1. Introduction

In the conditions of globalization, international business forums have become the main platforms for interaction between representatives of different sectors of the global economy. They give participants the opportunity for dialogue, negotiations, and the development of international trade and investment cooperation [1], [4], [5]. One of the key goals of international business forums is the opportunity to build contacts in the B2B format, which allows companies to find and develop long-term partnerships [6].

For a long time, this process was based only on personal interaction between participants, but due to digitalization, many things are changing. With the появление of technologies such as event-tech and digital platforms, the process of building business contacts has become more manageable [8]. Such platforms help participants find suitable partners, arrange and plan meetings, and also keep in touch before, during, and after the forums [10].

The number of these platforms is growing every year, however, research on monetization strategies remains mostly general and is not specially adapted to the context of international business forums. Studies are more focused on general platform business models and revenue mechanisms, but do not consider specific features such as time limits, hybrid formats, and multi-sided participation structures.

Therefore, this paper aims to systematize existing business models and monetization mechanisms of B2B networking platforms in the context of international business forums and to identify the limitations of their application in this specific environment.

2. Methodology

This study is based on a qualitative research design using a structured literature review and conceptual analysis. The research focuses on academic publications and industry reports related to platform business models, B2B networking platforms, and event technologies.

The analysis applies a comparative approach to identify key monetization models and tools, as well as their advantages and limitations. Conceptual analysis is used to integrate findings and identify gaps in the existing literature.

3. Results

3.1. International business forums as a context for B2B networking

International business forums serve as a key mechanism of interaction at the level of global cooperation. They provide a platform for dialogue between businesses, governments, and other stakeholders, thereby contributing to the expansion of international economic relations [1], [5].

A central element enabling this interaction is networking, which is aimed at increasing the number of business connections for the further development of long-term cooperation [6].

With the development of digital technologies, networking has evolved from a spontaneous and unstructured process into a more organized system that enables mutually beneficial business relationships to be established not only during the forum, but also before and after it, thereby extending interaction beyond the physical boundaries of the event [8], [10].

3.2. B2B networking platforms as digital infrastructures

B2B networking platforms function as digital infrastructures that facilitate interaction between participants. They reduce transaction costs and increase the efficiency of processes carried out within the platform [11].

These platforms are based on the concept of two-sided markets, where value is primarily created through interactions between participants from different groups [12]. Network effects play a central role, as the value of the platform increases with the number of participants who are willing to share data and use their profiles for further interaction [18].

The core functionalities of such platforms include matchmaking algorithms, meeting scheduling, and data-driven recommendations. These tools enable participants to identify relevant partners and organize business interactions more efficiently [14], [16].

3.3. Existing business models of B2B networking platforms

Several business models have been identified that are used by B2B networking platforms to capture value from user interactions.

The first is the subscription model, which provides stable and predictable revenue through regular payments for access to platform services [21].

The second is the commission-based model, where revenue is generated from transactions between participants, linking platform income to the level of user activity [20], [23].

The third model is the freemium model, which lowers entry barriers by offering basic services for free while charging for advanced features [22]. The fourth model enables platforms to monetize access to data, services, or technologies based on actual usage [24].

Below is a strategy that focuses the entire business on B2B network platforms: revenue generation logic, advantages, limitations in the context of business forums.

Table 1. Comparison of business models of B2B networking platforms

Each model has its own advantages and limitations, and in practice, platforms often combine multiple approaches in order to balance user growth, engagement, and revenue generation.

3.4. Monetization mechanisms and tools

Modern B2B networking platforms implement monetization through a wide range of tools embedded in their core functionality.

Premium networking features, such as advanced matchmaking, meeting scheduling, and recommendations based on artificial intelligence or human support, are often offered as paid services [25], [26].

Another important mechanism is paid visibility for participants and companies, including promoted profiles, advertising placements, and sponsored sessions, which provide additional exposure and brand awareness [27].

Data monetization is gaining increasing importance, as platforms collect and analyze large volumes of user data. Analytical reports and insights are offered as paid products, helping participants evaluate engagement and the effectiveness of their interactions [28].

Lead generation tools, including lead capture technologies and CRM integration, transform networking into a measurable business process and create additional revenue streams for platforms [29].

4. Discussion

The analysis reveals several limitations in existing approaches to monetization of B2B networking platforms.

First, most business models are developed in a general platform context and are not specifically adapted to the event industry. They do not fully account for the temporal nature of forums, where interactions are concentrated within a limited timeframe.

Second, monetization mechanisms are often studied in isolation. There is a lack of integrated analysis explaining how different tools—such as matchmaking, analytics, and lead generation—interact within a single platform ecosystem.

Third, existing research does not sufficiently consider the hybrid nature of modern business forums, where interaction occurs across multiple stages: before, during, and after the event [8].

Finally, there is a gap between value creation and value capture. While platforms create value through networking and interaction, the mechanisms for monetizing this value are not always clearly aligned with user needs and platform functionality.

These limitations highlight the need for a more integrated conceptual approach that connects platform functions, user groups, monetization strategies, and event-specific characteristics.

Conclusion

This paper systematizes existing business models and monetization mechanisms of B2B networking platforms in the context of international business forums.

The analysis shows that while a variety of monetization models and tools are available, they remain fragmented and insufficiently adapted to the specific characteristics of event-based environments.

The study contributes to the literature by identifying key limitations of existing approaches and emphasizing the need for an integrated understanding of monetization in platform-based networking ecosystems.

Future research should focus on empirical validation of these findings through case studies, interviews, and quantitative analysis to develop more effective and context-specific monetization strategies.