B2B ecommerce agencies

What makes B2B different

• Price is per customer, not per product. Contract pricing, volume breaks and negotiated rates mean the same product shows a different number to every account, and frequently no number at all until sign-in.
• The buyer is not the payer. A purchaser assembles an order, someone else approves it, and accounts payable settles it thirty or sixty days later. That is three people and two systems, and the store has to model it.
• Ordering is repetitive. Reordering from history, uploading a CSV of SKUs and saved lists matter far more than discovery, browsing or recommendations.
• The ERP is usually the master. Prices, stock and credit limits live there; the storefront is a window onto it. That makes B2B projects integration projects wearing a design brief.

Questions worth asking

• How are customer-specific prices delivered? Live from the ERP or synced, and what happens when the sync is stale.
• Can a sales rep order on behalf of a customer? This is a standard requirement and a standard omission.
• What does credit look like? Payment on account, credit limits enforced at checkout, and blocked accounts are operational rules that have to be somewhere.
• Is punchout or EDI in scope? Larger customers may require it, and it is a substantial project in its own right.

Do not let B2B kill the consumer side

Businesses running both from one store often end up with a site that serves neither well. The usual resolutions are a separate B2B storefront sharing the catalogue, or a gated experience behind login. Both are reasonable; deciding by default is not.

What it costs

A wholesale channel bolted onto an existing store with simple tiered pricing is commonly $8,000–$25,000. A genuine B2B build with ERP-driven pricing, account hierarchies and approval workflows runs $40,000–$200,000, and the ERP side typically drives both the cost and the timeline.