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Modèles d'entreprise B2B verticaux et horizontaux

1990
Des stratèges commerciaux discutent des modèles B2B verticaux et horizontaux dans un bureau.

(Image générée à titre d'illustration uniquement)

B2B business models are often categorized as either vertical or horizontal. A vertical B2B model focuses on a single industry or ‘vertical,’ providing specialized products and services tailored to that sector’s unique needs (e.g., logiciel for dentists). In contrast, a horizontal B2B model offers a product or service that is applicable across multiple industries (e.g., accounting software or office supplies).

The distinction between vertical and horizontal B2B models is fundamental to business strategy and market positioning. Vertical B2B companies aim for deep market penetration within a specific industry. Their strength lies in their expertise, specialized features, and understanding of industry-specific regulations and workflows. This focus allows them to build strong customer relationships and create high barriers to entry for more generalized competitors. Examples include platforms for managing clinical trials in the pharmaceutical industry or supply chain logistics for agriculture. Horizontal B2B companies, on the other hand, seek broad market reach. Their products solve a common problem faced by businesses regardless of their industry. Success in this model depends on scalability, ease of use, and achieving network effects. Examples include Salesforce for CRM, Slack for communication, or Amazon Web Services for cloud computing. The choice between a vertical or horizontal strategy impacts every aspect of the business, from product development and marketing messaging to sales channels and customer support structures. Some companies may even employ a hybrid approach, starting horizontally and then developing vertical-specific solutions.

UNESCO Nomenclature: 3305
- Marketing

Taper

Système abstrait

Perturbation

Substantiel

Usage

Utilisation généralisée

Précurseurs

  • concepts of market segmentation from general marketing theory
  • the rise of software as a service (saas) delivery models
  • development of the internet and e-commerce infrastructure
  • porter’s five forces analysis for industry structure

Applications

  • development of industry-specific saas platforms
  • creation of online marketplaces (e.g., alibaba as horizontal, covisint for automotive as vertical)
  • corporate strategy for market entry and expansion
  • venture capital investment theses for b2b startups
  • product management and feature prioritization

Brevets:

NA

Idées d'innovations potentielles

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Related to: vertical b2b, horizontal b2b, business model, market segmentation, industry-specific, saas, e-commerce, business strategy.

Contexte historique

Modèles d'entreprise B2B verticaux et horizontaux

1986
1986
1987-03
1990
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1986
1986
1987
1989
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1990
1990
1990

(si la date est inconnue ou non pertinente, par exemple « mécanique des fluides », une estimation arrondie de son émergence notable est fournie)

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