Barriers and Enablers for using E-commerce in a B2B Environment and their Implications for Strategy

Sammanfattning: As e-commerce continues to grow in the B2B industry many companies are tasked with implementing and updating their current working ways to fit the digital era. With an estimated market size value of 6.7 trillion USD in 2020 and a CAGR of 17.5% from 2020 to 2027 (Grand View Research, 2020) there is no denying that B2B e-commerce offers great opportunities to reap the benefits of the growth. However, there is limited empirical research on what makes companies successful and what either drives or impedes their efforts. This is especially the case for SMEs that are in the beginning of implementing e-commerce. Furthermore, the strategic implications of e-commerce are vague. The purpose of this study is thus to identify barriers and enablers for e-commerce at a SME and evaluate their implications for e-commerce strategy. The study is based on a single case study at TC, a Swedish SME, that manufactures industrial dishwasher for the commercial kitchen industry and the empirical data is gathered through structured interviews and a survey performed by employees at TC. A theoretical framework is formed by conducting an extensive literature review with the scope of illuminating the barriers and enablers for B2B e-commerce at SMEs. The theoretical framework consisting of eight barriers and nine enablers, was used as a basis for the survey data collection at TC. This framework can aid other companies identifying weaknesses and strengths before initiating e-commerce. Barriers and enablers specific to TC were identified from interviews and survey results, resulting in frameworks that depict the gap between theory and practice. The theoretical and empiric framework concluded in a combined framework with key barriers and enablers for e-commerce present at TC. The key barriers being: (i) Stakeholders; (ii) Offering; and (iii) IT and Technology Competence. The key enablers being: (i) Technological Solutions; (ii) Price; (iii) Strategy; and (iv) Customer Relationship. Based on the combined framework, strategic implications were concluded and illuminated.