The document outlines a masterclass on the digital transformation of B2B marketplaces, discussing the challenges and trends observed in 2020 and expectations for 2021. Key factors for successful marketplace models include extensive product ranges, dedicated organizations, and efficient online payment platforms, alongside the emergence of specialized and vertically integrated marketplaces. It also highlights the acceleration of B2B marketplace adoption due to increased customer expectations and the influence of sectors such as aerospace and automotive.

1. Accélérez votre transformation digitale grâce au
modèle de plateforme

2. Déroulement de la Masterclass
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disponibles et envoyés par email dans les 48h
Q&R
● Posez vos questions via l’onglet “Questions”
● Les réponses aux questions seront données à la fin.

3. Agenda
9h15 - 10h00
10h00 - 10h30
10h30 - 11h00
11h00 - 11h45
Marketplace B2B :
Quel bilan pour 2020 et que nous réserve 2021 ?
Marketplace B2B :
Le secret d'un lancement réussi
Comment la marketplace IVEN de Thales contribue au
développement de la digitalisation des achats du secteur
de la Défense
Marketplace et Paiement :
Quels enjeux pour les acteurs du B2B ?

4. Marketplace B2B :
Quel bilan pour 2020 et que nous réserve 2021 ?

5. Nos intervenants
Olivier De Panafieu Matthieu Simon Laure Le Gall
Managing Director France and
South Western Europe
Head of Consumer Goods & Retail
and Investor Support practices
Partner - Industrials & Investor
Support practices
Sales Director South Europe

6. 2020 has seen an acceleration of B2B Marketplaces across all verticals
B2B Marketplaces now representing 50% of new Mirakl
customers
Key industries : Aerospace, Food & Beverage,
Medical & Pharma, Agribusiness, Electrical
and Industrial Supplies
2017
2018
2020
2019

7. 77
Key learnings from Covid-19: acceleration of Marketplaces… but no revolution
Source: Roland
Berger
A
B
C
D
E
G
Clear acceleration of the marketplaces continues… with still a significant room for further growth when
compared to complete ECommerce size & growth pattern
Increasing customer expectations during and after Covid-19 lockdown periods, starting from B2C customer
experience… and clearly echoing into B2B as well
In parallel, emergence of more O2O (online-to-offline) and true omnichannel customer journeys… compared to
more frontal opposition of online & offline before Covid-19
Several Strategic, Implementation and Run hurdles must be addressed when launching a marketplace
Heterogenous maturity across industries:
In B2C: clear acceleration of Food & Beverages, Consumer Goods, Pharmaceutical & Healthcare
Within B2B, still a clear predominance of MRO & Automotive marketplaces
Successful marketplaces models focused on 5 key factors: extensive product range,
key services offering, dedicated organization, visibility on stocks, efficient online payment platform
H Arrival of the Age of digital-native generalist marketplaces (Amazon-likes)… but in parallel, rise of sectorial
specialist marketplaces building their own barriers to entry
Besides the usual horizontal marketplaces model, apparition of vertically integrated marketplaces, moving into
the world of services incl. assets-sharing
F

8. 88
Clear acceleration of the marketplaces continues… with still a
significant room for further growth when compared to ECommerce
B2B marketplace
volume [%]
Market of B2B
marketplace over
B2B e-commerce
sales [%]
Overview of the market of B2B marketplace
Sources: US Department of Commerce, The 2020 US B2B e-commerce Market Report, The 2020 B2B Distributor 300, Roland
Berger
2018-2019
growth
2019-2020e
YTD growth
+36%
+38%
2018 2020e2019
USD1.30trillion
USD1.10trillion
USD900.0billion
NA
1) DC 360 B2B
projection
Total B2B e-commerce
sales
% of all B2B marketplace
of all B2B e-commerce
sales
2%
2%
A

9. 99
Examples of B2B and B2C key sectors and players
Increasing customer expectations during and after Covid-19 lockdown
periods, starting from B2C… and clearly echoing into B2B as well
DIGITAL
WORLD
ProfessionalPersonnal
Supply
check
Finance
E-order
B2B
portal
Admin
tasks
Car/fleet
Health
care
Social
Lifestyle
Media
50%
80%
of B2B buyers & users
prefer making work-related
purchases on B2C websites
of B2B buyers
expect similar convenient
purchasing experience as
offered by B2C websites
B2C Services B2B Services
Sources: expert interviews, press, Mirakl, Roland
Berger
B

10. 1010
Online
Driven by
connectivity, data,
and digital players
Offline
Dominated by the
capabilities of the
physical network
3 4
1
Cloud
platform
Customer cloud
& digital garage
7
2
Vehicle drop
off
and return
6
Just-in-
time
delivery
Repair Shop
Distribution
End customer
Vehicle
appointment
and service
information
Advance
parts
quotation
and ordering
Customer
service
initiating Service log
and
payment
Pro-active diagnostics,
parts & service
selection,
and scheduling
Emergence of more O2O (online-to-offline) customer journeys…
compared to more frontal opposition of online & offline before Covid-19
1) Online-to-offline is a end-to-end business model where customers use digital platforms to enhance their offline experience, increasing DIFM convenience of maintenance and/or
repair servicesSource: Roland
Berger
Example of Automotive: Online-to-offline aftersales business model1)
5
True emerging
omnichannel models
Click & Collect
For products ordered online and
collected offline:
> At home with home delivery, or at
the dealership/ garage
> Both valid for cars and car parts
Buy & Fit
For online booking of parts and
services:
> Also possible in home delivery,
car dealership/ garage, or at a
third party site
> Valid for vehicle test drive, vehicle
price negotiation and key delivery,
repair and maintenance of
vehicles
C

11. 1111
Successful marketplaces models focused on 5 key factors
Source: Roland
Berger
Key services offering
Extensive products range
> In the beginning, the marketplace can
offer selected iconic products
> As the marketplace becomes more
popular, product range can widen (to
rare, regional, customized products)
> Services for clients (e.g. product
finding and comparison, ordering…)
> Services for vendors (e.g. marketing,
supplier onboarding, logistics)
Dedicated organization
> Vendor management
> Product owner agile development team
> Digital marketing in order to increase
online traffic
Efficient online payment &
invoicing platform
> Make accurate and clear quotes
> Check customers' solvency
> Define payment deadline
> Anticipate returns and credit notes policy
> Adopt payment terms adapted to B2B
Visibility on stocks & logistics
> Stock availability
> Stock planification (with accuracy)
> Reliable delivery promise (esp. for
B2B clients)
D

12. 1212
Besides the usual horizontal marketplaces model, apparition of vertically
integrated marketplaces, moving into the world of services
E
Source: Roland
Berger
Horizontal
marketplaces
Vertically integrated
marketplaces
Marketplace
initiation
Enrichment
of new
products
Rare (long tail),
regional, customized
products
Development
towards
services
Specialized services tailored to the
industry… up to assets-sharing
Threat of the digital-natives
generalist marketplaces
Defensive & Offensive move, increasing
scale & clients stickiness vs. Amazon-
likes

13. 1313
Several Strategic, Implementation and Run hurdles must be
addressed when launching a marketplace
Strategic hurdles
> Define right "sweet spot" for the
marketplace:
– End-customers segment with deep
understanding of related pain points
– Relevant products
– Relevant services
> Selection of vendors
> Necessary (B2B or B2C) expertise to
launch
> Clear implementation roadmap
Implementation hurdles
> Massive on-boarding of vendors:
screening, selection, insertion, watch
and monitoring
> Hunt of end-customers
> Technical implementation
(incl. precise e-catalog of products, with
reliable search engine)
> Progressive extensions:
– To products…
– … then to services to be
standardized
– (also to reduce acquisition costs &
churn)
Run hurdles
> Pricing excellence
> Supply chain and logistics services
> Payment and e-invoicing
> Client satisfaction
> Further development of services
> Customer data analytics to improve
product offering, customer experience
and promotional activities
Source: Roland
Berger
F

14. 1414
Heterogenous maturity across industries; within B2B, still a clear
predominance of MRO, Food equipment & Automotive marketplaces
Sources: Applico, Roland
Berger
MedicalDental Laboratory
and
scientific
Food
service
equipment
and supply
Office
supply
Maintenance
, repair and
operations
Automotiv
e
11.70
0 12.400 19.000 20.000
58.000
75.000
174.000
Then, emergence of
marketplaces in all
areas where
traditional actors are
or will be disrupted
by digital: medium
heavy vehicle & off-
road, aeronautics, rail
& marine
transportation,
industry, etc.
MRO sellers of all sizes to
sell via Amazon business
[worldwide ; #sellers ; 2019]
G

15. 1515
Arrival of the Age of digital-native generalist marketplaces… but in
parallel, rise of sectorial specialist marketplaces building barriers to entry
Sources: Amazon, Mirakl, Roland
Berger
Marketplaces Sector specialists
Rising protection thanks to:
Ecosystem of players from the
industry:
> Trustful network of selected vendors
> Trust of end-users (B2B or B2B2C)
looking for a trustful third-party
marketplace
E-catalog of parts, built from the
product specifications, especially
paramount for complex variety, range
and type of parts (e.g. Automotive parts
= 2+ millions of SKUs); and preventing
errors in the ordering and delivery to the
end-users
Specialized associated services
(e.g. one-stop shop with other products;
admin.)…
… but also "convenience" services
that will be more and more key for end-
users (training; equipment ; credit
facility)
VS.
Firepower to continue
to grow
> Strong B2C brand
> Unrivaled logistics efficiency
> Online UX
> Data analytics
> Pricing algorithms
> Low cost and low retail
margins
> Package of B2B services
Limits
> Non-specialist
marketplaces with more
limited deepness, search
engine architecture and
error-free identification than
for specialist marketplaces
> Less tailored customer
journey and services
USD
89 billion
in sales revenues
in the second
quarter of 2020
alone
c. USD
1.6+ trillion
in market
capitalization in
December 2020
150 million
Amazon Prime
subscribers, up
50% since 2018
2.5 million
sellers
actively selling on
its marketplace
Logistics - Especially true for MRO
where products are urgently needed :
> D+1; often H+4 and even H+2 in
some sectors:
– Automotive (especially for Fleets)
– Air Transportation (Aircraft on
Ground)
Many very local initiatives to
compensate or even leverage
containment via market-places: e.g.
Caen for shopkeepers in the city
center, "Ma Boutique Française", etc.
H
89%
of buyers say they
trust Amazon than
other e-commerce
sites

16. 1616
Zoom on Amazon: Amazon has emphasized the strategic importance of
targeted acquisitions and international expansion for their future business
H
Sources: Amazon, CapIQ, Roland
Berger
Strategic growth initiatives
6
3
Q12020
Q12015
5
1
Q22016
Q42016
Q22015
Q32015
Q12016
Q42015
Q22018
Q32016
5
7
3
0
Q12017
Q22017
Q22020
Q42018
Q32017
Q42017
Q12018
Q32018
Q12019
Q22019
Q32019
8
7
3
3
Q42019
4
4
2
3
2
3
2
5
3
6 2
9
3
6
6
0
3
8
4
4
5
3
7
2 6
0
7
0
7
5
8
9
Sale
s
Stock
price
Financial performance [USD bn] Future strategic priorities
Amazon has accelerated its growth through
acquisitions with 26 purchases in the past three years,
with Whole Foods being the company's largest purchase
for 13.7 USD bn in 2017; Healthcare & financial services
are additional strategic targets
The company continues to expand its existing
businesses into international markets, through
significant investments in greenfield operations and
acquisitions, particularly in Europe
Amazon is pushing AI as a key growth pillar and a way
to have an edge over their competitors – Voice, virtual
assistants & language processing (Alexa) are critical
components along with deep learning tools available via
AWS (AI-as-a-service)

17. 1717
Zoom on Amazon: entering new, seemingly unrelated industries has been
a key success factor in growing Amazon into a USD 1.7 trillion company
H
Sources: Amazon, CB Insights, Roland
Berger
Footwear &
apparel
USD 1.2 bn
Audio
entertainment
USD 300 m
Robotics
USD 775 m
Computing
hardware
USD 370 m
Video
streaming
USD 296 m
Healthcare
USD 1 bn
Smart homes
USD 1.2 bn
Gaming
USD 970 m
Grocery
USD 13.7 bn
Media &
content
USD 312 m
Autonomous
vehicles
USD 1.2 bn
20152014 2018201720122008 2009 2011 2020
Industries entered through acquisition [selection]

18. 1818
Zoom on Amazon: Amazon has developed from a purely online retailer
into a conglomerate that spans a diverse portfolio of industries
H
Sources: Amazon, CB Insights, Roland
Berger
> Technology prowess – At the core of all of Amazon's
businesses is the cutting edge technology that enables greater
efficiencies and speed in its operations
> Data network effects – Amazon's customer data cycle allows
each of its businesses to improve its "customer obsessed"
business model through data: users contribute more data, which
is used to make the products better, which in turn leads to more
customers using the service and providing even more data
> Customer experience focus – Amazon's unwavering priority on
its customers drives the strategy for all of its businesses and has
created strong consumer trust and loyalty
Key enablers
Transportation &
logistics
Media &
advertising
AI
computing Grocery
Cloud
services
E-
commerce
Hardware
& devices
Physical
retail
Financial
services
Healthcare
Amazon's industries today [selection]

19. 1919
Zoom on Amazon: looking forward, Amazon's largest investments have
been in delivery centers, electric vehicles and autonomous technology
H
Sources: Amazon, press research, Roland
Berger
Key future bets Amazon is taking
Strategic
rationale
Total investment
[USD m]
Key focus
areas
Relevance for
automotive
High relevance Low relevance
International
expansion
Amazon's 9.9% stake
investment in Reliance
Retail would provide
Amazon immediate
market share in India
through the Reliance
Retail's e-commerce
venture, JioMart
N/A
Electric
vehicles
Amazon's investment in
electric vehicle start up
Rivian gives the company
entry into cutting edge
vehicle technology as well
as a potential future
supply for Amazon's EV
fleet
700
Autonomous driving
The investment in
autonomous tech
developer Aurora provides
Amazon with entry into
self-driving technology
and possibly further data
analytics capabilities
500
Food
delivery
Amazon's 16% stake in
UK food delivery provider
Deliveroo expands
Amazon's presence in
online food ordering while
Whole Foods serves as a
platform to build out food
delivery in the U.S.
N/A
Delivery centers
Amazon is investing
heavily on last mile
"delivery centers" – there
currently are ~200 centers
in the U.S. with an
addition 84 centers to be
opened in 2020
3,3001)
1) Estimate based on published additional warehouses (84) and average estimated cost per warehouse (USD 40 m)

20. Marketplace B2B :
Le secret d'un lancement réussi

21. Nos intervenants
Frederic Berger Benjamin Monier Nicolas Jeffroy
eCommerce Product Manager Founding Partner Senior B2B Sales Executive

22. HELICOPTERS
RR/Company Presentation 2019/1.0/April 2019 © Airbus rights reserved
HELICOPTERS
152
pays
85 %
des opérateurs possèdent
moins de cinq appareils
3 093
Opérateurs
Notre environnement

23. HELICOPTERS
RR/Company Presentation 2019/1.0/April 2019 © Airbus rights reserved
▪ Une extension de notre site e-commerce
▪ Une Offre de Vendeur Spécialisés
▪ Une offre de produits complémentaires
▪ Une Supply Chain alternative
▪ Un déploiement en plusieurs étapes
La Marketplace
HELICOPTERS
☞ Satisfaction Client / Réduction de
coûts
☞ One-Stop-Shop / Développement
Marché
☞ One-Stop-Shop / Développement
Marché

24. HELICOPTERS
RR/Company Presentation 2019/1.0/April 2019 © Airbus rights reserved
▪ Une extension de notre site e-commerce
▪ Une Offre de Vendeur Spécialisés
▪ Une offre de produits complémentaires
▪ Une Supply Chain alternative
▪ Un déploiement en plusieurs étapes
La Marketplace
HELICOPTERS
☞ Satisfaction Client / Réduction de
coûts
☞ One-Stop-Shop / Développement
Marché
☞ One-Stop-Shop / Développement
Marché

25. HELICOPTERS
RR/Company Presentation 2019/1.0/April 2019 © Airbus rights reserved
Choisir son Modèle
Marketplace
HELICOPTERS
▪ Modèle Marketplace (« Pure »
Marketplace, « Retail/Dropshipement »,
Internal procurement …)
▪ Stratégie Produits et Vendeurs
▪ Plateforme IT (Frontoffice / Backoffce,
« Make » or « Buy » …)
▪ Logique de développement et
Sponsoring interne

26. 2626
Bonnes pratiques pour un lancement réussi
Co-construire la marketplace
avec des vendeurs pilotes
pour valider la proposition de
valeur
Partir dès le démarrage sur
une gamme importante de
produits pour générer de
l’attractivité
Mobiliser des acheteurs dès
le début du projet pour
s’assurer de leur adhésion au
modèle
Profiter des ateliers de
cadrage pour faire de
l’acculturation auprès des
équipes internes

27. Une grande réactivité, pour
chaque commande, chaque
cotation
Le catalogue le plus fourni
Un vendeur modelLes clés du succès
❑ Un catalogue complet
❑ Un prix sur chaque produit proposé
❑ Un bon ratio de pièces en stock
❑ Différents conditionnements, plusieurs
Incoterms
❑ Pas de minimum de commande
❑ Une offre attractive
– Description du produit
– Photos
❑ De la réactivité pour chaque commande, chaque
cotation
HELICOPTERS
❑ Une Stratégie Vendeurs et Produits
❑ Des Vendeurs et une Offres qualifiée

28. Un business model
ajustable
HELICOPTERS
▪ Une ressource supplémentaire pour
mieux servir les contrats englobants
▪ Une alternative à notre chaine
d’approvisionnement pour les besoins
internes

29. 2929
Les challenges du développement international
Proposition de solutions de paiement adaptées aux standards et habitudes du pays : gestion des
devises locales, moyens de paiement, délais de paiement…
Mise à disposition d’une offre répondant aux attentes des acheteurs locaux : mise en avant de
certaines offres ciblées, recrutement de vendeurs locaux de proximité…
Capacité des vendeurs à facturer les clients du pays : application des obligations et standards locaux,
gestion des taxes...
Paiement
Facturation
Développement
Logistique
Support aux acheteurs et vendeurs pour gérer les flux logistiques transfrontaliers : transport
international, formalités de douanes, assurance…

30. Comment la marketplace IVEN de Thales contribue au développement de
la digitalisation des achats du secteur de la Défense

31. Nos intervenants
Pascal Geoffroy Dickel Sooriah
Directeur des Services Supply
Chain Opérés
VP Marketing EMEA

32. Cedocumentnepeutêtrereproduit,modifié,adapté,publié,traduit,d'unequelconquefaçon,entoutou
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32 IVEN, la marketplace des professionnels aéronautique & défense
Home Page

33. Cedocumentnepeutêtrereproduit,modifié,adapté,publié,traduit,d'unequelconquefaçon,entoutou
partie,nidivulguéàuntierssansl'accordpréalableetécritdeThales-©Thales2018TousDroitsréservés.
33 IVEN, la marketplace des professionnels aéronautique & défense
Catalogue

34. Marketplace et Paiement : Quels enjeux pour les acteurs du B2B ?

35. Nos intervenants
Vincent Belhandouz Christophe de Sahb Olivier Courtecuisse
CEO Business Development Team Lead Client Success

37. Nos intervenants
Vincent Belhandouz Christophe de Sahb Olivier Courtecuisse
CEO Business Development Team Lead Client Success

38. 02
Objectif n°1 : simplifier le processus d’achats de nos clients, tout en garantissant des prix compétitfs
Plateforme simple d’utilisation, visant l’efficacité : Moteur de recherche par immatriculation ou V.I.N,
mots clés
Tous les besoins du réparateurs sur une même plateforme (pièces, outillage, conso, peinture, pneus,
PL, 2roues…)
Technologies de pointe : responsive design tous écrans, temps réels, interfaces rapides, big data
Evolutions techniques constantes, à un rythme mensuel
Partenariats de qualité (Sidexa, Lacour) clientèle ultra-qualifiée (carrossiers, distributeurs,
assureurs…)
Système de paiement par LCR, virement, CB, entièrement sécurisé par Webhelp
Conditions tarifaires avantageuses et attractives pour le vendeur
Le choix du modèle inclusif comme réponse
aux painpoints du marché
MarketPlace by Aniel, le one-stop shop du carrossier
VincentBelhandouz,07.86.55.38.89,
vincent.belhandouz@aniel.fr

39. 03
Des résultats probants, en l’espace d’une
année
MarketPlace by Aniel, le one-stop shop du carrossier
50 000
visiteurs par mois
8 000
clients actifs
40
vendeurs
professionnels
150 000
commandes par an
48
marques représentées
12M
de produits
disponibles
60%
de taux de couverture
15%
croissance des ventes
tiers chaque mois
VincentBelhandouz,07.86.55.38.89,
vincent.belhandouz@aniel.fr

40. 02
Objectif n°1 : simplifier le processus d’achats de nos clients, tout en garantissant des prix compétitfs
Plateforme simple d’utilisation, visant l’efficacité : Moteur de recherche par immatriculation ou V.I.N,
mots clés
Tous les besoins du réparateurs sur une même plateforme (pièces, outillage, conso, peinture, pneus,
PL, 2roues…)
Technologies de pointe : responsive design tous écrans, temps réels, interfaces rapides, big data
Evolutions techniques constantes, à un rythme mensuel
Partenariats de qualité (Sidexa, Lacour) clientèle ultra-qualifiée (carrossiers, distributeurs,
assureurs…)
Système de paiement par LCR, virement, CB, entièrement sécurisé par Webhelp
Conditions tarifaires avantageuses et attractives pour le vendeur
Le choix du modèle inclusif comme réponse
aux painpoints du marché
MarketPlace by Aniel, le one-stop shop du carrossier
VincentBelhandouz,07.86.55.38.89,
vincent.belhandouz@aniel.fr

41. 03
Des résultats probants, en l’espace d’une
année
MarketPlace by Aniel, le one-stop shop du carrossier
50 000
visiteurs par mois
8 000
clients actifs
40
vendeurs
professionnels
150 000
commandes par an
48
marques représentées
12M
de produits
disponibles
60%
de taux de couverture
15%
croissance des ventes
tiers chaque mois
VincentBelhandouz,07.86.55.38.89,
vincent.belhandouz@aniel.fr

42. Merci à tous
Vous recevrez l’enregistrement et la présentation par mail dans les prochaines 48h