---
title: "Haiding Information Zhu Chanjuan: Looking at B2B from the Fifth Party!"
description: "Before 2019, B2B was about 'arming the ordering chain with informatization,' which many of us intuitively felt as 'moving offline sales online.' Starting from 2019, it has become about 'arming people with tools and informatization,' focusing more on how to use tools and data to mobilize the initiative of small B, salespeople, and large B. Currently, from the pre-sales information and software self-downloads we participate in, there is a clear feeling that many consultation calls come in asking 'Can you show me slow-moving products?' The concept of 'sell-through' used to exist only in chain store management..."
author: "朱婵娟"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2019-03-22"
language: "en"
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---

# Haiding Information Zhu Chanjuan: Looking at B2B from the Fifth Party!

> Before 2019, B2B was about 'arming the ordering chain with informatization,' which many of us intuitively felt as 'moving offline sales online.' Starting from 2019, it has become about 'arming people with tools and informatization,' focusing more on how to use tools and data to mobilize the initiative of small B, salespeople, and large B. Currently, from the pre-sales information and software self-downloads we participate in, there is a clear feeling that many consultation calls come in asking 'Can you show me slow-moving products?' The concept of 'sell-through' used to exist only in chain store management...

Before 2019, B2B was about 'arming the ordering chain with informatization,' which many of us intuitively felt as 'moving offline sales online.' Starting from 2019, it has become about 'arming people with tools and informatization,' focusing more on how to use tools and data to mobilize the initiative of small B, salespeople, and large B.
Currently, from the pre-sales information and software self-downloads we participate in, there is a clear feeling that many consultation calls come in asking 'Can you show me slow-moving products?' The concept of 'sell-through' used to exist only in chain store management concepts, but for scattered independent stores, the more common concept is whether the shelves are empty. This shows that the entire environment and everyone's awareness of informatization are improving.
At the end of 2015, Mr. Ding, the founder of Haiding Company, asked us to think: Haiding has 26 years of retail informatization experience. This experience is partly our accumulation in software and partly our understanding of the industry. At this point in time, what can we provide to the 6.8 million small B users in society? This was what triggered our thinking at that time. Based on this, we gathered senior people in the retail industry within the company and launched research on scattered small B.
We clearly feel that scattered small B have their own characteristics. For example, they may not have cash registers, but with the emergence of affordable smartphones like Redmi, basically everyone has a smartphone. Therefore, software cannot only be used on POS machines; it also needs to support Android or iOS phones.
Second, small stores can do without bank cards for checkout, but they must have mobile payment.
Third, the creation of basic data is not about describing 30 fields, but about being concise, convenient, and able to sell without data.
Fourth, credit sales and customer preferences. The biggest feature of small stores is warmth. Where is the warmth? I know what Xiao Li likes, and if you don't have money today, you can owe 5 yuan. The customer is satisfied, but the boss worries again. With too many people, it's hard to remember. Small business becomes a losing deal because of credit sales. Therefore, cashier software should continue this warmth, record customer preferences, and also record customer credit.
Fifth, it should let small store owners clearly know whether the store is doing well. Currently, in most cases, when we ask: Boss, how is business? He will say good or bad. But if you ask a chain store owner, how is business? He will tell you, my sales yesterday were 7,000 yuan, but today only 6,000 yuan. We hope to use data to let our small B bosses know whether their profits are really good or bad, how much worse, and how much better.
Sixth, invest limited funds in products that can generate returns. Transform the previous practice of looking at shelves to order into a system that automatically recommends ordering lists based on sales.
Finally, to summarize: small B doesn't care how powerful your features are; the key is ease of use, and it should be usable as soon as it's turned on.
After completing the research and development of the information system for small B single-store inventory, during the promotion and application process, the positive feedback from small B made us full of drive. But at the same time, it also made us see that only supporting small B's cashier informatization is not enough. Their ordering, receiving, and settlement with suppliers are still mostly manual operations. If we want to manage single-store inventory well, we must also support systematic entry of return and purchase orders. From there, we began to analyze the ecosystem serving small B and started to get involved in the informatization of large B.
At that time, we had advantages that allowed us to shine in the field of large B informatization. Among the customers we served, many were long-term old customers specializing in wholesale business (before the term B2B came out, we commonly used the term wholesale). Previously, the focus was more on managing headquarters-side inventory, while the wholesale field still relied on salespeople going to stores to copy orders. After targeted field research and analysis, we realized that the following business points could be improved with informatization:
**Distributors**
> • More real-time and accurate understanding of customer situations
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> • More accurate and efficient customer ordering information
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> • More timely incentive measures
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> • Enhanced business scalability
**Salespeople**
> • Upgraded from in-store order copying to in-store guidance
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> • Customer data with more evidence for reference
**Small B**
> • More transparent promotional activities
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> • More timely and flexible ordering
Riding the B2B market trend, the number of distributor customers we serve continues to grow. In this process, on one hand, we continuously improve the product's capabilities, performance, appearance, and personalized definitions; on the other hand, we also continuously analyze several models of B2B development:
**• Self-breakout battle:**
Those who are themselves distributors, supplying goods to scattered small store owners, hotels, or restaurants, hope that through informatization, they can form their own barriers to a certain extent, provide the ordering party with a shopping experience that keeps up with the times, reduce ineffective salesperson visit costs, and increase single-store sales by improving salesperson capabilities.
**• Riding the trend, going with the flow:**
Those who were originally chain retailers, based on their own product resources, operational experience, and warehousing resources, export capabilities to non-direct-operated stores and franchise stores, carrying out 2B business.
**• Beachhead battle:**
Those who were not originally in the distributor field, seeing this market, begin to build regional barriers.
Regardless of the B2B model, when the platform has a certain volume of orders, the robustness (e.g., marketing, salesperson performance) and stability (e.g., the speed of opening the shopping cart and submitting orders when the number of product items increases) of the platform's capabilities will become the primary factors constraining business development.
Let me share a case of one of our customers. Our first meeting was at the New Distribution study tour in 2018. At that time, his B2B business had already developed to a certain scale, with a daily peak of 700 orders, a daily peak order amount of 700,000 yuan, and a monthly average peak of 2,000 active users (customers who order more than four times a month on average). But he encountered some bottlenecks:
**1. When there are too many product items, the shopping cart cannot be opened**
——When an order reaches about 300 line items, the shopping cart cannot be opened. The only solution is to limit the number of items added to the cart, resulting in a poor ordering experience for small B and reduced willingness to order;
**2. No minimum order amount setting, high delivery costs;**
——Orders cannot set a minimum order amount, so even small amounts must be delivered, leading to high delivery costs, and indirectly making small B feel it's not cheap;
**3. Single marketing activities, small B not interested**
——Current promotional activities are single. In 2B operations, B-end psychology is actually similar to C-end. Occasional surprises create a better purchasing atmosphere than direct low prices.
**4. Lack of tools to change salesperson mindset;**
——Providing a ordering platform to small B does not mean abandoning salespeople, but rather making them think about how to increase single-store order amounts. This requires salespeople to be more diligent, and this diligence also requires the platform to give them capabilities. When the information system lacks this capability and mindset, salespeople will feel that the boss is guarding against them. Once 2B customers all order on the platform, they will kick me out. In a disguised form, the entire 2B informatization promotion will encounter difficulties.
**5. Platform does not support expansion to introduce partners**
——As store stickiness increases, stores hope to have more product categories available, such as cold drinks. However, the customer does not have cold chain delivery capabilities. If they directly invest in cold chain operations, the cost is high, the prospects need investigation, and blind investment is risky. But the existing ordering platform only supports two parties: one is the supplier, and the other is the 2B ordering end. That is, the B2B platform model limits the development of the customer's business.
The first three points belong to 2B platform capabilities, which affect the experience and further affect sales. The fourth point is about salesperson capabilities. This is actually one of the key factors for the success or failure of the customer's B2B business. B2B business still needs such a matchmaker to help hold hands. If the matchmaker runs away, there will be more singles. The last point is actually the basic architecture of the platform. This architecture may not be prominent in the early stage due to the simplicity of the business, but as the business develops, it will affect the next step of business expansion.
Three months after going live, the daily peak orders reached 1,000, the daily peak order amount reached 1 million yuan, and the monthly average peak of active users reached 2,800 (customers who order more than four times a month on average). During promotional periods, the peak order amount can reach 1.2 million yuan.
As the customer's B2B business expands, we also think together with the customer about how to use informatization to help its B2B business expansion. On one hand, by providing small B inventory software, stores can automatically generate orders when they make sales, bringing the following benefits:
> 1. Reduce the workload of small B ordering;
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> 2. Reduce hidden sales losses for small B due to stockouts, and also increase sales for the B2B platform;
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> 3. Salespeople can better implement operational guidance and sales work by analyzing store sales data and ordering data.
On the other hand, providing trade software to suppliers on the platform brings the following benefits:
> 1. Suppliers create product data in the trade system and it syncs to the B2B platform; suppliers only need to list the products;
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> 2. Orders from the B2B platform sync directly to the trade system, and suppliers ship directly;
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> 3. Suppliers' own purchase and settlement also have system accounts.
In the process of going deep into the B2B field, we have come into contact with distributors across the country. We not only deeply feel the difficulty of this business, but also feel the enthusiasm of distributors and their determination to keep up with market demand. I have often chatted directly with customer teams until the early morning. Their sincere drive moved me. I have also personally witnessed the joy of customers conquering a town's food stalls, the joy of salespeople seeing their real-time performance commissions on their phones, and the pride of small store owners sincerely saying, 'Your products are not only good, but you also bring us convenient tools.' We love this industry and will continue to accompany everyone. Thank you for your support!


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Contact: zhaobo258@gmail.com · +86 158 5481 7671