• ITVI.USA
    14,004.360
    -3,108.710
    -18.2%
  • OTRI.USA
    28.310
    0.110
    0.4%
  • OTVI.USA
    13,960.270
    -3,119.130
    -18.3%
  • TLT.USA
    3.230
    0.140
    4.5%
  • TSTOPVRPM.ATLPHL
    2.630
    0.060
    2.3%
  • TSTOPVRPM.CHIATL
    3.080
    -0.090
    -2.8%
  • TSTOPVRPM.DALLAX
    1.180
    -0.060
    -4.8%
  • TSTOPVRPM.LAXDAL
    3.210
    -0.070
    -2.1%
  • TSTOPVRPM.PHLCHI
    1.630
    -0.090
    -5.2%
  • TSTOPVRPM.LAXSEA
    3.360
    0.070
    2.1%
  • WAIT.USA
    121.000
    1.000
    0.8%
  • ITVI.USA
    14,004.360
    -3,108.710
    -18.2%
  • OTRI.USA
    28.310
    0.110
    0.4%
  • OTVI.USA
    13,960.270
    -3,119.130
    -18.3%
  • TLT.USA
    3.230
    0.140
    4.5%
  • TSTOPVRPM.ATLPHL
    2.630
    0.060
    2.3%
  • TSTOPVRPM.CHIATL
    3.080
    -0.090
    -2.8%
  • TSTOPVRPM.DALLAX
    1.180
    -0.060
    -4.8%
  • TSTOPVRPM.LAXDAL
    3.210
    -0.070
    -2.1%
  • TSTOPVRPM.PHLCHI
    1.630
    -0.090
    -5.2%
  • TSTOPVRPM.LAXSEA
    3.360
    0.070
    2.1%
  • WAIT.USA
    121.000
    1.000
    0.8%
Asia-PacificLogisticsNews

Alibaba.com taxis toward a long B2B e-commerce runway

Platform looks to penetrate large, poorly served U.S. SMB market

Huge and potentially very profitable. Hardly digitized. Complex and underserved, at least up to now. That describes the state of the global business-to-business (B2B) e-commerce market. Not many providers have been able to master the beast. Still fewer focus their energies on small to midsize businesses (SMB) trying to make their way in the digital B2B space.

That’s the sweet spot for Alibaba.com, the B2B e-commerce unit of China’s Alibaba Group Holding Ltd. (NASDAQ:BABA). The parent was founded in 1999 as a B2B e-commerce provider. It eventually developed into the world’s largest wholesale e-marketplace, though it remained China-centric. Alibaba has stuck to its knitting for the past two decades, though it did create a sizable business-to-consumer (B2C) offering within China.

In July 2019, Alibaba.com opened its platform to U.S.-based B2B sellers for the first time, with a focus on digitizing the operations of SMBs in the segment. In June, the unit added three offerings for its U.S. customer base. Most notable was a tie-up with international e-freight marketplace Freightos.com to provide the unit’s customers with booking and management of air and ocean shipments. The other two were cash flow facilitation solutions and virtual trade show capabilities bringing together companies no longer able to meet in person due to the coronavirus pandemic.

The domestic U.S. remains its main market, but the unit is eyeing overseas points as well, said Jamin Dick (pictured above), who runs Alibaba.com’s North American Supply Chain. “We see this as an anywhere-to-anywhere type business,” Dick said in a phone interview in late August.

The unit’s objective is helping smaller firms profitably expand through digitization solutions that had never been available to them, Dick said. The unit controls no physical assets, nor does it want to. Instead, it relies on Freightos and a network of transport and warehouse providers to help customers execute the physical distribution, typically of large freight. Alibaba.com does not offer procurement services except for what has been a new foray into personal protective equipment (PPE). It recently launched what Dick described as a “concierge” service, Alibaba.com Select, for enterprise buyers in and out of health care seeking to obtain large amounts of PPE.

The model served Alibaba.com well during the April-June period — the company’s fiscal first quarter — a time when B2B activity ground to a halt as businesses shut their doors due to the pandemic. In June, it announced that overall transactions by U.S. businesses increased by more than 100%, albeit off a very small base as the North American operation was less than a year old. The number of U.S. sellers grew at the fastest rate of any part of the Alibaba network, while the number of U.S. buyers increased by 70% year-on-year. (The company declined to provide specific numbers because they were skewed by the fledgling nature of the North American enterprise.) Global “gross merchandise value” — the dollar value of each B2B transaction — soared by 85% in the quarter, Alibaba said.

Long runway, appealing profile

The digital B2B market is massive. According to a 2017 report by the U.S. International Trade Commission, the global addressable market for B2B e-commerce stood at $23.9 trillion, about six times the size of the global B2C market. In 2019, about $1.8 trillion in global B2B e-commerce was transacted, an 18.2% year-over-year increase, according to a January 2020 report by Digital Commerce 360, a research firm.

For carriers, the B2B e-commerce market has the same attractive handling characteristics as traditional B2B. Shipments tend to be heavier than the typical B2C consignment, which allows carriers to charge more for delivery services. B2B deliveries often involve multiple shipments bound for one destination, creating favorable unit costs and bottom-line benefits. Unlike consumers who might abandon shopping carts if they don’t get free shipping, business buyers working with corporate budgets are not as price-sensitive in their delivery demands, especially when the deliveries can be critical to keeping a supply chain or assembly line operating.

Yet B2B has been mostly left behind amid the insane rush to penetrate the generally less profitable B2C space. While it may seem irrational, the phenomenon is grounded in rational thought and action. Unlike B2C, B2B sourcing and trade is complex and unstructured. Smaller players have been locked out of the market, leaving the playing field open for a select group of very large trading houses. With fewer participants, the market had little vibrancy, and activity would ebb. 

In short, everything that made B2C hum was not prevalent in B2B, according to Eytan Buchman, chief marketing officer for Freightos. “A dearth of international B2B procurement platforms that fully facilitated the entire sourcing and procurement operation was part of the cycle keeping freight offline,” Buchman said.

The inherent differences between consumer and business behavior also made B2C the path of least resistance for the e-commerce ecosystem, according to Dick. “Consumers are often able to modify (their) behavior relatively quickly because they’re the sole decision-maker for their own purchases,” he said in the interview. “Businesses are more complex and often require more internal change to adopt digitized services. So it can take longer for businesses to digitize even when the desire for change is there.”

The catalyst has been COVID-19, which has triggered large-scale business changes almost overnight. SMBs suddenly taken out of their normal operating world realized that digitization had become a necessity, not a luxury. “We’ve seen companies undergo 20 years of transformation over the past few months, and we were well positioned to help them digitize their business and go global,” Dick said.

Alibaba’s quarterly gains were largely attributed to businesses gravitating to its model because they knew a post-COVID-19 environment required a change in their operations, according to a company insider.

Jim Tompkins, founder and chairman of supply chain management consultancy Tompkins International, said COVID-19 accelerated global B2B e-commerce trends by three years. The speed of uptake is part of what Tompkins said is a natural coalescing of B2B and B2C commerce into one channel serving a common customer. “Sure, there are differences in credit, logistics and support, but in reality, B2C and B2B are merging into what I call`B2Me,’” Tompkins said in an email.

Buchman said the pathways making B2B e-commerce feasible for all businesses began to converge even before the pandemic. “The barriers to integrated sourcing, shipping, sales and last-mile delivery had started to drop, and fast,” he said. Platforms similar to Alibaba’s enabled global sourcing model, easily accessible global freight booking and management, and the reach of Amazon.com, Inc. (NASDAQ:AMZN) became the keys for online sales to reach over half of U.S. households, Buchman said. 

“Anyone, anywhere, could now, from the comfort of their basement, agilely create a global supply chain,” Buchman said. “While big-box retailers were struggling to keep up with toy crazes like fidget spinners, small businesses had already sourced them and were selling them online.”

With demand increasing due to ease of use, big business began to digitize. This created a virtuous cycle, according to Buchman. “As importers demanded faster digital solutions, logistics providers, carriers and platforms all began to adopt digital trade capabilities,” he said. The company’s air cargo electronic bookings on its WebCargo freight forwarder-airline platform increased in July by 1,000% over 2019 levels, he said.

B2B from A to Z?

Alibaba.com isn’t the only dog in the B2B e-commerce hunt. There is Amazon, which after spending nearly 20 years trying to crack the market, broke through in 2013-2014 by going after distributors and wholesalers in the industrial supply space. Dean Maciuba, director of consulting services at Logistics Trends & Insights, a consultancy, estimated that Amazon’s B2B business is in the general vicinity of $15 billion a year in sales. The company keeps a low profile with B2B because it doesn’t want to further rankle regulators already concerned about its dominance in its core B2C business.

Amazon, Alibaba and other digital purveyors have a common goal: to dis-intermediate traditional distributors and wholesaler from the B2B chain. Legacy intermediaries have outdated systems, processes and technology, and have not done a stellar job in migrating themselves or their customers to the digital world, Maciuba said. That segment of the B2B market is ripe for the digital picking, he said.

Dick of Alibaba said his company respects Amazon’s B2B efforts, but it doesn’t fear them. “Anything that Amazon gets involved in you have to take seriously,” he said. “But we feel like we’ve been built from day one for our B2B customers, and we understand the segment better than anybody.”

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Mark Solomon

Formerly the Executive Editor at DC Velocity, Mark Solomon joined FreightWaves as Managing Editor of Freight Markets. Solomon began his journalistic career in 1982 at Traffic World magazine, ran his own public relations firm (Media Based Solutions) from 1994 to 2008, and has been at DC Velocity since then. Over the course of his career, Solomon has covered nearly the whole gamut of the transportation and logistics industry, including trucking, railroads, maritime, 3PLs, and regulatory issues. Solomon witnessed and narrated the rise of Amazon and XPO Logistics and the shift of the U.S. Postal Service from a mail-focused service to parcel, as well as the exponential, e-commerce-driven growth of warehouse square footage and omnichannel fulfillment.
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