Published on
August 3, 2025
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6
min
Global B2B e-commerce is estimated to reach $20.9 trillion, compared to just $5.8 trillion for B2C. That means B2B already represents around four-fifths of the worldwide digital commerce market, yet it routinely takes a back seat to its cousin, B2C.
Why does this matter? While B2C excels in marketing allure, B2B is the engine powering real enterprise growth, driving long-term contracts, complex relationships, and higher average order values.
This blog series will discuss why that needs to change. We’ll explore what sets B2B commerce apart, where traditional approaches fall short, and what it takes to build digital experiences that actually meet the needs of modern B2B buyers, sellers, and partners.
To start, we’re unpacking the biggest misconception in the space: that B2B can be solved with a few extra features on a B2C stack. We’ll show why that mindset is limiting and what to do instead!
Before we get into the nuts and bolts of what makes B2B e‑commerce work, it’s worth pausing for a moment. This space is often overlooked, quietly growing behind the scenes.
Some may think B2B commerce is catching up to its fancy counterpart, B2C; however, it’s moving ahead, and faster than many realise. It’s changing how digital commerce works, one decision at a time.
So before we talk strategy, let’s clear the air. Here are three common myths about B2B e‑commerce, and the data that proves they’re just that: myths.
In 2024, B2B e‑commerce generated nearly five times more revenue than B2C, making up the vast majority of global online sales.
Far from being sluggish or static, B2B’s scale is driven by high average order values, recurring contract-based transactions, and increasingly agile digital platforms.
These numbers reflect a market that’s not just active but dominant!
More than half of B2B purchases exceeding $1 million were made digitally, either through self-service tools or remote interaction channels.
The shift toward remote and digital-first decision-making isn’t limited to smaller deals.
Enterprise buyers now expect the same ease of use and transparency they experience as consumers.
And when the tools meet those expectations, even the most complex sales processes are moving online.
Digital commerce channels now account for an average of 34% of total B2B revenue, and that share is growing year over year.
Digital is becoming central to how B2B companies build pipelines, close deals, and scale. For many, these platforms have become the primary engine of growth and customer engagement.
We’ve just debunked some of the biggest myths holding B2B commerce back.
But here’s the twist! Many industries are already moving past these outdated assumptions. They’re not waiting for change; they’re driving it.
From manufacturing to finance, B2B players are reshaping how business is done digitally. The shift is no longer a prediction; it’s in motion.
The real question is: how are these industries embracing B2B digital commerce in practice?
Let’s break it down, sector by sector.
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While only 3% of car purchases in 2023 were fully online, 29% of consumers now expect to buy vehicles online next time, and 23% expect a hybrid model combining online ordering with offline touchpoints.
Auto parts supply chains are going digital: manufacturers and distributors now offer online ordering, real-time inventory, and service portals to sync with OEM and dealer needs.
Nearly half of industrial buyers under 44 prefer digital and self-service procurement over traditional channels.
Platforms now allow buyers to configure complex SKUs, track suppliers, and reorder with ease, replacing spreadsheets with scalable systems.
In West Africa, B2B platforms have digitised trade across nearly 140,000 retail outlets, streamlining inventory and credit access.
Globally, FMCG manufacturers now use ecommerce for co-packing, pricing, promotions, and logistics coordination.
Nearly half of global corporate treasury teams prioritise scalable digital operations.
Digital commerce enables onboarding portals, contractual pricing, centralised invoicing, and multi-entity cashflow tools.
70% of B2B buyers planned to increase purchasing via manufacturers’ ecommerce sites.
Retailers, especially for private/store labels, expect rich product content, self-serve tools, and real-time stock in supplier portals.
Global travel bookings hit $1.6T in 2024 and will reach $1.72T in 2025. 65% are already booked online!
B2B tourism players now rely on supplier portals for dynamic pricing, capacity management, and automated bulk-booking confirmations.
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Across each of these industries, buyers demand real-time pricing, self-service transactions, and seamless integration with their existing workflows.
Behind the scenes, these platforms coordinate complex catalogue structures, multi-tier networks, and high-value contracts. All while supporting precision and compliance at scale.
Therefore, a solid B2B commerce strategy and technology is needed. Customers are moving forward without prejudices; you should too!
Buyer behaviour has evolved, but not every B2B business has kept pace.
The message was clear: adapt, or risk falling behind. But for some companies, the numbers spoke louder than others. Let’s look at how different businesses navigated the shift and what they learned along the way.
ABB, a global leader in industrial automation, faced a fragmented approach to B2B commerce with several disconnected webshops and a heavy reliance on offline sales.
Despite generating around $25 billion in online product sales, their systems lacked integration and consistency.
To address this, ABB:
Within six months, over 50% of ABB orders moved online, contributing approximately 25% of total revenue.
Self-service capabilities reduced sales overhead and enhanced efficiency. A key milestone was when even low-complexity orders shifted from calls and emails to the platform, proving that industrial B2B sales can succeed digitally.
Rockwool, a major B2B manufacturer, initially had limited external digital commerce platforms; many customers continued ordering via fax or phone.
Instead of a rapid overhaul, Rockwool adopted a measured approach. Gradual customer encouragement to adopt digital self-service and enabling features such as quote requests, invoicing, and order adjustments online!
This phased approach highlighted that the highest value is offering customers greater convenience and control.
Rockwool’s experience illustrates how digital commerce in B2B can succeed through thoughtful adoption rather than forced change.
JCB faced challenges with disjointed systems across dealers, parts distributors, and fleet operators, resulting in inconsistent pricing and fragmented customer experiences.
The enhanced digital experience resulted in faster ordering processes and improved customer satisfaction.
JCB became easier to do business with, and internal coordination also benefited from the unified platform.
B2B is no longer the slow-moving sibling of B2C. It's digital, dynamic, and increasingly central to long-term growth strategies. Yet despite its massive share of revenue and market influence, B2B still doesn’t get the digital spotlight it deserves.
Technology has been the quiet driver behind this shift, enabling complex transactions, automating long purchase cycles, and making customer experiences smoother and smarter. But to truly scale, B2B businesses need more than piecemeal upgrades. They need unified, future-ready solutions built with their realities in mind.
That’s where Lidia Commerce steps in. Meeting the moment with an architecture that’s as scalable as it is B2B-specific!
See you in Part 2, where we’ll explore why B2B needs its digital infrastructure and why borrowing from B2C playbooks just doesn’t cut it.
