Electronic Business: Concepts, Methodologies, Tools, and Applications (4-Volumes) P113 doc

1054 Copyright © 2009, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited. Chapter 4.6 E-Business for SME Development: Some Promising Initiatives in Quebec, Canada Éliane M F. Moreau Université du Québec à Trois Rivières, Canada Louis Raymond Université du Québec à Trois Rivières, Canada Bernard Vermot-Desroches Université du Québec à Trois Rivières, Canada THE CURRENT SITUATION In recent years, information communication tech- nologies (ICT) have become accessible throughout the world, and appear to overcome both distance and time (Cairncross, 1997). ICT affects not only individual citizens, but also companies of all VL]HVDQGDFURVV DOOVHFWRUV2IDOOWKHEHQH¿WV of ICT use, the most important appears to be the improvement of competitive capacity by removing geographical and time barriers. SMEs that use ICT hope to increase their market share, achieve growth and overtake their competitors. But does better competitive capacity also have an impact on local and regional development (LRD)? And does LRD have an impact on the economy of a country and the limit of a nation? The ICT/regional development challenge is a sizeable one, since the two elements evolve at very different speeds-ICT evolves quickly, while regional development is achieved slowly. Regional development at both the economic and social levels extends over a given area, within DZHOOLGHQWL¿HGVSDFH7KHSHRSOHOLYLQJZLWKLQ the region have shared interests, goals and needs. They share, cooperate and collaborate between themselves and with the region’s stakeholders and businesses. The principal concepts underlying 1055 E-Business for SME Development their actions are autonomy, partnership, solidarity, a sense of belonging, inter-personal and inter- company networks, creativity, innovation and so on. Regions, like businesses, must live with competitors both near and far. If we look at all these elements, ICT in general and e-business in particular 1 may well be powerful factors in local and regional development, playing an innovative role in an economic sector where ERWK WLPH DQG GLVWDQFH KDYH EHHQ UHGH¿QHG E-business can also generate new economic activities, new products and new services. It constitutes a vital part of the new economy, which is composed of high technology, multimedia and GRWFRP¿UPV Throughout the industrialized world, a number of ICT and e-business initiatives have been pro- posed to support and accelerate LRD (EuroCom, 2002). For example, some governments have proposed projects that will enable them to follow the pack, while in other countries projects have emerged from the bottom up, through regional and local economic portals or electronic markets. Québec’s SMEs face the same competitive situation as their larger counterparts. To preserve or increase their market share and improve their competitive capacity and performance, they must be able to direct their actions and acquire the right tools. IT may well be a solution; by abolishing ERXQGDULHV,7HQDEOHV¿UPVWRH[WHQGWKHLU]RQH RILQÀXHQFHEH\RQGWKHLUQRUPDOSHULPHWHUDQG improve their quality by addressing the time fac- WRUDQGWKHÀXLGLW\RIVXSSO\FKDLQSURGXFWLRQ and delivery operations. E-business could lead to the creation of a global network of contacts EHWZHHQEXVLQHVVSDUWQHUV+RZHYHUWREHQH¿W from these possibilities SMEs must acquire new skills and adapt their business models to suit their new electronic activities. Canada compares favourably with the United States and the European Union as far as e-busi- ness use by SMEs is concerned (ICCE, 2003), in that half of all Canadian SMEs use e-business. However, it is also true that more than a quarter have no intention of doing so. Why is this so, when the competitive capacity of the Canadian and Québec economies depends on the speed at which SMEs are able to adopt e-business technologies? Innovation, training, information and networking all have an impact on SME development in the new economy (Julien, 1997). This article describes a study of e-business and ICT use by SMEs in the Mauricie region of Québec, Canada. Its main purpose is to throw light on technology use and look at how LRD could be stimulated through the provision of proper support for SMEs. It begins by examin- ing the main obstacles to e-business use, along with various initiatives, and goes on to propose a model of ICT policy initiatives for LRD. It also presents the methodological considerations of WKHVWXG\H[SODLQVLWVSULQFLSDOUHVXOWVLGHQWL¿HV some solutions, and proposes avenues for future research. OBSTACLES TO E-BUSINESS USE Over the years, researchers have produced large numbers of reports, surveys and studies of ICT and e-business use by SMEs. Generally speak- ing, the percentage of computer and Internet use among SMEs is very high. In Québec, however, SMEs are less present on the Web and are much less likely to use e-business technologies, espe- cially e-commerce. Overall, Québec lags behind the Canadian average for e-business use (Poussart, 2002). Nev- ertheless, the current trend is clearly an upward one, and is expected to continue and even accen- tuate in the coming years. The interest in SME development, and its impact on local and regional economies, is therefore not surprising. 5HFHQW UHVHDUFK KDV LGHQWL¿HG D QXPEHU RI obstacles encountered by SMEs wishing to adopt IT and e-business (see among others Bégin et al., 2000; ICCE, 2003; Mora-Monge et al., 2001; Poussart, 2002; TableRonde, 2001; Terry, 1999). 1056 E-Business for SME Development %ULHÀ\WKHPRVWFRPPRQO\PHQWLRQHGREVWDFOHV UHODWHWRVHFXULW\DQGFRQ¿GHQWLDOLW\ODFNRI proper business models and business plans, a negative perception of e-business technologies among owner-managers, a lack of enthusiasm for e-business among customers and suppliers, legal issues, absence of access to broad band network infrastructures, lack of e-business skills and H[SHUWLVHOLWWOHRUQRTXDOL¿HGKXPDQUHVRXUFHV and absence of appropriate technologies. 60(VDOVRKDYHVRPHVSHFL¿FIHDWXUHVWKDW set them apart from large corporations. A better understanding of SME mechanisms may therefore reveal some of the reasons for the existence of so many obstacles. Among other things, the lack of knowledge and experience in SMEs appears to generate high levels of uncertainty concern- ing new technology environments and the use of ICT for managerial, strategic or competitive purposes, thus explaining, at least in part, why SMEs are currently lagging behind the big busi- ness sector in terms of e-business use. Similarly, PRVW RI WKH GLI¿FXOW HEXVLQHVVUHODWHG H[SHUL- ences reported by SMEs are due directly to their intrinsic characteristics, namely their small size, centralized management, lack of organizational specialization, intuitive strategic planning and simple internal and external information systems (Julien, 1997). Encouraging SMEs throughout the world to adopt e-business technologies is therefore a considerable challenge. Various programs and initiatives for SMEs and economic stakeholders have been devised to overcome these obstacles 2 . In this article, we present a model of a logical path for SMEs with little ICT knowledge that are moving towards total integration of future business possibilities through ICT. The model DOVR UHÀHFWV WKH SUHYLRXVO\ LGHQWL¿HG IDFWRUV WKDWLQÀXHQFHWKHGHYHORSPHQWRI60(VLQWKHLU respective regions. The model contains three axes, presented in WKHIRUP RIDFRQWLQXXP LQ)LJXUH7KH¿UVW axis is the type of initiative or level of structure SURYLGHGE\SXEOLFDJHQFLHV7KHWHUP³DZDUH- ness-raising” refers to a low level of structure, Figure 1. Logical model of LRD initiatives involving e-business 1057 E-Business for SME Development ZKLOH ³VWUXFWXUHG LQWHUYHQWLRQ´ UHIHUV WR PRUH GHWDLOHGSROLFLHVDQGPHDVXUHVDORQJZLWKVSHFL¿F LQLWLDWLYHVIRU¿UPV7KHVHFRQGD[LVUHSUHVHQWV the size of the target client group, ranging from generic action (targeting all the region’s economic VWDNHKROGHUV WR VSHFL¿F DFWLRQ 7KH WKLUG D[LV covers the economic development of the region or area-in other words, the impact of ICT initia- tives on LRD. The model’s logical path comprises four main steps, characterizing past and present LRD initia- tives involving e-business:  5DLVH¿UPV¶DZDUHQHVVRIQHWZRUNLQJDQG HOHFWURQLFEXVLQHVVHPSKDVL]HWKHEHQH¿WV of e-business by providing information (public agencies developing or implementing policies for the region’s economic stakehold- ers). 2. Develop an environment conducive to ICT use at the venture creation stage: implement programs that stimulate the economy by triggering new venture creation (e.g. the new economy marketplace program and other general initiatives aimed at all busi- nesses). 3. Support business development and project GHYHORSPHQWDLGSURJUDP¿QDQFLDODVVLV- tance program, etc.);  'HYHORS QHWZRUNLQJ HQDEOH ¿UPV WR GR business between themselves, individual and collective initiatives (collective networking QHHGVDQGQHHGVVSHFL¿FWRLQGLYLGXDO¿UPV supported by policies or programs). These four layers constitute the logical path for SMEs with little ICT knowledge that are moving towards total integration of all future business possibilities through ICT. Each step achieved is more important than the next step (due to the learning and costs involved). The model, when applied, contributes to LRD. As SMEs learn more and incorporate more electronic tools into their activities, they are better able to contribute to the economic prosperity of their region. In the following sections we will begin by presenting the research methodology, and will then go on to examine the model’s application in the Mauricie region of Québec, Canada. RESEARCH METHODOLOGY The unit of analysis for the study was the Québec SME, and the sample was composed of SMEs from the Mauricie region. The Mauricie region is one of 17 administrative regions in Québec, and is located between the province’s two larg- est urban centres, Québec City and Montreal. It is considered representative of the province as a whole, and has an approximate population of 260,000 inhabitants scattered over a territory of 40,000 km 2 . The Mauricie region is dependent on the pulp and paper industry, which has been in decline for the past 15 years. The other economic sectors, including the service sector, have grown to some extent, but the unemployment rate in Mauricie is still the highest of all Québec’s regions. In recent years the Mauricie region has undergone an eco- nomic and regional restructuring that is expected to generate new venture creation, especially in the high technology sector. The region’s cultural and social development has been slow despite the IT and e-business revolution. Our research took the form of an exploratory ¿HOGVWXG\LQYROYLQJDTXHVWLRQQDLUHEDVHGWHOH- phone survey (34 statements) and two focus groups held between December 2002 and January 2003. In view of the length of the questionnaire (a 30 to 45-minute interview), a small sample of 64 SMEs ZDV VHOHFWHG IURP DOO WKH VHFWRUV LGHQWL¿HG E\ Statistics Canada. Each member of the research team contacted one SME in each sector, and most of the responses were obtained directly from telephone calls. A total of 56 questionnaires were completed, for a response rate of 87.5%. 1058 E-Business for SME Development 7KH ¿UVW IRFXV JURXS ZDV FRPSRVHG RI  regional development actors working directly with SMEs, while the second was composed of 12 SME entrepreneurs from different sectors and ¿UPV,QERWKWKHTXHVWLRQQDLUHDQGWKHPHHWLQJV DTXDOL¿HGVWDWLVWLFLDQDSSURYHGDOOWKHPHWKRG- ological aspects of the approach used. ANALYSIS OF RESULTS The results of the survey are presented in Table 1. The results of the two focus groups are set out under the headings of networking, regional infrastructure and e-business use by SMEs. Networking in the Mauricie Region 7KHLQWHU¿UPQHWZRUNLQJFXOWXUHLQWKH0DXULFLH region is fairly weak. The SME owner-managers V X U YH\HGKDGQRWJU D V S H G W KHEH QH¿WVRIQHW ZRUN- ing and spent very little time on it, believing that network groups would not help them solve their problems. They felt IT and IT-based networks ZHUHXVHIXORQO\LQFHUWDLQVHFWRUVDQGIRUVSHFL¿F products and services. They also thought networks and partnerships should be used to attract new ¿UPVWRWKHUHJLRQ+RZHYHUWKH\GLGDGPLWWKDW some projects could only be brought to fruition through networking. They were aware that IT could help relieve problems related to distance, but still considered face-to-face contact to be crucial in business. With regard to information collection and man- agement via the Internet, no established business practices and no e-business success stories were LGHQWL¿HGWKDWZRXOGKDYHDSRVLWLYHLPSDFWRQ other SMEs. Indeed, most of the owner-manag- ers consulted spoke only of their failures. They IHOWWKH\ZHUHQRWVXI¿FLHQWO\WUDLQHGLQ,7XVH As previously stated, training, information and QHWZRUNLQJDUHYHU\VLJQL¿FDQWREVWDFOHVWRWKH emergence of a new economy in the Mauricie region. The region is characterized by a weak network- LQJFXOWXUHFRQ¿UPLQJWKH¿QGLQJVRI-XOLHQHW al. (2001). SME support from LRD stakeholders is also fragmented and uncoordinated. Few of the stakeholders use IT to establish or facilitate networking between themselves and the region’s SMEs. The Region’s Technological and Social Infrastructure The technologies used most commonly to contact suppliers, customers and governments appear to be the telephone and the fax. SMEs in the Mauricie region use the Internet for information searches, Table 1. Summary of survey results 1059 E-Business for SME Development watch activities and in some cases to improve their business practices (benchmarking). Basically, the Mauricie region is characterized E\LWVGH¿FLHQWWHFKQRORJLFDOLQIUDVWUXFWXUH60(V have only limited access to broadband services (high-speed Internet). Internet service providers and e-commerce application suppliers are few and far between. As far as human infrastructures are concerned (Website and IT specialists), they, too, are rare. There is clearly a need for training and upgrading in the region. Figure 2 presents a characterization of the Mauricie Region. E-Business Use by SMEs Many of the SME owner-managers surveyed said they were not keen to use e-business technologies because the Internet was not secure enough and intruded too much on the privacy of individuals and organizations. They also felt they lacked e- business training and skills. They did not think e-business was appropriate for their products or services, and in addition felt unable to cope with increased sales because they lacked the neces- sary investment resources. Many questioned the potential return on investment of e-business projects. They were also aware that e-business use would force them to restructure their internal processes and business practices, a task they were not prepared to undertake. %ULHÀ\WKHQYHU\IHZRIWKHUHJLRQ¶V60(VXVH ICT and e-business in their business models. Many still use the telephone and fax as their main or sole means of communication with customers and suppliers. Other problems have also had negative impacts, including the absence of e-business suc- cess stories, limited access to high-speed Internet VHUYLFHVLQVXI¿FLHQWWUDLQLQJDQGLQIRUPDWLRQRQ ICT and e-business, and the lack of an ICT culture and inter-SME networking tradition. PROMISING INITIATIVES AND CONCLUSION One way of promoting and supporting LRD in the Mauricie region would be to create conditions that would help SMEs to become more productive and competitive on today’s markets. The results of our survey and focus groups clearly show that the region’s SMEs will not be adopting IT Figure 2. Characterization of the mauricie region 1060 E-Business for SME Development and e-business technologies in the near future. Obviously, they cannot join the new economy if they do not acquire the right tools. The tools they need can be divided into three main categories, namely networking, technological and human infrastructure, and ICT/e-business training. Better networking would enable the SMEs to exchange information and knowledge between themselves. They could then work together to create collective resources and skills. The region’s LRD stakeholders would be able to work together more effectively, in a more coordinated way, to PHHWWKH¿UPV¶QHHGVWKXVKHOSLQJWRFUHDWHD dynamic conducive to development and entre- preneurship. A better technological and human infrastruc- ture would help the SMEs to obtain easier access to high-speed Internet services throughout the region. LRD stakeholders would then work with the SME owner-managers to attract people with IT experience, and would also devise ways of attracting entrepreneurs and employees to the Mauricie region and convincing them to stay. Proper ICT and e-business training would enable SME owner-managers to take a positive, open-minded and proactive view of ICT in their everyday business dealings. To achieve this, a range of network-based training and information activities would be required, so that owner-man- agers are able to understand business practices in the new economy. Such activities would cover the strategic and technological aspects, business re- structuring, technology watch, electronic training and so on. The SMEs would have easy access to proper means of communication and rich informa- tion. They would also be able to maintain their current markets while positioning themselves to be competitive on new markets. Based on our model in Figure 1, there are a number of initiatives that would meet the train- ing, awareness and networking needs of SMEs. One solution would be for local development and economic stakeholders to prepare an ICT usage guide for the region. Another possibility would be to organize networking days or conferences on ICT-related subjects proposed by SME owner- managers. Clearly, this list is by no means exhaus- tive, and many other possibilities also exist. One extremely promising initiative would be to create a regional electronic business assimilation portal for the Mauricie region, covering all the elements mentioned above (see Figure 3). The portal prototype shown in Figure 3 is based on the needs expressed by the region’s en- trepreneurs, and takes local and regional features into account. Its purpose is to help SMEs and ORFDOGHYHORSPHQWVWDNHKROGHUVWR¿QGVROXWLRQV to their information, training and networking problems. It could also stimulate the region and its development through inter-SME networking, trend charts and other networking tools. This solution could be implemented within a realistic timeframe, and would target particular categories of SMEs to ensure its success. For ex- ample, every month a successful case of e-business XVHE\D60(ZRXOGEHIHDWXUHGLQWKH³5HJLRQDO 6KRZFDVH´VHFWLRQDOORZLQJWKHIHDWXUHG¿UPWR forge business contacts with partners both inside and outside the Mauricie region. Such an initiative would have to be promoted on a top-down basis and be accepted, assimilated and required by the base, that is, by the SMEs themselves. It would allow for maximum use of networks and IT as facilitating tools. A credible stakeholder would have to be carefully chosen to act as leader and to promote and implement the solution. Lastly, to be successful, the portal would have to have the support and participation of a ZLGHUDQJHRIVWDNHKROGHUVDORQJZLWK¿QDQFLDO assistance from the community and government authorities. Perhaps the new portal would lead to the cre- ation of a met@network, i.e., a virtual regional space for knowledge management, information exchanges and joint knowledge development. The networks formed by a region’s SMEs and stakeholders have been described as extremely rich pools of explicit and tacit knowledge that 1061 E-Business for SME Development are presently under-exploited (Julien et al., 2003). With the potential offered by ICT, it may well be possible to build a regional intellectual capital and make it available in real time to all members of the met@network. In addition, the met@network members could perhaps be encouraged to join virtual joint knowledge development processes, to speed up individual and collective problem solv- ing and innovation. All these possibilities will be examined in more depth in future research. ACKNOWLEDGMENTS We thank Sylvain Delisle, professor and our research assistants, Caroline Jacob, Mariam Ouaaba, Claudia Pelletier, Claudia St-Pierre, Jean-Gabriel LeSauteur and William Menvielle for their contribution to this project. We also thank the Centre francophone d’informatisation des organisations (www.cefrio.qc.ca) for its co- RSHUDWLRQDQG¿QDQFLDOVXSSRUW Figure 3. Screen copy of portal prototype REFERENCES Bégin, L., Tchokogué, A., & Boisvert, H. (2000). Pour un déploiement stratégique du commerce électronique. Isabelle Quentin, éditeur, Québec, Canada. Cairncross, F. (1997). The death of distance. Cambridge: Harvard Business School Press. Charlton, C.C., Grant, S., Leng, P.H., & Neilson, I.E. (1998). Promotion of electronic commerce by a regional centre. EM-Electronic Markets, 8(2), 32-35. Retrieved August 2004, from www. merseyworld.com Delisle, S., Moreau, É.M F. & Vermot-Desroches, B. (2002). Le développement des collectivités locales et régionales par les technologies de l’information: affaires et commerce électro- niques. Rapport intérimaire (étape #1) pour le Cefrio. 1062 E-Business for SME Development Delisle, S., Moreau, É.M F., Vermot-Desroches, B., & Raymond, L. (2003). Le développement des collectivités locales et régionales par les TI : Affaires et commerce électroniques pour le développement des PME. Rapport intérimaire (étape #2 et #3) pour le Cefrio. EuroCom. (2002). Benchmarking national and regional e-business policies. Stage 1-Synthesis report. European Commission, Enterprise Di- rectorate-General. Retrieved August 2004, from http://europa.eu.int/comm/enterprise/ict/policy/ doc/mb-2002-02-07-fsrv1.pdf ICCE (2003). Étude canadienne de l’impact d’Internet: l’expérience internationale. Équipe de l’Initiative canadienne pour le commerce électronique. Retrieved August 2004, from www. icce.ca Greenstein & Vasarhelyi (2002). Electronic com- merce: Security, risk management, and control. McGraw Hill-Irwin. Jeffcoate, J., Chappell, C., & Feindt, S. (2002). Best practice in SME adoption of e-commerce. Benchmarking: An International Journal, 9(2), 122-132. Jopko, A., Morgan, D., & Archer, N. (2001). An evaluation of e-commerce support for SMEs in Canada. School of Business, McMaster Univer- sity. Retrieved August 2004, from http://merc. mcmaster.ca/wpapers/sme.html Julien, P A. (1997). In Les PME : bilan et perspec- tives, 2e édition, GREPME. Québec, Économica, Paris et les Presses Inter Universitaires, 1-16. Julien, P A. (1997). Le développement régional : Comment multiplier les Beauce au Québec. Sainte-Foy, Les éditions de l’IQRC. Julien, P A., Lachance, R., & Morin, M. (2001). Enquête sur les besoins et les pratiques de réseau- tage dans les PME manufacturières de la Mauricie. Rapport de recherche, Institut de recherche sur les PME, UQTR. Julien, P A., Raymond, L., Jacob, R., & Abdul- Nour, G. (2003). L’entreprise-réseau. Dix ans d’expérience de la Chaire Bombardier Produits récréatif. Québec, Les Presses de l’Université du Québec, Québec, 1-43, 475-488. Mora-Monge, C.A., G. Metts, G., & Rao, S. (2001). E-commerce facilitators and barriers for small and medium sized enterprises. Compte-rendu du Decision Sciences Institute, UCA, 755-57. Retrieved August 2004, from http://www.sbaer. XFDHGXUHVHDUFKGVLSGI¿OHVWRFSGI Poussart, B. (2002). L’adoption du commerce élec- tronique par les entreprises québécoises en 2001. Institut de la statistique du Québec, Direction des statistiques économiques et sociales. TableRonde. (2001). Analyse des obstacles à l’adoption du commerce électronique par les PME canadiennes. Table ronde sur les possibilités des affaires électroniques canadiennes. Terry, S. (1999). Barriers and inhibitors 1998- 1999. Research Report # 99-18, CommerceNet. Retrieved August 2004, from http://www.commer- cenet.com/research/reports/1999/99_18_r.html KEY TERMS Business Network: A group of economic play- ers formed with a view to exchanging services and information through off-market contacts. There are three types of networks: (1) networks of part- ners, composed of suppliers, customers, producers or distributors; (2) networks of experts; and (3) titular networks that support business develop- ment through government services and programs (Julien, 1997). They are basically collaborative, and decisions must come from the bottom up. Size, purpose and structure can vary. Business networks have been in existence for some time; WKH³QHZ´HOHPHQWLVWKHDYDLODELOLW\RIWRROVIRU designing and creating them. 1063 E-Business for SME Development Electronic Business (E-Business): In addition to e-commerce activities, e-business includes all other types of information exchanges. For exam- SOH¿UPVFDQXVHHOHFWURQLFPHDQVWRGLVWULEXWH information and provide after-sales service-in RWKHUZRUGV³EXVLQHVV´DFWLYLWLHVDVRSSRVHGWR VWULFWO\³FRPPHUFLDO´DFWLYLWLHV Electronic Commerce (E-Commerce): The use of electronic transmission (telecommunica- tions) for exchange, sale and purchase of goods and services. E-commerce involves a transaction. Information and Communication Technolo- gies (ICT): Electronic reading, storage, process- ing and transmission technologies. Local and Regional Development (LRD): A two-dimensional phenomenon involving the human element (active or inactive, economically involved in society or not) and the individual and overall enrichment of the region’s players. Networking: A business practice that allows owner-managers to join associations and groups FRPSRVHGRIDWOHDVWWKUHH¿UPVWKDWSRROWKHLU strengths to realize projects at the regional, na- tional or global level that could not be achieved E\D¿UPZRUNLQJDORQH)RUH[DPSOH¿UPVWKDW work together are able to take advantage of group access to resources skills and competencies. Portal: $YLUWXDOPHHWLQJVSDFHZKHUH¿UPV come together to exchange information, trade or collaborate. There are three different types of portals: information portals, transactional por- tals and cooperative portals. These types can be FODVVL¿HGDFFRUGLQJWR³RULHQWDWLRQFULWHULD´LQWR YHUWLFDOSRUWDOV¿UPVLQWKHVDPHLQGXVWU\RU sub-industry, grouped by function), horizontal RUIXQFWLRQDOSRUWDOV¿UPV JURXSHG DFFRUGLQJ to their shared needs, regardless of sector) and JHRJUDSKLFDOSRUWDOV¿UPVJURXSHGJHRJUDSKL- cally by region or country). ENDNOTES 1 The term e-business is used in a more general sense to refer to the information, transac- tional and relational aspects of business. For example, e-commerce is a transactional aspect (Greenstein et Vasarhelyi, 2002:2). 2 For example in Great Britain, the Mersey- world (www.merseyworld.com) SME portal, and in France in the Nord-Pas-de-Calais region (www.declic.net). This work was previously published in Encyclopedia of Developing Regional Communities with Information and Communica- tion Technology, edited by S. Marshall, W. Taylor, and X. Yu, pp. 220-226, copyright 2006 by Information Science Reference (an imprint of IGI Global). . VHUYLFHVLQVXI¿FLHQWWUDLQLQJDQGLQIRUPDWLRQRQ ICT and e-business, and the lack of an ICT culture and inter-SME networking tradition. PROMISING INITIATIVES AND CONCLUSION One way of promoting and supporting LRD in the. exchange, sale and purchase of goods and services. E-commerce involves a transaction. Information and Communication Technolo- gies (ICT): Electronic reading, storage, process- ing and transmission. broadband services (high-speed Internet). Internet service providers and e-commerce application suppliers are few and far between. As far as human infrastructures are concerned (Website and