B2C：客车营销新招数

在品牌推广的七年探索之旅中，宇通一直在思考：如何能把其他行业的营销模式有效的用到客车行业上？从B2B到B2C的转变会否是一条新的出路？     

B2B电子商务模式研究

B2B电子商务的本质特征是在网络经济环境下，伴随企业间商务关系的变化而产生的企业经营运作方式的转变，从这个观点出发，本文提出三种B2B电子商务的基本模式，论述这些模式的内涵，并在此基础上探讨B2B电子商务的实施过程。     

我国服装企业平台型B2C网络营销研究——基于4C理论的建议

电子商务的迅速发展,使网络市场成为服装企业竞争的新阵地。本文在分析了平台型B2C网络营销优势的基础上,运用4C理论从了解企业需求、增强企业综合实力、优化购物环境、树立企业形象4个方面对服装企业开展平台型B2C网络营销提出建议。     

B2B电子商务网站SEO研究

B2B电子商务网站竞争日益激烈,网站的访问流量成为影响网站经营效益的重要因素。在众多的网站营销策略中,搜索引擎优化(SEO)是增加网站流量的重要手段,但是由于网站建设过程中存在各种问题,导致国内的B2B电子商务网站搜索引擎表现效果不尽人意。针对当前B2B网站优化存在的问题,提出了基于SEO技术的网站优化策略。     

C/S和B/S相结合的安全型管理信息系统开发

为了开发基于C/S(客户/服务器),B/S(浏览器/服务器)模式的高校学生公寓管理系统的网络体系,在对C/S与B/S模式结构进行分析比较的基础上,针对该系统的建设目标和功能要求,对该系统进行了网络体系布置、数据库设计、系统框架设计和系统安全性设计,该系统的实施可以实现C/S和B/S模式结合起来开发管理系统的一种体系结构。     

卷首语

BMC新型电子商务模式,由聚分宝2008年提出并应用。BMC是英文Business—Medium—Consumer的缩写,具备B2B、B2C、C2C、C2B等传统商务模式优点。     

英特药业的B2B之道

在浙江英特药业，B2B电商平台成为提升效率、削减成本和稳定运营的利器。     

BMC电子商务模式

传统的电子商务模式有B2G、B2B、C2C、C2B等。B2C（Businessto Customer）．B2C中的B是Business，意思是企业，2则是to的英文谐音，C是Customer，意思是消费者，即B2C是企业对消费者的电子商务模式。同样，B2B（Businessto Business），企业对企业的电子商务模式。B2C模式的电子商务是消费者聚集起来进行集体议价，把价格主导权从厂商转移到自身，以便同厂商进行讨价还价的营销模式。也就是说无论是B2C模式，还是B2B、C2C、C2B都仅仅是一种单向式的电子商务营销模式。     

基于B2C平台上网络女装品牌营销发展现状分析

本文以B2C电子商务为平台,结合现阶段中国服装行业B2C电子商务发展现状,分析网络女装品牌网络营销中面临的问题,并对未来B2C平台上网络女装品牌的发展提出一些建议,希望能给服装企业作参考。     

成品油直批业务B2B营销模式探讨

在“互联网+”发展的大背景下,B2B模式能有效解决企业和客户交易流程长、信息碎片多、效率低等痛点,重塑企业成本结构,给客户带来增值服务.成品油销售企业要利用互联网思维和技术,对传统直批业务营销模式做加减法,建设直接面向客户购油的在线交易平台,整合后台管理信息系统,通过内嵌信贷模块提供增值服务,提升客户购油体验.     

Understanding B2B and the Web: the acceleration of coordination and motivation

This paper explores business-to-business (B2B) marketing on the Internet, and how the confluence of the two may transform the B2B landscape. Specifically, it discusses the notion of linkage value to demonstrate why the B2B phenomenon on the Internet is so significant. It then considers the mechanisms and enablers that have made the Web such an important B2B marketing channel. It also explores how the Web can reduce transaction costs, thereby facilitating more efficient exchanges and markets. The concepts of links and nodes are then introduced and the processes of disintermediation, reintermediation, disaggregation and reaggregation are explored. Finally, Web B2B configurations are considered by way of a model that describes four archetypal configurations, and the factors that are antecedent to these modes and how the Web may influence them.     

Technology readiness in a B2B online retail context: An examination of antecedents and outcomes

This paper develops and empirically tests a model that examines the role of technology readiness (TR) in the business-to-business (B2B) context. The research investigates how retailers' TR, and its antecedents, impacts their evaluation of a credence based B2B service, namely web solution service providers (WSSPs). It responds to previous research calls by extending the TR construct from the business-to-consumer (B2C) perspective that is traditional in the extant literature into the B2B domain. The findings of a survey conducted with 133 firms in the retail industry are that TR is an important contributor to the eventual achievement of service quality and satisfaction. The contributions of this study are; first it develops and validates a measure of TR in a B2B context; second it investigates the antecedents of TR in this domain, demonstrating the impact of past inexperience, industry trust and switching costs on firms' level of technology readiness to adopt online operations; and third, it finds that service quality and satisfaction are outcomes of TR. The key management implication for WSSPs is the need to address the TR levels of existing and potential clients if they wish to deliver successful e-business solutions to them. Their clients' TR can be better managed by making the offering more easily understood, building relational rapport, reducing risk perceptions and adopting a client centric perspective throughout the process.     

A literature review and future agenda for B2B branding: Challenges of branding in a B2B context

The existing body of research knowledge on brand management has been predominantly derived from business-to-consumer markets, particularly fast moving consumer goods and has only recently started to expand in other contexts. Branding in business-to-business markets has received comparatively little attention in the academic literature due to a belief that industrial buyers are unaffected by the emotional values corresponding to brands. This paper provides a critical discussion of the fragmented literature on business-to-business branding which is organized in five themes: B2B branding benefits; the role of B2B brands in the decision making process; B2B brand architecture; B2B brands as communication enablers and relationship builders; and industrial brand equity. Drawing on the gaps and contradictions in the literature the paper concludes by proposing an agenda for future research.     

Mobile technology usage and B2B market performance under mandatory adoption

This paper investigates the relationship between mandatory adoption of mobile information technology and market performance in the business-to-business (B2B) setting. This study presents and tests the B2B technology satisfaction model (TSM), including perceived loss of control as the mandatory technology acceptance-specific variable. The results of this study reveal that integrating perceived loss of control with user satisfaction and the TAM (technology acceptance model) in a single model can better explain the B2B market performance model. The empirical results suggest that perceived loss of control has a negative effect on user satisfaction and perceived market performance is influenced by user satisfaction and perceived usefulness. Managerial implications of the study are discussed.     

Web-based B2B portals

A portal development frenzy is sweeping through commerce in an attempt to capture the growing business-to-business (B2B) Internet market. However, the very tactics employed to attract users have blurred the significance and, consequently, the effective utilization of portals in B2B strategies. This research analyzes the development of portals to propose a classification based on the informational/transactional, horizontal/vertical, and public/private dimensions of portals. Clarification of portal dimensions should provide B2B marketing managers with a superior focus in the production of efficient portal strategies for achieving business objectives. Strategic implications for acquiring and maintaining users and a five-step approach for developing an effective B2B portal strategy are presented.     

B2B service brand identity: Scale development and validation

Several brand identity frameworks have been published in the B2C and the B2B brand marketing literature. A reliable, valid and parsimonious service brand identity scale that empirically establishes the construct's dimensionality in a B2B market has yet to be developed. This paper reports the findings of a study conducted amongst 421 senior executives working in the UK IT Service sector to develop and validate a B2B Service Brand Identity Scale. Following established scale development procedures support is provided for a B2B Service Brand Identity Scale comprising five dimensions; employee and client focus, visual identity, brand personality, consistent communications and human resource initiatives. Concluding remarks discuss theoretical and managerial implications with limitations and directions for future research.     

Market microstructure in a global B2B network

On‐line marketplaces raise several interesting issues, among them the relevance of location when content is digitized, and the assessment of a supplier's capabilities when buyers worldwide only have electronic contact with sellers. In global B2B on‐line marketplaces, market microstructures, i.e. which firms compete for the same customers, are thus likely to be influenced by how customers value location and firm capabilities in their decisions to do business with different suppliers on‐line. We suggest that both these sets of attributes will continue to matter on‐line—firms possessing similar capabilities, as well as firms that are similar in location by country, time zones or clusters, will compete for business from the same customers. We model the similarity in competitive positions between pairs of firms based on the overlap in their customer networks, using data on actual interactions between supplier and customer banks on an electronic trading system. Using QAP network regression techniques on the 100 largest banks in this industry, we find that similarity in capabilities influences who competes with whom, and that location still matters in a global B2B exchange. Interestingly, location influences who a firm's competitors are, but not where its customers are from. Copyright © 2001 John Wiley & Sons, Ltd.     

Marketing capabilities: Antecedents and implications for B2B SME performance

The study provides a new perspective on SME marketing strategies in the B2B context. Using a resource-based view of the firm, the study develops a structural model linking marketing capabilities and marketing performance. A study of 367 SME Australian firms reveals that two key marketing capabilities, namely branding and innovation, have major performance outcomes in the SME B2B context. This is the first SME study to evaluate concurrently the contribution of innovation and branding marketing capabilities, with innovation capability the strongest determinant of SME performance. The study also finds market orientation and management capability act as enabling mechanisms for building marketing capabilities. Disaggregation tests indicate that the same findings apply to three size categories denoting micro firms (less than 20 staff), small firms (20-99 staff) and medium-sized firms (100-499 staff).     

基于B2C平台的平湖服装品牌发展之探析

本文通过对平湖外贸加工服装业转型升级需求的分析,阐述了平湖服装创建自主品牌的必要性及品牌运作过程存在的瓶颈问题,针对潜在的网络消费客户群,提出借助B2C平台的平湖服装品牌发展之路。