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A number of factors, ranging from outside forces such as excessive competition to internal issues including the way the company adapts its business processes to take advantage of “e,” will determine whether a company’s investment in a net market pays off. But there’s good news here. Our client work shows that internal, controllable factors play a huge role in the end result. And of all the internal variables, one of the most important is also one of the most manageable: the fit between the net market’s offerings and the participating company’s strategic objectives. Companies that are already part of a net market can help enhance this fit by playing an active role in choosing the net market’s products and services; companies that are still evaluating their options can use fit as a key criterion.
This paper offers a framework to help executives involved in a net market’s operations shape and prioritize both e-market offerings and the individual products and services to be integrated into them. It also provides a means of evaluating competing e-markets by assessing the fit between the e-market’s potential value and the individual company’s needs. By balancing the operational consid-erations discussed in this paper against strategic considerations, executives can extract maximum benefit from their company’s participation in net markets.
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