解析B2B电商三大案例

中国B2B电子商务交易规模稳步增长,2015年市场交易规模达11.8万亿元.应用软件服务模式为大宗商品贸易B2B电商发展提供了技术支持,而中小企业B2B电子商务深耕供应链需求、提供综合服务的能力将是未来的竞争点.本文推荐三大案例以做参考.     

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。     

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。     

B2B:企业的窗口

“B2B是一个企业通向外部的窗口。” 普华永道(PWC)Oracle事业部亚太区总裁沃瑞·哈丁(WarrenHarding)这样诠释正在全球升温的B2B市场。在他看来,正是泡沫急剧破灭的互联网市场教育了传统企业。“令用户本身意     

服装电子商务B2B2C模式分析

本文介绍了服装电子商务B2B2C模式的内涵和它的特点,在此基础上着重研究了B2B2C模式的实现条件,指出该模式在实施和运用中的关键要素,对该模式的实施和运用具有指导意义。     

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。     

B2B:历史的思索

从历史演变的角度,分析B2B的过程及本质,以求对其更好地驾驭,而非狂热与玄空……     

中国石化电商平台B2B在线支付改进建议

正近年来,随着移动支付在个人消费领域的快速发展,电商平台中的B2C(企业对个人)在线支付有了近乎完美的客户体验,但是B2B(企业对企业)在线支付无论是对电商平台还是对客户来说,都很难有较为满意的解决方案。作为落实中国石化改革创新、转型发展的一个重要举措,集团公司借助"互联网+"搭建了多个电商平台,自2015年起对B2B在线支付问题展开专项研究,取得较好成果。     

买家联盟搅局中国B2B

特佳易这样的"买家联盟"进入中国,令原本由清一色的"卖家联盟"主宰的中国B2B市场变得更加多元。     

B to B电子商务呼唤全方位服务模式

2005年，国内B to B电子商务迎来新一轮的投资热潮，IDG、新乔、INTEL等企业均对该市场表现出了极大的热情，而行业分析人士也纷纷对BtoB一致看好。国内互联网用户突破1亿，宽带环境的不断进步，尤其是在4月刚刚结束的电子商务年会中，电子签名法以及国务院关于促进电子商务发展的若干意见同时成为了大家热捧的主题。但透过这些表面繁荣，我们也不得不注意到国内电子商务服务，尤其是B to B电子商务服务本身所潜伏的种种问题，以便获得更多的理性。     

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.     

Marketing-sales interface configurations in B2B firms

As the body of knowledge on marketing-sales interface expands, there is a greater need to investigate the specific aspects of marketing-sales configurations in B2B firms. Using a qualitative methodology and interview data collected from over 100 sales and marketing professionals from the US, The Netherlands and Slovenia, this study presents a dynamic, evolutionary spectrum of four B2B marketing-sales interface configurations. These configurations are described in detail in terms of structure, communication patterns, information sharing, collaboration, and strategic outcomes. The findings show that no configuration is inherently superior. Our dynamic configuration spectrum offers managers a toolkit to evaluate their firm's marketing-sales interface in terms of current and desired positions, and contribute to their firm's market orientation and business performance.     

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.     

Creating trust and commitment in B2B services

In an ever-changing environment, business relationships are becoming increasingly complex. This particularly applies to the business-to-business (B2B) service sector due to its intangible nature. The combination of personal and organizational relationships further increases this complexity. However, trust can reduce uncertainty and complexity and help maintain commitment. Based on structural equation modeling and a sample of 1692 participants, this study provides insights into the drivers of trust in organizations and salespersons and their impact on commitment. The results show that both are important, but trust in a salesperson far surpasses the effect of trust in an organization. Furthermore, reputation and service quality influence trust in an organization, while social skills and low selling orientation affect trust in a salesperson. In summary, to the best of our knowledge, our study is the first to provide a comprehensive trust model in the B2B service market, and it might serve as a guide for future research.     

An analysis of B2B ingredient co-branding relationships

The proliferation of co-branding in consumer markets has been given considerable attention in the literature, yet attention to the practice in business-to-business markets has been limited, despite the growing attention to the role of relationships in the B2B arena. In an examination of co-branding in the industrial sector, this paper discusses the use of ingredient co-branding and uses an econometric modeling approach to offer a rationale for why it occurs. The analysis provides insight into why downstream manufacturers participate in a relationship that strengthens the supplier's position in the market. We find that under the threat to the supplier of entry from a competitor whose costs are unobservable, co-branding relationships will be entered into resulting in a reduced probability of entry. This co-branding arrangement benefits both the incumbent supplier and the downstream manufacturer. The incumbent supplier benefits from the reduced probability of competitor entry, and the downstream manufacturer is rewarded with a lower price. Further, we find that the cost of the co-branded product is lower, due to a mitigation of double marginalization in a vertically-integrated solution. We examine co-branding relationships with and without advertising support and find that co-branding relationships with advertising support tend to be superior.