B2B的“三流”时代

电子商务市场的强大吸引力催生出了无数“阿里巴巴”，围绕着“交易流”“资金流”和“物流”，那些B2B运营商们提供的增值服务将推动整个产业更加迅速地蜕变。     

寻找合作伙伴——借势增值

寻找“伙伴”的热度在纺织领域中已经是越来越高了。对于企业来说，附加值一是从企业的产品上体现，质量越高，附加值越高；另外附加值还体现在企业与客户的关系上，牢固与合作伙伴的关系，提供整体服务的个性化，将带来更多的利润和增值。特别对于产业链上的中上游企业，并不真正面对终端的消费者，在销售模式和渠道上相对需要更新更好的手段，于是选择一个“伙伴”自然就成为他们借势增值的方法之一。     

一条药店商业创新之路径——B2C模式的第三方药品交易平台

鉴于传统药店竞争的日益激烈、我国医药电子商务的兴起，在网络上开拓新的药品销售模式势在必行，本文介绍了B2C（Businessto Cust Onler，商家与客户之间的交易）模式的第三方药品交易平台及其优势，并探讨此种销售模式目前存在的问题。     

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。     

物流与增值服务

越来越多的印刷商在改变自己的策略,他们通过为客户提供增值服务实现业务的增长,提升企业的收益率。 增值服务可以被定义成为客户提供“一站式”服务,以提高生产效率和降低客户成本。印刷商之所以将物流服务当做一种增值服务原因就在于,客户会为这些增值服务付费;像其他增值服务一样,物流服务也是一种与众不同的服务形式;物流服务是为客户提供全线解决方案的一个环节。 在过去的10年中,印刷商对增值服务的关注度逐年增加。在印刷行业群雄逐鹿的今天,只有那些与众不同且能为客户带来增值服务的印刷商才能取得真正的成功。     

走出增值服务的误区

正新电改背景下,售电侧改革的竞争图谱越来越清晰,为客户提供增值服务,用专业的用能增值服务来锁定客户、获得收益,已成为电能产品供应商的共识。新兴的售电公司如此,大电网企业也不例外。与前些年一谈增值服务就抓瞎的情况相比,一线电力员工在增值服务上的探索与管理越来越有"心得"了:要积极响应客户需求,为客户提供全方位多角度的服务;要走进企业,面对面帮助客户解决各     

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。     

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。     

差异化服务谋共赢

构建油地发展共同体,推行VIP增值服务,推行客户经理制,实行客户经理全生命周期服务,推进"互联网+电力营销",注重供电所管理,提升末端服务能力。国网东营市垦利区供电公司坚持市场和客户导向,以提供"最好的服务"为目标,以营销精细化管理为手段,细分客户,推进差异化服务,在激烈的市场竞争中实现了企业的跨越式发展。     

BtoB网络营销六大趋势

B2B是电子商务的一种模式,是英文Business-to-Business的缩写,即商业对商业,或者说是企业间的电子商务,即企业与企业之间通过互联网进行产品、服务及信息的交换。它们实现虚拟市场(电子化市场或交流中心),使得大型制造商能整合为生产流程面向许多小公司进行的商品采购。大型零售商可在该市场中进行商品采购;该市场亦可成为日用品或特定种类或相关特定行业领域商品的贸易或交流中心。     

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.