1.假如你是一个移动电源/服装/化妆品/或其他商品的商家，打算去天猫或京东开个专卖店，比较一下两个平台你各自需要准备的材料和资金成本。

答；（1）入驻天猫我们需要先注册公司，我们代理几个品牌，入驻天猫需要15万的保证金。（2）技术服务年费；商家在天猫经营必须交纳年费。年费金额以一级类目为参照，分为3万元或6万元两档（3）实时划扣技术服务费

资金成本；经营不同的品牌，不同的品类需要提交的材料有所不同。商家可以根据实际经营情况在天猫入驻小帮手中选择输入您要经营的店铺类型品牌信息和类目。

京东：商家企业要求，公司注册资金50万及50万以上人民币，京东平台使用费用是6000保障金看你做那个行业从1万到10万不等

2.通过B2B平台，为老家的某家制造型企业寻找线上客户，给出使用该平台的理由。参考艾瑞数据B2B网站。

垂直模式

面向制造业或面向商业的垂直B2B（Vertical B2B，DirectindustryB2B）。可以分为两个方向，即上游和下游。生产商或商业零售商可以与上游的供应商之间形成供货关系；生产商与下游的经销商可以形成销货关系。简单的说这种模式下的B2B网站类似于在线商店，这一类网站其实就是企业网站，就是企业直接在网上开设的虚拟商店，通过这样的网站可以大力宣传自己的产品，用更快捷更全面的手段让更多的客户了解自己的产品，促进交易。或者也可以是商家开设的网站，这些商家在自己的网站上宣传自己经营的商品，目的也是用更加直观便利的方法促进、扩大商业交易。

综合模式

面向中间交易市场的B2B。这种交易模式是水平B2B，它是将各个行业中相近的交易过程集中到一个场所，为企业的采购方和供应方提供了一个交易的机会，这一类网站自己既不是拥有产品的企业，也不是经营商品的商家，它只提供一个平台，在网上将销售商和采购商汇集一起，采购商可以在其网上查到销售商的有关信息和销售商品的有关信息。

自建模式

行业龙头企业自建B2B模式是大型行业龙头企业基于自身的信息化建设程度，搭建以自身产品供应链为核心的行业化电子商务平台。行业龙头企业通过自身的电子商务平台，串联起行业整条产业链，供应链上下游企业通过该平台实现资讯、沟通、交易。但此类电子商务平台过于封闭，缺少产业链的深度整合。

关联模式

行业为了提升电子商务交易平台信息的广泛程度和准确性，整合综合B2B模式和垂直B2B模式而建立起来的跨行业电子商务平台

我认为我老家的化肥厂比较适合这样的运营模式，化肥厂他主要就是销售渠道不太完善，如果能在网上能实现这样的运营模式我觉的会带动经济的近一步发展。

3.阅读三篇以上分别包含B2B、B2C、C2C主题相关英文文章，按最新要求列出相关内容

Here’s what all four stand for:

B2B – business-to-business

B2C – business-to-consumer

C2C – consumer-to-consumer

C2B – consumer-to-business

B2B refers to businesses that are focused on selling products or services to other companies are called B2B, or business-to-business. Here are a few companies that are B2B businesses: Ripple, Replyup, Content Rockstar

B2C is the type of commerce transaction in which businesses sell products or services to consumers.More recently, the term B2C refers to the online selling of products, or e-tailing, in which manufacturers or retailers sell their products to consumers over the Internet. Here are some companies that are B2C businesses: Walmart, American Eagle, Colourpop Cosmetics

C2C is a business model that facilitates the transaction of products or services between customers. An example of C2C would be the classifieds section of a newspaper, or an auction. In both of these cases, a customer, not a business, sells goods or services to another customer.

4.什么情况下，你会安装一个新app？什么情况下，你会推荐他人安装一个app？

答：我觉得它对我有帮助，我会下载他。我觉得这个APP很好用会推荐给朋友。

5.阅读一篇以上ecommerce  innovate相关英文文章，按最新要求列出相关内容。

Section 1: What Is there to Lose?

A lot. For years, the movement to online has been a daunting business goal for many retailers. Struggling to create a seamless omnichannel experience and boost online sales has been on the agenda. If you’re purely eComm, it’s been your only agenda.

Year over year, Amazon continues to dominate the market. In 2016, thetop three eCommerce retailerswere Amazon, Wal-Mart, and Apple. Wal-Mart’s sales hit $13.5 billion and Apple’s hit $12 billion, but Amazon’s? They were $79.3 billion.

Keeping up with industry titans has forced retailers of all sizes to improve online shopping experiences—because it all plays a role in completing a purchase. From basic UX design to online checkout to loyalty programs to fulfillment and returns, everything has to change.

Retailers, of every shape and size, are faced with the threat: “Innovate or die.”

Brick-and-mortar: Rapid declines  retailers shrinking or closing

This has been happening for years. Even though eComm retailers like Warby Parker and Amazon are testing physical locations,brick-and-mortar brands and stores are closing fasterthan they’re opening. In 2005, department stores alone sold $60 billion in apparel; in 2015, it was half with nearly $28 billion shifting to online retailers like Amazon. This year, household names likeSears, JC Penney, Macy’s, and more, continue to closemore locations—unable to maintain physical sales and struggling to transfer them to online purchases.

Big box retailers looks to increase online footprint

Some industry leaders are looking at new ways to compete digitally. Target, Best Buy, and Nordstrom have invested heavily in their eCommerce platforms—making it as simple as possible to complete a purchase.

Recently, more ofWal-Mart’s eCommerce strategyhas been revealed. Despite being the second largest online retailer, it has been struggling to compete with Amazon. To increase traffic, it has been focusing on inorganic growth by acquiring small, hip online retailers with a strong brand identity and market presence. In the last three months, it acquired ModCloth, Moosejaw, and ShoeBuy. What’s interesting about this move is, despite Wal-Mart’s brand equity, it isn’t planning to rebrand these companies. Instead, the plan is to expand its online footprint by leveraging their already-established brands and reach audiences outside its wheelhouse.

e-Retailers don’t have it nailed either

Even pure eCommerce retailers—those whose brands have been built completely online—aren’t safe.

For online shoppers, the buying experience is as valuable as the product itself. If a customer is dissatisfied with either, they aren’t likely to become loyal… and that affects sales. Earlier this year, eCommerce giant,Nasty Gal, announced bankruptcy and agreed to sell to its rival, Boohoo.com. To many, Nasty Gal’s demise (it went from generating $85 million in revenue in 2014 to bankrupt in 2016) had everything to do with its distribution strategy and failure to retain customers.

Like we said, eCommerce is tricky.

第一节:有什么损失呢?

很多。多年来,运动在线是一个艰巨的许多零售商的业务目标。努力创建一个无缝的omnichannel体验,促进网上销售已经提上议事日程。如果你纯粹eComm,这是你唯一的议程。

年,亚马逊继续主导市场。2016年,三大电子商务零售商亚马逊,沃尔玛,和苹果。沃尔玛的销售额达到135亿美元,苹果的120亿美元,但亚马逊的吗?他们793亿美元。

跟上行业巨头已迫使零售商各种规模的改善网上购物经历,因为一切都在完成购买过程中发挥作用。从基本的用户体验设计在线付款忠诚度计划完成并返回,一切都改变。

每一个形状和大小,零售商面临的威胁:“创新或死。”

实体:快速下降零售商缩小或关闭

这多年来一直发生。尽管eComm零售商Warby帕克和亚马逊等测试物理位置,实体品牌和商店都关闭的速度比他们开放。仅2005年,百货商店出售600亿美元的服装;2015年,近280亿美元的一半转向在线零售商亚马逊。今年,像西尔斯家喻户晓,JC Penney,梅西百货,,继续关闭更多locations-unable保持物理销售和努力他们转移到网上购物。

大盒子看起来增加在线零售商足迹

一些行业领袖们看着数字竞争的新方法。目标,百思买,Nordstrom大举投资电子商务platforms-making它