THE STUDY OF B2B E-MARKETPLACE - BY WAY OF THE TEXTILE INDUSTRY

• Main Authors: YING-TSUN CHOU, 周英村
• Other Authors: JONG-TSONG CHIANG
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/09494224205128547298

碩士 === 國立臺灣大學 === 商學研究所 === 89 === The thesis analyzed the economic nature and developing business models of B2B e-marketplace. Studying the structure of textile industry, the decisions making patterns of procurement, the related issues on business models of B2B e-marketplace, and case study. The thesis found that in general the high value-added activities often at the front end and back end stages in the value chains of textile industry, such as product design, licensing, marketing, channel management. And they tend to be internalized. The activities at the middle stage such as the supply of raw material and manufacturing are often low value-added. And they tend to be externalized. Because low transaction frequency of semi-standard and specialized products may cause potential speculative behaviors and information asymmetry, it is likely to occur adverse selection and moral hazard. It needs intermediary party to cast trilateral governance. Most players of industry value chains maintain in the state of equilibrium of cooperative network relationship. Though through B2B e-marketplace can access real time information, increase the bargaining power, enlarge to reach new customers and new markets or lower transaction costs. Ironically bilateral side tended to trade directly in the second transaction to build the long-term cooperative relationship, bypassing the B2B e-marketplace to save transaction costs. Because the value to big players in many to many independent B2B e-marketplace is little and obscure, the big players often tend to be low involvement. Therefore unless B2B e-marketplace can decrease transaction costs materially and provide the exclusive value propositions, it can hardly keep its sustainable competitive advantage. B2B e-marketplace acts as infomediary in the purchasing process, the most critical mission is to facilitate the transaction and long-term profitability. Its strategic logics of the value propositions as following: * bilateral side of trade have no learning motivation in low frequency transaction, * lower transaction costs, * opportunity cost of timing, * untrustworthy environment in transaction context, * selected resource structure which fits the strategic position and business models, * information asymmetry of nontransparency, * network effects of M2M (marketplace to marketplace), * value-added services and complementary strategic alliance partners, * other value propositions.