Understand the strength of your network-Do we have the proper supplier and manufacturer connections to work as an integrated network across the supply chain? Can we pivot to thinking like a group organization, taking on the role of supply chain orchestrator?.Rethink the commercial model-Are breaking bulk or becoming a marketplace operator the only two viable options for us? Should we rethink our sales offerings to develop highly personalized utilization, outcome, or subscription-based business models? How may these new offerings be accepted by our existing or future customers?.Consider the product lifecycle-Do we have the right tools needed to offer the most relevant products and services in our webshop? Do we have the reporting mechanisms required to track what’s working and what’s not across our ecommerce platform and pivot quickly?.Consider the customer lifecycle-What are the unique needs of our customers today, and how may they change tomorrow? Do we have the tools and resources to create an optimal customer experience that will keep them coming back for more? Do we have the data required to cater to a market-of-one, understanding how we can add value along their customer lifecycle?. Ask yourself: Is our business model contemporary, and do we have built-in scalability and a harmonized sales process with a clean database from which to execute? Analyze your current profitability model and how it stacks up against peers and new market disruptors. For those considering to become a marketplace owner, it is essential to assess your organizational readiness from six vantage points. But every organization must decide what role they will play in the ecosystem.Įach approach to ecommerce has its risks and opportunities. While some may be destined for marketplace greatness, others may decide to become active participants in existing marketplaces, focus solely on being a solid ecommerce player, or settle on maintaining their status as a personalized, value-added services player in the market. Let’s face it-not all distributors can be the next Amazon B2B marketplace, nor should they try to be. Bill Gurley of Benchmark Capital eloquently warned “great marketplaces do not simply aggregate a market they enhance it.” To understand the type of marketplace model that is right for your company, one must think about the bigger picture beyond pure product range extension. Although it is true that B2B marketplaces are a massive opportunity to increase revenue and customer retention, it may not produce the desired outcome in the long run if it is approached as a one-size-fits-all model. These distributors successfully rose to the occasion by building and launching B2B marketplaces that could support these evolving customer demands. Buyers wanted to purchase more products and services through digital means and wanted buying processes that were easier, faster and cheaper. B2B Weekly Infographic: 2022 digital salesīack-End Integration for Customer Experienceī2B Distributors Continue to Grow EcommerceĮnvisionB2B | June 2023 | Chicago | #1 B2B Ecommerce Conferenceĭuring this period, many organizations capitalized on the B2B marketplace boom, seizing the opportunity to bring together an array of third-party sellers to expand assortment and better manage out-of-stocks while reducing carrying costs.
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