The document discusses top trends driving changes in B2B commerce:
1. B2B buyers increasingly expect online purchasing and digital experiences similar to B2C, putting pressure on B2B sellers to adapt their strategies and technologies.
2. Omni-channel integration is important to provide a consistent experience across all customer touchpoints as buyers transition between online and offline channels.
3. More B2B sellers are bringing procurement platforms in-house to strengthen relationships and gain visibility into customer needs and behaviors.
4. Self-service options empower buyers with control and convenience but also benefit sellers through lower costs and improved insights into buying patterns.
B2B and Ecommerce (Relation, Market, Growth & Future)Nirbhik Jangid
We have seen an amalgamation of B2C & Ecommerce, but this merge of B2B & Ecommerce, enhances the B2B market space.
Includes:
- B2B
- Ecommerce
- Markets
- Growth
- Future of B2B Ecommerce
- Success Story
- Magneto
- Outquip
- Mobile
- ERP
- Amazon Business/Supply
- Alibaba
- Business Growth
This PPT will help you in understanding the Architecture for B2B models in Ecommerce or Online Market Space.
Includes:
- Ecommerce in B2B
- Architecture
- Technologies
- EDI
- Internet
- Intranet
- Extranet
- Back-End Information System Integration
- Architecture Models:
- Buyer
- Seller
- Intermediary
Thank You.
Learning about models of E-Business is made easy through this presentation. It contains the comprehensive information about models of E-Business. It helps the students to learn the concepts quickly with the help of examples. The models are presented with crisp explanation.
B2B and Ecommerce (Relation, Market, Growth & Future)Nirbhik Jangid
We have seen an amalgamation of B2C & Ecommerce, but this merge of B2B & Ecommerce, enhances the B2B market space.
Includes:
- B2B
- Ecommerce
- Markets
- Growth
- Future of B2B Ecommerce
- Success Story
- Magneto
- Outquip
- Mobile
- ERP
- Amazon Business/Supply
- Alibaba
- Business Growth
This PPT will help you in understanding the Architecture for B2B models in Ecommerce or Online Market Space.
Includes:
- Ecommerce in B2B
- Architecture
- Technologies
- EDI
- Internet
- Intranet
- Extranet
- Back-End Information System Integration
- Architecture Models:
- Buyer
- Seller
- Intermediary
Thank You.
Learning about models of E-Business is made easy through this presentation. It contains the comprehensive information about models of E-Business. It helps the students to learn the concepts quickly with the help of examples. The models are presented with crisp explanation.
Beyond B2B Consumerization: How Instant Commerce™ in B2B Changes the Future o...SAP Ariba
So what’s the next big thing in B2B e-commerce? Participate in this session to learn how B2B e-commerce is going beyond consumerization to instant commerce. We will examine: what factors will lead to B2B sector consolidation; who benefits when demand chains meet supply chains; what is driving the new Era of Instant Commerce™; and which new business models will profit from this new era.
Evolution of B2B marketplaces - How to grow your market share in manufacturin...Mirakl
B2B buyers are consumers when they’re off the clock. They want the same selection, competitive pricing, and convenience they get from shopping online for their personal purchases. In fact, 80% of B2B buyers expect it.
Today, the market for B2B marketplaces represents $12.2 trillion USD in gross merchandise value (GMV) worldwide, more than double its worth in 2013 and is made up of platform pioneers like Tetra Pak, Conrad, Metro Cash & Carry or Siemens Mobility.
The Covid-19 "digital shock" created by the lockdown and consequently economic crisis are likely to be additional drivers fostering the use of digital marketplaces in the future… and may also represent an opportunity for Barbarians to accelerate their attack of a market in turbulence.
In an exclusive webinar with Matthieu Simon, Partner at Roland Berger, Wim Borret, Business Developer at Webhelp and Brendan Walsh, EVP Sales EMEA at Mirakl will discuss the evolution of B2B marketplaces in the world with a deep dive in manufacturing and aftermarket spare parts. In this webinar, you’ll learn:
Why the B2B marketplace model is accelerating across the world
A global competitive context: how marketplaces have to deal with the digital natives (i.e. Amazon and Alibaba)
The proliferation of B2B aftermarket platforms
An online market, usually B2B, in which buyers and sellers exchange goods or services; the three types of e-marketplaces are private, public, and consortia
marketspace
A marketplace in which sellers and buyers exchange goods and services for money (or for other goods and services), but do so electronically
Consider this, by 2017 e-commerce sales in US alone is expected to be around $434 billion. Thanks to the rising popularity of mobile and increasing internet penetration,
e-commerce is the way forward for businesses across industries. In this PPT, we will quickly compare an e-commerce store and online marketplaces and look at how a New York’s leading dealer for DJ, Pro Audio equipment, Music Technology and Instruments leverages their e-commerce store and the online marketplace to increase its brand presence and improve sales.
1.
•
•
• An e-commerce business model aims to use and leverage the unique
qualities of the Internet, the Web, and the mobile platform.
• There are eight key elements of a business model.
Value proposition
Defines how a company’s product or service fulfills the needs of customers.
Questions to ask:
• Why should the customer buy from you?
• What will your firm provide that others do not or cannot?
Successful e-commerce value propositions:
• Personalization/customization
•
Reduction of product search, price discovery costs
• Facilitation of transactions by managing product delivery
2. Revenue model
• Describes how the firm will earn revenue, generate profits, and produce a superior return
on invested capital.
Most companies rely on one, or some combination, of the following major revenue models:
• Advertising (Yahoo)
• Subscription (WSJ)
• Transaction fee (eBay)
• S ales (Amazon)
• Affiliate (MyPoints)
Why may a company want more than one revenue model?
3. Market opportunity
• • Refers to the company’s intended marketspace and the overall potential financial
opportunities available to the firm in that marketspace.
Marketspace
• Area of actual or potential commercial value in which company intends to
operate.
Realistic market opportunity:
•
Defined by revenue potential in each market niche in which company hopes
to compete.
Market opportunity typically divided into smaller niches
4. Competitive environment
• Refers to the other companies operating in the same marketspace selling
similar products.
Who else occupies your intended marketspace?”
• Other companies selling similar products in the same marketspace.
• Includes both direct and indirect competitors.
Influenced by:
• Number and size of active competitors
• Each competitor’s market share
• Competitors’ profitability
•
•
•
•
5. Competitive advantage
• Competitive advantage:
• Achieved by a firm when it can produce a superior product and/or
bring the product to market at a lower price than most, or all, of its
competitors.
“What special advantages does your firm bring to the marketspace?”
• Is your product superior to or cheaper to produce than your
competitors’?
6. Market strategy
• • The plan you put together that details exactly how you intend to enter a
new market and attract new customers.
Details how a company intends to enter market and attract customers Best
business concepts will fail if not properly marketed to potential customers.
Examples:
• YouTube having social network marketing strategy which lets users to
post content on the site for free;
• AOL distributing out free trial CDs through magazines and newspapers
7. Organizational development
• Development plan describes how the company will organize the work that
needs to be accomplished.
Work typically divided into functional departments, e.g, production,
shipping, marketing
Ecommerce Business And Revenue Models PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Ecommerce Business And Revenue Models Powerpoint Presentation Slides. This PPT deck displays fourty slides with in depth research. Our topic oriented Ecommerce Business And Revenue Models Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Ecommerce Business And Revenue Models Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Business Model 101: The Basics of Marketplaces, SaaS & Ecommerce [reduced]Point Nine Capital
An shorter introduction to some of our favourite investment areas: Marketplaces, Software-as-a-Service and Ecommerce.
Starting with different ways of monetization, we dip into the major characteristics, address critical challenges and single out the KPIs you should keep an eye on.
As presented in Startit Fest in Belgrade, http://startit.rs/
Beyond B2B Consumerization: How Instant Commerce™ in B2B Changes the Future o...SAP Ariba
So what’s the next big thing in B2B e-commerce? Participate in this session to learn how B2B e-commerce is going beyond consumerization to instant commerce. We will examine: what factors will lead to B2B sector consolidation; who benefits when demand chains meet supply chains; what is driving the new Era of Instant Commerce™; and which new business models will profit from this new era.
Evolution of B2B marketplaces - How to grow your market share in manufacturin...Mirakl
B2B buyers are consumers when they’re off the clock. They want the same selection, competitive pricing, and convenience they get from shopping online for their personal purchases. In fact, 80% of B2B buyers expect it.
Today, the market for B2B marketplaces represents $12.2 trillion USD in gross merchandise value (GMV) worldwide, more than double its worth in 2013 and is made up of platform pioneers like Tetra Pak, Conrad, Metro Cash & Carry or Siemens Mobility.
The Covid-19 "digital shock" created by the lockdown and consequently economic crisis are likely to be additional drivers fostering the use of digital marketplaces in the future… and may also represent an opportunity for Barbarians to accelerate their attack of a market in turbulence.
In an exclusive webinar with Matthieu Simon, Partner at Roland Berger, Wim Borret, Business Developer at Webhelp and Brendan Walsh, EVP Sales EMEA at Mirakl will discuss the evolution of B2B marketplaces in the world with a deep dive in manufacturing and aftermarket spare parts. In this webinar, you’ll learn:
Why the B2B marketplace model is accelerating across the world
A global competitive context: how marketplaces have to deal with the digital natives (i.e. Amazon and Alibaba)
The proliferation of B2B aftermarket platforms
An online market, usually B2B, in which buyers and sellers exchange goods or services; the three types of e-marketplaces are private, public, and consortia
marketspace
A marketplace in which sellers and buyers exchange goods and services for money (or for other goods and services), but do so electronically
Consider this, by 2017 e-commerce sales in US alone is expected to be around $434 billion. Thanks to the rising popularity of mobile and increasing internet penetration,
e-commerce is the way forward for businesses across industries. In this PPT, we will quickly compare an e-commerce store and online marketplaces and look at how a New York’s leading dealer for DJ, Pro Audio equipment, Music Technology and Instruments leverages their e-commerce store and the online marketplace to increase its brand presence and improve sales.
1.
•
•
• An e-commerce business model aims to use and leverage the unique
qualities of the Internet, the Web, and the mobile platform.
• There are eight key elements of a business model.
Value proposition
Defines how a company’s product or service fulfills the needs of customers.
Questions to ask:
• Why should the customer buy from you?
• What will your firm provide that others do not or cannot?
Successful e-commerce value propositions:
• Personalization/customization
•
Reduction of product search, price discovery costs
• Facilitation of transactions by managing product delivery
2. Revenue model
• Describes how the firm will earn revenue, generate profits, and produce a superior return
on invested capital.
Most companies rely on one, or some combination, of the following major revenue models:
• Advertising (Yahoo)
• Subscription (WSJ)
• Transaction fee (eBay)
• S ales (Amazon)
• Affiliate (MyPoints)
Why may a company want more than one revenue model?
3. Market opportunity
• • Refers to the company’s intended marketspace and the overall potential financial
opportunities available to the firm in that marketspace.
Marketspace
• Area of actual or potential commercial value in which company intends to
operate.
Realistic market opportunity:
•
Defined by revenue potential in each market niche in which company hopes
to compete.
Market opportunity typically divided into smaller niches
4. Competitive environment
• Refers to the other companies operating in the same marketspace selling
similar products.
Who else occupies your intended marketspace?”
• Other companies selling similar products in the same marketspace.
• Includes both direct and indirect competitors.
Influenced by:
• Number and size of active competitors
• Each competitor’s market share
• Competitors’ profitability
•
•
•
•
5. Competitive advantage
• Competitive advantage:
• Achieved by a firm when it can produce a superior product and/or
bring the product to market at a lower price than most, or all, of its
competitors.
“What special advantages does your firm bring to the marketspace?”
• Is your product superior to or cheaper to produce than your
competitors’?
6. Market strategy
• • The plan you put together that details exactly how you intend to enter a
new market and attract new customers.
Details how a company intends to enter market and attract customers Best
business concepts will fail if not properly marketed to potential customers.
Examples:
• YouTube having social network marketing strategy which lets users to
post content on the site for free;
• AOL distributing out free trial CDs through magazines and newspapers
7. Organizational development
• Development plan describes how the company will organize the work that
needs to be accomplished.
Work typically divided into functional departments, e.g, production,
shipping, marketing
Ecommerce Business And Revenue Models PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Ecommerce Business And Revenue Models Powerpoint Presentation Slides. This PPT deck displays fourty slides with in depth research. Our topic oriented Ecommerce Business And Revenue Models Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Ecommerce Business And Revenue Models Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Business Model 101: The Basics of Marketplaces, SaaS & Ecommerce [reduced]Point Nine Capital
An shorter introduction to some of our favourite investment areas: Marketplaces, Software-as-a-Service and Ecommerce.
Starting with different ways of monetization, we dip into the major characteristics, address critical challenges and single out the KPIs you should keep an eye on.
As presented in Startit Fest in Belgrade, http://startit.rs/
Beyond B2B Consumerization: How Instant Commerce™ in B2B Changes the Future o...SAP Ariba
So what’s the next big thing in B2B ecommerce? In this session, you will learn where B2B ecommerce is going beyond consumerization but to instant commerce. This session will examine: what factors will lead to B2B sector consolidation; who benefits when demand chains meet supply chains; what is driving the new Era of Instant Commerce™; and which new business models will profit from this new era?
Cette présentation du 29 juin 2016 aborde les thèmes suivants :
- Les tendances clés qui drivent la performance commerciale B2B
- B2B et B2C : comment le digital les rapproche
- Comment organiser mon système d'informations pour tendre vers une expérience client B2B simple, utile et fun
Developing Your Omni Channel Strategy in the Digitally Fast-Paced Worldsusanprater
Digital media consumption is rising year over year. We are not spreading out our usage across more devices, we’re actually consuming more. As we think about our customer experience, we often forget that they are not reading every word, are not ready to subscribe, set up an account, download our app. If we want to succeed on a large scale, with prospects who are not engaged, we need to surround them with our message, and make it easy for them to interact with us, however and whenever they choose.
More brands feel they are “lagging behind” in omni-channel – If your omni-channel strategy isn’t among the elite, don’t fret because you are not alone. In a recent study by SPS Commerce over 37% of businesses feel as though they are still exploring their omni-channel options and have not developed a long term strategy.
This presentation will teach you:
1. How to develop your own omni channel strategy
2. How other brands have embraced an omni channel strategy
3. How to leverage your data to create a meaningful customer journey with your brand on the customer’s own terms
B2B Omni-Channel Commerce Platform of the FutureAccenture Italia
Le aspettative del cliente guidano le aziende B2B verso un’esperienza omni-channel che mira a costruire e mantenere la relazione con il cliente. Le aziende si trovano dunque ad affrontare nuove sfide a livello tecnologico ed organizzativo per soddisfare le esigenze dei venditori e mantenere e crescere le proprie quote di mercato.
Account Based Marketing: What's Next for B2BLeadMD
This Panel discussion ft. Sangram Vajre from @terminus, Brandon Redlinger from @engagio and Justin Gray from @myleadmd was presented by The BMA Phx and moderated by Matt Hensler. It discusses the tectonic shift in B2B from demand generation to Account Based strategies. The panel weighs in on who should use ABM and what are the keys to success with this much hyped buzzword.
The Evolution of B2B Commerce Powered by Engagement EcosystemsRosetta Marketing
In a joint presentation from Rosetta and National Instruments, explore real-life examples of how National Instruments (NI) is putting customers at the center of their digital transformation. Customers in all industries have high expectations from brands. To exceed the needs of their customers and internal sales force, National Instruments has made substantial investments in the digital platforms that enable them to deliver better experiences, such as seamless online ordering. In this presentation you will hear the steps NI is taking to enhance customer engagement and grow their business, such as using a data-driven approach to understand the customer journey, enhancing the path to purchase, content and design, and enabling great experiences through technological innovations.
B2B Ecommerce: Design Principles and Best Practices to Boost SalesAlex Schmelkin
Smart B2B Design: Strategy and User Experience Principles that Boost Sales. Presented at the Internet Retailer Conference and Exhibition (IRCE) 2014 by Alex Schmelkin, CEO of Alexander Interactive, and Girisha Chandraraj, Head of Digital of United Stationers.
Managing The Content Marketing Avalanche! B2B Content Marketing in 2014 Dave Chaffey
Presented as a Keynote to the B2B Marketing Content Avalanche Conference in London on 7th November 2013.
In this Keynote, I highlight some of the latest research in Content Marketing practices pulling out 10 trends needed to make the most of content marketing in 2014.
Examples show how leading companies are prioritising, managing and optimising their B2B content marketing including examples of new applications and new interactive B2B content marketing tools.
Basics of B2B eCommerce - what customers expect, and how to meet those expect...Justin King
In this presentation, you will learn the basics of Business-to-Business (B2B) eCommerce. What do customers expect when they come to your site? What makes up the great b2b experiences that you see today? A practical and step by step look at B2B eCommerce.
Success in B2B Marketing starts with an intense focus on creating value for the B2B buyer.
In this presentation for the BMA Carolinas, I talk about how marketing can help drive change across the business by creating content people want, like to share, and might even love!
I provide the tips, tools and templates you need to create your own content marketing program that drives conversion for your business.
It's back! The annual Content Marketing Institute/Content Marketing research returns again to dissect content marketing benchmarks, budgets and trends for B2B marketers in North America.
Digital Transformation Boosts B2B Customer Experience _ CX Services.pdfAnil
Digital transformation has become a pivotal strategy for businesses looking to enhance their operations and customer experiences, particularly in the realm of B2B services. By leveraging digital technologies and innovative solutions, companies can streamline processes, improve efficiency, and offer more personalized experiences to their B2B customers
The Number One Digital Challenge Facing B2B TodayImran Choudhary
IBM recently hosted an open round table in London to discuss the temperament and disruptors in UK B2B Commerce with a number of key industry influencers and subject matter experts.
We explored the challenges faced, but equally the opportunities
and notable success stories.
Our discussion centred on what the #1 Digital Challenge Facing B2B is today, and what opportunities this may present to the new digital seller.
We also explored the importance of the user experience and the supporting infrastructure, as well as managing organisational and cultural change in the implementation of a new digital B2B strategy.
It comes as no surprise that the dialogue of the session very quickly expanded into the role of multi–Channel campaigns, technology, people, culture, and business change.
These facets where explored in great detail and we have summarised the highlights and key insights in this report.
Changing Business Models: The Shift to B2B2C and D2C SalesAshish Saxena
Times are changing, and business models are no longer limited to only B2B or B2C. We are seeing a slow
change to alternative models such as B2B2C (business-to-business-to-consumer), D2C (direct-to-consumer)
or B2E (business-to-employee) in order to better meet more specific end-consumer needs.
In this white paper, we’re delving into the trends impacting this shift away from traditional business models in
the e-commerce landscape. We’re also sharing a useful step-by-step guide on how to implement a successful
D2C strategy.
cx digital transformation-b2b digital transformation.pdfAnil
CX Digital Transformation:
CX digital transformation refers to the process of leveraging digital technologies and strategies to enhance customer experiences. It involves adopting digital tools, platforms, and processes to understand customer needs, deliver personalized and seamless interactions, and drive customer satisfaction and loyalty. CX digital transformation focuses on utilizing data analytics, AI, automation, and other digital innovations to improve customer engagement across various touchpoints and deliver exceptional experiences throughout the customer journey.
B2B Digital Transformation:
B2B digital transformation refers to the integration of digital technologies and strategies to transform business-to-business (B2B) processes and operations. It involves digitizing and automating core business functions such as procurement, supply chain management, sales, and customer service to streamline operations, improve efficiency, and enhance customer experiences. B2B digital transformation aims to enable seamless collaboration, data sharing, and communication between businesses, leading to increased productivity, cost savings, and better customer satisfaction.
Digital Transformation Customer Experience:
Digital transformation customer experience refers to the strategic initiatives undertaken by businesses to leverage digital technologies and data-driven insights to deliver superior customer experiences. It involves the integration of various digital channels, such as websites, mobile apps, social media, and chatbots, to engage customers and provide personalized, consistent, and convenient experiences. By utilizing advanced analytics, AI, and machine learning, businesses can understand customer preferences, anticipate their needs, and deliver tailored experiences that drive customer loyalty and business growth.
Digital Customer Experience in B2B:
Digital customer experience in B2B refers to the application of digital technologies and strategies to enhance the customer experience in the business-to-business context. It involves providing seamless, self-service capabilities, personalized product recommendations, and real-time support to B2B customers through digital channels. Digital customer experience in B2B aims to simplify complex purchasing processes, improve order management, and enable efficient collaboration between buyers and sellers. By leveraging digital tools and insights, businesses can create frictionless experiences that build trust, drive customer satisfaction, and foster long-term partnerships.
In summary, CX digital transformation, B2B digital transformation, digital transformation customer experience, and digital customer experience in B2B are all key elements of the broader digital transformation journey. By embracing digital technologies and focusing on customer-centric strategies, businesses can stay competitive, adapt to evolving customer expectations, and unlock new growth opportunities in the digital era.
Digital Disruption in Distribution and Manufacturing: How to Be a B2B LeaderPerficient, Inc.
Digital technology is quickly changing the rules of engagement for B2B companies in the manufacturing and distribution sectors. The convergence of data, content, intelligent devices, and artificial intelligence creates an opportunity for established companies to redefine themselves and become industry leaders. But many are missing this opportunity.
Forward-thinking companies in this transformation will make decisions by considering the overall market, moving quickly, and managing cross-functional change within the organization. The uncommitted will only consider their technology options and suffer from sub-par results…or do nothing at all.
We discussed:
-How to identify where you are in your digital journey
-How to apply “fast follower” principles and a proven framework to accelerate change
-Best practices and lessons learned by B2B organizations that have successfully achieved a higher level of digital maturity
Trends and Benefits of Implementing E-Commerce for B2B Companies Ashish Saxena
Digital technologies are the new normal, and B2B companies also realized it. They are adapting and transforming their customer experience and selling strategies by adopting e-commerce as a primary sales channel. Customer expectations in B2B world are similar to B2C; after all, it is the same people who place orders for B2C companies on websites like Amazon. B2B companies are still behind in adopting e-commerce solutions unlike B2C companies. Acc to recent study while 30% of B2B buyers would prefer to buy at least 90% of products online, only 20% are currently doing so. This means far less B2B companies are selling their products online. Listed below are the top 3 concerns of B2B companies:
HCL Commerce Cloud: Elevate Sales with Integrated B2B SolutionsHCLSoftware
The key to successful B2B sales growth lies in digital strategies, particularly with the rising prominence of enterprise ecommerce solutions. Companies must adapt to the rapidly changing landscape of B2B e-commerce to remain competitive, as highlighted by McKinsey. Embracing digital transformation is crucial, with McKinsey noting the risk of falling behind for those who fail to do so. Going forward, digital will become the most important sales channel, contributing over 40% of total company revenue.
Learn more: https://hclsw.co/0wzv7y
The current digital space is inundated with a multitude of content, from the mundane to the relevant, all wanting to grab the attention of online audiences, whatever background or milieu they originated from. This is made even more complex with the deluge of user-generated content, adding to the din and cacophony of information digital marketers are struggling to overcome with daily. Read more about our presentation on the current B2B content marketing trends this 2020.
Check out our original blog post here: https://digitalmarketingphilippines.com/b2b-content-marketing-trends-in-2020-infographic/
Tarek elashraf marketing - the impact of digital technology on b2 b communi...Tarek Elashraf
Communication between companies and their customers has changed dramatically, especially by the birth of social media platforms such as Facebook, Twitter, and LinkedIn
Social media platforms has changed the way B2B companies interact and communicate with them.
2. B2B COMMERCE
Prior to the digital age, manufacturers and suppliers produced
thick, printed catalogs, employed armies of sales and account
managers to build relationships and close deals, and staffed
backshops and warehouses to deliver on their customers’ needs.
Today’s B2B commerce transactions typically involve multiple
organizations and cover a complex range of applications that
enable organizations to form both offline and online relationships
with suppliers, customers, distributors, resellers and other
partners.
While traditional B2B selling channels have remained the most
influential, a combination of ubiquitous digital technologies and
increasing buyer expectations have led a rapid shift towards
digital B2B commerce. Pure-play retailers like Amazon are using
their sizable momentum in the B2C world to double down in
the B2B market. These shifts are causing B2B sellers to rethink
their marketing and sales strategies and the corresponding
core investments around customer engagement and commerce
infrastructures.
A recent study shows that more than half of global B2B buyers will
make at least 50%2
of their purchases online within the next three
years. B2B customers are changing the game of business-to-
business as they become more accustomed to a buying lifecycle
that includes digital experiences well before and long after the
sale. B2B buyers, like consumers, now expect seamless, omni-
channel experiences, accurate and detailed product and inventory
information, reduced shipping and delivery times, and 24/7 self-
service access. B2B sellers need to adapt their strategies with a
B2C focus, manage the complexity of B2B transactions, provide
seamless integration, and be fast, reliable, and efficient to satisfy
changing buyer expectations.
Many B2B organizations have established an online channel and
are focusing on how to grow online sales in order to maximize
revenue. A study conducted by Frost & Sullivan projects that
B2B eCommerce sales will reach $12 million globally by the year
2020. But to succeed in the new B2B landscape, companies are
going to have to shift the way they think about the end customer
and their buying experience. In this guide we look at the top 4
trends that are driving B2B companies to re-platform and rebuild
their eCommerce sites to satisfy the growing demands and high
expectations of their customer.
75%
93%
OF B2B BUYERS PREFER
ONLINE PURCHASING OVER
A SALES REPRESENTATIVE1
OF B2B BUYERS PREFER
CONVENIENCE OF PURCHASING
FROM A WEBSITE VS A SALES
REPRESENTATIVE1
3. TOP PRIORITIES
FOR B2B BUYERS & SELLERS IN 2015
3
:
Enhance search
functionality
on website
Enhance search
functionality
on website 48% 60%
SELLERS BUYERS
Access to website
through mobile app
Improved
personalized product
recommendations on
their website
42%
Improve personalized
product or service
recommendations on
website
39%
58%
Visibility to rates &
reviews of products
and/or services
50%
4. OPTIMIZING THE B2B
EXPERIENCE TO MATCH
B2C EXPECTATIONSAs B2B buyers become more empowered, they are
demanding the same type of experience as B2C consumers:
control, transparency, inventory visibility, product information,
and convenience. The B2C customer experience has put
tremendous pressure on B2B commerce, and buyers are no
longer satisfied with fragmented experiences – they want a
seamless one. The path to purchase is no longer linear and
offline. Today’s buyers are transitioning their product search
and purchases from traditional, offline channels to digital (i.e.
web and mobile) settings and companies that do not adapt
their technology to their buyer’s needs will fall behind.
We can see this happening in the B2C world as companies
adapt more digital technologies to create seamless
experiences to satisfy customers. Customers move between
a multitude of touch points that did not exist before,
researching product information and reviews, checking
social networks, and posting/tweeting about their experience
through the entire shopping journey on a wide variety of
social channels and communities. B2B companies can utilize
social channels to help expand their brand, engage with
different communities, express a vision, promote products
and offerings, and offer customer service and/or support.
OF B2B CUSTOMERS
ARE INFLUENCED BY
SOCIAL MEDIA
KEY CHALLENGES
High demands and expectations for B2C-style
offerings and buying experiences
Understanding the buyer’s B2B shopping
journey
Providing deeper levels of product information
and rich content
Managing and tracking communities and social
interaction
Delivering targeted and personalized
experiences that grow sales and retention
TREND 1
75%
5. THE IBM-PERFICIENT
SOLUTIONIBM’s Smarter Commerce offering provides B2B
organizations with unique tools and solutions to
meet today’s eCommerce demands and challenges.
Perficient & IBM worked closely to develop the
Smarter Commerce portfolio, providing technology
to implement web, tablet, and mobile sites tailored
for both B2B and B2C using business user tools and
a configurable framework to target customers with
pertinent and contextually relevant content, better
product content and recommendations, complex
product entitlements and pricing rules, a flexible
promotions engine, dynamic search capabilities,
and visibility into past purchases across multiple
customer channels. The IBM Smarter Commerce
solution provides a single view of supply and demand
across channels and a coordinated and customizable
fulfillment processes to support various channels and
suppliers.
Perficient XD is a creative digital agency within
Perficient that partners with our B2B and commerce
experts to provide seamless, end-to-end client
solutions. Our agency helps clients transform the
way they connect with consumers through ideation,
research, creative design, and innovation. Our deep
B2C and commerce experience is a force multiplier
when coupled with our technical and industry
knowledge and our ability to deliver solutions to help
organizations realize their business strategy.
6. B2B OMNI-CHANNEL
Leading B2B sellers recognize the importance of
integrating systems and platforms that support
omni-channel requirements of today’s B2B
buyers. Driven by online purchasing experiences,
buyers are demanding omni-channel capabilities
across the buying lifecycle when making
business-related purchases. Flexibility, speed,
and convenience are the keys to adapting and
differentiating business models. In order to meet
this demand, B2B enterprises need to integrate
technology and transform of processes at the
same time. Most B2B organizations realize that
the need for online channels in their sales and
fulfillment strategy is imperative, but many are still
far behind when it comes to their B2B commerce
capabilities.
Omni-channel strategies help B2B suppliers
make it easier to conduct business – reducing
internal costs, optimizing operational efficiency,
and enabling sales teams to provide more value
where it counts, manage relationships, and grow
the business.
TREND 2
KEY CHALLENGES
Connecting consistent experiences to all customer
touch points (field sales, all digital channels, call
centers, and in-store experiences)
Sharing customer data and insights across locations
and channels
Disjointed sales messaging and incentives among
sales channels and departments
Understanding the engagement between peers,
account reps, other company stakeholders, vendors
and service providers
Access and integration to systems and data across
multiple business processes
OF B2B COMPANIES
HAVE DIFFICULTY
INTEGRATING BACK-
OFFICE TECHNOLOGY
44%
7. The intricate nature of B2B buying and selling requires an advanced level
of sophistication on the backend, both in terms of platform functionality
and integration. B2B organizations often deal with various networks and
channels of business partners, manufacturers, resellers and dealers
within many different locations, requiring configurable business rules and
workflows to execute sales and marketing strategy across all channels.
IBM’s portfolio delivers the necessary capabilities to deliver on the omni-
channel needs of B2B providers.
Perficient has deep experience leveraging IBM products to meet
the needs of B2B providers, including:
• A single-view of supply and demand across all channels to
improve inventory utilization and provide accurate promise dates
• A coordinated and configurable workflow modeling to manage
IBM-PERFICIENT SOLUTION
complex B2B fulfillment processes across store, call center, and
online channels
• A single-view of all backend processes such as purchasing,
fulfillment, and reverse logistics, across the entire supply chain
• The choreography of integration to backend enterprise resource
planning and other legacy systems to provide consistency across
the enterprise
By providing business-driven solutions and technical expertise to
implement the IBM portfolio, Perficient drives the business value B2B
providers need to retain customers as the competitive landscape
continues to intensify with new entrants to the traditional B2B markets. By
providing a superior experience, organizations can build loyalty with their
customer base and target new organizations with an enticing offering.
8. THIRD-PARTY PROCUREMENT PROVIDERS
TO INSOURCED B2B PLATFORM
The days of faxing procurement orders are over for most B2B companies. By moving
away from third-party procurement providers, B2B sellers can establish stronger
relationships and achieve greater visibility into customer needs and behaviors. B2B
customers expect integrated channel fulfillment so eCommerce sites need to be
integration-ready to make it easier to interface with inventory availability and real-time
pricing. B2B sellers have realized that they can gain a higher level of control over the
buyer’s journey, their brand, sales, and customer connections with the implementation
of their own eCommerce platforms and branded sites. By bringing these platforms
in-house, B2B organizations achieve greater differentiation and flexibility and reduce
outside costs with affordable, enabling technology.
KEY CHALLENGES
Complexity of insourcing customer direct
infrastructure
Ability to support tools to support the
fulfillment process
Management from one centralized platform
Pains associated with migration and change
management to support in-house commerce
Even greater reliance on understanding how
customers engage and buy
TREND 3
IBM-PERFICIENT SOLUTIONPerficient and IBM work closely to provide customers with comprehensive solutions. IBM solutions provide
the inventory synchronization to match B2B/B2C customer demand with the appropriate level of supply.
These solutions integrate with the IBM supplier portal to automatically generate PO requisition and transmit
to the supplier via the collaboration portal. The supplier portal provides EDI/XML/portal integration with
thousands of suppliers and manages the vendor onboarding process. This IBM solution provides visibility
and tracking at multiple levels to satisfy both the buyers and customers and can be integrated with drop
ship vendors to seamlessly supply products directly to customer locations thereby improving customer
satisfaction and increasing revenues. Additionally, the solution can be integrated with other systems
internally or in the cloud to provide PO management, invoicing, payments and contract management.
9. BUYER SELF-SERVICE
The B2B “connected buyer” is looking for empowered experiences to deliver
efficiency and convenience. Today’s self-serve eCommerce sites do more than
replicate their sales reps, often providing functions that humans simply cannot
do. B2B commerce sites provide the ability to research and understand products,
receive suggestions for assortment combinations, and manage their buying process
any time and anywhere digital channels give B2B customers control over the buyer’s
journey. But these benefits do not belong to the customer alone. While the customer
benefits from visibility, convenience and control, B2B providers are able to deliver
these competitive benefits at a lower cost point and accelerate the sales cycle, while
gaining more transparency and insight into the customer’s needs, patterns, and
buying cycles.
An empowered buyer needs to be able to navigate the complexity of a B2B
transaction easily, independently, and with the same level of service and accuracy
they have come to expect with their traditional relationship managers and sales reps.
TREND 4
KEY CHALLENGES
Multiple customer touch points
Sharing customer data and analytics across
channels
Setting the right incentives and metrics within
the organization
Seamless and accurate integration of self-
service systems
Understanding of buyer behaviors and needs
beyond the sale
10. IBM-PERFICIENT SOLUTION
The IBM portfolio is engineered to help B2B providers analyze
customer buying habits to continually improve the buyer experience of
buyers and to provide relevant content and product recommendations
during the buying process. Buyers can make informed buying
decisions without interacting with their providers and have the
information they need when they need it. Perficient works with B2B
providers to implement the requisite analytics and customer behavior
software offered by IBM to provide the necessary insights to offer
customers the right information at the right time. Using advanced
analytics, organizations can target and segment customers and drive
optimal price points for their customer base.
Perficient helps to build the appropriate interactions to meet customer
needs. We design and build the necessary B2B functions such as
periodic reorders from order history, collaborating with colleagues on
product requisition lists, quick order for power users, file uploads for
orders, and determining product availability and promise dates.
B2B providers who migrate their B2B customers to the online
purchase environment have experienced net increases in average
order value.
SOURCES:
1 https://www.forrester.com/Death+Of+A+B2B+Salesman/fulltext/-/E-RES122288
2 http://blogs.forrester.com/andy_hoar/15-04-02-us_b2b_ecommerce_to_reach_11_trillion_by_2020
3 http://www.b2bmarketing.net/news/archive/infographic-49-b2b-buyers-prefer-making-purchases-b2c-websites
11. These top trends and others are
helping to drive B2B ecommerce in
2015. B2B companies need to meet
customer expectations by reshaping
their channel sales strategies,
investing in new technologies and
rethinking the role of their sales
managers. To learn more about
Perficient’s B2B commerce solutions
and how they help B2B companies
stay ahead of the curve in the fast-
growing B2B eCommerce market,
contact us at sales@perficient.com