Evolving B2B e‐commerce adaptation for SME suppliers

Abstract

PurposeThe purpose of this paper is to explore a central issue in industrial marketing, namely the buyer‐seller relationship, by focusing on how its development influences and is influenced by the use of B2B e‐commerce strategies. More specifically, the paper aims at identifying what kinds of B2B electronic interactions are imposed by influential buyers; exploring the link between these electronic interactions and the buyer‐seller relationship; and seeing how influential buyers and SME suppliers adapt their own strategies in this online environment.Design/methodology/approachThe multi‐case study methodology was used to allow for rich data collection and analysis and to support the discovery of patterns.FindingsThe results indicate that large buyers use specific e‐commerce processes and tools for the different relationships they have with their SME suppliers. The latter must adapt to these requirements to attain the next relationship level or risk forfeiting their established position. When a supplier reaches the new level, other requirements arise, forcing it to continuously adapt its e‐commerce strategy.Research limitations/implicationsThe model proposed in this paper can serve as a tool to align B2B e‐commerce strategies and buyer‐seller relationship levels.Practical implicationsSome SME suppliers have developed a competitive advantage by going through this cycle faster than their competitors. The following relationship stages were observed: pre‐relationship, spot relationship and contractual relationship. Interestingly, there was no collaboration stage in the relationships studied.Originality/valueThe paper contributes to an understanding of the link between electronic interactions and the buyer‐seller relationship. Its information is particularly relevant to organizations that transact or plan on transacting electronically with clients or suppliers in a B2B setting.