Hybrid commerce fails in predictable places. The catalog is usually fine; the trouble starts at pricing, visibility and checkout, where B2B and B2C expectations pull in opposite directions.

The four pressure points

1. Pricing — B2C sees one price, B2B sees contract pricing, volume breaks and negotiated terms. This has to be driven by customer group, not by duplicated products.
2. Catalog visibility — some SKUs are B2B-only, some are B2C-only, and a few are both at different prices.
3. Checkout — B2C wants one page and a card payment; B2B wants purchase orders, credit terms, approval workflows and quote requests.
4. Accounts — B2B buyers need company accounts with multiple users and roles; B2C accounts are individual.

What a good answer sounds like

A partner who has built this will describe the customer-group model first and the theme second. If the conversation starts with storefront design, the architecture has not been thought through.

Be wary of proposals that solve hybrid by running two separate stores. It works, but you now maintain two catalogs, two inventory syncs and two deployment pipelines, which is usually more expensive over three years than doing it properly once.