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首页> 外文会议>International Conference on Service Systems and Service Management(ICSSSM'04) vol.2; 20040719-21; Beijing(CN) >The Study on Information Service for Strategy Customers in B-B E-Business Model
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The Study on Information Service for Strategy Customers in B-B E-Business Model

机译：B-B电子商务模式下为战略客户提供信息服务的研究

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摘要

Production material suppliers, such as Iron & Steel making, oil mining and equipment manufacturing companies, usually adopt B-B model (business to business) in e-Business era. Their production and purchasers are relatively stabilized. In general, 20% customers contribute to 80% of total business profit. The company should provide premium service to above-mentioned group, as they are hardcore of business. Nevertheless, Most of strategic customers share equally same information service as the general customers. It is difficult for suppliers to meet customers' needs on individualization of information service because they simply implement B-C business model. In B-C enterprise, the suppliers integrate and release information in standardized format from the point of their own. Suppliers in B-B model must be capable of offering differentiated information service to meet every strategic customer need. Suppliers who must be standing of purchasers point view provide customized information service by focusing on customers core business flow and supply chain KPI in aspects of R & D, commercial and logistics. This can ensure company quickly response to and effective communication with customers hence to maximize its competency. Here comes with the case study of B-B information service between Baosteel and FAW-Volkswagen.
机译：生产材料供应商，例如钢铁制造，石油开采和设备制造公司，通常在电子商务时代采用B-B模式（企业对企业）。他们的生产和购买者相对稳定。通常，20％的客户贡献了总业务利润的80％。公司应为上述团体提供优质服务，因为它们是业务的核心。但是，大多数战略客户与普通客户共享相同的信息服务。供应商很难满足客户在信息服务个性化方面的需求，因为他们仅实现B-C业务模型。在B-C企业中，供应商从自己的角度出发以标准化格式集成和发布信息。 B-B模式的供应商必须能够提供差异化​​的信息服务，以满足每一个战略客户的需求。必须站在采购员观点上的供应商通过在研发，商业和物流方面关注客户的核心业务流程和供应链KPI，来提供定制的信息服务。这可以确保公司快速响应客户并与客户进行有效沟通，从而最大程度地发挥其能力。这是宝钢与一汽大众之间的B-B信息服务案例研究。

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