(2) It is difficult for industry B2B websites to diversify from their own industries. Such websites can only compete in specific industries or fields, and may make progress in fields closely related to the industries they operate, but it is difficult to set foot in other industries.
(3) There will be a combination of industrial and functional websites with complementary advantages. Although industry websites have industry advantages, they lack functional professional knowledge, and functional websites lack industry experience and customer relationship. The combination of the two can bridge the gap between the industry and functional websites and realize complementary advantages. In this combination, industry websites will mainly turn to customer relationship management.
(4) Software vendors will break the system platform boundaries. According to the different system platforms provided, software vendors can be divided into three different camps: trading software vendors (such as Ariba and CommerceOne), auction software vendors (such as Moai and OpenSite) and trading platform vendors (such as Broadvison). With the emergence of software vendor alliance and M&A craze, this feudal model will be broken.
(5) The trading mode will increase derivative services. Trading methods are still limited to the spot market. With the increase in the number of customers, the increasing familiarity with the market and the improvement of the functions of the software platform, such trading centers are expected to provide derivative services such as futures and freight yards.
(6) Except for large enterprises, the centralized mode of the company will be abandoned. Early B2B business software concentrated catalog, auction and transaction in independent companies. This company-centered, liquidity-affecting model will give way to a model that focuses on B2B websites.
(7) A new type of Super Website (ASP) will appear to provide infrastructure and service sharing. Although it is difficult for industry websites to cross industry barriers, it does not mean that they can only use independent infrastructure and service support to provide new websites sharing background systems and functional websites (ASP) serving different industry websites in the form of rent. It is expected that they will become popular in the near 1 ~ 2 years.
(8) Traditional commodity exchanges will be swallowed up. Commodity exchanges not only lack coherence, it is difficult to integrate powerful trading functions to rival B2B websites, but also lack the ability of business processing integration, and eventually the territory of traditional commodity trading will be swallowed up by emerging B2B websites. Dinosaurs in the E era will be the best interpretation of traditional commodity exchange.
First, B2B is much larger than B2C in scale.
For a simple example, the exchange and circulation of consumer goods can be simply described as B2B raw material procurement, B2B online distribution and B2C retail. So from the perspective of sales scale alone, B2B is much bigger than B2C.
Looking at a set of data from the US Bureau of Statistics, the sales revenue of manufacturers accounts for 42.0% of 4,436 billion, the sales revenue of middlemen (B2B e-commerce) accounts for 5 1660, and the sales revenue of retailers (B2C e-commerce) only accounts for 4.0% of 3,638 billion. Therefore, from the perspective of sales, B2B has a far greater impact on enterprises than B2C.
Second, B2B online distribution will become a new trend of e-commerce.
The domestic e-commerce market is constantly expanding, and the Internet is triggering a revolution in the era of consumption. B2B online distribution will become a new trend of e-commerce.
1. Limitations of traditional distribution model
The traditional distribution mode is generally carried out by region, and the manufacturer-general agent-regional general agent-local agent-retailer. After layers of links, products finally flow to consumers, during which many problems such as staffing and management defects are highlighted.
Online distribution does not have these restrictions, which not only breaks through the geographical restrictions, but also enables agents and products to realize information and data management. Through the database, a lot of energy is saved, the input of manpower, material resources and financial resources is greatly reduced, and a lot of costs are saved, so the distribution is simpler and more convenient.
2. Potential of online distribution channels
Through the online distribution system of housewives, enterprises can save a lot of costs, use limited resources, cross the time and geographical restrictions and obtain more benefits. On the internet, there is enough space and market for brand promotion and product promotion; Online distribution can also have direct contact with consumers, reducing intermediate links; Can control the price market and avoid price wars and bad competition patterns; We can develop various channels and agents to expand the distribution market. ...
Third, the object of B2B online distribution.
Personally, enterprises with the following conditions can carry out e-commerce online distribution:
1, traditional wholesaler
Through online distribution, on the one hand, it can serve the original downstream agents, distributors and retailers, on the other hand, it can expand the scope of channels and develop new distributors and retailers, that is, mid-range retailers in 4-6 tier cities, with wider profit channels and richer long tail income.
2. Traditional chain business
Traditional chain business can integrate sellers' resources through online distribution, expand sales opportunities and be more attractive to upstream suppliers.