Project: B2B METRICS

B2B METRICS

Contact:

Hans Schedl

Homepage:		B2B metrics
project team:		Michael Reinhard Hans Schedl Kai S�lzle in cooperation with: Nomura Research Institute, Tokyo PREST, Manchester RCS Conseil, Paris VATT, Helsinki
Client:		EU, DG Information Society
Project period:		January 2002 to June 2004

The project B2B Metrics had to develop indicators for the measurement of forms, content, strategy and impacts of Business to Business e-Commerce (in short B2B) in order to

Benchmark development; our results indicate that the use of specific internet techniques like demand aggregation, marketplaces or auctions as well as complementary innovation for B2B use is still not widely spread. They also suggest that there is no �standard� pathway of development: the pathway may depend on framework conditions � e.g. the absence of enterprises with formative power in a value chain � or the importance of partner firms for the processes: in a fragmented value chain development will tend to lag, small or less important partners will be connected via portals.
Identify enablers and barriers; our results indicate a significant correlation between successful implementation and standardisation, B2B personnel and controlling. Among the barriers are a lack of wider diffusion of standards and low cost effectiveness in small enterprise.
Test the applicability of the approach; differing value-creation models and framework conditions as well as sectoral specificities necessitate modified modules (e.g. in financial services or pharmaceutical development). If high response rates are the aim, the questionnaire has to be short, and different policy questions do require different approaches.
Develop toolkits for statistics; the study developed four toolkits for different statistical purposes.

Methodology

The project is mainly based on interviews and pilot surveys in selected sectors of the partner countries. The selection of variables is based on the discussion of existing measures and the models used: a phase model for tangibles and IC dVal for intangibles measurement.

Data

Existing international measurement literature, interviews and surveys.

Selected results

DIf complementary innovation is used as a criterion for differentiation, a great lag between small and large firms in B2B application is observable. Our results suggest that at least two discernible pathways of development will exist in the medium term.
From the limited results of our pilot study combined with assumptions on non-respondents we tentatively conclude that

There seems to exist a digital divide between small and larger firms regarding B2B application.
This may lead to developmental disadvantages of small firms and structural change.
If the share of �peripheral� firms not participating in B2B networks is high, this will probably lower the overall impact of B2B application (and the success of eEurope).
Not technology � complementary innovation is decisive for the success of B2B.

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Ifo Project

B2B METRICS

Contents

Methodology

Data

Selected results