VALUE CREATION FOR SMES USING COLLABORATIVE

COMMERCE MARKETPLACES

Yen Ping Cheung

Clayton School of Computing, Monash University, Clayton, Australia

Daisy Seng

Department of Accounting and Finance, Monash University, Caulfield, Australia

Jay Bal

Warwick Manufacturing Group, University of Warwick, Coventry, United Kingdom

Keywords: Collaborative commerce marketplace, value creation, business model, SMEs and value-focused thinking.

Abstract: To compete with low cost competitors from other regions of the world, collaborative commerce

marketplaces (CCMs) can assist SMEs to innovate and rejuvenate their business. For instance, CCMs allow

the configuration of partners’ capabilities very quickly in response to market’s demand to collectively bid

for tenders/projects. Through collaboration with partners in the CCM, SMEs are able to venture outside

their regions to capture new markets. A comprehensive, visual and dynamic CCM model is presented in this

paper which can be used as a basis for further study of CCMs. Two selected case studies from a CCM are

used to verify the proposed model. The layered approach of the model provides opportunities for further

examination of the dynamic and complex interactions in CCMs

1 INTRODUCTION

The introduction of Internet technology and

electronic communication in the mid 1990s initiated

the inception of electronic marketplaces

(eMarketplaces) which created a lot of hype about

how businesses could benefit from this new

electronic environment and how they could have

access to global economy (Burke, 1997; Hodge and

Cagle, 2004; and Mehler et al., 1997). Despite the

publicity, many businesses, in particular small-to-

medium enterprises (SMEs) who employ less than

200 full-time employees (ABS, 2003) find it very

difficult to participate in global economy. If they

join a major supply chain via an eMarketplace they

will be near the bottom of the industry with the

constant prospect of being replaced by low-cost

competitors from nations like China and India. If

they try to go it alone by directly reaching major

customers they usually exhaust their business

development resources well before they can land the

required contracts given the length of time and costs

associated with product development lead times and

selling cycles. Further, it is very difficult for SMEs

to go outside home markets which inevitably lock

companies into lower profit margins, eroding the

necessary profits to keep innovating their products

and services to stay competitive.

Even though there are at least one eMarketplace

and sometime as many as ten in each industry sector,

the actual user take-up of eMarketplace is modest. In

the UK only two percent of business-to-business

(B2B) transactions are currently going over the web,

despite the fact that a quarter of businesses have

signed up to eMarketplaces. We believe that these

figures are misleading as most of the businesses that

have signed up are generally only participating in

free on-line trials. More significantly, only two

percent of companies’ suppliers relationships are

conducted over the web, with an overwhelming 92

percent of supplier relationships are still being

maintained through traditional channels. It seems

that the current eMarketplaces’ business models are

not working as anticipated (Bal, 2005).

Ping Cheung Y., Seng D. and Bal J. (2007).

VALUE CREATION FOR SMES USING COLLABORATIVE COMMERCE MARKETPLACES.

In Proceedings of the Ninth International Conference on Enterprise Information Systems - SAIC, pages 63-71

DOI: 10.5220/0002370000630071

 SciTePress

However, there is considerable research

underway in Europe on effective collaborative

commerce models (CCMs), one such project is the

European Collaborative Networked Organisations

Leadership Initiative (EcoLead, http://ecolead.vtt.fi/)

which starts off with the vision:

“In ten years, in response to fast changing

market conditions, most enterprises and particularly

SMEs will be part of some sustainable collaborative

networks that will act as breeding environments for

the formation of dynamic virtual organizations.”

One of the most advanced practical examples is

the West Midlands Collaborative Commerce

Marketplace (WMCCM, www.wmccm.co.uk). This

is one of the first practical examples of breeding

environment for collaborative networked

organisation. This three year old project has over

3100 registered SME members, covering a broad

spread of industrial competences. Over 200 of these

members have been competence profiled, to capture

what they can do, not just what they do now. It has

tenders feeds from a range of partners, over 40,000

tenders in the last year. The system allows quick

creation of networked organisations in response to

tender opportunities, and this has generated over

AS$8 million of new business for the members.

Adding value is the key objective for WMCCM, and

this is achieved by identifying what members can

really do, making that available to the outside world

in an independent trusted manner, and creating

networked organisations quickly in response to

opportunities. On-line collaborative working allows

this to be done at low cost.

The objective of this paper is therefore, two-fold:

 To investigate the comprehensive, visual

business model for CCM system proposed by

Seng et al. (2006) using case studies and

 To identify specific value creation from

selected case studies in the WMCCM.

The remainder of this paper is structured as

follows: Section 2 provides background information

on the differences between existing eMarketplace

and CCM; Section 3 discusses the opportunities and

benefits of CCM; Section 4 presents the research

methodology adopted; background information on

two selected case studies are provided in Sections 5

and 6 respectively; Section 7 contains a detailed

discussion of the model and its value creation; a

brief summary is presented in Section 8; and finally

finishes with a conclusion and further work in

Section 9.

2 EMARKETPLACE AND CCM

Similar to the traditional marketplace, in electronic

marketplaces purchasers and sellers are brought

together for the purposes of buying and selling of

goods and services; conducting financial activities

and transactions as well as information exchange.

All these activities, transactions and exchanges take

place in the ‘virtual marketplace on the Internet’

rather than at a physical venue.

The early definition of eMarketplace by Bakos

(1991) as “an interorganisational information system

that allows the participating buyers and sellers to

exchange information about prices and product

offers” has been widely accepted (Choudhury et al.,

1998; Clemons et al; and Forrester Research, 2001).

This definition has been refined and updated to take

account of the changes and complexity of the

eMarketplace environment by numerous scholars

(Federal Trade Commission 2000; Grieger, 2003l

Raisch, 2001; Sculley and Wodds, 2001; and Weill

and Vitale, 2001). eMarketplace in the context of

this paper is defined according to Stockdale and

Standing (2004) as ‘an interorganisational

information system that allows multiple buyers and

sellers, and other stakeholders, to communicate and

transact through a dynamic central market space,

supported by additional services” (Stockdale and

Standing, 2004).

By integrating collaborative supply chain

services through eMarketplace, firms, organisations,

individuals and/or any other stakeholders can

collaborate and share information with each other

without relying on one self’s heavily pre-invested

infrastructure (such as Electronic Data Interchange

or EDI). Indeed eMarketplaces act as a facilitator for

seamless information sharing and create visibility in

the supply chain (Rudberg, Klingenberg and

Kronhamn, 2002).

eMarketplaces can be grouped into horizontal

eMarketplace and vertical eMarketplace based on

products and industries (Kuglin and Rosenbaum,

2000; and Deloitte, 2000).

According to Li and Li (2005), the current

business models for eMarketplace are generally

classified into 3 categories (from the perspective of

eMarketplace operators), that is, (i) independent

eMarketplace; (ii) consortium eMarketplace and (iii)

private eMarketplace. Independent eMarketplace is

established by an independent third party, whereas

consortium eMarketplace is set up by some

participants (buyer or seller) in a single industry. In

contrary, private eMarketplace is usually operated

by one firm to facilitate its own business process, for

ICEIS 2007 - International Conference on Enterprise Information Systems

instance, eMarketplace of Cisco (Li and Li, 2005;

and Raisch, 2001).

Collaborative commerce marketplace (CCM) is

an independent eMarketplace system which is based

on a group of stakeholders cooperating as market

makers for common interest. Common interest may

lie within a geographic area, specific goal (ie.

business objectives) or the type of industry.

In addition to the existing eMarketplaces’

functionality and characteristics, the WMCCM

serves SMEs and their customers by supplying

competence profiling and brokerage facility;

collaborative (virtual) teaming capability as well as

electronic communication capability. The

independent CCM not only puts strong emphasis on

service and capability, but also competence of how

an organisation applies its skills and processes in

other unrelated products or sectors. The functionality

of competency identification will allow a first tier

supplier to identify new or alternative sources of

supply for product, while the brokerage system will

in effect by identifying all possible virtual

organisations that can supply those competencies.

Furthermore, collaborative (virtual) teaming

capability will provide SMEs a framework and

mechanism for creating rich relationship across a

distributed supply chain with members

geographically dispersed.

The CCM will also be able to complement the

role of the vertical multi-national industry specific

eMarketplaces by presenting them an effective way

to reach the lower tiers of the supply chain where

SMEs predominate.

3 OPPORTUNITIES AND

BENEFITS OF CCM MODEL

In addition to basic business operations,

opportunities for innovation have emerged through

CCM models. The areas of innovation focus on

capability rather than products. CCM models focus

more on bringing businesses (based on their

capabilities) together to exploit new opportunities.

The innovation agenda is of high priority in

Australia, the USA and Europe because these

regions cannot match the manufacturing cost

available to nations such as China and India. CCMs

help switch the focus of marketplaces from doing

better matched (and thus cheaper!) buying and

selling to a focus on quickly putting together

resources to exploit new opportunities. Existing

eMarketplaces have assisted in making

manufacturing a commodity, if I can’t source a

capacity from Australia, I can get it from China,

India or Europe. CCMs switch the focus to

capability, rather than capacity. These systems offer

huge opportunities for innovation and adding value

to businesses, thus providing competitive advantage

over others. Some of these opportunities are listed

below:

 Quickly generate new capability or capacity;

 Conduct collaborative new product or service

development or enhancement;

 Collectively offer or bid for a project;

 Share expensive infrastructures and resources;

 Access to other national and international

markets;

 Increase business agility and

 Make capability more widely accessible

Like other developed industrialised countries,

many traditional industries in the UK have been

badly affected by low cost competitors like China

and others. Manufacturers are no longer limited to

local suppliers and restricted by geographical

locations. The reality for local or regional SMEs is

that they have to innovate to remain in business. One

way is to collaborate with other SMEs to bid for new

contracts in new markets. In some cases, they may

be applying the same processes or their know-how

to target new products or markets as shown in one of

the cases in this paper.

Another illustration of this is a partner company

who for the automotive industry manufactured seat

frames. Key skills and process included the ability to

“bend and join,” wire precisely. They have now

become the leading world provider of body piercing

jewellery. A product that also requires the skills and

capability to “bend and join,” wire precisely. The

profit margins are much higher and they judge the

work as more interesting.

Through collaboration with others in the

eMarketplace, new and more attractive offers can be

made collectively to the market rather than as

individual offers. Also, CCMs enable the sharing of

expensive resources which SMEs on their own may

not be able to afford. Thus such platforms provide

low cost, high quality and timely resources.

Besides enabling SMEs to keep pace with an

ever-changing business landscape, other

opportunities in the form of access to global

markets, changed (or new) production methods and

costs, enhanced communication, reduced transaction

costs and stimulated competition are all drivers for

enabling SMEs to survive in today’s global economy

(Sculley and Woods, 2001; Timmers, 1999; Tumolo,

2001; and Stockdale and Standing, 2004).

VALUE CREATION FOR SMES USING COLLABORATIVE COMMERCE MARKETPLACES

From the above descriptions of CCMs, the CCM

model needs to be very dynamic in nature and

adaptable to changes in highly unpredictable

situations. It aims to offer different structures to

participating parties seeking adaptability and

flexibility in highly dynamic environments. This

flexibility allows businesses to respond to fierce

global competition, short product life cycles and

heightened customer demands. In addition, the CCM

model also allows participating parties to maintain

close technology-enabled relationships until

business objectives are completely achieved. It

potentially allows organisations to fully exploit the

low procurement costs associated with arm’s length

relationships and shared risks and expertise of

traditional supply chain (Williams, Esper and

Ozment, 2001).

4 RESEARCH METHODOLOGY

According to Cavaye (1996), case study research

investigates pre-defined phenomena but does not

involve explicit control or manipulation of variables.

A research methodology using the case study

approach combines data collection techniques such

as interviews, observation, questionnaires and

document and text analysis. Following data

collection, both qualitative data and analysis

methods and quantitative methods may be used

(Yin, 1994). Here the research has less prior

knowledge of constructs and variables and the aims

of case research are list below:

 To provide a description of phenomena;

 To develop theory;

 To test theory;

 To provide evidence for hypothesis;

 To explore areas where existing knowledge is

limited.

For the reasons mentioned above, we aim to use

case studies to test the proposed CCM model.

Initially we have selected two case studies from

different industry types to verify the proposed

model. These case studies are described below.

5 CASE STUDY 1: RAILWAY

TOILET MODULES

An initiative undertaken by the West Midlands

Regional Development Agency (UK) in 2004 to

examine the prospects for railway manufacturing

predicted a three percent year on year increase in the

coming decade. Discussions with the main OEMs

(French and Canadian companies) identified several

areas where there was a shortage of suppliers; one of

these was for passenger carriage toilet modules.

From an engineering perspective, processes to

manufacture a particular product or component can

be identified by physical examination of the product

or component. For example, in the case of the

railway toilet modules, some processes are metal

fabrication, plastics moulding, electrical harness

design and manufacture and assembly of

parts/components. In the region it was difficult to

find a single company that possessed all these

capabilities. This is often the case; it is too difficult

to build up a supply chain with the necessary

competences. Our model, as implemented in the

WMCCM, since it focuses on competences, and not

existing products, allows us to configure a capability

from local suppliers very quickly in response to a

demand or need.

Figure 1: Processes required for the Railway Toilet

Module.

In this case, using the partner search function, a

networked organisation, with all the necessary

competences was put together, and asked to build a

prototype on behalf of the OEMs. They used the

Collaborative Project Spaces on the WMCCM

system to co-ordinate the work. Import substitution

capability of this type, provides immediate

opportunities for local SMEs in the West Midlands

region.

The innovation of this case is that by looking at

local end products, there was no way of meeting this

need, but by looking at competences in terms of

engineering processes and skills, we can nearly

always build a local capability. In addition, it also

provided an opportunity to introduce local suppliers

to a market leader in the railway toilet field (in this

case either Swedish or Finnish) to assist in capacity

building.

ICEIS 2007 - International Conference on Enterprise Information Systems

6 CASE STUDY 2: INJECTION

MOULDING TOOLING

Figure 2: Injection Moulding Tooling.

Through the WMCCM, an inquiry was received

from a South African Automotive industry injection

moulded components supplier (in the Port Elizabeth

region) regarding possible suppliers of tooling for

them. This demonstrated the ability of the system to

publicise competences worldwide, something that

SMEs alone would find it hard to do with their own

websites, because of trust and accessibility reasons.

The WMCCM enabled this company to be in contact

with three local partners in the West Midlands who

had the capability. Eventually a local company

became the main tooling provider to the South

African company. The company made the choice of

moving from a Taiwanese supplier because of the

capacity to use English with the provider and also

because the timeline was the same.

This case illustrates a number of key points.

Firstly SMEs need an independent trust rating and it

is difficult for others to believe everything that is

published on all the individual websites, to win

business from afar. Secondly, complementary

competences can exist between regions. Port

Elizabeth in South Africa is a region with many

automotive assembly operations but there has not

been time for a full support infrastructure for the

industry to be developed. On the other hand, the

West Midlands in the UK, is one region where

automotive assembly is dieing out, but a very good

support infrastructure still exists. There are obvious

synergies in helping connect via, a marketplace such

as that proposed. In this particular example, one of

the goals is for the UK tooling supplier to act as an

agent for the South African injection moulders in the

WMCCM region, and the reverse, the injection

moulder to act as an agent for the tooling capability

of the UK SME in the Port Elizabeth region.

This case study demonstrates the possibility of

linking partners anywhere in the world and from

there new businesses can be created to benefit those

regions concerned. Even though this case study is

concerned with injection moulding tooling, any

types of businesses is possible. The innovation is in

enabling the connection in trusted environment in

the first place. To this effect WMCCM have just

recently signed an agreement with the National

Small Industries Corporation of India, the

government body for supporting small businesses to

explore complementary competences between

regions.

7 APPLICATION OF BUSINESS

MODEL FOR CCMS

The comprehensive, visual business model for CCM

described in Seng et al. (2006) has been refined to

include two layers as depicted in Figure 3. The first

layer is concerned with the strategic direction of the

CCM systems. It deals with emergent inter-

organisational strategy and with fundamental and

mean objectives. The second layer looks at the

tactical and operational aspects of the CCM systems.

It deals with the interactions between core business

competencies, emerging competencies and support

competencies and how they may co-operate to attain

objectives and value creation.

7.1 Strategic Layer

In the context of the CCM model, an “emergent

strategy” encompasses value creation which includes

new opportunities and latest innovation. This

emergent strategy of value creation is inter-

connected with fundamental objectives that are

defined by Keeney (1994) as “a statement of

something that one wants to strive toward”.

Therefore applying this business models to the two

case studies described in previous two sections, we

have the following SMEs requirements as

interpreted in terms of fundamental objectives as:

 “I need to find companies to help me do ‘X’”

as in Case Study 1

Æ “Maximize partner formation”

 “I need access to new customers and markets”

as in Case Study 2

Æ “Maximize access to new business”

These objectives are then decomposed into means

objectives which are “methods to achieve ends”

(Keeney, 1994).

VALUE CREATION FOR SMES USING COLLABORATIVE COMMERCE MARKETPLACES

Figure 3: Application of business model for Case Study 1 and Case Study 2.

ICEIS 2007 - International Conference on Enterprise Information Systems

Accordingly “maximize partner formation” may be

achieved by identifying partners competencies,

maximize partners collaboration and efficient use of

resources. “Maximize partner formation” on the

other hand may be accomplished through maximize

partners competencies matching and effective

utilization of partners competencies, among others.

7.2 Tactical and Operational Layer

The second layer of the CCM model deals with both

tactical and operational aspects of the CCM. In the

context of Case Study 1, the main tactical emergent

competency is partner/supplier identification. As

mentioned in Section 5, it is very difficult for a SME

to possess all the capabilities necessary to build the

railway toilet module. The availability of all

members’ skills in the CCM allows the

configuration of partners’ capabilities very quickly

in response to market’s demand. This ensures new

opportunities are embraced through collaboration

with partners in the CCM.

Another aspect of this model is the

decomposition into an underlying layer that deals

with operational or actual processes that contribute

to the manufacturing of the product. For instance,

the processes required to manufacture the railway

toilet module are: metal fabrication; plastic

moulding; electrical harness design; and

manufacture and assembly of components.

The tactical emergent competency used to

support Case Study 2 is competence profiling which

consists of three main activities. Firstly competence

data (key skills, key capabilities and ability to

change and to adapt to different situations, among

others) are collected from partners. Secondly, the

information collected is then validated which assists

towards overcoming issue of trust and confidence

between trading parties. Lastly, the information is

made available to the outside world in a trusted

manner. This case study demonstrates value creation

(becoming a major tooling provider after receiving

an inquiry) for SMEs through the availability of the

CCM that allows connections between previously

unknown parties.

In addition to both emergent competencies,

underlying standard core business and support

competencies such as information systems, human

resources and finance, among others are also

components of this model.

8 DISCUSSION AND SUMMARY

SMEs in regional areas of the UK are struggling to

face competitions from cheap imports of countries

such as China and India. To remain competitive and

in some cases to remain in business, SMEs can

benefit from the potentials offered by CCMs. By

working in trusted domains such as the WMCCM,

benefits far outweigh initial set up costs. By

presenting their capabilities through competence

profiling, SMEs in CCMs are accessible to many

potential customers and projects not just within their

own regions but also to others outside their regions

as demonstrated in the case studies. At the same

time, numerous opportunities for new business and

partnerships are made possible in CCMs.

There is a lack of business models that address

CCMs in particular. Most traditional models are one

way models pushing products to customers (or other

business as in the case of business to business

applications). However CCM models are dynamic in

nature and adaptable to changes in highly

unpredictable situations. Thus they are multi-way

systems pushing products and pulling

information/participation from users of the CCM

system. In this paper we have presented a

comprehensive, visual and versatile model for

CCMs. This provides a framework for investigations

and study of CCMs such as identifying innovations

and values offered by CCMs and the interactions

between the various layers of the CCM.

9 CONCLUSION AND FURTHER

WORK

In conclusion, CCMs are emerging trends in

conducting business over the Internet, in particular

they can provide huge benefits to SMEs. In regions

where SMEs are struggling to compete with other

low cost competitors such as China or India, CCMs

provide opportunities for business innovations and

business rejuvenation which would not have been

possible otherwise. New products and new markets

are some of the opportunities created in CCMs.

Traditional business models are inadequate in

addressing the dynamic and multi-way

collaborations of CCMs. To address the dynamic

and multi-way collaborations of CCMs, a layered

model of CCM is proposed in this paper. This

layered model addresses the strategic, tactical and

operational layers of the system allowing the

emergent strategy to drive the subsequent layers of

the model. Importantly, this framework also

VALUE CREATION FOR SMES USING COLLABORATIVE COMMERCE MARKETPLACES

provides a basis for numerous opportunities to

further study CCMs.

Some areas for further study of CCMs are given

below. The layered model enables each layer of the

model to be investigated in detail. For instance, at

the operational level, new or emergent processes can

be identified and mathematical models comprising

value functions can be developed to quantify the

value added to the CCM. Keeney’s value-focused

thinking methodology of fundamental and mean

objectives can be further explored in the CCM

model, particularly in linking them to the

interactions with the subsequent layers of the model.

Further mining of innovations from the

WMCCM is needed to capture knowledge of CCMs.

Thus more case studies from the WMCCM will be

investigated in the future for refinement of the

proposed CCM model. Other areas for future work

are to capture experiences gained from past

tenders/projects and to determine the success and

failures of partnerships in CCMs.

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