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1、SURVEY REPORTThe State of International E-Commerce in ManufacturingIntroductionSURVEY REPORTCONTENT2Introduction5Chapter 1 The Battle between Ambitions and Challenges15Chapter 2 Central Efficiency versus Local Effectiveness29Chapter 3 No Product Too Complex to Be Sold Online41Chapter 4 Buy,Build,or

2、Buy and Build to Expand?59Chapter 5 7 Tips for International E-Commerce SuccessHow will they boost their online rev-enue and execute a global strategy that yields successful results in an increasingly digital and competitive environment?And where do they currently stand on their journey to achieving

3、 their international goals?This report answers these key ques-tions and more.By analyzing the current state of international com-merce in manufacturing and looking at where companies stand in terms of local effectiveness,product com-plexity,commerce platforms,and future investments,weve gathered act

4、ionable insights that will enable manufacturers to evaluate their po-sitioning and readjust accordingly.By benchmarking against their peers,manufacturers can see ex-actly the key areas they need to ad-dress in order to get ahead of the curve and innovate their commerce framework before they fall beh

5、ind.This 5-chapter report shines a light on the responsibilities that come with global expansion as well as the differences between central effi-ciency and local effectiveness.It also explores the relationship be-tween online revenue and the types of products that manufacturers sell online and the i

6、mportance of a com-merce platform that supports global growth and provides flexibility for local responsiveness.As manufacturers are looking to-ward the future,they understand they need to change the way they approach online sales and global ex-How will manufacturers accomplish their new commerce ob

7、jectives?A year ago,the world was engulfed in a state of VUCA(volatility,uncer-tainty,complexity,and ambiguity).The manufacturing sector was es-pecially challenged by workplace changes and digital acceleration.Now,a year later,manufacturers feel ambitious and eager to polish their competitive edgeon

8、 an interna-tional scale.Size of legal entity(globally)Number of local(country-specific)webshopspansion.This means setting out new objectives for global and regional sales,deciding whether to replat-form or not,what type of commerce platform to choose,what technolo-gies to invest in to support their

9、 ex-pansion initiatives,and more.To help you make more informed decisions regarding the aforemen-tioned matters,weve dedicated the last chapter of this report to key rec-ommendations and best practices that will enable you to grow and boost your online sales.501 5,000 employees30%Less than 500employ

10、ees33%5,001 10,000 employees9%10,000+employees28%11 5020%508%2 1041%131%Executive SummarySURVEY REPORT34INTRODUCTIONCHAPTER 1The Battle between Ambitions and ChallengesCOVID-19 has fueled a strong impe-tus for digitalized commerce activ-ities(2.18),marking a remarkable turnaround across the manufact

11、ur-ing industry.An even stronger driver for growth appears to be the change in online buying behavior within B2B(2.46),which is actively impacting productssmall and large,as well as regular and complexacross the world.B2B buyers,similar to their B2C counterparts,have advanced digi-tal-first expectat

12、ions.Now,with glo-bal sales interactions increasing-ly occurring through digital chan-nels,customers are having part of their demands fulfilledbut they are doomed to navigate the tradi-tionally often complex B2B buying process.Customer-facing employ-ees face a similar challenge,and have to cope with

13、 time-consuming processes to support B2B buyers re-motely during their buyer journey.Not all merchants are fully habitu-ated to selling digitally to compete effectively.The COVID-19 outbreak has compounded this problem for manufacturers,forcing them to nim-bly adapt to and improve the digi-tal comme

14、rce business in a short space of time.This process of adap-tation to online commerce is still on-going for many,and there are pro-spective roadblocks that need to be addressed.Key challenges to achieve e-Commerce ambitions and how to overcome themThe most telling example of a po-tential drawback is

15、the existence of siloed sales-and service channels.Managing digital,direct,and indi-rect sales separately will negatively impact buyer-seller interactionsand this works against the interests of todays customers.B2B buyers expect firms to take the necessary steps to unify a seamless buying experience

16、 across all touchpoints.Manufacturers can,therefore,break down sales channel silos to meet changing customer needs(which may vary from country to country!),or they can face the risk of disas-trous consequences:losing ground to rival firms who successfully ad-here to buyer demands.As industry players

17、 begin combin-ing digital,direct,and indirect sales-and services channels,they build Almost two-thirds of all B2B purchasing decisions are made on digital channels.value-added services for all their buyersan effort that underscores a firms ambition for enhancing cus-tomer experience.This effort,how-

18、ever,should not be limited strictly to buyers.Organizations also need to be mindful of customer-facing employees;consequently,all the changes and digital investments planned should focus on the needs of workers,tooand in all the re-gions a firm operates in.This is one of the hurdles that come up wit

19、h selling into multiple coun-tries:developing an all-inclusive mindset.Other difficulties are often imposed by regional requirements;to expand into new areas,firms have to establish regional online shops,and sometimes even offices in con-formity with certain regulations and proceduresall while servi

20、ng a di-verse population.It is seemingly dif-ficult to meet every buyers de-mands in different regions,but in-vesting in the right technical inno-vations can help firms in adapting to the needs of each location.What impacts the growth of online sales most in 2021?11.522.53B2B buying behaviorRestrict

21、ions due to Covid-19InsufficienttalentBrexitMarketplaces2.462.181.821.801.771 Negative impact2 No impact3 Positive impactKey challenges to achieve e-Commerce ambitions and how to overcome themSURVEY REPORT7CHAPTER 18A year ago,organizations began tightening up plans for making the transition to e-Co

22、mmerce in a bid to roar back to profit and prosper amid the pandemic.In a pre-pandemic survey reporte-Commerce Report 2019:“Speed Beats Perfection”8 out of 10 of the 400 B2B decision-makers sur-veyed commonly agreed that“if their organization doesnt start to digitalize their sales-and services proce

23、sses now,they will be going out of business in five years time.”In reality,not much has changed since 2018,for our research in 2020The State of Digital Innovation within Manufacturingproved that most manufacturers are not willing or ready(yet!)to tap into the full poten-tial of the digital after-sal

24、es busi-ness.Smoothening the B2B buying processIn the months following the COVID-19 outbreak,a new B2B sales imper-ative was heralded:making buying easier within global B2B environ-ments.Numerous industrial play-ers solved the unease of expanding internationally under such circum-stances by stepping

25、 up their digital investments to primarily support the firms sales function.Although 17%of professionals have yet to expand into the new frontier of commerce,the bulk of survey respondents already have a global e-Commerce strategy in placebe it partially(35%)or entirely imple-mented(31%).Technology

26、investment prioritiesNow,while still in the midst of the pandemic,firms are continuously stepping into long-time commerce investments,further advancing the trend of digitalizationwhich is likely to cement itself as a perma-nent prerequisite for success in commerce.The proclivity to dig-italize sales

27、 runs rampant among the surveyed professionals.Man-ufacturers are largely focused on investing in technology within the next 12 months,citing e-Commerce How Do International Manufacturers Cope with this Vexing Challenge?solutions(67%),tools for back-end integrations(54%),digital market-ing tools(51%

28、),digital self-services(49%),AI/machine learning(44%)and customer portals(43%)as the route to achieving their digital ob-jectives.Creating a unique B2B buying experienceMerchants investing in technical in-novations are predominantly better equipped to routinely adjust to the massive changes in buyin

29、g behav-ior and meet heightened customer expectations.COVID-19 fundamen-tally shaped consumer behavior while concurrently amplifying the worldwide trend of creating a bet-ter and differentiating B2B buying experience.The pandemic triggered a profoundand visibly growing!change in online buying behavi

30、or,with customers not only being per-sistently cautious about making a purchase,but also doing their buy-ing almost exclusively online.Investing in a future-proof businessSpending intentions have also been immensely impacted.In times of economic hardship,most industry players seek to invest to ensur

31、e a stable future for their business,and rightly so.To avoid any dangers to financial stability,most firms are dili-gently evaluating risk by thorough-ly researching suppliers as their source for goods or services.The B2B buyer is now highly in-formed and in favor of digital inter-actionsand the cha

32、nges are likely to prove permanent.Manufacturers who ramp up investments in e-Com-merce can possibly adapt quickly to this shifting environment.COVID-19 fundamentally shaped consumer behavior.Smoothening the B2B buying processTechnology investment prioritiesCreating a unique B2B buying experienceInv

33、esting in a future-proof businessSURVEY REPORT9CHAPTER 1100102030405060708090100%A lot of focus has turned towards digitalizing and improving the cus-tomer journey.The aim is twofold:to consistently improve retention and increase sales across the globe.Quick and efficient buying jour-neysas provided

34、 by Amazon Busi-Aiming for a Leading Position while Bracing for Budget ChangesExpected online sales growth in two years*100%21%3%10%3%26%24%ness,for examplehave reshaped the expectations of B2B buyers while shortening the distance be-tween customers and suppliers.But particularly in times of ongoing

35、 crisis,there is a hurdle that keeps some organizations from optimiz-ing todays digitally-driven buyer journey:firms often find themselves under severe budget pressurewhich may prompt investors to question whether to drive technol-ogy spending or not.How do international manufacturers handle this is

36、sue?The plan is,for 49%of respondents,not just to invest but even to in-crease the firms budget for digi-tal investments in 2021 by 10%or more.A similar perspective is sup-ported by 16%of industry players,who aim to reach their digital objec-tives with a 1-9%increase in bud-get investments.Many othe

37、rs(30%)report that they will allocate the same amount of resources to digital investments,deeming this invest-ment necessary.What impacts the growth of online sales most in 2021?Investing in e-Commerce is a major step in efforts to achieve profitable sales growth internationally,with manufacturers d

38、irectly reaping the benefits of changing B2B buying be-havior.Digital sales are expected to grow in the coming monthsand this growth will be,according to sur-vey respondents,positively impact-ed by COVID-19 restrictions(41%)and changing online buying behav-ior within B2B(61%).The struggle to find ta

39、lent,as well as competition by third-party marketplaces and Brexit,are mainly perceived as having no impact on the potential boom in dig-ital sales.Leading the packStill,many are guarded in their opti-mism,generally predicting a 25%increase in online sales for their firm in the next two years.A chan

40、ge in perspective,with the goal of paving the way for the industry,may prove to aid firms in performing better than the forecast.Many industry players are,in fact,driven by a newfound interest in leading the path to inno-vationnot merely following it.Over 60%of organizations have a strong digital am

41、bition to take over e-Com-merce leadership in their respective markets,making this intention a key target of interest across the manu-facturing industry at large.*13%dont knowSURVEY REPORT11CHAPTER 112Industrial e-Commerce leaders are in a great position to notice the warning signs of an eventual sh

42、ort-coming.Major challenges may tena-ciously stand in the way of interna-tional e-Commerce growth,unbal-ancing any firms progress and ad-versely affecting sales growth in all the countries they are active in.The surveyed manufacturers do not turn a blind eye to the struggle of integrating with back-

43、end systemsseeing this issue as particularly chal-lenging(59%).Industry players also show ample concern with the complexity of sup-porting multiple business models(51%),but arent fazed by the diffi-culty that comes with having mul-tiple brands;34%of professionals describe this issue as not necessar-

44、ily problematic.It is useful to recognize limits in re-sources.But for many companies,it is similarly useful to restrict the need for IT scarcity and commerce resources.A firm should rely on a platform that offers standard com-merce capabilities to scale across the globe,supports multiple busi-ness

45、models,and enables easy cen-tral and regional integrationsall while underpinning local pricing,marketing,and other essential func-tions.Conversely,the immaturity of cus-tomers(40%)as well as the lack of digital skills and knowledge(33%)are generally viewed as somewhat challenging obstacles to realiz

46、ing a firms e-Commerce ambitions.Organizations struggle due to the absence of a fully-integrated IT ar-chitecture or,as survey respondents Considering the Dangers that Impede Progress and Explode Costs0102030405060708090100%Integration strugglesMultiple business model complexity Channel conflictsLac

47、k of digital skillsLack of budgetThe 5 biggest challenges to achieve e-Commerce ambitions59%51%36%29%24%additionally explain,the insufficien-cy of quality data.There are,how-ever,apparent stumbling blocks that dont pose a heavy threat to in-dustrial e-Commerce growth.Pro-fessionals are generally not

48、 discour-aged by the lack of budget(30%),of regional market knowledge(30%),and of C-level support(34%);by and large,they also view logistic limita-tions(40%)as moderately challeng-ing.Expanding to international e-Com-merce seems a natural choice for many,but it is important to acknowl-edge that this

49、 move comes with colossal responsibilities to the com-pany,its regions,and perhaps more importantlyits customers,busi-ness partners,and customer-facing employees.A lot of thought should be given to the dangers that can potentially im-pede progress and the strategies to minimize risk,reduce costs,and

50、 increase flexibility.Immature customers prevent rapid adoption of digital services.SURVEY REPORT13CHAPTER 114Central Efficiency versus Local EffectivenessCHAPTER 2For years,the persisting quandary over business structure has polar-ized the world of manufacturing into two extremes:those who move to-

51、wards the decentralizing trend and those who are in favor of centraliz-ing their activities.Where does that leave todays in-dustrial organization?The possibil-ities are multiple and typically vary between organizations.49%of com-panies,for example,run their(online)marketing locally in a bid to maxim

52、ize digital sales effectiveness,but only 14%operate the commerce platform in the region.With industry players visibly caught somewhere in the middle between central efficiency and local effec-Manufacturers are picking up on the growing trend of centralizing,perhaps acknowledging that even a slight i

53、ncrease in revenue can prove beneficial to a firms profitability.Stability,be it financial or otherwise,is preferred amid global economic uncertaintiesand so,many firms will presumably not withdraw from their mission to centralize com-merce in the coming years.tiveness,one thing becomes abun-dantly

54、clear:now the question is not whether to centralize or decentral-ize,but which option is turning rev-enue profit.A large majority of survey partici-pants(39%)manage their global commerce activities using a central platform and marketing approachwhich allows them to reach up to 25%in online revenue.T

55、he 36%that use a central platform combined with local marketing,alongside the 14%that use a local platform and marketing approach,can reach anywhere between 25%and more than 90%in online rev-enue.Centralized E-Commerce Is the Most Common74%of all manufacturers operate a centralized commerce platform

56、.Out of all companies surveyed,74%currently run their commerce plat-form centrally;as anticipated,not much is set to change in the fore-seeable future.The bulk of respon-dents convincingly predict that two years from now,there will either be no changes to the way they current-ly organize e-Commerce

57、activities(40%),or they will have centralized(36%).With few others planning to decen-tralize(15%)or diversify between structures,it becomes more appar-ent that firms are predominantly on a pressing quest to go centralizedthe main reason being a lack of com-merce expertise in the regions(22%).For oth

58、er companies,centralizing is key to guard the corporate identity (15%)and better increase internal efficiencies(16%).The latter could unexpectedly bring a long-sought benefit,as it strengthens the aim of many industrial players to lower the costs of serving customers(13%).0102030405060708090100%Lack

59、 of regional commerce expertiseImprove internal efficienciesConsistent corpo-rate identityReact faster to market changesLowering costs to serve our customersMain reasons for centralization of e-Commerce22%16%15%13%12%SURVEY REPORT17SURVEY REPORT17CHAPTER 218The transition is not very easy.Yet,whethe

60、r they have centralized or not,the majority of corporate orga-nizations that step into digital com-merce adapt from global to local e-Commerce contexts,claiming that regional teams respond to local needs(38%)with ease.For all the remaining firms,corporate adapts to local markets when needed(32%)or,a

61、s the case may be,only the local commerce teams(6%)go through the process of adjusting to regional requirements.Adapting to this new reality comes by way of digital transformation.The demand for commerce technology is proving to be high,raising ques-tions about the type of platform that should be pr

62、eferred in manufactur-ing environments.0102030405060708090100%Commerce solutionCore back-end applicationsProduct content Corporate identity Pricing of productsSupport provided by HQ to subsidiaries64%55%54%38%36%36%30%Promotion campaignsOnline marketingA modern commerce platform should provide at le

63、ast 80%of the global requirements.In addition,there are the business processes that are specific to your company but are mapped in all national organizations.Thats about 15%.The remaining 5%is what makes each online shop special in each countryfunctions,user journey,or 3rd-party applications.One exa

64、mple here is translations.To successfully run e-Commerce in a new country,the web content needs to be in the local languagethis improves conversion and search engine ranking.Nils Breitmann,Principal Enterprise Architect,IntershopCHAPTER 220SURVEY REPORT19port takes the form of product con-tentmore p

65、recisely,product infor-mation or prices in local currencies.This type of support will not only reduce costs,but also establish a sound basis for local prosperity.Each region has the opportunity to add value to their local competi-tive position;it just has to focus on the areas in which it has the gr

66、eat-est advantageand,of course,the mechanisms that candidly influence local results.This matter is being un-derscored by survey respondents,who say product data has the great-est impact(36%)on local outcomes.Search engine optimization and search engine advertising(41%),as well as promotions(39%)and

67、translation of content(36%)have a moderatebut nonetheless sig-nificant!level of impact on local e-Commerce results.Several others are united in their be-lief that licensing and regulations affect operation-specific tasks.For that specific reason,such permis-sions are seen as being particularly impac

68、tful on regional outcomes.Industry players have doubled down on local subsidiaries,but there are still questions about the kind of sup-port such entities need.While corporate headquarters pre-pare to actively pour resources into a local subsidiary,it is crucial to acknowledge which elements are esse

69、ntial for regional success.The flexibility to localize a given shop and online marketing are,for exam-ple,essential for thriving locallybut at the moment,only 30%of firms help regional teams in getting to grips with online marketing.The parent firm should nevertheless focus its investments and exper

70、tise strictly where it makes a difference:from providing technological assis-tance,to running the e-Commerce solution,and offering product infor-Putting the Spotlight on Local Subsidiariesmation.This undertaking is a reality in many B2B settings.64%of local subsidiaries benefit from techno-logical a

71、ssistance,as corporate delivers and maintains the e-Com-merce solution used by the firms.The platform run by each regional team needs to be flexible enough to briskly adapt to the diverse needs of every region.In 55%of cases,corporate supports regional subsidiaries by providing core back-end applica

72、tions.For 54%of industry players,however,sup-Some people go for good enough marketingdeliver-ing mass instead of classbut good marketing is about providing quality content and experience for regional audiences.What has the most impact on local results?Headquarter support for local successSURVEY REPO

73、RT21SURVEY REPORT21CHAPTER 222The following functions are the min-imum needed to scale internation-ally with an e-Commerce solution.(Of course,a variety of functions is needed,and each company has to A Checklist for Essential Global Commerce Featuresdetermine the ones that are right for them;so it i

74、s an advantage if many functions are already available out-of-the-box):01.Flexibility for integrating regional systems to a centralized system.04.Creation of local catalogs that are not centrally administered and extend the offer to the local market(e.g.via external distributors).03.Role assignment

75、for users in an online shop.07.Local promotions.02.Support of different currencies,languages,and taxes.06.Easy integration with a variety of different back-end systems and logistics.05.Product information functions,so that the products offered can have regionally different attributes.Be on the looko

76、ut for the mistakes that should be avoided if you want to get successful in e-Commerce inter-nationally:The central organization should not impose something that was not arranged in line with the local team;local teams should be part of the MVP as consultants.Dont think that each and every country w

77、orks the same.Think about content,payment,curren-cies,and languages.Important Lessons Learned on the Path Towards Global E-Commerce SuccessThink about what you gain,not(only)what you risk.already implemented globally(10%),rendering local efforts unnecessary.Many are wrestling with the diffi-cult asp

78、ects of underpinning a glo-bal strategy but for some,a wide-ranging e-Commerce initiative may prove to be beneficial.This is why it is useful to reflect on the ups and downs of global e-Commerce sup-port before raising concernsand perhaps find novel ways to navigate obstacles.Holding Off on Providin

79、g Global SupportRolling out a global e-Commerce program can spike up profitability but on several occasions,this gam-bit is seen as a prospective stumble.Manufacturers are staying account-able to their long-sought e-Com-merce goals;the fear of losing au-tonomy(47%),however,leads to pushback from loc

80、al subsidiaries when it comes to offering global support.a t h a s t h e m o s t i m p a c t o n In a general sense,many profession-als agree with regional subsidiaries not supporting global e-Commerce programs if:The region doesnt have the right resources available(43%);There is a lack of flexibili

81、ty to adapt the centralized solution to local requirements(41%);Industry players prioritize other strategic objectives(40%).It is also possible,of course,that a successful e-Commerce strategy is Lacking local support?Dont underestimate scalability.A business or technical process that is just mildly

82、inefficient for one or two online shops will be-come unmanageable if you run 15 or 20 online shops!(Take,for example,the search index cre-ation.)SURVEY REPORT25SURVEY REPORT25CHAPTER 226Best Practices for Local Excellence01.Local teams should have the rights to adapt the online shop or customer port

83、als,add/modify content,articles,marketing campaigns,etc.to better address local customer needs.02.Local flexibility is important.Coun-tries/business units need to take care of improving the online shop and cus-tomer portals based on maturity,or the cultural and linguistic character-istics of the mar

84、ket.04.Promotions should be managed lo-cally.This in order to address regional events,needs,and/or targets.03.Regional assortments are deemed necessary;not every country has de-mand for the same products/articles.The product information should be regionalized(from assortment to lan-guage and informa

85、tion).05.Prices can be different in each mar-ket or customer audience,but also adjusted to local market and com-petition.07.Firms need to integrate local sys-tems.Often,different(local)ERP sys-tems run in the background due to autonomy or resulting from an acqui-sition.These need to be integrated,to

86、o.08.It is useful to have a flexible archi-tecture,as it allows the rollout of in-dustry/market-specific functionali-ties per respective sales channel.In country A,for example,we need a configurator because highly complex products are sold there;in country B,no configurator is required because no co

87、mplex products are sold.06.The flexible integration of locally pre-ferred payment options is essential.CHAPTER 3No Product Too Complex to Be Sold Online97%of B2B buyers claim they will make a purchase in an end-to-end digital self-service model,with the vast majority very comfortable spending$50K or

88、 more online.McKinseyThe acceleration of digital transfor-mation in 2020 has created a new era for product sourcing and indus-trial buying.Before,B2B buyers and customer-facing employees were content with the traditional buying experiences that involved product catalogs,scheduled calls with sales re

89、ps,and more.Today,almost two-thirds of all B2B purchasing decisions are made on digital channelswithout contact to sales or in-person meetings to dis-cuss requirements,specifications,or offers.This applies to buying pro-cesses for every type of product as no product seems too complex to be sold onli

90、ne.Many B2B custom-ers now appreciate the new ways in which they can interact with ven-dors and buy industrial goods.Even though all manufacturers face similar market trends,offering spe-cifics as well as market and internal challenges are considerably differ-ent for everyone.For example,the common

91、challenge among all man-ufacturers is maintaining customer centricity when digitalizing the buy-ing process.Types of Products Sold Online TodayBut manufacturers that sell com-plex,high-variety,and configurable industrial goods and services en-counter additional challenges.And that is the case for 48

92、%of our survey respondents who also sell products and services that are considered too complex to sell.0102030405060708090100%ServicesSpare partsConfigure-to-orderComplex productsPackaged goodsDigital goodsConsumablesType of products sold online25%56%24%31%21%16%7%5%Bulk productsSURVEY REPORT31To br

93、eak it down,the majority is ac-tively selling more straightforward products like spare parts(56%),packaged goods(21%),or consum-ables(16%)and these are always more easily sold due to their cate-gorical purpose.But those who sell complex products such as machines and industrial equipment(31%),ser-vic

94、es(25%),and configure-to-order or customer-specific products(24%)are also experiencing positive sales outcomes.And this is made possible by the implementation of specific solutions that are designed to sup-port B2B customers on their buying journey.Nonetheless,when com-pared to other product categor

95、ies,selling such complex items remains an intricate process.But what makes these products and services more complex for online sales?And what are the dependen-cies to successfully sell them on-line?Complex internal procurement processes and procedures;Advice-intensive and very spe-cific knowledge to

96、 address end-less lists of possible options,use cases,ambiguous drawings,or dimensions;High quality,centralized,and structured product information;Intelligent,user-friendly CPQ tools for configure-to-order or complete build-to-order items that sometimes have millions of combinations;Large investment

97、s vs.account credit/know your customer pro-cesses to ensure customer eligi-bility;Documentation and accredita-tion for specific products that require authorization.Many companies had started plan-ning for e-Commerce and created an adequate infrastructure before 2020,making some better prepared than

98、others for online revenue and growth in a volatile climate.Almost 48%of our survey respondents have revealed that today,0-10%of their companys global product revenue results from online sales.This ma-jority is followed by:Almost 24%whose online reve-nue consists of 11-25%;8%whose online revenue con-

99、sists of 26-50%;7%whose online revenue con-sists of 51-75%;The Relation between Product Type and Online Revenue 3%whose online revenue con-sists of 76-90%;Over 10%whose online revenue consists of more than 90%.As many as 21%of the companies commonly providing digital goods,bulk products,and consumab

100、les re-port online sales of more than 50%of their total product revenue.The average online revenue of compa-nies which generally provide indus-trial equipment,services,and con-figure-to-order productsbut often additionally sell complementary products like spare parts or consum-ablesis surprisingly a

101、lready 33%.22%of all B2B buyers would like to make use of self-service and just 31%still need the(remote)assistance of a sales rep.Forrester ResearchCHAPTER 334SURVEY REPORT33Our study shows that B2B profes-sionals are generally optimistic about the growth of their online sales in the next couple of

102、 years.While many companies expect their online revenue to grow by 10-45%,some look forward to increases of 50%,70%,and even 100%.They are working on their sales strategies and embrace a more targeted ap-proach that involves more localized marketing.Achieving e-Commerce ambitions with strategic inve

103、stmentsMany of those who sell complex and configurable products are currently developing a global B2B commerce strategy,and they have already de-Next Steps When Selling Complex Productsfined the most important focus ar-eas and/or investment avenues to achieve their ambitions.Their main goals are to

104、further improve cus-tomer centricity and competitive differentiation in every region.Re-garding main areas of investment,our respondents are focusing on:Product information(68%)E-Commerce solutions(68%)Backend integrations(67%)Digital marketing tools(61%)Customer portals(59%)Configure-price-quote sy

105、stems(49%)1 Provide the right,reliable,and complete product information.Putting content into context is the main challenge for todays B2B in-dustry,specifically when selling complex products.What does get-ting your product information in or-der involve?To answer that ques-tion,you need to know for w

106、hat pur-pose you will be using the product information(internally/externally)and start with the needs of the cus-tomer.These needs might be differ-ent in every country you serve.Why Do All Manufacturers Need Customer Centricity?Customers today have access to un-limited information;they are more reso

107、urceful and more in control over their buying journey than ever be-fore.Manufacturers who are unable to respond to these new trends will lose potential customers and fail to retain existing ones.Customer cen-tricity is the best strategy for man-ufacturers to stay competitive and ensure a sustainable

108、 future.Manu-facturers that are considering how to become truly customer-centric need to look at the entire relation-ship with their customer(end-to-end customer lifecycle)from their first interaction to where they cur-rently are(from marketing to cus-tomer success and everything in between)and ensu

109、re they are en-gaged in responding to their needs every step of the way.SURVEY REPORT35CHAPTER 336Additionally,you need to collect and enrich all data with relevant infor-mation and break down silos within your organization.Providing the right,reliable,and complete product information in an easily a

110、ccessible way makes all the difference when it comes to suc-cessfully selling complex and confi-gurable products and services.B2B buyers should be able to quickly find what they are looking for.With good content,you will answer all their questions,boost conversions,and increase savings by offloading

111、 customer-facing employees.2 Support end-to-end processes with seamless integrations.A digital sales strategy is only suc-cessful if the same database is used by all areas and IT systems involved in sales and distribution.Future-ori-ented manufacturers and wholesal-ers should therefore remove data s

112、i-los and improve company-wide co-operation between sales and en-gineering.3 Enhance sales with customer portals and self-services.Right now,B2B customers expect a shopping experience that is not fundamentally different from what they are used to privately in the B2C sector.For many,a digital self-s

113、er-vice portal is the central component of their B2B commerce strategy.The goal is clear:the typical B2B buying processes should be mod-ernized,just like in B2C.Complex,error-prone,and manual steps should be transformed into a sim-ple,consistently integrated digita-lized process.Many manufacturers k

114、now that simple procurement pro-cesses are the best means for loyal customers.With digital self-servi-ces,you can:Serve customer needs better.Increase your sales by becoming the preferred provider for your customers.Develop and digitalize outdated sales models to meet the expec-tations of B2B buyers

115、.BlockAdapt to your customers needs.They expect it.4 For selling complex machines online,you need visual configuration and visualization.Companies with endless lists of pos-sible options,and ambiguous draw-ings or dimensions cannot impress digitally demanding customers on these channels.Customers wa

116、nt to convince themselves at first hand that the selected product“fits”.The future of industrial sales is therefore visual.By using visual product configura-tion,companies show product func-tions and product options in real time instead of having to explain them cumbersomely.Due to immersive technol

117、ogies,you can visualize the entire product portfolio and make it both interactive and available online.SURVEY REPORT37CHAPTER 338Key Priorities when Selling Complex Products01.03.02.04.What do B2B businesses need to fo-cus on within their commerce strat-egies to boost their sales?Make business proce

118、sses as easy as possible for every type of product.Todays B2B buyers expect the same easy,dynamic,and user-friendly experience that they undergo as B2C consumers.And this is the result of a pandemic-driven fusion between the careers and personal lives of Inter-net users around the world.Dont count o

119、n returning to a pre-COVID-19 level of in-person sales coverage.Support remote selling and digital interactions be-tween customers and providers.This type of interac-tion has become the new normal overnight.So,make internal procedures and processes easier for custom-ers and customer-facing employees

120、,and set up new digital sales technologies and sales tools.Provide accurate product details on every single touchpoint.In the digital world,product details can make or break a sale,ultimately impacting returns and customer satis-faction.Todays customers need accurate descriptions,measurements,images

121、,and videos.If you want to earn their trust,you have to distribute this data across all touchpoints!By using a comprehensive product infor-mation management(PIM)system,you can achieve all that and more while also improving consistency,decreasing time to market,and saving tons of time.Invest in attra

122、cting new customers online.Even more importantly,protect and expand your cus-tomer base.Ensure that you maximize customer life-time value and provide superior ease of ordering.Even for complex and configurable products,there are a few things you can do:CHAPTER 4Buy,Build,or Buy and Build to Expand?A

123、s more sales continue to shift from in-person to online transactions,B2B e-Commerce is forecasted to reach$20.9 trillion by 2027.This massive market growth(18%YOY)is widely generated by manufacturers and wholesalers.And many of them are Over 43%of our survey respondents still utilize homegrown comme

124、rce solutions,using a singular,central-ized,dominant e-Commerce plat-form.Up to 71%of these companies sell spare parts while others pro-still using legacy,homegrown com-merce systems or ERP extensions that might hinder innovation,shift the focus away from competitive dif-ferentiation,slow down inter

125、natio-nal sales progress,and even add un-necessary costs.The Heritage of Homegrown Solutionsvide complex products(38%),ser-vices(29%),and configure-to-order products(19%).Additionally,some of them are striving to boost their internal efficiencies(33%),address more customer/market-focused to-Dominant

126、 e-Commerce solutionLegacy bought17%Other9%Modern bought30%Homegrown44%pics(20%),create a consistent cor-porate identity around the globe(19%),and tackle the lack of com-merce expertise in specific regions(5%).Since these companies have built a singular,dominant homegrown system,the majority of them

127、(85%)have a more centralized commerce solution,with some(36%)looking to drive centralization even further.However,they seem to have a less flexible commerce solution.They are also not nimble enough in their market-orientation and mainly tack-le challenges such as IT integra-tions and supporting mult

128、iple busi-ness models.Perhaps this is also why 32%of them also lack the abil-ity or willingness to adapt to local needs,limiting their growth poten-tial in these regions.Yet,most of them(71%),have at least a partial,if not complete,global strategy in mind.Drawbacks of using homegrown e-Commerce solu

129、tionsThe right commerce platform can greatly support global initiatives and drive significant growth.But,accord-ing to our respondents,maintaining a homegrown system has quite a few challenges that often stand in the way of progress.Your commerce platform should never become a cage that limits your

130、growth!SURVEY REPORT43CHAPTER 444SURVEY REPORT43Biggest challenges of homegrown commerce solutions0255075100Complexity supporting multiple busi-ness modelsLack of budgetIntegration struggles with backend systemsLack of digi-tal skills and knowledge85%70%70%55%The complexity of supporting mul-tiple b

131、usiness models(85%)and in-tegrating backend systems(70%),both centrally and within regions,limits global expansion.Organiza-tions can experience real growth only by developing a more flexible and scalable solution that is well integrated with all backend sys-tems.Companies also report they lack digi

132、tal skills and knowledge(55%).By building and extending their homegrown commerce solution,they need to do everything them-selves to keep things running.They are forced to invest time and re-sources into updates and mainte-nance processes that dont provide competitive advantages.Because of this,more

133、and more manufacturers opt to focus on so-lutions that provide a competitive edge.By leveraging the engine of a standard commerce solution,they benefit from continuous updates without draining resources.Although the homegrown systems make companies feel like they have more control over their interna

134、l pro-cesses,theyre expensive to main-tain(70%).On top of that,they are not nimble enough for flexible and effective regional marketing.As technology is always up-to-date,lo-cation-based innovations dont al-ways fit into outdated systems,thus significantly slowing down progress and,ultimately,sales.

135、Companies have started to gradu-ally move away from homegrown systems.Standard commerce plat-forms are already paving the way to profit for many companies dabbling into online sales and new markets.Our survey participants who use a modern commerce platform(30%)have a single dominant system,with 95%o

136、f them leveraging external partners to either entirely or partly develop and customize their unique system to meet the specific needs of their customers and respective regions.The Appeal of Standard,Future-Proof Commerce PlatformsLikewise,95%of them operate in 11 or more countries,including 43%of th

137、em that sell in more than 50 countries.On average,these com-panies own several country-spe-cific online shops and up to 79%of them sell spare parts,while others provide complex products(36%),configure-to-order products(21%),and services(14%).For 85%of these companies,the average online rev-enue is 2

138、6%or more.Additionally,they expect to experience sales in-creases of 26%in the next two years.SURVEY REPORT45CHAPTER 446SURVEY REPORT45No country organization is so special that it needs a very special e-Commerce software!Mauro Boffardi,Customer Success Manager,Intershop85%of respondents that use mo

139、dern commerce solutions have the ambition to become leaders within their markets.Centralization of e-Commerce activities is preferredOut of all companies using modern commerce solutions,57%manage their platform centrally,but market locally,while only 29%manage and market centrally.Centralization is

140、definitely becoming a more wide-spread practice,as 50%of these companies are also looking to cen-tralize operations further in the hope of closing the commerce compe-tency gap that they are currently faced with.Other challenges they are tackling at the present moment include IT integrations,lack of

141、digi-tal skills,and the complexity of man-aging multiple business models.From ambition to successDespite the challenges,its refresh-ing to know that 85%of our survey respondents that use modern com-merce solutions have the ambition to become leaders within their respec-tive markets.And the odds seem

142、 to be in their favor since 86%of them have developed at least a partial,if not total,global e-Commerce strat-egy.The same optimistic perspec-tive cannot be extended to the 17%of our survey respondents who dont have a global e-Commerce strategy at all.Tapping the full potential of e-CommerceSo,whats

143、 the appeal behind mod-ern commerce solutions?It enables companies to provide significant support to their local subsidiaries in a highly efficient manner,including maintenance,core backend appli-cations,continuous updates,prod-uct content,category management,pricing,best practices,and more while al

144、so giving them the freedom to localize.As such,resources and investments are allocated to everything that can further differentiate them to accom-plish their growth ambitions,like becoming the new leader in their market.From ambition to successTapping the full potential of e-CommerceCHAPTER 448SURVE

145、Y REPORT47The Benefits of a Modern Commerce Platform01.03.02.A commerce platform takes care of the mundane,allowing you to focus on what makes your customers happy,such as special features that meet their needs and increase their loyalty to you.If you opt for a cloud-commerce solution as your basis,

146、it is the vendor who constantly improves the core func-tions,makes fundamental security and technological upgrades,and even expands in directions that may be overseen by an internal team(i.e.AI,reporting/analyt-ics,new frameworks,integration with CPQ).Such a platform is stable and scalable across th

147、e globe,at the same time.Everything that can be encountered has been solved many times already.04.06.05.Most of the infrastructure and generic business re-quirements are already coming out of the box and are battle-proof tested by mature platforms.If you are responsible for developing everything you

148、r-self,the competency of your team will start to spread thinner and thinner in many different areas:infrastruc-ture,database,frontend technologies,new standards,tools,and paradigms.You will eventually need to ad-dress this issue.Naturally,you could also find new tech specialists regularly to keep yo

149、ur platform up to date or keep your team trained and motivated to under-stand the value of new technology.Let your internal team of DevOps and architects focus on where the unique proposition of your company lies:special processes,specific information,the right and unique features that will set you

150、apart from your competitors.Read more0102030405060708090100%Focus on the special features that help you boost your business!Herbert Pesch,Commercial Director,Valtech B2BManufacturers plan to expand their investments in technology and inno-vations.To continue driving growth,commerce platforms must al

151、ways be up to date in order to benefit from new technology and innovations.There appear to be considerable differences regarding investments in new technologies within the next 12 months between companies that built a homegrown system and those that bought a modern e-Commerce platform.Benefiting fro

152、m a“Buy and Build”StrategyLeading and ambitious manufac-turers will benefit from a“buy and build”strategy.They can benefit from the most advanced and scal-able commerce capabilities and B2B features,often refined down to the smallest detail.Some platforms also offer technologies that allow customiza

153、tions for specific needs and differentiation within various regions.AI/machine learningDigital marketing toolsDigital self-servicesProduct informationIoTCustomer portalPlanned investments to achieve digital objectives (within the next 12 months)53%47%42%26%26%21%43%50%71%36%43%57%Homegrown Modern pl

154、atformSURVEY REPORT510102030405060708090100%EDIConfigure-price-quote systemPunch-out5%5%5%50%36%29%Homegrown Modern platformWhat Does It Take to Re-platform Your Commerce Solution in an Internation-alization Context?In order to either get rid of a self-de-veloped,outdated central or local commerce s

155、olution,a replatforming project will be necessary at some point.Of course,those are very spe-cial because they depend on the complexity of the system which is to be replaced,but some aspects are similar in each initiative.It all starts with finding capable people for pro-ject management and business

156、 ana-lysis who design the requirements of the MVP in a good way and not just rebuild what was there in the first place.With good prioritization,you can keep track of time and bud-getwhich is the most important KPI when it comes to replatforming.The price and duration of a replat-forming project depe

157、nd on the com-plexity of the platform that you are trying to replace.If you stay on a cus-tom solution for many years,you will most likely find many special-ized features that may even make it impossible to be substituted.Then you need a“lift and shift”approach.If youve built your business around SU

158、RVEY REPORT53CHAPTER 454special software,it will become stiff and old.Knowledge will get lost!When replatforming such a“mon-ster”,you can spend a lot of time rebuilding what you had beforeso why even replatform in the first place?You have a lot to invest in your organization because you have to adop

159、t a myriad of processes,struc-tures,and even company culture to a new commerce solution.And if you are working with the first channel,not much effort is needed.If the organizational structure is set up,new country channels can go live every other week.Therefore,you need a checklist of the integratio

160、ns you need to take care of,the content which is to be adapted,the features that are needed from the out-of-the-box pool,and then you just need to flip the switches.You can develop a commerce solu-tion yourself,but doing so requires a thorough consideration of tech-nical,economic,and organizational

161、factors,including:1 CostBuying a standard solution or running it as a SaaS has calculable,amortiz-able costs.Whether a team of devel-opers,architects,and project man-agement can create an equivalent product for the same price may not be as accurately assessable.2 TimeA ready-to-go,complete solution

162、ac-celerates the time factor because features only need to be tailored,not developed.3 QualityVendors of commerce solutions op-erate their own quality manage-ment,but this in no way means that in-house developments have to be at a disadvantageon the contrary.Standard solutions only meet ac-tual user

163、 requirements to a certain extent,and in-house developments Considering Buy and Build to Expand?can deliver custom-fit quality as long as the necessary steps are taken to develop the software without errors.4 ResourcesIn-house development requires peo-ple with certain expertise and an ap-propriate I

164、T infrastructure,which in turn needs to be administered and operatedfor many years to come because you need to take care of se-curity updates,further development,and customization in the long run.5 RisksThe biggest risk when deciding to buy a platform is a takeover of the vendor by another group or

165、the ven-dor going out of business.If you want to rely on in-house develop-ment,the biggest risk is that you will use a solution that is not efficient in management,not sufficiently sca-lable and vulnerable for security risks.Hundreds of microservices or PHP modules quickly come togeth-erwith a corre

166、sponding dependen-cy dilemma.There is a replatforming effort function:take the features you need and multiply them by the age of your existing solution.The older it is,the more iterations it has gone through,the more effort you will need in replatforming.SURVEY REPORT55CHAPTER 456Standard commerce p

167、latform with a pre-defined set of features.Develop everything yourself based on open frameworks.Standard commerce platform with standard features,which can be cus-tomized,using for example a head-less architecture with microservices.Buy.Build.Buy andbuild.BuyBuildBuy and build to expandIntegration+F

168、lexibility+Differentiation+Keep state-of-the-art technology+Cost+CHAPTER 458SURVEY REPORT57CHAPTER 57 Tips for International E-Commerce Success01.Grow-as-you-go-global(and keep the long term in mind).Gerrit Enthoven,Sales Director EMEA,IntershopThe future looks and sounds digi-talglobally and region

169、ally.As the data from this report has shown us,maintaining a competitive edge on an international level requires in-tensive focus on developing a solid,global e-Commerce strategy that also enables localized responsive-ness.Business growth and increased online sales will greatly depend on your commer

170、ce platform,which should complement your e-Com-merce strategy.And while the com-merce platform you select to build your business to new heights,there are also seven best practices that you can incorporate into your oper-ation for maximized results.Keep an eye on your ROI.Keeping the costs down is ob

171、viously a very effective way to improve your ROI,when developing strategies that are aimed at effectively boosting international commerce.The most effective strategy to sell internationally is often to make all operational processes as local as possible,but this is not always the most efficient way

172、to go.Planning your warehouses and order fulfillment are probably the best-known examples of this and can cut your operating costs dramatically.Operating an e-Commerce solution takes a lot of ef-fort,money,time,and expertise.You need experienced commerce and IT teams,which is usually difficult to fi

173、nd in every local market.Nonetheless,relying on a centralized platform across the world is a big responsi-bility and having a homegrown system increases both risks and costs.Advice.When selecting a future-proof commerce platform,ensure that you are able to flexibly integrate logistic partners and sy

174、stems in every region.Look for a robust and scalable standardized platform that offers a rich set of ready-to-use functions,optimized for interna-tional and B2B processes,so you can invest your re-sources in developing buying experiences that make you stand out in every single region.CHAPTER 562SURV

175、EY REPORT6102.Set up your platform centrally,optimize locally.There are three key B2B commerce internationaliza-tion strategies:1 The global centralized strategy.A global strategy is a commonly used guide to glo-balization.This strategy is appropriate when firms are faced with cost reduction pressur

176、es.It is also less fo-cused on local responsiveness.Therefore,it allows industries to sell standardized products worldwide.By using a global strategy,companies can emphasize efficiency but they will also sacrifice responsiveness to local requirementswhich makes this strategy the complete opposite of

177、 a multi-domestic strategy.2 The multi-domestic strategy.A multi-domestic strategy is a marketing tactic where each branch establishes its own digital marketing plan based on the distinguished needs of each country.The strategy commonly hinges on the cultural and tradi-tional needs of a certain nati

178、on and its preferences.Companies that use a multi-domestic strategy empha-size responsiveness to local requirements within each of its markets.This can often result in a lack of control over the efficiency of the whole operation.3 The transnational strategy.A transnational strategy comprises a serie

179、s of actions defined by a company to conduct operations in mar-kets abroad.The term“transnational”generally ap-plies to the methods and structures that allow a firm or company to initiate and maintain functions in foreign countries.Companies that use a transnational strategy preserve central coordin

180、ation at one specific location while also seeking out the middle ground between a multi-domestic strategy and a global strategy.That means they try to maintain a balance between the de-sire for efficiency and the need to adjust to local pref-erences within different countries.Advice.Move to a transn

181、ational strategy for efficiency and growth-effectiveness,by combining a standardization strategy and a multi-domestic strategy.Through stan-dardization with a robust and scalable global com-merce platform,you will not only achieve economic growth but also maintain the level of flexibility that you n

182、eed to respond to local conditions.Standardized pro-cesses,alongside customer experience that is tailored to specific countries,are usually the best way to go.SURVEY REPORT63CHAPTER 564Understand and adapt to local market dynamics.Some markets are more volatile than others,so under-standing the loca

183、l dynamics is very important.Survey each market to understand the local culture,market conditions,relevant business models,your market po-sition,customer base,business partners,supply chain,competition,and more.Demand for your products and services may differ in each market.This is partly due to the

184、 level of awareness of your brand,and partly to the size and maturity of your partner network and country sales organization.How easy or difficult the adoption of digital services will be in a region depends upon the digital maturity of the respective market,among other things.The adop-tion of digit

185、al services by your customers is not always a given.You might have to convince your existing cus-tomers that using digital sales channels pays off.Advice.Carefully determine which strategies work best for each country.Markets respond differently to different techniques.So before you launch in a new

186、country,do a thorough survey and create a localized market-ing plan.It is advisable to implement an e-Commerce platform that can flexibly map the regional needs with the organizational conditions to support future growth.You can make e-Commerce attractive to your custom-ers by leveraging discount ca

187、mpaigns,special condi-tions,or value-added digital self-services.Use the potential of different business models.When developing your local commerce strategy,its important to understand the situation and business models in each respective region.It is also important to be aware of the main products t

188、hat are being sold and how the supply chain is organized in every region.Expanding a business in current and/or new regions with online sales to end-users is of great importance for manufactures that want to gain more control within the value-chain and increase reach with relatively small investment

189、s.Additionally,marketplaces could be well suited,too,as an entry into the direct-to-cus-tomer business,because you can immediately access the infrastructure and the customer base of a certain marketplace.Advice.When choosing your commerce platform,make sure that it is flexible enough to support all

190、business mod-els,such as direct sales,direct-to-consumer,online sales,indirect sales via wholesalers and business part-ners,marketplaces,etc.Also,look for important fea-tures such as punch-out and EDI.03.04.SURVEY REPORT65CHAPTER 56606.Maximize customer lifetime revenue.Buyers,as well as customer-fa

191、cing employees,appre-ciate it when their daily work is made easier.This will save time for your customers and customer-facing employees.Consequently,you will also improve cus-tomer retention.You will be able to further extend cus-tomer relationships,up-and cross-selling of profitable consumables,spa

192、re parts,and services,and increase the probability of replacement or extension of invest-ments in your goods and services.You will turn indi-vidual transactions into lasting customer relationships and maximize customer lifetime revenue.Advice.Digital customer portalsin combination with business inte

193、lligence(BI)applications,CRM systems,and artifi-cial intelligencewill make it possible to offer highly personalized experiences.Digitalize sales and after-sales processes,and make them accessible via digi-tal customer portals.Buyers will have 24/7 access to customer-specific data,products,and servic

194、e agree-ments.Furthermore,exactly the right offers can be placed at the right time across all touchpoints.05.Optimize the customer experience for local audiences.Every country and region has its own culture and idio-syncrasies,thus making international e-Commerce expansion tricky.For example,a websi

195、te,an online shop,or a digital customer portal design that works in France might be difficult for Japan.To be successful,you should optimize the design to work specifically within the Japanese market.Advice.Your commerce solution should enable you to flexibly respond to local conditions by leveragin

196、g specifically designed responsive storefronts for countries where that is relevant.It is also important to have access to features that support multiple languages,currency configurations,taxes,and more.Your commerce solu-tion should enable you to flexibly respond to local conditions.SURVEY REPORT67

197、CHAPTER 56807.Ensure seamless integration of regional 3rd-party applications.In order for digital commerce to succeed on an inter-national level,your central e-Commerce platform must be seamlessly integrated into the multitude of country-specific IT system environments.Subsidiar-ies in different cou

198、ntries often have very different ERP,CRM,PIM,and logistics systems in use.All relevant systems have to be connected quickly and easily.The same applies to the systems of regional partners,dis-tributors,logistic partners,or payment providers.Advice.When it comes to payment options,there are still ma-

199、jor regional differences in preferences.A lean plat-form architecture with an extensive selection of APIs ensures a fast,low-risk connection of all important systemswith minimal effort and without expensive development costs.This streamlines your processes and cuts down on extra work.Customer portal

200、 solutions are seen as the Champions League of digi-tal B2B commerce.Manufacturers can offer their buyer teams a highly personalized experience through a portal with innovative,intelligent ser-vices,including,for example,special response times or availability com-mitments,service support via virtual

201、 reality,tool monitoring,consumption optimization,or prediction of mate-rial wear.Additionally,digital self-ser-vices provide added value for cus-tomers and relieve your sales team.The Champions League of B2B Digital CommerceSURVEY REPORT69CHAPTER 570AboutSURVEY REPORTIntershop is the engine that dr

202、ives digital commerce.Our powerful B2B e-commerce platform enables the worlds leading manufacturers and wholesalers to transform their busi-ness,reach new customers,and increase revenue in a digital-first world.And Intershops robust out-of-the-box functionality is just the starting point.Our cloud-b

203、ased solutions give you an essential foundation for online sales,plus the flexibility to deliver unique customer experiences and quickly react to changing needs.With 11 global offices,a dedicated team of 340+employees,and an extensive partner network,were here to support you every step of the way cr

204、eating opportunities to scale,innovate,and gain a competitive edge.At Intershop,our guiding principle is simple:your success is our success.Are you ready to boost your business?Discover what we can do.The great aim of education is not knowledge,but action.Copperberg creates original content,on physi

205、cal and digital platforms,bringing together the manufacturing community in order to grow and build relationships globally.During the recent global pandemic,we have been focusing on virtual events and digital content ensuring our community remains connected.On a daily basis,we work hard to improve,de

206、velop and innovate our concepts and original content in order to ensure the best hands-on,real-life strategies for all our community members.Our ambition is to provide ideas,networking,and industry ex-change between peers that inspires and leads to action.Valtech is a global business transformation

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