Decision Factors for the Adoption and Continued Use of Online Direct Sales Channels among SMEs

Although more and more small and medium-sized enterprises (SMEs) use the Internet for business purposes, few of them have adopted the Internet as an online direct sales channel (ODSC). Among those that do use the ODSC, some end up abandoning it after adoption. This study explores a few critical factors underlying the initial adoption and continued use of online direct sales channels among SMEs. Synthesizing existing works, we construct an innovation adoption decision factors classification framework that classifies innovation decision factors into three dimensions: decision entity factors, decision object factors, and context factors. We then operationalize these factors in the context of SMEs’ initial adoption and post-adoption continued use of online direct sales channels. We conduct a survey study on SMEs within the United States. The results demonstrate that an SME’s initial adoption and post-adoption continued use of an ODSC involve different sets of decision factors. Furthermore, results demonstrate a learning effect within adopting firms that implies they perceive the relative advantage of ODSC differently in comparison to pre-adopters

“Old boys' club”:Barriers to digital marketing in small B2B firms

Despite the widely acknowledged benefits of digital marketing, many B2B SMEs have been slow to adopt these practices. These firms\u27 characteristics and ways of working mean that digital marketing as practiced in B2C or in larger firms may be unsuitable. This paper aims to increase understanding about digital marketing in B2B SMEs, by examining the barriers they face and the digital practices that work for them. A qualitative research methodology is used to focus on these previously unexplored practices in small B2B firms operating with the oil and gas industry. The study identifies the internal and external factors linked to this B2B SME context that both influence and act as barriers to digital marketing practice. The distinctive pattern of marketing practices arising from this combination of factors and the limited role of digital marketing within it, are revealed. These insights extend the debate about digital marketing\u27s use by showing empirically that a “one size fits all” ways of thinking about digital marketing is not appropriate for B2B SMEs. The implications for researchers and practicing managers are considered

“Old boys\u27 club”: Barriers to digital marketing in small B2B firms

Despite the widely acknowledged benefits of digital marketing, many B2B SMEs have been slow to adopt these practices. These firms\u27 characteristics and ways of working mean that digital marketing as practiced in B2C or in larger firms may be unsuitable. This paper aims to increase understanding about digital marketing in B2B SMEs, by examining the barriers they face and the digital practices that work for them. A qualitative research methodology is used to focus on these previously unexplored practices in small B2B firms operating with the oil and gas industry. The study identifies the internal and external factors linked to this B2B SME context that both influence and act as barriers to digital marketing practice. The distinctive pattern of marketing practices arising from this combination of factors and the limited role of digital marketing within it, are revealed. These insights extend the debate about digital marketing\u27s use by showing empirically that a “one size fits all” ways of thinking about digital marketing is not appropriate for B2B SMEs. The implications for researchers and practicing managers are considered

Using eCommerce to Improve Product Marketing and Profitability in Nigeria

Small and medium enterprises in Nigeria rarely use eCommerce, which has led to lagging market shares and profitability compared to firms in other countries that use eCommerce. Approximately 90% of boutique fashion businesses shut down their businesses due to the inability to operate outside their business location. The social exchange theory was used in this multiple case study to explore how some small business owners in the boutique fashion industry use eCommerce to improve product marketing and profitability in Nigeria. The target population for this study was 5 fashion boutique owners based in Lagos State, Nigeria with a significant record of profitability by using eCommerce in product marketing. The data collection was through semistructured face-to-face interviews with 5 business leaders; each from different fashion boutiques in Lagos. Data collected was first coded to maintain confidentiality of participants, the digital recordings was transcribed into a Microsoft word document, and Nvivo 10 software was used to analyze and generate emerging themes. The data analysis was supported by methodological triangulation and member checking to enhance the credibility and trustworthiness of the interpretations. Two of the themes that emerged from the study were generating sales to improve profitability and strategic store locations. Use of eCommerce may contribute to social change through an increase in successful startups, increased employment, and the positive impact such companies have in the societies and communities they operate. Leveraging eCommerce may enable small- and medium-sized enterprise leaders to operate sustainable businesses

Evaluation of business steps extension (e-business)

Evaluation of the Business Steps (e-business) programme, delivered in the East Midlands between August 2007 and March 2010 to improve business take-up of ICTs ('e-adoption'). Based on 500 beneficiary survey responses to investigate Strategic Added Value (SAV) and desk research to investigate net impact in GVA

IMPACT OF COVID-19 ON AGRIBUSINESS SME’S E-MARKETING STRATEGIES: THE CASE OF COMPANY AGRO JUNIKOM

The aim of this study is to compare differences that occur in SMEs E-marketing and E-business approach in the digital era since the advent of Covid-19. The events associated with the pandemic have forced more consumers to meet their needs online, and many businesses to adjust to this new reality. SMEs became most vulnerable, considering their dependency on the velocity of money from merchandise sales. The decreased demand disturbed companies’ cash flow. The same applies for agribusiness SMEs in North Macedonia. This paper is based on a case study for Agro Junikom, a medium-sized, agribusiness enterprise in North Macedonia. It shows the results of analytical and comparative analysis of the changes of company’s perception and approach regarding the digital space since the onset of the pandemic. The first interview was conducted in 2018, and the second one in 2022, after the Covid-19 forced digitalisation. The results are graphically displayed using a Business Model Canvas, and present the transition of a business model, from traditional to digital marketing approach. Results show that by increasing the online presence, with already existing technological infrastructure and staff readiness, the enterprise introduces an additional sales channel and targets an additional customer segment. By doing so, additional value is created. The positive response to this change is evident in terms of cost and income structure, where the cost structure remains unchanged, while an additional source of income is introduced. Therefore, the addition of e-marketing tools to the already established marketing strategy, was a necessary movement to maintain, and even improve enterprise’s performance and market presence, in an unexpected, critical occurrence had a significant influence on business operations

E-commerce adoption by European firms: a cross-country multilevel analysis

E-commerce has been recognized as a new form of commerce and a fresh way to identify, target, and retain customers. However, firms are often uncertain about investing in the online channel as there is no guarantee this will result in consumers engaging in online transactions. The studies on e-commerce adoption usually distinguish the following three dimensions: environmental, technological, and organizational (Rodríguez-Ardura & Meseguer-Artola, 2010; Zhu, Kraemer, & Xu, 2003). There are few purely virtual firms, and the traditional channel and multichannels continue to be the predominant types of retail channels used by firms (Zhu, Kraemer, & Xu, 2006; Li, Troutt, Brandyberry, & Wang, 2011). This is due to the many obstacles faced by firms adopting e-commerce; more specifically, they must overcome important technical, cognitive, socio-political, economic, legal, managerial, financial, and cultural challenges (Zhu, Kraemer, & Xu, 2003; Molla & Licker, 2005; Kshetri, 2007). Given the heterogeneity of contexts, the factors constraining the adoption of ecommerce are not the same across firms and countries (digital divide). In light of this, our focus will be on firms that have not yet taken the decision to adopt e-commerce due to a set of restraints, and on analyzing the differences within- and between-countries. The research question to be answered is: What are the inhibitors of e-commerce adoption in each EU country? An analysis is made of the overall attitudes towards e-commerce adoption in European firms, linking specific deterrents of e-commerce adoption (e.g., higher delivery costs or the nature of business) and the following retailer characteristics: size, type of product, retail channels, and respondent’s position in the firm and engagement in distance selling. To explore the overall attitude towards e-commerce adoption, we propose a conceptual model that combines a two-level structure: the individual level, which models the attitudes towards barriers that prevent adoption of the online channel within each country; and the country level that highlights the similarities (and differences) between EU countries. The statistical model combines factorial and regression components. This model was estimated by the maximum likelihood method using the MPlus 6.12. CFI is 0.989, TLI is 0.984, and RMSEA is 0.034; therefore, model fit is excellent (Hu & Bentler, 1999). Results show that aspects such as firm size and the job position of respondents do not influence the attitudes toward e-commerce adoption. Three covariates point to theiv aversion to e-commerce: telesales/call center retailing, direct retail channels, and selling non-food products.A adoção do comércio eletrónico tem vindo a ser reconhecida como uma nova forma de retalho, bem como uma forma inovadora de identificar, adquirir e reter clientes. As empresas têm tendência a enfrentar a incerteza no momento de decidir se irão ou não investir num canal na Internet, dado que são necessários recursos internos e a oferta de um serviço que faça os clientes quererem efetuar novas compras pela Internet. Os estudos nesta área focam-se principalmente em três dimensões: organizacional, tecnológica e contextual (Rodríguez-Ardura & Meseguer-Artola, 2010; Zhu, Kraemer, & Xu, 2003). São poucas as firmas que usam apenas canais virtuais para vender produtos/serviços/informações, sendo o retalho tradicional e o multicanal os canais mais utilizados pelos retalhistas (Zhu, Kraemer, & Xu, 2006; Li, Troutt, Brandyberry, & Wang, 2011). Em consequência, a adoção de comércio eletrónico enfrenta vários obstáculos, nomeadamente técnicos, cognitivos, sociopolíticos, económicos, legais, financiais, culturais e organizacionais (Zhu, Kraemer, & Xu, 2003; Molla & Licker, 2005; Kshetri, 2007). Tendo em consideração a heterogeneidade contextual, torna-se evidente que os fatores que dificultam a adoção do comércio eletrónico não são os mesmos em diferentes empresas ou países, o que origina um fosso digital a nível global. Assim sendo, o nosso foco ao longo desta dissertação será em empresas que ainda não adotaram o comércio eletrónico, considerando os diferentes inibidores no momento da tomada de decisão pelos gestores, bem como as diferenças que existem em cada países e entre países da União Europeia. A questão principal a ser respondida será: Quais os fatores que inibem a adoção do comércio eletrónico em cada país europeu? Considerando esta questão basilar, irão ser analisadas as atitudes das empresas europeias perante a adoção de comércio eletrónico, cruzando impedimentos específicos à adoção de e-comércio (como por exemplo, os elevados custos associados à entrega ou a natureza do negócio) com características específicas dos retalhistas (covariáveis): dimensão da empresa, tipo de produto transacionado, os canais de venda, a posição dos entrevistados na empresa, bem como se estão já ou não a exportar produtos ou serviços. Para explorar estas atitudes das empresas europeias perante a adoção de comércio eletrónico, foi proposto um modelo conceptual que combina uma estrutura em dois níveis: a nível individual, o modelo analisa as atitudes em cada país relacionada com as barreiras associadas à adoção do comércio eletrónico; e ao nível do país, onde são identificadas as diferenças e as semelhanças entre os paísesii europeus. O modelo estatístico combina uma componente fatorial e uma componente de regressão. Para além disso, foi estimado usando o método de máxima verosimilhança, recorrendo ao software MPlus 6.12. Como o CFI é 0,989, o TLI é 0,984 e o RMSEA é 0,034, podemos concluir que o ajuste do modelo é excelente (Hu & Bentler, 1999). Os resultados revelam que aspetos como a dimensão da empresa e a posição dos entrevistados não influenciam as atitudes em relação à adoção do comércio eletrónico. Contudo, são três as covariáveis identificadas como tendo aversão à adoção do ecomércio: as empresas que usam as televendas, as empresas que usam o call center como canal de vendas e os retalhistas que optam pelas vendas diretas (comércio tradicional), bem como as que vendem produtos não alimentares

Online Marketing Strategies for Increasing Sales Revenues of Small Retail Businesses

Small retail business leaders use online marketing to connect with consumers and the community. The purpose of this qualitative multiple case study was to explore the strategies some small retail business leaders use to implement online marketing to increase sales. Data were collected from 4 small retail business owners who successfully used strategies to implement online marketing in California. The conceptual framework for this study was Rogers\u27s diffusion of innovation theory. Data collection techniques and sources were semistructured, face-to-face interviews, and review of public business documents, company websites, social media websites, and analytical tools. A thematic analysis of the data yielded 4 themes: social media platforms and strategies, online marketing strategies and challenges, online content strategies, and follow-up strategies. Business leaders of small retail organizations who want to increase revenue, remain competitive, overcome challenges associated with online marketing, and increase communication by implementing new technology might elect to align with the strategies identified in this study. The implications for positive social change include the opportunity for small retail business leaders to increase revenue while providing more job opportunities to benefit employees, employees\u27 families, and the community