B-Stock’s online mall for the secondary retail market

With so many mall closures (and revitalizations!) and with the increase of online sales, no one is predicting the rebirth of the great American mall. Let’s face it, it won’t be long before the phrase, “Going to the mall” will mean putting on a pair of virtual reality goggles and stepping into a virtual mall. In the meantime, B-Stock is operating its own worldwide virtual mall geared specifically for business-to-business transactions.

We’ve spent the last 10 years building a virtual secondary market mall filled with returned, excess and other liquidation inventory from nine out of the top 10 U.S. retailers (along with hundreds of SMB retailers). Through this secondary marketplace, major retailers can sell products—across all categories, conditions and quantities—directly to certified business buyers via a competitive online auction platform. This type of sales channel is beneficial for a few reasons, including:

• Higher pricing—By leveraging an online auction dynamic where many buyers compete to buy your merchandise, pricing goes up.
• Velocity goals—With a larger buyer base you can move inventory as needed – regardless of volume, time of year, or product category.
• Automation—No more negotiating over the phone.

But don’t take our word for it, check out some of our client success stories:

• After eliminating its dependence on a single liquidator, a global ecommerce company doubled its prices on returned and overstock inventory in three months.
• A Fortune 500 home improvement retailer was experiencing an increase in customer-returned appliances—name-brand washers, dryers, ranges and refrigerators and more. Find out how the the retailer increased recovery rates by 42% in a single quarter.
• One of the world’s largest online destinations for home furnishings and décor, was experiencing a higher volume of customer returns and other excess inventory due to explosive growth in sales. Find out how B-Stock’s customized data-driven methods have generated a 31% increase in gross merchandise value (GMV) over the retailer’s previous solution and target recovery goal.
• After separating out its mixed lots into smaller categories, including food and sundries, a Fortune 500 retailer tripled its pricing on the inventory.
• A large North American paper manufacturer was selling its excess product to a handful of buyers via a slow, manual process and wanted to: automate the sales process, increase the amount of interested buyers, and increase demand and pricing for the product.

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