2B and B2C Companies in India: A Qualitative Perspective." South Asian Journal of Human Resources Management 5, no. 1 (June 2018): 76–95. http://dx.doi.org/10.1177/2322093718768328.
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The employer branding (EB) phenomenon has garnered the attention of practitioners and academicians over the past decade. However, the subjective experiences of managers on EB are hardly tapped. This study explores company executives’ views on EB through the case study method with semi-structured interviews in the context of the business-to-business (B2B) and business-to-consumer (B2C) companies located in India. Four key categories relevant to EB emerged from the data. These are (a) essence of a successful EB, (b) precursors of EB, (c) visibility of the employer and (d) outcomes of EB. Attributes of these categories were explored along the sub-themes, which reveal the respondents’ perceptions regarding their implementation of EB strategy. These attributes were similar in B2B and B2C companies.
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Pinkernell, Reimar. "Cloud Computing – Besteuerung des grenzüberschreitenden B2B- und B2C-Geschäfts." Die Unternehmensbesteuerung 5, no. 5 (May 1, 2012): 331–44. http://dx.doi.org/10.9785/ubg-2012-050507.
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Rėklaitis, Kęstutis, and Lina Pilelienė. "Principle Differences between B2B and B2C Marketing Communication Processes." Management of Organizations: Systematic Research 81, no. 1 (June 1, 2019): 73–86. http://dx.doi.org/10.1515/mosr-2019-0005.
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AbstractThe scientific problem analysed in the article focuses on identifying the differences in the marketing communication process in a framework of business-to-consumer and business-to-business markets. The results show that although it may seem that the process itself is the same in both situations, however, it has many differences as well as many aspects in common.
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Skhulukhia, Mariam. "Online Mediation and e-commerce (B2B and B2C) Disputes." International Journal on Online Dispute Resolution 8, no. 2 (December 2021): 167–78. http://dx.doi.org/10.5553/ijodr/235250022021008002007.
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Boyce, Wesley S., and Haim Mano. "An inquiry into the supplier selection decision from the business-to-consumer (B2C) perspective." Journal of Business & Industrial Marketing 33, no. 8 (October 1, 2018): 1221–30. http://dx.doi.org/10.1108/jbim-06-2018-0183.
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Purpose The purpose of this paper is to provide insights into what selection criteria consumers find critical when making the supplier selection decision. Much research exists on the business-to-business (B2B) perspective, so this research seeks to investigate the business-to-consumer (B2C) viewpoint. Design/methodology/approach A survey is used to identify the areas that consumers find to be important when seeking suppliers. Factor analysis is used to identify selection criteria that are important to consumers. Findings The results suggest that consumers value several factors quite highly, including delivery, price and quality. Service, flexibility and relationship are also rated relatively high, while consumer concern with technology and the environment seemed to be lower. Research limitations/implications This study is limited to a group of consumers represented by university students. Additional research methods may provide additional detail to supplement these results. Practical implications The consistency the authors found between firm and consumer preferences should make it a relatively simple process for firms to consider the desires of customers when dealing with their own B2B relationships. Originality/value The B2C perspective on the supplier selection decision has seen limited research coverage. The B2C collaboration perspective considers the contributions consumers can make in supply chain decisions, which may lead to new supply chain management strategies.
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Rudawska, Edyta. "Sustainable marketing strategy in food and drink industry: a comparative analysis of B2B and B2C SMEs operating in Europe." Journal of Business & Industrial Marketing 34, no. 4 (June 7, 2019): 875–90. http://dx.doi.org/10.1108/jbim-05-2018-0171.
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Purpose The paper aims to make a contribution by providing a comprehensive understanding of the scope of the implementation of sustainable marketing tools in SMEs operating in the food and drink industry in Europe. The focus will be put on the identification of differences between companies operating in business-to-business (B2B) and business-to-customer (B2C) context. Design/methodology/approach The empirical basis is a survey of 770 European SMEs, of which 369 operate in Western European countries (including UK, Germany and Spain) and 401 in Central and Eastern Europe (including Poland, Croatia and Russia). The respondents in the particular countries were stratified according to company size, measured by the number of employees. The research covered 316 micro companies, 5 small companies and 209 medium ones. The questionnaire was completed by the managing directors of the enterprises (CEOs) or heads of the marketing departments (CMOs). The research was conducted between April 2016 and January 2017. An in-depth analysis of the findings helped to identify differences between the two groups of SMEs, i.e. operating in the B2B and B2C context, in terms of the extent of sustainable marketing implementation. The non-parametric U Mann–Whitney test was used to examine the significance of the differences between the two groups of companies. Findings The research results suggest that both groups of B2B and B2C companies implement sustainable marketing tools to some extent. However, in most cases, B2B organizations do it to a significantly greater extent. Nevertheless, these activities relate mainly to those tools, which are directly visible to customers, both institutional and individual, such as packaging, product ingredients or certificates. To a lesser extent, they involve marketing activities of an internal nature, such as production process and the level of energy, water or resources used. Originality/value To the best knowledge of the author, this is the first empirical research study on the implementation of the sustainable marketing concept in SMEs operating in European countries. The study is a comparative analysis of the phenomenon between B2B and B2C companies, which has not been previously researched.
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Клименко, E. Klimenko, Петрище, and Vitaliy Petrishche. "FACTORS AND CONSTRAINTS AFFECTING FORMATION AND DEVELOPMENT OF ENTREPRENEURIAL POTENTIAL OF CULTURAL INSTITUTIONS." Journal of Public and Municipal Administration 4, no. 2 (June 25, 2015): 121–27. http://dx.doi.org/10.12737/13182.
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The article examines the factors limiting development of entrepreneurial potential of socio-cultural organizations of different types. The possible risks of production and promotion of cultural products on the system B2C and B2B are presented.
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Yang, Xinyue, and Qinjian Yuan. "The Effects of B2C Interaction on Customer Loyalty." Journal of Data and Information Science 3, no. 2 (June 22, 2018): 78–104. http://dx.doi.org/10.2478/jdis-2018-0010.
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Abstract Purpose This research attempts to examine the relationship between B2C interaction and customer loyalty in Business-to-Customer (B2C) context from a new perspective of the interactive tool. Design/methodology/approach The scale for B2C interactive tools is of seven dimensions: efficiency, security, fulfillment, mobility, community, cultivation, and customization. A model reflecting the influences of these attributes on customer loyalty is developed and empirically examined based on data collected from 265 B2C customers. Findings Results reveal that the fulfillment, mobility, community, and customization of B2C interactive tools can enhance customer loyalty directly and significantly. Efficiency and security, serving as the premise for possible purchase behavior, facilitate fulfillment. In addition, cultivation promotes the formation of customization, which directly strengthens customer loyalty. Research limitations Models considering individual-level indicators and combined with classic loyalty mechanisms in B2C context may lead to a deeper understanding of the tested effects of interaction on customer loyalty. Practical implications To strengthen B2C interaction and further cultivate loyal customers, making interactive tools more fundamental, flexible, and personalized is critical for B2C enterprises. Originality/value This study proposes a new perspective from interactive tools when measuring the relationship between B2C interaction and customer loyalty, and offers a useful theoretical lens and reasonable explanations for investigating customer loyalty in B2C e-commerce context.
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Liao, Huiru, and Sang-Bing Tsai. "Research on the B2C Online Marketing Effect Based on the LS-SVM Algorithm and Multimodel Fusion." Mathematical Problems in Engineering 2021 (July 8, 2021): 1–11. http://dx.doi.org/10.1155/2021/8186849.
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The comprehensive B2C online marketing is analyzed, and the current situation and shortage of comprehensive B2C online marketing strategies are summarized. Then, based on the relevant theories of consumer behavior and online marketing, the model of influencing factors in the purchasing decision-making process of online consumers is preliminarily constructed, the online purchasing behavior of consumers is studied by means of questionnaire survey, and the model is revised and improved through data collection and verification. Finally, based on the model, the online marketing strategy is discussed from the aspects of comprehensive B2C online marketing construction, product positioning, price strategy, channel construction, website design, and so on. It has important guiding significance to comprehensive B2C online marketing practice. Aiming at the B2C online marketing problem of multimodel fusion with multiobservation samples, a new multimodel fusion B2C online marketing algorithm based on LS-SVM is proposed, which is suitable for multiobservation samples. In each B2C online marketing of multimodel fusion, the mode of B2C online marketing to be multimodel fusion is represented by the multiobservation sample set. Firstly, the label of the multiobservation sample set is assumed, and this assumption condition is taken as the constraint condition of the optimization problem in LS-SVM. Thus, the B2C online marketing error of multimodel fusion is obtained. The category of multiobservation samples was determined by comparing the B2C online marketing errors of multimodel fusion under two assumptions. The B2C network marketing prediction method, stacking integrated learning method based on multimodel fusion, is adopted to build a multimachine learning algorithm embedded into the stacking integrated learning B2C network marketing prediction model. Through verification, it shows that the lower the correlation degree, the better the model prediction effect. Compared with the traditional single-model prediction, the B2C network marketing prediction method based on multimodel fusion stacking integrated learning method has higher prediction accuracy. The model prediction effect is better.
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Nath, Atanu, Parmita Saha, and Esmail Salehi-Sangari. "Blurring the borders between B2B and B2C: a model of antecedents behind usage of social media for travel planning." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1468–81. http://dx.doi.org/10.1108/jbim-11-2018-0329.
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Purpose The purpose of this paper is to call for a scrutiny of the dualist approach to business-to-business (B2B) and business-to-customer (B2C) marketing in industries driven by consumer-generated content. It posits that individual consumer-centric factors are influential for B2B marketing as well in sectors such as the travel industry and investigates the determinants of tourists’ intention to use social media websites for travel planning. Design/methodology/approach Integrating constructs from IS and marketing literature, the paper proposes information quality and perceived enjoyment as antecedents of perceived usefulness, attitude and intention to use. The research model is tested using data from social media users with experience in travel planning. Findings Results show that perceived usefulness and information quality are stronger predictors of attitude and behavioral intention than perceived enjoyment. Enjoyment was not found to be strongly influential. Relevancy and reliability of information and its usefulness concerning travel-planning needs were found more influential. Research limitations/implications Data were collected from social media users, raising possible issues of representativeness. Practical implications The paper offers clarity regarding antecedents of downstream user behavior which can be of significant value. Demarcations in B2B and B2C perspectives blur in the context of social media, enabling more effective integration. Originality/value The paper brings in and validates the roles of information quality and enjoyment as influencers of behavior. Identifying the travel industry as a sector having greater likelihood of B2BC convergence, the paper extends IS adoption research to user-interactive sites in the travel-planning context, which can benefit the consumer as well as the supply side.
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Kreye, Melanie E., and Dirk Pieter van Donk. "Servitization for consumer products: an empirical exploration of challenges and benefits for supply chain partners." International Journal of Operations & Production Management 41, no. 5 (April 12, 2021): 494–516. http://dx.doi.org/10.1108/ijopm-07-2020-0439.
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PurposeTo increase sustainability of their products and enable new business opportunities, manufacturers explore servitization in consumer markets. Yet, the literature has not addressed this development. This study is one of the first to investigate the challenges and benefits for manufacturers and their supply chains when engaging in business-to-consumer (B2C) servitization.Design/methodology/approachThe study explores two unique cases of manufacturers of complex consumer products that aim to extend their service offerings to the end-users. Data were collected via semi-structured interviews, observations and secondary data.FindingsFirst, the authors identify two factors as prerequisites for a servitized set-up: internal collaboration within the manufacturer and product characteristics (e.g. product complexity). Second, the authors identify the network as an important factor for B2C servitization, which includes the triadic set-up between manufacturer, installer and consumer. Third, the authors identify moderating institutional settings, such as regulations and consumer needs.Originality/valueThis research elaborates existing B2B servitization theory into an empirically informed theoretical framework for B2C contexts. It expands the view on servitization by introducing the network perspective to service a large number of geographically dispersed customers.
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Roser, Thorsten, Robert DeFillippi, and Alain Samson. "Managing your co‐creation mix: co‐creation ventures in distinctive contexts." European Business Review 25, no. 1 (January 4, 2013): 20–41. http://dx.doi.org/10.1108/09555341311287727.
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PurposeThe purpose of this paper is to make a contribution to co‐creation theory by integrating conceptual insights from the management and marketing literatures that are both concerned with co‐creation phenomena. It aims to develop a reference model for comparing how different organizations organize and manage their co‐creation ventures. It also aims to apply the authors' framework to four distinct cases that illustrate the differences in co‐creation practice within different co‐creation environments.Design/methodology/approachThe authors compare four different companies based on case profiles. Each company is employing its own distinct approach to co‐creating. The authors employ a method mix including literature analysis, structured interviews, document and web site analysis, as well as participation.FindingsThe reference model offers a set of useful dimensions for case‐based inquiry. The case comparisons show how firms may decide to systematise and manage a mix of co‐creation activities within B2B versus B2C contexts, utilising either crowd‐sourced or non‐crowd‐sourced approaches. Further, the case comparisons suggest that there are less differences in B2B versus B2C co‐creation as compared with crowd‐sourced versus non‐crowd‐sourced approaches. Ultimately, implementation decisions in one dimension of co‐creation design (e.g. whom to involve in co‐creation) will affect other dimensions of implementation and governance (e.g. how much intimacy) and thus how co‐creation needs to be managed.Originality/valueThe paper presents case comparisons utilising B2B versus B2C, as well as crowd versus non‐crowd‐sourcing examples of co‐creation and an original decision support framework for assessing and comparing co‐creation choices.
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Zhao, Yingyan, Yihong Zhou, and Wu Deng. "Innovation Mode and Optimization Strategy of B2C E-Commerce Logistics Distribution under Big Data." Sustainability 12, no. 8 (April 21, 2020): 3381. http://dx.doi.org/10.3390/su12083381.
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With the advent of big data era and rapid development of Internet technology, e-commerce has had a strong development tendency that causes many problems, such as redundant and complex business processes, low efficiency and a high cost for e-commerce logistics in the distribution sector. It is not difficult to conclude that the key to improving logistics distribution efficiency—and reduce logistics distribution costs—is to optimize logistics distribution under big data. In this study, the management model, influence factors and development status of B2C e-commerce logistics distribution under big data are analyzed in detail. Then big data processing, business process and route optimization strategies for B2C e-commerce logistics distribution under big data are deeply studied. Furthermore, an optimization model of product sales and logistics distribution of B2C e-commerce by big data platform is discussed in order to propose an innovative optimization strategy for B2C e-commerce logistics distribution under big data. Big data technology is applied in B2C e-commerce logistics business management, which is studied in detail. These findings achieve the optimal distribution of B2C e-commerce, reduce the B2C e-commerce logistics distribution cost and improve the B2C e-commerce logistics distribution efficiency under big data. In addition, enhanced competitiveness of B2C e-commerce logistics distribution is examined in this study. This study provides a reference for follow-up big data studies in the field of e-commerce.
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Andreini, Daniela, and Giuseppe Pedeliento. "B2B vs. B2C: an empirical attempt to bridge the gap." MERCATI E COMPETITIVITÀ, no. 1 (March 2013): 73–96. http://dx.doi.org/10.3280/mc2013-001006.
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Anwar, Syed Tariq. "Alibaba: Entrepreneurial growth and global expansion in B2B/B2C markets." Journal of International Entrepreneurship 15, no. 4 (July 1, 2017): 366–89. http://dx.doi.org/10.1007/s10843-017-0207-2.
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Gligor, David M. "Identifying the dimensions of logistics service quality in an online B2C context." Journal of Transportation Management 26, no. 1 (July 1, 2015): 61–76. http://dx.doi.org/10.22237/jotm/1435709100.
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There is theoretical and practical evidence indicating the existence of significant differences between the needs and wants of firms and end consumers, as well as the existence of significantly different needs between offline and online environments. Therefore, it is not clear how effectively measures of logistics service quality developed in an offline, B2B context can be applied to an online, B2C environment. This manuscript explores the elements of logistics service quality that end consumers value in an online context. The literature on logistics service quality in B2B and the literature on online consumer satisfaction are integrated. This results in the development of a set of dimensions for measuring online logistics service quality in online, B2C environments. Specifically, the dimensions of a new scale for measuring online logistics service quality (labeled oLSQ) were identified and defined. Managers can use the dimensions of logistics service quality identified in the oLSQ scale as a guide when designing and managing online retail stores.
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Asipi, Vedat, and Benjamin Duraković. "Performance Analysis of B2B and B2C companies in Northern Macedonia and Serbia." Heritage and Sustainable Development 2, no. 2 (August 10, 2020): 89–99. http://dx.doi.org/10.37868/hsd.v2i2.29.
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The purpose of this paper is to analyze and compare two different business models called business to business and business to consumer. The first model -business to business or B2B is defined as the transfer of goods and services between businesses or firms without the interference of consumers. The second model, business to consumer or B2C is customer-oriented in which the goods and services are sold immediately to customers in the market. This research focuses on the performance of these two business models in North Macedonia and Serbia. Our analysis tries to provide information regarding the countries’ development in different sectors within B2B and B2C models that are affected by specific indicators such as net salaries, total employment level, investment and exports, and research&innovation. Furthermore, besides the analysis of these indicators separately for each country, the paper will show the results and compare the performance differences among listed developing countries.
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Sutapa, I. Nyoman, Magdalena Wullur, and Tania Nano Cahyono. "Determining the Number and Location of Warehouses to Minimize Logistics Costs of Business to Consumer (B2C) Distribution." SHS Web of Conferences 76 (2020): 01012. http://dx.doi.org/10.1051/shsconf/20207601012.
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The article discusses a case study at a company that works on Fast Moving Consumer Goods (FMCG) section using B2B distribution system, and is conducting a market test for its new alternative tobacco products using B2C distribution system. The purpose of this study is to determine both number and location of warehouses that provides a minimum total logistics costs for the B2C process, where the company is currently still using company-owned B2B warehouses. Determination of the number and location of these warehouses is performed using Agglomerative Hierarchical Clustering where grouping is based on the shortest distance and is done using Evolutionary Solver. Centre of Gravity is also used to determine the location of the warehouses. Iteration will be carried out to obtain the number of warehouses that provide minimal total cost. The result of the modelling shows that the optimal number of warehouses is six and each warehouse will have their own market division.
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Fitriani, Dieni, Muhammad Ihsan Firdaus, and Joni Phangestu. "Perumusan Strategi Samudra Biru Strategic Business Unit Express PT XYZ Periode 2021–2023." Journal of Emerging Business Management and Entrepreneurship Studies 1, no. 2 (October 31, 2021): 288–305. http://dx.doi.org/10.34149/jebmes.v1i2.55.
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The courier, express, and parcel (CEP) market in Indonesia is growing rapidly in line with the growth of e-commerce. These developments created intense competition among the CEP companies. SBU expresses PT. As a new CEP company, XYZ seeks to avoid the red ocean competition by innovating the Blue Ocean Strategy. The research method used is qualitative research to study social phenomena by processing data in words sourced from interviews and studies of company documents and articles from outside the company. Based on the blue ocean strategy analysis, PT. XYZ formulates the company's strategy by creating B2C (Business to Customer) and C2C (Customer to Customer), and B2B (Business to Business) business models. The formulation of the blue ocean strategy for CEP services for B2C and C2C, is delivery via 3D printing, eco-friendly packaging, drop off drive-thru, mobile outlets and halal logistics services. Meanwhile, for B2B, is special handling for special goods, halal logistics services, environmentally friendly packaging, on-time delivery, and logistics consulting services.
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Wu, Xian Feng, Jing Zhou, and Xu Yuan. "The Research of Factors which Effect B2C E-Commerce Trust - Based on the Mechanism of Process." Advanced Materials Research 591-593 (November 2012): 2583–86. http://dx.doi.org/10.4028/www.scientific.net/amr.591-593.2583.
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With the continuous development of Internet, e-commerce has become flourishing, among which B2C e-commerce has developed especially rapid. However, the problem of consumer trust has become one of the main factors that has hampered the development of B2C e-commerce. This paper focuses on discovering the factors which influence the consumer trust in B2C e-commerce and establishing the consumer trust model of B2C e-commerce. This paper applies the mechanism of process to the B2C e-commerce creatively, then comes up with six stages of e-commerce shopping process, and refines the impact factors for each stage, and finally builds the consumer trust model of B2C e-commerce based on the mechanism of process. As online suppliers have control in the factors I have proposed in my research, the model is helpful not only for theoretical use, but for guiding cyber-marketing practices of enterprises.
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Balčiūnė, Aurelija. "NESĄŽININGŲ SĄLYGŲ PREKIAUTOJŲ TARPUSAVIO (B2B) SUTARTYSE KONTROLĖ PAGAL LIETUVOS TEISĘ." Teisė 105, no. 105 (December 12, 2017): 100. http://dx.doi.org/10.15388/teise.2017.105.11118.
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Iki šiol nesąžiningų sąlygų kontrolė suderinta tik sutarčių tarp verslo subjektų ir vartotojų (B2C) atžvilgiu, o apsauga nuo nesąžiningų sąlygų sutartyse tarp verslo subjektų (B2B) skiriasi priklausomai nuo šalies. Šis straipsnis papildo kitų autorių diskusijas, susijusias su nesąžiningų sąlygų reglamentavimu B2B sutartyse, atsižvelgiant į dabartinį reglamentavimą Lietuvoje, užsienio praktiką, negriežtosios teisės (angl. soft law) priemones ir Bendrosios Europos pirkimo–pardavimo sutarčių teisės (CESL) projekto pasiūlytą nesąžiningų sąlygų B2B sutartyse reguliavimą iš Lietuvos perspektyvos.
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Shao, Hua Qing, Wang Bin, and Yong Cheng Jiang. "A Validity Study on the Electronic Commerce Mode and Informatization Construction in the Perspective of Value Chain." Advanced Materials Research 756-759 (September 2013): 1003–7. http://dx.doi.org/10.4028/www.scientific.net/amr.756-759.1003.
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Electronic business activities of enterprise are changing the value creation process on every link of enterprise supply chain based on the rapid development of information technology. Constant innovations of electronic business model has had a powerful impact upon the traditional business model, and produced complicated influences on ERP platform interface of the enterprises and suppliers. Based on the value chain perspective, this paper makes data analysis by applying panel data model to electronic business model and enterprise informatization construction situation. The results show that the information construction of the case enterprise has promotive effect in analyzing the profitability of B2B, BMC and B2G models. Enterprise's information construction has limited positive facilitation to B2C mode, and negative effects may emerge because of cost problem.
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Klisenko, Olena, and Estefanía Serral Asensio. "Towards a Maturity Model for IoT Adoption by B2C Companies." Applied Sciences 12, no. 3 (January 19, 2022): 982. http://dx.doi.org/10.3390/app12030982.
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The fast-growing market for the adoption of IoT technologies poses serious challenges for companies providing IoT solutions. These challenges require constant technological and managerial improvement from the companies. To select the right direction for improvements, managers need appropriate tools for analysis and decision making. Recognised tools of this type are maturity models. Currently, maturity models developed for IoT adoption are mainly oriented to the business to business (B2B) market, while business to consumer (B2C) companies also need such a reliable tool for business improvement. Thus, this work is intended to fill the gap in existing research through the development of a maturity model for IoT adoption focused on the B2C market. To achieve this goal, we based our model on the scientific literature as well as on practical experience gained by leading companies in the market of IoT solutions. Moreover, the development and validation of the maturity model are carried out in close collaboration with two reputable European experts with extensive practical experience in this field. The result is a maturity model, which is a balanced, practice-oriented tool for assessing the maturity of the IoT solutions implementation and accounting for the specificity of the B2C market.
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Bo, Tian, and Wang Jia. "Recommended Trust Evaluation in B2C E-Commerce Based on Fuzzy Analytic Hierarchy Process." International Journal of Knowledge and Systems Science 3, no. 3 (July 2012): 60–69. http://dx.doi.org/10.4018/jkss.2012070106.
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Trust investigation in Business-To-Customer (B2C) E-commerce is usually based on analyzing relative compositions of B2C E-commerce, and mainly focuses on direct perceived trust of consumers. But in real B2C E-commerce, recommended trust of mature consumer is an important channel to enhance trust for a new consumer. A recommended trust evaluation method in B2C E-commerce is proposed based on fuzzy analytic hierarchy process. Firstly, compositions that affect online trust in B2C electronic-commerce are analyzed comprehensively. An individual trust evaluation system is established. Furthermore, for a new consumer, using trust evaluations of multiple mature consumers that he/she is familiar with, the study adopts fuzzy analytic hierarchy process to build composite recommended trust evaluation method. Finally, the proposed recommended trust evaluation method is applied to evaluate recommended trust of real B2C online shopping. It simulates the process of trust evaluating of a new consumer and illustrates the validity of proposed recommended trust evaluation method.
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Anderson, Jamie, and Michael J Earl. "lastminute.com: B2C e-commerce." Business Strategy Review 11, no. 4 (December 2000): 49–60. http://dx.doi.org/10.1111/1467-8616.00157.
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Durakovic, Benjamin, and Amar Cosic. "Impact of quality and innovation strategies on business performance of Bosnian B2B and B2C companies." Sustainable Engineering and Innovation 1, no. 1 (June 1, 2019): 24–33. http://dx.doi.org/10.37868/sei.v1i1.96.
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The aim of this paper was to compare two business models, namely business to business and business to customer. The first model is oriented towards the delivery of intermediate goods ordered by an immense foreign market leader that is outsourcing a part of its business. The second model is more customer oriented and is about innovation and creation of goods ready to be immediately sold on the market. Bosnia is a developing country, and often a place for establishing B2B businesses. However, we are lacking in innovation, our own know-how and creation of challenging business opportunities. It also faces the problem of brain drain, therefore it is in a need of a plan for retaining the youth within the country. The analysis aimed to show how the employment level is affected by the investments, exports, and salaries within the B2B and B2C group of sectors. The results showed that Bosnia has a huge potential for employment increases if the concentration of investments is directed towards innovations and B2C businesses.