B2B online retail is projected to grow to $6.7 trillion by 2020 due to the rapid migration of manufacturers and wholesalers from legacy systems to open, online platforms. The market is expected to double the B2C online market size and witness much higher transaction volumes. B2B online relationships are expected to move from one-to-many to many-to-many, as marketplaces become more common and cross-industry public platforms such as Alibaba and Amazon gain B2B prominence. A transition to seller-driven platforms is also likely, as online relationships become less about procurement and more about selling. This study traces these trends, and discusses key business models, revenue models, and case studies on best-case implementation strategies.
Table of Contents
Executive SummaryExecutive Summary—Key Findings of the StudyExecutive Summary—Key Findings of the Study (continued)Executive Summary—B2B Online Market Definition and Scope Executive Summary—Online Activity of Enterprises in Key Economies Executive Summary—Businesses Buy, More than Sell, Online Executive Summary—Types of B2B RelationshipsExecutive Summary—Types of B2B Business ModelsExecutive Summary—Comparison of B2B Business ModelsExecutive Summary—Comparison of B2B Business Models (continued)Executive Summary—Revenue Streams in B2B eCommerce ModelsExecutive Summary—Comparison of Models by B2B GMV Contribution Executive Summary—Unique PracticesExecutive Summary—Cisco Connection Online Executive Summary—B2B eCommerce Demands Omni-Channel LinksExecutive Summary—Enterprise Use of Social Media Executive Summary—Aspects of a Comprehensive B2B eCommerce Strategy ImplementationExecutive Summary—Strategic RecommendationsResearch Scope and MethodologyResearch MethodologyB2B Online Market Definition and Scope Global Online B2B MarketOnline Activity of Enterprises in Key Economies Online Activity of Enterprises in Key Economies—The United StatesOnline Activity of Enterprises in Key Economies—The United KingdomBusinesses Buy, More than Sell, Online New B2B Omni-Channel LinksB2B eCommerce Demands Omni-Channel LinksLeveraging the Mobile Platform: Case Study—eBay Motors AppSocial Commerce as New Business Model Enterprise Use of Social Media Leveraging Social Media: Case Study—AutoZoneTypes of B2B RelationshipsTypes of B2B RelationshipsTypes of B2B Business ModelsSingle-Firm-independent ModelSingle-Firm-independent Model ExamplesSingle-Firm-independent Model: Case Study—IBM eCataloguesSingle-Firm-independent Model: Case Study—Siemens Click2ProcurePrivate Network: Case Study—Wal-Mart Retail LinkIndustry Consortium: Buyer Driven (Exostar)Industry Consortium: Supplier Driven (Global Healthcare Exchange)Public Marketplaces: Industry-specific Case Study—eBay Public Marketplaces: Cross-Industry Case Study—AlibabaPublic Marketplaces: Cross-Industry Case Study—Alibaba (continued)Public Marketplaces: Cross-Industry Case Study—Alibaba (continued)Comparison of B2B Business ModelsRevenue Streams in B2B eCommerce ModelsComparison of Models by B2B GMV Contribution Comparison of B2B Business ModelsUnique B2B PracticesUnique PracticesCisco Connection Online Model Case Study: Dell Corporation (Build-to-Order Model)Case Study: Boeing After-sale Online ModelCase Study: FordDirect.com (Social Media Referral-based Model)Case Study: DealerCoupons.ca Service Aggregation ModelCase Study: Small Business Services OnlineStrategic Insights and Final RecommendationsAspects of a Comprehensive B2B eCommerce Strategy ImplementationAdvantages of Implementing a B2B eCommerce StrategyB2B eCommerce Strategy—Operational EfficiencyB2B eCommerce Strategy—Customer ExperienceB2B eCommerce Strategy—New Revenue StreamsChallenges—Lack of Expertise in IT SystemsChallenges—Channel ConflictKey Reasons for Not Buying Online (E.g., Automotive Parts)Key Market Challenges Facing B2B eRetailers (E.g., Automotive Parts)Strategic RecommendationsBest Practices for B2B eCommerce providersLast Word—Key Influencers of Online Research and Sales (E.g., Automotive Parts)