From B2C to B2S: How We Became the Raw Material of a New Consumer Sales Model
In the past, the dynamic between businesses and consumers was simple and direct: businesses sought to serve their customers, and customers, in turn, provided businesses with money in exchange for goods or services. The old adage, “The customer is always right,” framed this relationship. Consumers made the decisions, and businesses worked hard to meet those needs.
However, this model has dramatically shifted in the digital age. What once was a straightforward B2C (business-to-consumer) transaction has evolved into something far more complex and less transparent. Today, the B2C model is becoming B2S, where "S" stands for suppliers—those who pay the platforms that drive consumer decisions, not the consumers themselves.
The initial pact we entered into with technology and social media companies seemed innocent enough: we would provide our personal data in exchange for tools to stay connected, informed, entertained, and even shop. But what began as an exchange has spiraled into something entirely different. Today, when we search for a product or service, the goal is no longer to serve the customer, but to prioritize what suppliers have paid to influence our choices.
Today the consumer has become merely a source of data, and no longer a decision-maker. The very act of searching for something as specific as a favorite hotel or service often leads us through a maze of irrelevant links—designed not to meet our needs, but to fulfill someone else’s marketing agenda. We are no longer getting what we’ve been promised—choice and empowerment. Instead, we are being funneled into a system where our preferences, habits, and desires are mined, packaged, and sold to the highest bidder.
How can we regain control? The start is understanding this shift and to recognize and call out what is happening. The traditional B2C relationship has given way to a new model, one where businesses serve themselves, not the consumer. This new structure turns us from independent customers into raw material—data points and behavioral patterns used to influence our choices in ways that go beyond simple advertising. The true needs of the consumer no longer take precedence. The model now places more value on what suppliers want to sell, driven solely by the payments they’ve made to data businesses.
Next, we must recognize how valuable our data is, both in the past and present. Histrically from the moment we signed up for social media platforms or clicked on a link, we unknowingly handed over one of the most valuable assets we possess: our behavior. This data, collected over years and without informed consent, drives decisions, shapes consumer habits, and influences what we see, hear, and ultimately buy. Yet, the value of this data is no longer being returned to us. Instead, it is used against us, to guide our behavior in ways that don’t always serve our interests.
We need to see real value for the data we provide. This value should not only come in the form of free access to platforms, but in ways that respect our autonomy and empower our choices, rather than exploiting them for profit. There is an urgent need for transparency around the data economy and for consumers to receive something of value in exchange for their participation in it. This is not simply a call for fair compensation but for a broader recognition that our personal information should not be used against us, but for us.
Finally, tech companies and social networks need to recognize their responsibility for the data they’ve taken from us and deployed in ways that prioritize profit over fairness. The profits made from our data should be returned to us—whether through taxation, compensation, improved experiences, or more control over how our information is used. I have written before about the need for a discussion on a special data tax, a model in which tech companies contribute back to the public whose data has fueled their success. It is time to seriously consider this idea, especially as the influence of data-driven platforms becomes even more powerful.
If B2C is to be replaced by B2S2C, then the rationale behind this new structure must be made clear, and the shared value must be evident. The transition from customers to raw material cannot be the business model of the future. At the very least, there needs to be a persuasive argument that demonstrates how consumers stand to benefit from this shift. It cannot be acceptable for businesses to profit from manipulating consumer choice without any regard for the integrity of the exchange.
Turning consumers into commodities may be a natural consequence of a data-driven economy, but that does not make it acceptable. We must demand a better model—one that returns power to the consumer, that recognizes the value of the data we provide, and that compensates us fairly for our role in the ecosystem. At the very least, we deserve transparency and respect for the choices we make, rather than a system built on exploitation. It’s time to move past the illusion of free services and acknowledge that, as consumers, we are the foundation of this entire economy. It’s time for the model to reflect that.
