Working Paper Series

The Influence of Critical Success Factors

on International Internet Marketing

Riyad Eid
Myfanwy Trueman
Abdel Moneim Ahmed

Working Paper No 02/02

January 2002

The working papers are produced by the Bradford University School of Management and are to be circulated for
discussion purposes only. Their contents should be considered to be preliminary. The papers are expected to be
published in due course, in a revised form and should not be quoted without the author’s permission.
W O R K I N G PA P E R S E R I E S

THE INFLUENCE OF CRITICAL ABSTRACT

SUCCESS FACTORS ON INTERNATIONAL Business2Business International Internet
INTERNET MARKETING Marketing (B2B IIM) has emerged as one of the
key drivers in sustaining an organisation’s
Riyad Eid BSc (Hons) MSc competitive advantage. However, market entry
Myfanwy Trueman BA MSc PhD MCIMA and communication via the Internet have affected
Abdel Moneim Ahmed BEng (Hon) MSc Pg. Dip the dynamics and traditional process in B2B
PhD MASQ commerce. Difficulties resulting from these new
trends have been cited in the literature. Research
Bradford University School of Management into identifying what are the critical success
Emm Lane factors for global market entry is rare. This
Bradford research presents a comprehensive review in this
West Yorkshire field. The study identified twenty-one critical
BD9 4JL success factors applicable to most of the B2B IIM.
E-mail: r.a.m.eid@bradford.ac.uk These factors were classified into five categories:
Marketing Strategy, Web Sites, Global, Internal
and External Related Factors. The significance,
importance and implications for each category are
discussed and then recommendations are made.

KEYWORDS
International Marketing, Critical Success Factors,
Business2Business, Internet, Best Practice

3
 W O R K I N G PA P E R S E R I E S
INTRODUCTION
In recent years B2B IIM has received wide spread
attention. Avlonitis and Karayanni (2000), Hamill
and Gregory (1997), Hoffman (1999), Porter
(2001), Quelch and Klien (1996) conducted in-
depth studies to understand those factors that are
needed to enhance B2B IIM implementation.
Various articles, empirical research, and secondary
case studies on B2B, Internet, International
marketing, and information technology were
studied. The findings of these studies identified
twenty-one factors that have a direct impact on
successful implementation of the B2B IIM. These
factors were classified into five categories
Marketing Strategy, Web Site, Global dimension,
Internal and External Related Factors. Definitions,
techniques and discussion on these factors are
described in the following sections. Further
discussion on each category is also underpinned.
CRITICAL SUCCESS FACTORS DEFINITIONS
Digman (1990), Butler and Fitzgerald (1999), and
Guynes and Vanecek (1996) defined critical factors
for success as the areas or functions where things
must go right to ensure successful competitive
performance for an organisation. Oakland (1995)
links these factors to what an organisation must
accomplish to achieve its mission. Kanji and Tambi
(1999) stated that for these factors to be more
effective, they have to represent managerial areas,
which require continual attention to lead to high
performance. This research attempts to identify
and discuss in the following sections those areas
or functions through the secondary case studies
and reviewing literature. This will guide an
organisation while implementing B2B IIM.
AVAILABLE TECHNIQUES
Leidecker and Bruno (1984) proposed several
techniques for identifying the critical success
factors (CSFs). These included environment
scanning, industry structure analysis, industrial
expert’s opinions competitors’ analysis, best
practice analysis, assessment of the company’
internal feels or judgement and gathered data of
Profit Impact of Market Strategy (PIMS).
• Environmental Scanning
This technique is used to identify the economical,
political and social forces that surround an
organisation and influence its performance.
Companies often link environmental scanning
technique to the threats and opportunities
evaluation. . The only problem attached with this
technique is the difficulty of operational it into
specific industry or to an organisation’s CSFs.
4
• Industry Structure Analysis
This type of analysis is based on five components
barriers to entry, substitutable products, suppliers,
buyers and inter-firm competition. By evaluating
each component and the interrelationships
between them leads to gathering considerable
data that assist in identifying the critical factors
for success. The technique is used only to industry
wide, which makes its application for individual
firms inappropriate.
• Industrial Expert’s Opinions
This technique depends on people who have an
excellent working knowledge of the
industry/business. This technique depends more
on subjective opinions. However, the intuitive feel
of an industry insider often is an excellent source
of CSFs and coupled with more objective
techniques, provide the analyst with rich data.
• Competitors’ Analysis
This technique focuses on the competitive
environment. It concentrates analysis on
competition, how firms compete, one does not
dilute efforts. But it cannot provide CSFs not
linked to the analysis of how firms compete.
• Best Practice Analysis
This technique is very useful in industries
dominated by one or a few firms such as Dell, in
the computer industry. The logic behind this
technique understands what the firm does
successfully in determining the CSFs. But this
technique narrow focus of analysis might limit
inputs of more CSFs.
• Internal Assessment
This technique identifies the CSFs for a particular
firm. The focus here is to explore what the
company does well and not so well. The technique
again narrows the focus of analysis and cannot
provide more CSFs.
• Intuitive Factors
This technique depends on the intuition and
insight of individuals who are familiar with the
firm and leads to identification of important short
run CSFs that may be unclear in more formal
reviews, but it depends on subjective opinions.
• PIMS
PIMS identify the key determinants of profitability
that provides inputs for CSFs analysis. But this
technique may lead to general nature of the
factors.
W O R K I N G PA P E R S E R I E S

PROPOSED FACTORS efforts, as well as, customer acceptance and the

A number of studies were carried out to identify language used were also critical success factors.
those factors most critical to B2B IIM success. Furnell and Karweni (1999) agreed that the
Avlonitis and Karayanni (2000) noted that sales development of successful inter-organisational
force has a central role to play in the Internet relationships is another critical factor, which is
marketing strategies implementation if the based primarily on the quality and quantity of
appropriate training is provided. However top exchanged information over the Internet.
management team’s support is one of the keys to
integrate the Internet effectively with the strategic Gogan (1997) cited that selecting the appropriate
marketing plan. Bramer (1996) agreed that correct technologies infrastructure is a key factor for
planning for training sessions, management Internet marketing. Hamill and Gregory (1997)
support and staff awareness programmes are suggested that well designed web sites provide an
important to B2B IIM implementation. organisation with a leading edge in the global
market. Herbig and Hale (1997) emphasises that
Chan and Swatman (2000) pointed out other customer needs must be identified.
factors such as supplier and customer
involvement, culture and the use of both the Poon and Jevons (1997), Hoffman (1999) and
traditional and online marketing. Cronin (1996b) Zairi (2001 a&b) all agreed that trust and
added the security factor to the marketing confidence between vendor and potential
strategy and culture. Damanpour (2001) showed customer is another critical factor. E-commerce is
the importance of meeting client demand as not a technology play! It is a relationship;
necessary to fulfils obligations in Internet-based partnership, organisational and communications
marketing. Being flexible when collaborating with play made possible by new technology.
the trading community, identifying potential
valuable partners, thinking globally and doing SECONDARY CASE STUDY
business in the Internet time (speed) are critical Table 1 illustrates a brief summary of varies
factors for B2B IIM successful implementation. secondary case studies been published in the field
of B-to-B IIM. The table includes a description of
Duggan and Deveney (2000) indicated that the the companies’ names, activities, nationalities and
integration between off and on-line marketing references source.
TABLE 1: A LIST OF THE PUBLISHED SECONDARY CASE STUDIES
Company Activity/Industry Nationality Source
BHP Steel Steel Australian Chan and Swatman (2000)
VF Playwear Clothes USA Angeles (2001)
Fromages Cheese French www.fromages.com
Toyota Car UK Chaffy et al (2000)
Millipore High Technology USA Anderson (1996)
Furniture.com Furniture USA www.NUA.ie
DELL Computer UK Kalakota and Robinson (1999)
Delap and Waller Design, Production UK www.ukonlineforbusiness.gov.uk/
and Customer Service
Nabisco Snack Food USA Allen and Fjermestad (2001)
MMM.Com Variety of products USA www.Zdnet.com
ETA SA Swatch Switzerland Osterle et al (2001)
Encyclopaedia Britannica Leather USA www.CIO.Com
Welding Firm Welding USA Honeycutt et al (1998)
KDM International Agriculture UK www.ukonlineforbusiness.gov.uk/
IBM Computer USA Naude and Holland (1996)
Sun Microsoft Computer USA www. Newsfactor.com
Grey Matter Software & Electronics Equipment UK www.ukonlineforbusiness.gov.uk/
EDS: part of General Motors Car USA Naude and Holland (1996)
W.W.Grainger Maintenance Products USA Porter (2001)
Cisco Computer and internetworking MNC Kalakota and Robinson (1999)
Digital Equipment Network Computer System, USA Jones (1996)
Corporation Software and Services
Garden Garden Products USA www.CIO.Com
Flooring Company Flooring Products USA Honeycutt et al (1998)

5
 W O R K I N G PA P E R S E R I E S

Figure 1 shows that 62% of the companies FACTORS CATEGORIZATION

involved in the published case studies illustrated
in table 1 were USA based. This indicates the
leading role American companies are taking
towards B2B IIM implementation. Different
industries such as Manufacturing Equipment,
Telecommunications, Hardware Equipment, Textile
Industry, Home Equipment, Scientific and Medical
Equipment, Management Consulting and
Software Development adopt the Internet for
marketing purposes.
The twenty one critical factors for B2B IIM
successful implementation have been grouped
into five related factors categories A, B, C, D and
E as shown in Figure 2. Each category is discussed
in more details in the following sub-sections.
CATEGORY A: MARKETING STRATEGY
RELATED FACTORS
Chaffy et al (2000) argued that the Internet is an
integral part, which supports business-marketing

FIGURE 1: DISTRIBUTION OF COMPANIES BY NATIONALITIES (© EID, TRUEMAN AND AHMED)

FIGURE 2: CRITICAL SUCCESS FACTORS CATEGORISATION (© EID, TRUEMAN AND AHMED)

6
W O R K I N G PA P E R S E R I E S
strategies and should be treated as a separate
plan. Avlonitis and Karayanni 2000, Chaffy et al
2000, Chan and Swatman 2000, Cronin 1996,
Damanpour 2001, Duggan and Deveney 2000,
Hofacker 2001, Honeycutt et al 1998, Naude and
Holland 1996, Porter 2001 and Quelch and Klien
1996 all agreed that factors related to marketing
strategy are vital to the success of B2B IIM
implementation. These factors related to
marketing strategy includes:
1. Top management support & commitment
Avlonitis and Karayanni (2000), Chaffy et al
(2000) and Chan and Swatman (2000) identified
top management support and commitment as key
factors for successful implementation of
innovation processes for an organisation. This
requires personal and managerial knowledge of
Internet marketing potential and is proactively
involved in its internal diffusion.
Chaffey et al (2000) cited that management
commitment to the Internet medium helps
promotes implementation across the company,
but this will requires financial support. In their
study, Chaffey et al included the 1998 report,
which was produced by KPMG group of
consultants. This report indicates that there were
a correlation between the investment on the
Internet and the revenue received by a company.
Chan and Swatman (2000) emphasised that
management at the supervisory level plays the
most critical role in implementing B2B IIM
successfully.
2. Setting Strategic Goals
Successful implementation of the B2B IIM
depends on how clearly defined the strategic
goals are for an organisation. Chaffey et al (2000)
pointed out that Internet marketing must be
consistent with business objectives. Naude and
Holland (1996) provided an example of Ford in
implementing its global marketing strategy that
addresses homogenisation across national markets
in terms of realising the cost savings through
internal rationalisation. Ford’s global marketing
strategy is identical to its IT strategy, which
includes both the internal reorganisation that
centres on shared worldwide databases and
relationships with customers and suppliers.
Anderson (1996) and Honeycutt et al (1998)
provided another example of Millipore flooring
company who decided on two strategic goals for
its Web site to increase international business
opportunities. First, to enable the existing and
potential customers to interact directly with the
company’s information on various technical,
application, product, news and ordering aspects.
Second, to enable Millipore’s marketers to deal
with strategic partners, regulatory agencies and
external data basses. The majority of companies in
the secondary case studies mentioned in the
previous sections have agreed that setting
strategic goals is critical factor to B2B IIM success.
3. Integrating Internet with Marketing Strategy
Avlonitis and Karayanni (2000), Chan and
Swatman (2000), Cronin (1996), Duggan and
Deveney (2000), Honeycutt et al (1998), Porter
(2001) and Quelch and Klien (1996) argued that
integrating the Internet with a business marketing
strategy is an important component for successful
implementation of B2B IIM. However, executives
and entrepreneurs alike need to change their
point of view on how to capitalise on the
Internet’s strategic potential. Chan and Swatman
(2000) showed that successful Internet marketers
are those who build systems able to integrate
with existing applications and serve the needs of
trading partners at either end of the value chain.
Porter (2001) stated, “...It has been widely
accepted that the Internet is cannibalistic, that it
will replace all conventional ways of doing
business and overturn all traditional advantages.
That is a vast exaggeration. While the Internet will
replace certain elements, the complete
cannibalisation will be exceedingly rare.”
Companies such as Toyota, Dell, 3 M’s, Nabisco,
and Sun Microsystems in the secondary case
studies considered integrating the Internet with
their marketing Strategy as critical factor for B2B
IIM success.
Allen and Fjermestad (2001) provided three
examples of companies rejecting the idea of using
Internet marketing. First, Nabisco marketing
manager stated “the company could work with
bricks and mortar retailers to trying to preserve
the current way of doing business”. Second, the
Sun Microsystems Company, which does not
consider the Web to be an individual channel or
an alternative vehicle of their customer to deal
with the company. Third, Grainger who rejected
the assumption that Internet would undermine its
strategy, instead it tightly co-ordinated its
aggressive on-line efforts with traditional business
and the results so far are revealing.
Porter (2001) indicated that customers who
purchase on-line also continue to purchase
through other means. Honeycutt et al (1998)
cited that companies must consider Internet
7
 W O R K I N G PA P E R S E R I E S
marketing as a complement to, rather than a
replacement for other marketing programmes
already in place. This means customers might
evaluate the product online or in the real world.
Then have two options, either to purchase online
(if the web site has various facilities) or to order in
the real world approaches, such as using personal
appearance, telephone or fax machines.
4. Collaboration
(deciding on the strategic partners)
Collaboration emphases clear partnership between
the trading community and other stakeholders.
Poon and Jevons (1997) indicated that
collaboration should include appropriate utilisation
of the resources needed for the Internet
Implementation. Damanpour (2001) added that
an organization only succeeds when top
management develops dynamic and just-in-time
collaborations’ attitude and responsiveness. Chan
and Swatman (2000) provided another dimension
to collaboration when they mentioned trading
partners’ relationships as the critical issue that
faces a companies attempt to achieve its objectives
to getting closer to customers. Organizations can
by-pass the traditional interaction patterns and
form virtual value chains. Bremer (1996) pointed
out that if a company lacks technical resources to
manage the Internet connection and enable
security technology, it must sub-contract others
service providers for managing connectivity.
5. Deciding on who are the potential audiences?
Hollensen (2001) divided Internet audiences into
internal and external. Internal audience include
marketing, sales, channel sales, finance and
Information Technology (IT). External audience
include external customers, suppliers, vendors,
resellers and other business partners. Defining
who are the Internet audiences to be targeted is
one of the primary tasks for the Web designers
because it determines how and when both the
internal and external actors should be involved.
Hofacker (2001) pointed out that the nature of
the Internet is that Web site is automatically an
international marketing tool. White (1997) stated
that companies that are prepared to make
international sales should indicate that on their
World Wide Web (WWW) pages.
CATEGORY B: WEB SITE RELATED FACTORS
Hofacker (2001) defined the Web as a tool that
companies employ to convey promotional
messages, interesting or informative information to
their consumers. Also, it is used to sell products
directly to the customer or to provide consumers
with various computing or communication services.
8
Anderson (1996), Hamill and Gregory (1997),
Herbig and Hale (1997), Hofacker (2001),
Kotab and Helsen (2000), Quelch and Klien
(1996) and Samiee (1998) identified the well-
designed corporate Web site as the company’s
marketing showpiece and the crucial component
that contribute to the success for any of the
B2B IIM efforts.
1. Web Site Design
Hamill and Gregory (1997), Herbig and Hale
(1997), Hofacker (2001), Kotab and Helsen
(2000), Quelch and Klien (1996), Samiee (1998)
agreed that an effective web site depends on its
design. Quelch and Klien (1996) pointed out that
the creation of a web site is not a one-time effort.
Herbig and Hale (1997) added that current speed
of technological innovation in web site design,
and the increasing competitiveness of the
medium, requires global marketers continue
assessing their Internet sites’ perceived value
among target groups across countries. Web sites
must provide valuable, changing content that will
not only attract new customers from many
countries but also encourage them to return. The
company’s homepage must be kept up-to-date to
make available the most recent information.
Cronin (1996) demonstrated the example of
Millipore Corporation on how company’s can
attract customers and potential buyers to its Web
sites by offering a well-designed and
comprehensive value to the pharmaceutical and
microelectronics industries. Honeycutt et al (1998)
reported that Millipore flooring firm previously
experienced dissatisfaction with designing
agencies, which produced a disorganised Web site
with little logic, unattractively coloured
backgrounds, and numerous spelling errors.
However, the company changed the Web
advertising agency quickly, this lead to several
international transactions and an increased
number of inquiries from customers globally.
There are a number of well-designed web site
characteristics. Honeycutt et al (1998) highlighted
that industry experts suggest that a web site must
have clear and consistent information. Like all
other marketing media, customers compare the
value of information they get and its helpfulness
in aiding them in decision-making. The majority of
on-line users come to the Internet for information,
so organisations that provide more data on their
company and products are more likely to succeed
in implementing Internet marketing. Andderson
(1996) noted that in Millipore Corporation, the
key to successful implementation of their B2B IIM
was the relational database of its product
W O R K I N G PA P E R S E R I E S
catalogues developed prior to Web site designing
process. Chaffey et al (2001) stated that the basic
quality of good information is be accessed rapidly,
easy to find, and relevant to users.
Hamill and Gregory (1997) added regular
updating to encourage repeat visits, clear
navigation paths to allow smooth movement
around the site; interactivity and responsiveness to
user feedback; allowing information gathering
about users; and integrating the Web site with
other marketing channels be used.
The majority of the secondary case studies agreed
upon these factors as critical to B2B IIM successful
implementation. *(For example, Fromages Manager
said, “Web site must not only serve as an electronic
order-taking interface but also have high value
added informational content. Allen and Fjermestad
(2001) noted that the manager of Nabisco indicated
that information on the Web site must include
products, delivery, price and services support.
2. Effective marketing of the site
(online and offline promotion)
Chaffey et al (2000) cascaded the importance of
promoting the web site for two reasons. First, an
organisation must distinguish its web site from
those of its competitors. Hamill and Gregory
(1997) supported this view by stating that Web
site needs to be marketed in an appropriate
manner to ensure high accessibility. This can be
done in various ways including registering the
site with all of the online search engines
establishing reciprocal cross-linkages to other
sites and ensuring that the URL address is used
in all company correspondence. Second,
promoting a Web site differs from any other
media promotion. It requires expertise and
technical knowledge of how customers can easily
find information on the Internet.
CATEGORY C: GLOBAL RELATED FACTORS
Chaffey et al (2000), Chan and Swatman (2000),
Duggan and Deveney (2000), Gogan (1997),
Hamill and Gregory (1997), Herbig and Hale
(1997), Hofacker (2001), Kotab and Helsen
(2000), Quelch and Klien (1996), Samiee (1998)
and White (1997) described the Internet ability in
making sales to overseas markets, depended on a
number of global related factors. These include:
1. Understanding Foreign Marketing Environment
Marketing environments vary from one country to
another. Hofacker (2001), Quelch and Klien
www www.fromages.com
(1996), Samiee (1998) and Wood and Roberson
(2000) agree that web site design should reflect
the country’s environment requirements. Wood
and Roberson (2000) stated that while the
political climate in one country or region could be
perceived as a key dimension to an international
venture’s success (or failure), the level of economic
development might be the key in another.
Likewise, while an advanced infrastructure may
place one foreign market more favourably ahead
of another for one industry, the existence of a
stable and transparent legal system might do the
same for another industry.
Hofacker (2001) emphasised that companies have
to study the foreign marketing environments
including trade regulations and package delivery
options to assess the advantages of its own
products and services. Quelch and Klien (1996)
noted that companies who want to use the
Internet to do business internationally have to
revise their operations, strategies, and business
models if they want to exploit the opportunities
offered by the Internet. Samiee (1998) pointed
that international marketing involves many macro
and micro planning and management
considerations including meeting local product
standards, target market pricing and competitive
factors, export currency and payment issues,
customer support and service requirements, legal
and regulatory considerations. None of these
issues will be solely derived from access to the
Internet or developing Web site.
2. Resources Required to Working Globally
Chaffey et al (2000), Hofacker (2001), Kotab and
Helsen (2001), Quelch and Klien (1996)
identified resources as one of the global related
factors, which play an important role in
facilitating B-to-B IIM implementation. Chaffey et
al (2000) indicated that while the Internet
increases the potential market size, many
companies might not have the resources required
to deal with international markets. Therefore, a
company must have a 24-hour order taking,
customer service response capability and
regulatory and custom-handling experience to
ship internationally.
Companies in the secondary case studies
discovered that they had to be prepared to deal
with an entirely new customer segment once they
were established on the Internet. Honeycutt et al
(1998) provided an example of a welding firm
faced by dealing with new customers on both
9
 W O R K I N G PA P E R S E R I E S
levels the national and international. However,
Kotab and Helsen (2001) claims that the Internet
provides a level playing field to small and large
global players alike are somewhat exaggerated.
Undoubtedly, large firms still enjoy competitive
advantage because of larger resources and more
visibility among prospective customers worldwide.
Companies with large resources will be able to
hire the best talent and buy the latest
technologies in the area.
3. Multilanguage Web Site
One of the biggest issues around global
communication is language. Consequently, for
companies who want to use the Internet
internationally, language communication is the
challenge. Hofacker (2001) stated companies who
want to use the Internet for international
marketing must translate their Web sites into a
number of languages, or at least should try
minimising the difficulties for non-native readers
of their languages.
Kotab and Helsen (2000) suggest that by the
year 2005, 57% of the Internet audience will
speak a language other than English.
Consequently, a company that plans to become a
global e-business player might need to localise its
Web sites in order to deal with target customers
in their native tongue. Undoubtedly, language
barriers have launched a new Web-oriented
translation industry. For instance, World Point
(www.worldpoint.com) as mentioned by Kotab
and Helsen (2000) offers a Web-based
“localisation” service that translates and edits
documents such as annual reports, manuals, and
marketing materials into eighteen languages - not
just text, but also currencies, dates, and even
colour conventions.
Quelch and Klein (1996) note that the growth of
the use of the Internet for business will accelerate
the trend for English to become the Lingua Franca
of commerce. Kotab and Helsen (2000) indicated
that companies who want to make their Web sites
international by translating the content into other
languages have three options. First, is to hire a
firm like World Point. This will be very time
consuming and costly. Second, is the use of
software. Third, is to pick a few key languages
after studying the number of Internet users in
these countries (Gillette used this option).
4. Culture Considerations
Chan and Swatman (2000), Cronin (1996),
Hofacker (2001), Kotab and Helsen (2000),
Palumbo and Herbig (1998), Samiee (1998),
10
White (1997) suggested that cultures of different
countries must be taken into account when
marketing on the Internet. Building a global
Internet marketing strategy, which overcomes
cultural barriers is considered a critical factor to
B2B IIM implementation success. Herbig and
Hale (1997) stated that providing information
that will be desired by a variety of people with
different needs and tastes will encourage a mix
of nationalities and cultures. Kotab and Helsen
(2000) provide an example of Dell through its
built-to-order system, was able to gain a foothold
in markets like China and Hong Kong with its
online business concept that consider the
cultural dimension.
According to Hofacker (2001) even nonverbal
elements can cause cultural problems. For
example, the use of white colour is more or less
neutral in parts of the world, but in some
countries in Asia it signifies death. Palumbo and
Herbig (1998) have expanded the cultural
differences, which along with languages include
obstacles in translating images (symbols) that
have different meanings across nations; and
colours that have different symbolic values.
5. International Delivery Availability
Palumbo and Herbig (1998) highlighted that
when a firm uses the Internet, it receives orders
from several places around the world. If it is not
already selling internationally, this could be a
problem. Thus, it is important to design a
logistical system that allows a firm to deliver its
products/services across nations efficiently before
soliciting orders from abroad
White (1997) underpinned that shipping charges
may be beyond a company’s control, but it is a
concern for international customers. At a
minimum, Web sites should indicate shipment
costs to each country to which delivery is
available. Besides, companies should provide
information about the time needed for
international shipments.
CATEGORY D: INTERNAL RELATED FACTORS
Researchers and practitioners such as Avlonitis
and Karayanni (2000), Chan and Swatman
(2000), Duggan and Deveney (2000), Gogan
(1997), Quelch and Klien (1996) and Samiee
(1998) have considered factors related to the
internal environment as a critical component of
successful B-to-B IIM efforts. Internal related
factors include technological infrastructure,
internal culture, the sales force role and the
importance of training programmes.
W O R K I N G PA P E R S E R I E S
1. Technological Infrastructure
Researchers such as Saieed (1998), Naude and
Holland (1996) considered an adequate IT
infrastructure as a vital factor in successful B2B
IIM implementation. Saieed (1998) pointed out
two elements for technological infrastructure. First
element is computer literacy. For the Internet to
serve as an effective tool, all parties in the
relationship or the transaction must be familiar
with PCs and appreciate the benefits and the
potential applications of the Internet and WWW.
The second element is the availability of
equipment for access and services. However, the
penetration of PCs in business is broad and
increasing rapidly.
Naude and Holland (1996) added the third
element as the Internet-related software products
to add value to raw data. The manager of KDM
international said that1:
“We have learnt the importance of the right
choice of software platforms - which aspects of
the e-Market should be developed in house and
which should be left to others to develop thereby
embracing the spirit of the virtual organisation.
Skill shortages, scalability and large players in the
market are factors that can influence the success
of a company when expanding into e-commerce.”
2. Internal Culture
Chan and Swatman (2000), Duggan and Deveney
(2000), Samiee (1998) and White (1997) defined
the internal culture as the extent to which an
organisation is adaptable to change. This culture
is based on old beliefs and corporate values that
often are no longer appropriate or useful in the
new environment of doing business. Therefore an
organisation must understand and conform to the
new values, management processes and
communication style that are being created by
new methods of marketing. Jones (1996) supports
the idea of doing business on the Internet is
much like doing business in any foreign country:
the key to success is understanding, appreciating
and honouring the country’s culture and protocol.
3. Sales Force Role
Avlonitis and Karayanni (2000) noted that the
sales force have a central role to play in
implementing the Internet marketing strategies
successfully for industrial organisations. Bondra
and Davis (1996) pointed out that sales and
marketing managers have an opportunity to
reposition themselves. They may be able to
1
www.ukonlineforbusiness.gov.uk/
enhance their standing and improve internal
communication by helping others to introduce
and integrate new information management
tools.Kotab and Helsen (2001) stated that
although technology matters, marketing skills will
still play a major role in global marketing: a site
with the latest technologies but one that does not
meet customer expectations will not be successful.
4. Training Programme
Avlonitis and Karayanni (2000), Bennett (1997),
Bremer (1996), Chan and Swatman (2000),
Hamill and Gregory (1997) highlighted that
training and education is a determining factor to
successful B2B IIM implementation. Hamill and
Gregory (1997) reflected the importance of
training programmes by stating that training in
the use of the Internet to support international
marketing should be an integral part of
government export promotion and support.
Bremer (1996) emphasised that the Internet
brings with it an array of new equipment,
software and sources of information that must be
integrated into work processes and therefore,
must be learned and understood. Training about
the Internet mixes aspects of management,
technical, and basic end-user computer training.
Internet implementation requires three principal
training methods awareness training (via lecture-
demonstrations and case studies), technical
training and hands-on end-user training. American
companies are aware that their employees require
continual training and retraining in the tool,
resources, and processes that underpin their
operations. 88% of these companies sponsor
training in computer skills compared with 75%
five years ago.
Bennett (1997) stated that in the past IT training
had not been common among managerial
employees, and unfamiliarity with IT-based
marketing and management systems could
perhaps cause feelings of personal insecurity, fear
of being seen to be ignorant of the latest
techniques, and reluctant to confront the
alterations in tasks and individual workloads that
the introduction of new methods frequently
necessitates. Chan and Swatman (2000) indicated
that a training and awareness program run by a
company to make staff conversant with new
methods of doing business seem to have a
significant effect in improving understanding of
new systems and technologies, which in turn led
to greater acceptance of B2B IIM.
11
 W O R K I N G PA P E R S E R I E S
CATEGORY D: EXTERNAL RELATED FACTORS
Chan and Swatman (2000), Duggan and Deveney
(2000), Furnell and Karweni (1999), Palumbo and
Herbig (1998), Poon and Jevons (1997), Quelch
and Klien (1996), Ratnasingham (1998), Urban et
al (2000) and Zairi (2001) have considered
factors related to external partners as a key
component to successful Internet marketing
implementation. This includes trust, security,
successful relationship between customers and
providers, easy and affordable access and
customer acceptance of B2B strategies.
1. Trust
Mayer (1995) defined trust as the willingness of a
party to be vulnerable to the actions of another
party based on the expectation that the other will
perform a particular action important to the trustee
irrespective of the agility to monitor or control the
other party. Urban et al (2000) stated that as
consumers become more sophisticated about the
Internet, Web site trust is going to become a key
differentiator that will determine the success or
failure of many companies. For the Internet, trust-
based marketing is the key to success. Urban et al
(2000) divided the Internet trust into three stages;
trust in the Internet and the specific Web site, trust
in the information displayed and trust in delivery
fulfilment and service.
Furnell and Karweni (1999) and Ratnasingham
(1998) agreed that trust is more important in the
virtual world than it is in the real world. This is
because the parties to a transaction are not in the
same place and therefore cannot depend on
things like physical proximity, handshakes and
body-signals.
Swan et al (1999) emphasised that trust has an
influence on developing positive customer
attitude, intention and purchasing.
2. Security
According to Ratnasingham (1998) the two most
important areas affecting the successful
implementation of international marketing is
Internet and transaction security. The former deals
with the network, systems and applications
components of the electronic commerce solution,
while the latter addresses the requirements for
secure transactions.
Cronin (1996), Furnell and Karweni (1999),
Honeycutt et al (1998), Ratnasingham (1998)
and Samiee (1998) identified that one of the
most common worries, which occurs over the
network is the security of financial transactions.
12
For this reason, some people use the Web to
locate products but prefer to place their order via
offline methods such as telephone or fax. Furnell
and Karweni (1999) discussed the security
requirements, which have already been
recognised within the Internet/e-commerce
community and a number of technologies that
exists and used to satisfy different elements. For
example, Secure Sockets Layer (SSL) protocol
developed by Netscape, which allows encryption
of messages, can be used to transfer all data in
encrypted form. Electronic Publishing Resources
(EPR) developed Virtual Distributed Environment
(VDE) technology that encrypts secure
information passing over the Internet.
3. Successful Relationship
Furnell and Karweni (1999) stated that inter-
organisational relationships are critical in B2B
marketing. Naude P and Holland (1996) point out
that changes in IT are shaping relationships in a
fundamental way, to the extent that they are
being formed on the basis of what information
can be exchanged between companies, rather
than the more traditional view which held that
the relationships would be the result of such
information exchange. Sparkes and Thomas
(2001) indicated that the development of an
interactive Web site involving real customer
relationships requires contribution from the
content, marketing and technology of an
organisation. The combination of the above create
a shared vision for an operational Web site
4. Internet Affordable Access
Saieed (1998) suggested that easy and affordable
access to the Internet network in the international
markets is essential if international marketers are
to tap the full potential of the Internet. In the
developed nations service providers offer access at
reasonable rates. But on the other hand, firms in
developing countries endure high access fees.
Palumbo and Herbig (1998) pointed that this
presents obstacles to global expansion initiative
via the Internet. Companies will have to wait until
these countries invest in better telecommunication
infrastructures before they can take full advantage
of the opportunities the Internet offers for
global commerce.
5. Customer Acceptance
Cronin (1996) highlighted that companies should
make special efforts to motivate customers to
make the move to an online environment
otherwise they will be lost in a crowd of
competitors and never connected with the
electronic marketplace. Honeycutt et al (1998)
W O R K I N G PA P E R S E R I E S
added that companies have to prepare an
efficient internal system to respond quickly to
customer’s requests, questions and comments.
According to Kalakota and Robinson (1999) the
operational excellence model that delivers the
highest customer satisfaction is built on an e-
business infrastructure that has four
characteristics: It is easy to use, has rich
functionality, is reliable and delivers integrated
performance.
These categories were plotted as shown in Figure
3 to measure the frequency level of each.
FIGURE 3: FREQUENCY OF THE CSF IN THE FIVE CATEGORIES
CONCLUSIONS
The Internet allows companies, regardless of size,
to reach international markets at reasonable cost.
It means that the Internet and its tools have
eliminated the prohibitive barriers for many
companies to work globally.
However, before going global by the Internet a
company should make some marketing
preparations and redefine its organisation, since
the Internet’ environment has changed the rules
of traditional business. These important marketing
preparations are the critical factors for successful
B-to-B IIM and include five basic dimensions:
Marketing Strategy Related Factors, Web Site
Related Factors, Global dimension related factors,
Internal Factors, External Factors. These factors
are expected to have a great role in the Perceived
success of B-to-B IIM efforts.
Academic research on the use of the Internet in
B-to-B International marketing is still at a
developing stage. However, early evidence
suggests that the Internet will have a great effect
on the conduct of international trade in the new
millennium. Consequently, there is a need for
further research in this area to evaluate the
degree of criticality and importance of the success
factors identified in the B-to-B IIM literature and
the secondary case studies. More research also
needed to study how the perceived importance of
these factors may differ across different industries
such as Manufacturing equipment, Chemical and
plastics, Telecommunications, Hardware
equipment, Textile industry, Home equipment,
Scientific and medical equipment, Management
consulting, Software development. With a better
understanding of this issues involved in B-to-B
IIM, management will be able to make critical
decisions and allocate resources that are required
to make B-to-B IIM implementation a success.
13
 W O R K I N G PA P E R S E R I E S
REFERENCES
Allen E. and Fjermestad T. 2001. E-Commerce
Marketing Strategies: Integrated Framework and
Case Analysis, Logistic Information Management,
14 (1/2): 14-23.
Anderson T. 1996. Marketing Products to the
Global Desktop, in The Internet Strategy
Handbook: Lessons from the New Frontier of
Business, Harvard Business School Press, Boston,
MA.
Angeles, R., 2001, Creating a Digital Marketspace
Presence: Lessons in Extranet Implementation,
Internet Research: Electronic Networking
Applications and Policy, 11 (2): 167-184.
Avlonitis G. J. and Karayanni D. A. 2000. The
Impact of Internet Use on Business-to-Business
Marketing: Examples from American and European
Companies, Industrial Marketing Management,
29: 441-459.
Bondra J. and Davis T. 1996. Marketing’s Role in
Cross-Functional Information Management,
Industrial Marketing Management, 25: 187-195.
Bremer M. 1996. Productivity, Policy, and Internet
Training Issues, in The Internet Strategy
Handbook: Lessons from the New Frontier of
Business, Harvard Business School Press, Boston,
MA.
Chaffy, D., Mayer, R., Johnston, K., and Ellis-
Chadwick, F., 2000, Internet Marketing: Strategy,
Implementation, and Practice, England: Prentice
Hall.
Chan C. and Swatman P. M. C. 2000. From EDI to
Internet Commerce: The BHL Steel Experiences,
Internet Research: Electronic Networking
Applications and Policy, 10 (1): 72-82.
Cronin M. J. 1996. The Internet Strategy
Handbook: Lessons from the New Frontier of
Business, Harvard Business School Press, Boston,
MA.
Damanpour F. 2001. E-business E-commerce
Evolution: Perspective and Strategy, Managerial
Finance, 27 (7): 17-33.
Digman L. A. 1990. Strategic Management:
Concepts, Decisions and Cases; 2nd ed;
Homewood, IL, IRWIN, Inc
14
Duggan M. and Devenery J. 2000. How to make
Internet Marketing Simple, Communication World,
17 (4): 58-61.
Furnell S. M. and Karweni T. 1999. Security
Implications of Electronic Commerce: A Survey of
Consumers and Businesses, Internet Research:
Electronic Networking Applications and Policy, 9
(5): 372-382.
Gogan J. L. 1997. The Web’s Impact on Selling
Techniques: Historical Perspective and Early
Observations, International Journal of Electronic
Commerce, 1 (2): 89-108.
Hamill J. and Gregory K. 1997. Internet Marketing
in the Internationalisation of UK SME’s, Journal of
Marketing Management, 13: 9-28.
Herbig P. and Hale B.1997. Internet: the Marketing
Challenge of the Twentieth Century, Internet
Research Electronic: Networking Application and
Policy, 7 (2): 95-100.
Hofacker C. F. 2001. Internet Marketing, 3 ed,
New York: John Wiley&Sons, Inc.
Hoffman D. L., Novak, T.P., and Peralta, M, 1999.
Building Consumer Trust in Online Environment:
The Case of Information Privacy, Communication
of the ACM, 42 (4): 80-85.
Hollensen S. 2001. Global Marketing: A market-
responsive approach, 2ed, England: Pearson
Education Limited
Honeycutt, E.D., Flaherty, T.B., and Benassi, K
1998. Marketing Industrial Products on the
Internet, Industrial Marketing Management, 27
(1): 63-72.
Jones R. 1996. Digital Equipment Corporation:
Creating New Business, in The Internet Strategy
Handbook, Lessons from the New Frontier of
Business, Harvard Business School Press, Boston,
MA.
Kalakota R. and Robinson M. 1999. E-Business:
Roadmap for Success, UK: Addison Wesley
Longman, Inc.
Kangi G. and Tambi , 1999. Total Quality
Management in UK Higher Education Institutions,
Total Quality Management, 10 (1): 129-153.
Kotab M. and Helsen K. 2000. Global Marketing
Management, 2ed .NY: John Wiley & Sons. Inc.
W O R K I N G PA P E R S E R I E S

Leidecker J. K. and Bruno A. V. 1984. Identifying White G. K. 1997. International On Line Marketing
and Using Critical Success Factors, Long-Range of Foods to US Consumers, International
Planning, 17 (2): 26-31. Marketing Review, 14 (5): 367-384.

Mayer, R.C., Davis, J.H., and Schoorman, F.D 1995,
An Integrative Model of organisational Trust,
Academy of Management Review, 20 (3): 709-
734.
Naude P. and Holland C. 1996. Business-to-
Business Relationships, in Relationship Marketing,
Theory and Practice, London: Paul Chapman
Publishing Ltd.
Oakland J. S. 1995. Total Quality Management-
Text with Cases, BH Ltd. Oxford: UK
Osterle H. 2001, Business Networking: Shaping
Collaboration Between Enterprises, Berlin
Heidelberge: Springer-Verlag.
Wood V. R. and Robertson K. R 2000. Evaluating
International Markets, International Marketing
Review, 17 (1): 34-55.
Zairi M. 2001a. E-Capability: From Transactional
to Collaborative Competitiveness, Special
presentation in Bradford University School of
Management.
Zairi M. 2001b. From Cradle to Maturity: The
Effective Management of Value Chains, Inaugural
Annual Lecture, March, Huddersfield University,
UK.

Palumbo F. and Herbig P. 1998. International

Marketing Tool: the Internet, Industrial
Management & Data Systems, 98 (6): 253-261

Poon S. and Jevons C. 1997. Internet Enabled

International Marketing: A Small Business
Network Perspective, Journal of Marketing
Management, 13: 29- 42.

Porter M. E. 2001. Strategy and the Internet,

Harvard Business Review, 79 (3): 63-78.

Quelch J. A. and Klein L. R. 1996. The Internet

and International Marketing, Sloan Management
Review, (Spring): 60-75.

Ratnasingham P. 1998. The Importance of Trust in

Electronic Commerce, Internet Research: Electronic
Networking Applications and Policy, 8 (4): 313-
321.

Saieed S. 1998. Exporting and the Internet: A

Conceptual Perspective, International Marketing
Review, 15 (5): 413-426.

Sparkes A. and Thomas B. 2001. The Use of the

Internet as a Critical Success Factor for the
Marketing of Welsh agri-food SMEs in the Twenty-
first Century, British Food Journal, 3 (5): 331-347.

Urban G. L. Sultan, F., and Qualls, W.J 2000.

Placing Trust at the Centre of your Internet
Strategy, Sloan Management Review, 42 (1): 39-
48.

15
 W O R K I N G PA P E R S E R I E S

LIST OF WORKING PAPER TITLES 0026 – A Cullen, M Webster & A Muhlemann

2002 Enterprise Resource Planning (ERP) Systems: Definitions, Functionality and
02/03 – Tamar Almor & Niron Hashai the Contribution to Global Operations
Configurations of International Knowledge-Intensive SMEs: 0025 – B Chennoufi & M Klemm
Can the Eclectic Paradigm Provide a Sufficient Theoretical Framework? Managing Cultural Differences in a Global Environment
02/02 – Riyad Eid, Myfanwy Trueman & Abdel Moniem Ahmed 0024 – (not available)
The Influence of Critical Success Factors 0023 – Simon Best & Devashish Pujari
on International Internet Marketing Internet Marketing Effectiveness:
02/01 – Niron Hashai An Exploratory Examination in Tourism Industry
The Impact of Distance Sensitivity and Economics of Scale on the 0022 – Dr Myfanwy Tureman
Output and Exports of Israel and its Arab Neighbours Divided Views, Divided Loyalties: Changing Customer Perceptions by Design
0021 – Yasar Jarrar
2001 Becoming World Class Through a Culture of Measurement
01/18 – Christopher M Dent 0020 – David Spicer & Eugene Sadler-Smith
Transnational Capital, the State and Foreign Economic Policy: Cognitive Style & Decision Making
Singapore, South Korea and Taiwan
0019 – Z J Radnor & R Boaden
01/17 – David P Spicer & Eugene Sadler-Smith A Test for Corporate Anorexia
The General Decision Making Style Questionnaire:
A Comfirmatory Analysis 0018 – (not available)

01/16 – David P Spicer 0017 – Peter Prowse

Expanding Experimental Learning: Linking Individual and Public Service Union Recruitment Workplace Recovery or Stagnation in
Organisational learning, Mental Models and Cognitive Style a Public Services Union? Evidence From a Regional Perspective

01/15 – E Grey & J Balmer 0016 – Yasar F Jarrar & Mohamed Zairi
Ethical Identity; What is it? What of it? Best Practice Transfer for Future Competitiveness:
A Study of Best Practices
01/14 – Mike Talyes & Colin Drury
Autopsy of a Stalling ABC System: A Case Study of Activity Based Cost 0015 – Mike Tayles & Colin Drury
Management and Performance Improvement Cost Systems and Profitability Analysis in UK Companies: Selected
Survey Findings
01/13 – N Esho, R Zurbruegg, A Kirievsky & D Ward
Law and the Deminants of International iInsurance Consumption 0014 – B Myloni & A Harzing
Transferability of Human Resource Management Practices Across
01/12 – J Andrews Coutts & Kwong C Cheug Borders: A European Reflection on Greece
Trading Rules and Stock Returns: Some Preliminary Short Run Evidence
from the Hang Seng 1985-1997 0013 – (not available)

01/11 – D McKechnie & S Hogarth-Scott 0012 – Nick J Freeamn

Linking Internal Service Encounters and Internal Iransactions: Unravelling
Internal Marketing Contract Workers
01/10 – M Webster & D M Sugden
Operations Strategies for the Exploitation of Protected Technology: Virtual
Manufacture as an Alternative to Outward licensing
01/09 – Axèle Giroud
Buyer-Supplier Transfer and Country of Origin: An empirical Analysis of
FDI in Malaysia
01/08 – Damian Ward
Do Independent Agents Reduce Life Insurance Companies’ Free Cash Flow?
01/07 – Daragh O’Reilly
Corporate Images in ‘Jerry Maguire’: A Semiotic Analysis
Asean Investment Area: Progress and Challenges
0011 – Arvid Flagestad & Christine A Hope
A Model of Strategic Success in Winter Sports Destinations:
the Strategic Performance Pyramid
0010 – M Poon, R Pike & D Tjosvold
Budget Participation, Goal Interdependence and Controversy:
A Study of a Chinese Public Utility
0009 – Patricia C Fox, John M T Balmer & Alan Wilson
Applying the Acid Test of Corporate Identity Management
0008 – N Y Ashry & W A Taylor
Information Systems Requirements Analysis in Healthcare:
Diffusion or Translation?

01/06 – Tony Lindley & Daragh O’Reilly 0007 – T Lindley, D O’Reilly & T Casey
Brand Identity on the Arts Sector An Analysis of UK Television Advertisements for Alcohol

01/05 – M Trueman, J Balmer & D O’Reilly 0006 – Eric Lindley & Frederick Wheeler
Desperate Dome, Desperate Measures! Managing Innovation at London’s The Learning Square: Four Domains that Impact on Strategy
Millennium Dome 0005 – K K Lim, P K Ahmed & M Zairi
01/04 – M Trueman, M Klemm, A Giroud & T Lindley The Role of Sharing Knowledge in Management Initiatives
Bradford in the Premier League? A Multidisciplinary Approach to 0004 – C De Mattos & S Sanderson
Branching and Re-positioning a City Expected Importance of Partners’ Contributions to Alliances in
01/03 – A Harzing Emerging Economies: A Review
Self Perpetuating Myths and Chinese Whispers 0003 – A Harzing
01/02 – M Webster Acquisitions Versus Greenfield Investments: Both Sides of the Picture
Supply Systems Structure, Management and Performance: 0002 – Stuart Sanderson & Claudio De Mattos
A Research Agenda Alliance Partners’ Expectations Concerning Potential Conflicts and
01/01 – A Harzing Implications Relative to Trust Building
Acquisitions Versus Greenfield Investments: Exploring the Impact of the 0001 – A Harzing
MNC’s International Strategy An Empirical Test and Extension of the Bartlett & Ghoshal Typology of
Multinational Companies
2000
0031 – John Ritchie & Sue Richardson 1999
Leadership and Misleadership in Smaller Business Governance 9922 – Gerry Randell & Maria del Pilar Rodriguez
0030 – Mary Klemm Managerial Ethical Behaviour
Tourism and Ethnic Minorities in Bradford: Concepts and Evidence 9921 – N Y Ashry & W A Taylor
0029 – (not available) Requirements Analysis as Innovation Diffusion: A Proposed
Requirements Analysis Strategy for the Development of an Integrated
0028 – (not available) Hospital Information Support System
0027 – Axèle Giroud 9920 – C Hope
Determinant Factors of the Degree of Supply-Related Technology Transfer: My Way’s The Right Way! Or, With Particular Reference to Teaching on
A Comparative Analysis Between Asian Affiliates Tourism Courses, is ‘Best Practice’ in Operations Management
Dependent Upon National Culture?

16
W O R K I N G PA P E R S E R I E S

9919 – A Harzing 9818 – P S Budhwar, A Popof & D Pujari

Of Bumble-Bees and Spiders: The Role of Expatriates in Controlling
Foreign Subsidiaries
9918 – N Y Ashry & W A Taylor
Who will take the Garbage Out? The Potential of Information
Technology for Clinical Waste Management in the NHS
9917 – D O’Reilly
Nice Video(?), Shame about the Scam… Paedagogical Rhetoric Meets
commercial Reality at Stew Leonard’s
9916 – A Harzing
The European Monolith: Another Myth in International Management?
9915 – S MacDougall & R Pike
The Influence of Capital Budgeting Implementation on Real Options:
A Multiple-Case Study of New technology Investments
9914 – C Pass, A Robinson & D Ward
Performance criteria of Corporate Option and Long-Term Incentive Plans:
A Survey of 150 UK Companies 1994-1998
9913 – R Beach, A P Muhlemann, D H R Price, J A Sharp & A Paterson
Strategic Flexibility and Outsourcing in Global networks
9912 – H M stewart, C A Hope & A P Muhlemann
The Legal Profession, Networks and Service Quality
9911 – J F Keane
Design and the Management Paradigms of Self-Organisation
9910 – D O’Reilly
On the Precipice of a Revolution with Hamel and Prahalad
9909 – S Cameron & D Ward
Abstinence, Excess, Success?: Alcohol, Cigarettes, Wedlock & Earnings
9908 – M Klemm & J Rawel
Eurocamp – Strategic Development and Internationalisation in a
European Context
9907 – M Webster & R Beach
Operations Network Design, Manufacturing Paradigms
and the Subcontractor
9906 – D Ward
Firm Behaviour and Investor Choice: A Stochastic Frontier Analysis of
UK Insuramce
9905 – D Ward, C Pass & A Robinson
LTIPS and the Need to Examine the Diversity of CEO Remuneration
9904 – C Smallman
Knowledge Management as Risk Management: The Need for Open
Corporate Governance
9903 – R Beach, D Price, A Muhlemann & J Sharp
The Role of Qualitative Research in the Quest for Strategic Flexibility
Evaluating Sales Management Training at Xerox in Greece:
An Exploratory Study
9817 – W A Taylor
An Information-Based Perspective on
Knowledge Capture in Business Processes
9816 – S Hogarth-Scott
Category Management Relationships:
Is it Really Trust Where Choice is Limited?
9815 – W A Taylor
Sustaining Innovation in Organisations: Managing the Intangibles
A Study of TQM Implementation in Northern Ireland Organisations
1991-1996
9814 – M Webster, A Muhlemann and C Alder
Subcontract Manufacture in Electronics Assembly:
A Survey of Industry Practice
9813 – M J S Harry
Is Object-Orientation Subject-Oriented?: Conflicting and
Unresolved Philosophies in Object-Oriented Information
Systems Development Methodology
9812 – J Jackson
The Introduction of Japanese Continuous Improvement Practices to a
Traditional British Manufacturing Site: The Case of RHP Bearings
(Ferrybridge)
9811 – C De Mattos
A Comparative Study Between Perceptions of British and German
Executives, in the Biotechnology Sector, Relative to Potential Future
Contributions of Greatest Importance to and from Transnational
Alliance Partners in Emerging Economies
9810 – J Martin-Hirsch & G Wright
The Cost of Customer Care – A Value Analysis of Service Delivery
Approaches
9809 – J Martin-Hirsch & G Wright
A Service Provider’s View of Success Factors in Alternative Service
Stategies
9808 – J Martin-Hirsch & G Wright
A Professional’s Evaluation of Alternative Service Delivery Regimes for
Customer Care and Satisfaction
9807 – J Martin-Hirsch & G Wright
A User’s Perspective of Alternative Service Delivery: A Comparative
Study of the Evaluation of Service Strategies
9806 – J Martin-Hirsch & G Wright
The Case for Choice in Health Care: A Comparison of Traditional and
Team Midwifery in Effective Service Provision

9902 – N Hiley & C Smallman 9805 – M Woods, M Fedorkow amd M Smith

Predicting Corporate Failure: A Literature Review Modelling the Learning Organisation

9901 – M Trueman 9804 – W A Taylor

Designing Capital: Using Design to Enhance An Action Research Study of Knowledge Management in Process Industries
and Control Technological Innovation 9803 – C Singleton
Quantitative and Qualitative – Bridging the Gap Between Two
1998 Opposing Paradigms
9826 – A Harzing 9802 – R McClements & C Smallman
Cross-National Industrial Mail Surveys: Why do Response Rates Differ Managing in the New Millennium: Reflections on Change, Management and
Between Countries? the Need for Learning
9825 – B Dewsnap and D Jobber 9801 – P Eyre & C Smallman
The Sales-Marketing Interface: A Synthesis of Theoretical Perspectives Euromanagement Competencies in Small and Medium Sized Enterprises:
and Conceptual Framework A Development Path for the New Millenium
9824 – C De Mattos
Advantageous Exectutives’ Characteristics in Establishing Biotechnology 1997
Alliances in an Emerging Economy: The Case of Brazil 9729 – C Smallman
9823 – C A Howorth Managerial Perceptions of Organisational
An Empirical Examination of the Usefulness of the Cash Conversion Cycle Hazards and their Associated Risks

9822 – A Harzing 9728 – C Smallman & D Weir

Who’s in Charge? An Empirical Study of Executive Stafiing Practices in Managers in the Year 2000 and After: A Strategy for Development
Foreign Subsidiaries 9727 – R Platt
9821 – N Wakabayashi & J Gill Ensuring Effective Provision of Low Cost Housing Finance in India:
Perceptive Differences in Interorganizational Collaboration and An In-Depth case Analysis
Dynamics of Trust 9726 – (not available)
9820 – C Smallman 9725 – (not available)
Risk Perception: State of the Art 9724 – S Estrin, V Perotin, A Robinson & N Wilson
9819 – C Smallman Profit-Sharing Revisited: British and French Experience Compared
The Breadth of Perceived Risk: Why Integrated Risk Management of 9723 – (not available)
Health, Safety & Environmental Risks is only the End of the Beginning
9722 – R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp
Facilitating Strategic Change in Manufacturing Industry

17
 W O R K I N G PA P E R S E R I E S

9721 – R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp 9613 - R H Pike & N S Cheng
The Strategy Options in Manufacturing Industry: Propositions Based on Business Trade Credit Management: Experience of Large UK Firms
Case Histories 9612 – R Elliott, S Eccles & K Gournay
9720 – A Giroud Man Management? Women and the Use of Debt to Control
Multinational Firms Backward Linkages in Malaysia: A Comparison Personal Relationships
between European and Asian Firms in the Electrical and Electronics Sector 9611 – R Elliott, S Eccles & K Gournay
9719 – L Kening Social Support, Personal Relationships & Addictive Consumption
Foreign Direct Investment in China: Performance, Climate and Impact 9610 – M Uncles & A Manaresi
9718 – H Mirza Relationships Among Retail Franchisees and Frachisors:
Towards a Strategy for Enhancing ASEAN’s Locational Advantages for A Two-Country Study
Attracting Greater Foreign Direct Investment 9609 – S Procter
9717 – B Summers & N Wilson Quality in Maternity Services:
An Empirical Study of the Demand for Trade Credit in UK Perceptions of Managers, Clinicians and Consumers’
Manufacturing Firms 9608 – S Hogarth-Scott & G P Dapiran
9716 – R Butler & J Gill Retailer-Supplier Relationships: An Integrative Framework Based on
Reliable Knowledge and Trust in Partnership Formation Category Management Relationships
9715 – R Butler 9607 – N Wilson, S Hogarth-Scott & K Watson
Stories and Experiments in Organisational Research Factors Contributing to Entrepreneurial
9714 – M Klemm & L Parkinson Success in New Start Small Businesses
British Tour Operators: Blessing or Blight 9606 – R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp
9713 – C A Hope The Evolutionary Development of the Concept Manufacturing Flexibility
What Does Quality Management Mean for 9605 – B Summers
Tourism Companies and Organisations? Using Neural Networks for Credit Risk Management:
9712 – S Hogarth-Scott & P Dapiran The Nature of the Models Produced
Do Retailers and Suppliers Really have Collaborative Category 9604 – P J Buckley & M Carter
Management Relationships?: Category Management Relationships in The Economics of Business Process Design: Motivation, Information &
the UK and Australia Coordination Within the Firm
9711 – C De Mattos 9603 – M Carter
The Importance of Potential Future Contributions from/to Transnational Is the Customer Always Right?
Joint Venture Partners: Perception of Brazilian Managing Directors and Information, Quality and Organisational Architecture
Specialists Linked to Biotechnology 9602 – D T H Weir
9710 – N T Ibrahim & F P Wheeler Why Does the Pilot Sit at the Front? And Does it Matter?
Are Malaysian Corporations Ready for Executive Information Systems? 9601 – R A Rayman
9709 – F P Wheeler & A W Nixon A Proposal for Reforming the Tax System
Monitoring Organisational Knowledge in Use
9708 – M Tayles & C Drury 1995
Scoping Product Costing Research: A Strategy for Managing the Product 9506 – A L Riding & B Summers
Portfolio – Cost System Design Networks that Learn and Credit Evaluation
9707 – N Wilson, B Summers & C Singleton 9505 – R A Rayman
Small Business Demand for Trade Credit, Credit Rationing and the Late The Income Concept: A Flawed Ideal?
Payment of Commercial Debt: An Empirical Study 9504 – S Ali & H Mirza
9706 – R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp Market Entry Strategies in Poland: A Preliminary Report
The Management Information Systems as a Source of Flexibility: 9503 – R Beach, A P Muhlemann, A Paterson, D H.R Price & J A Sharp
A Case Study An Adaptive Literature Search Paradigm
9705 – E Marshall 9502 – A S C Ehrenberg & M Uncles
Business Ethics: The Religious Dimension Direchlet-Type Markets: a Review, Part 2: Applications & Implications
9704 – M Wright, N Wilson & K Robbie 9501 – M Uncles & A S C Ehrenberg
The Longer Term Effects of Management-Led Buy-Outs Direchlet-Type Markets: A Review, Part 1: Patterns and Theory
9703 – G Hopkinson & S Hogarth Scott
Quality of Franchise Relationships: The Implications of Micro Economic 1994
Theories of Franchising 9411 – R A Rayman
9702 – G C Hopkinson & S Hogarth-Scott The Real-Balance Effect Fallacy and The Failure of Unemployment Policy
Channel Conflict: Critical Incidents or Telling Tales. 9410 – R A Rayman
Methodologies Compared The Myth of ‘Says’ Law
9701 – K Watson, S. Hogarth-Scott & N Wilson 9409 not issued
Marketing Success Factors and Key Tasks in Small Business Development
9408 not issued
1996 9407 not issued
9619 – B Summers & N Wilson 9406 not issued
Trade Credit Management and the Decision to use Factoring: 9405 – F Bartels & N Freeman
An Empirical Study Multinational Enterprise in Emerging Markets: International Joint
9618 – M Hiley & H Mirza Ventures in Côte D’Ivoire Vietnam
The Economic Prospects of ASEAN : The Role of AFTA in the Future 9404 – E Marshall
Development of the Region The Single Transferable Vote – A Necessary Refinement Abstract
9617 – A Brown 9403 – G R Dowling & M Uncles
Prospects for Japanese Foreign Direct Investment in Thailand Customer Loyalty programs: Should Every Firm Have One?
9616 – H Mirza, K H Wee & F Bartels 9402 – N Wilson, A Pendleton & M Wright
The Expansion Strategies of Triad Corporations in East Asia The impact of Employee Ownership on Employee Attitudes:
9615 – M Demirbag & H Mirza Evidence from UK ESOPS
Inter-Partner Reliance, Exchange of Resources & Partners’ Influence on 9401 – N Wilson & M J Peel
J’V’s Strategy Working Capital & Financial Management
9614 – R H Pike & N S Cheng Practices in the Small Firm Sector
Motives for Investing in Accounts Receivable: Theory and Evidence

18
W O R K I N G PA P E R S E R I E S

1993
9310 – R Butler, L Davies, R Pike & J Sharp
Effective Investment Decision-Making: The Concept and its
Determinants no longer available
9309 – A Muhlemann, D Price, M Afferson & J Sharp
Manufacturing Information Systems as a Means for Improving
the Quality of Production Management Decisions in Smaller
Manufacturing Enterprises
9308 – F P Wheeler, R J Thomas & S H Chang
Towards Effective Executive Information Systems
9307 – F P Wheeler, S H Chang & R J Thomas
The Transition from an Executive Information System to Everyone’s
Information System: Lessons from a Case Study
9306 – S H Chang, F P Wheeler & R J Thomas
Modelling Executive Information Needs
9305 – S. Braga Rodrigues & D Hickson
Success in Decision Making: Different Organisations,
Differing Reasons for Success.
9304 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Ideology, Technology and Effectiveness
9303 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Strategy, Structure and Technology
9302 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Competitive Strategies and New Technology
9301 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Investing in New Technology for Competitive Advantage

Copies of the Proceedings of the Arab Management Conferences are

available for purchase at a cost of £40.00 per volume.

Copies of the above papers can be obtained by contacting the Research

Secretary at the address below:

Bradford University School of Management

Emm Lane
Bradford
West Yorkshire
BD9 4JL

Tel: 01274 234323 (mornings only)

Fax: 01274 546866

19