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1、SURVEY REPORT The Voice of Digital Leaders in Manufacturing 2022Commerce and Digital AdoptionContentSURVEY REPORT2022Introduction3Chapter 1 Digital Adoption in B2B Manufacturing7Chapter 2 People-Processes-Tools:Organizational Aspects of Digitalization23Chapter 3 Defining E-Commerce Strategies41Chapt

2、er 4 The Voice of Digital Leaders in Manufacturing59Executive Summary77IntroductionSURVEY REPORT2022With this report,we want to enhance dig-ital adoption in B2B.More specifically,in manufacturing.Thats why we joined forces with the digital leaders of large manufacturers in Europe and invited them pe

3、rsonally to our survey.Copper-berg,Valtech and Intershop collaborated to provide thought leadership to the B2B community.This is the first edition of a yearly survey that helps you with practical insights and enables you to benchmark your organization.It will help you define the next steps to become

4、 more custom-er-oriented in your digital initiatives.The survey combines a qualitative and quantitative approach to further under-stand the reason behind trends and how they develop in time.To get true insights into the shifts that are currently affecting the industry and mark the beginning of a new

5、 phase in digital commerce.The sta-tistics combined with the open questions with loads of advice and insights make this report a great read.More than 50 handpicked leaders1 in dig-ital and commerce across Europe parti-cipated in this survey.The respondents Click here to make sure you dont miss out!1

6、 Selection on size of organization(turnover 250+MEUR),industry vertical(B2B manufacturing),job function(Head of,or more senior within digital and commerce)and location(Europe).Gerrit EnthovenDirector Sales EMEA,IntershopHerbert PeschCommercial Director,Valtech B2BLisa HellqvistManaging Director,Copp

7、erberg were asked to boil down their main chal-lenges,objectives and strategies to simple hashtags to then later elaborate on why they had chosen that specific hashtag.This part of the survey is also the reason for the title“The Voice of Digital Leaders in Manufacturing”.Here we will share the open-

8、ended answers of the respondents to give a transparent picture of where the manufacturers believe they are at,de-scribed in their very own words.We really believe that the findings give you a more in-depth description of where the industry is at.The report is something we hope you can use to benchma

9、rk your own organizations maturity level and sharpen your companies digital com-merce plans and ambitions.This report will be complemented by vari-ous webinars and small-group sessions to further elaborate on topics and help each other advance to the next level.The respondents:European B2B manufactu

10、rers International operation 250+MEUR annual turnover Leaders in digital and commerce P&L responsibilityJOIN THE DISCUSSIONCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202267INTRODUCTIONINTRODUCTIONDigital Adoption in B2B Manufacturing01.SURVEY REPORT2022Global e-commerce has seen an unpr

11、ec-edented boom in the past two years2.The COVID-19 pandemic was a catalyst for change in customer preferences and buying behaviors,as conventional buying options were limited,which led to accel-erated digital adoption in the B2B world.And that came with its own set of chal-lenges.Some manufacturers

12、 were more advanced and ready to quickly adapt;oth-ers painfully noticed the challenges of a weak and more rigid digital commerce in-frastructure,ranging from not being found online,a dissatisfying customer experience to a lack of digital maturity and scarce re-sources.Despite the challenges,global

13、e-com-merce has and is continuing to experience remarkable growth.The rise of B2B online sales channels creates new opportuni-ties for businesses to expand and deliver seamless digital experiences before and after sales,to customers whose expec-tations continue to evolve.High ambitionsThat is exactl

14、y why global companies are determined to take their digital transfor-mation and commerce objectives to the next level in 2022.Up to 71%of our sur-vey participants are strongly ambitious,whereof 24%are even aspiring to become market leaders through digitalization.Many of the leading organizations now

15、 have the digital maturity level needed to achieve their goals.Most of our survey participants perceive their digital maturity level on par with their competitors(44%),are already ahead(31%)or far ahead(2%)of their industry peers,with a substantial 24%in the danger zone of falling behind.Greater bud

16、getsAlthough many global businesses have embarked on their digital transforma-tion journeys before 2020,the pandemic fuelled their need to speed up the pro-cess and mature faster than they origi-nally planned.As such,the digital maturity level that most companies are currently on enables them to acc

17、omplish their am-bitions for 2022.This trend is reflected in the increasing number of companies that will allocate a greater budget toward reaching their digital objectives in 2022.Likewise mirroring this trajectory is the 27%of respondents who plan to invest in an e-commerce solution this year and

18、the 58%who have already made that in-vestment.A whopping 83%of our survey respon-dents plan to increase by 1-20%or more in 2022 their budget for investments into their digital business strategies.The rest 83%of the manu-facturers will invest more in digital in 2022.of our survey respondents are spli

19、t be-tween maintaining the same budget as last year(15%)and those who will decrease it by 1-20%(2%).Rate the digital ambition of your global companyRate your organizations digital maturity compared to your competitorsCompared to 2021,your investments towards reaching your digital objectives in 2022

20、will.2 In 2021,over 2.14 billion people worldwide bought goods and services online,up from 1.66 billion global digital buyers in 2016.Source:https:/ behindFar aheadBehind24%0%44%31%2%SameAhead24%47%Decrease by 20%Decrease by 1-20%Increaseby 1-20%Increase by 20%Stay the same0%15%63%20%2%Not important

21、Market leaderLimited0%2%27%AverageAmbitiousCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20221011CHAPTER 1DIGITAL ADOPTION IN B2B MANUFACTURINGTo support their digital strategies and meet their objectives,the technology glo-bal organizations use must be flexible and up to par.58%of our sur

22、vey respondents have already acquired an e-commerce so-lution,and 59%use EDI and digital mar-keting tools to generate more leads and sales.Both e-commerce and digital marketing solutions are paramount to the success of digital sales strategies and enhanced cus-tomer experiences.Likewise,59%of our re

23、spondents already use electronic data interchange(EDI)solutions to replace tra-ditional document and data exchanges between trading partners and custom-ers,enabling closer collaboration and enhanced customer satisfaction.Within the next 12 months,most of our survey respondents plan to deploy solu-ti

24、ons geared towards simplifying the sales process both for the organization and its customers.Our respondents are looking at the following tools to improve their digital strategy:configure-price-quote(CPQ)systems(36%)to sell complex products,digital customer portals(36%)to radi-cally improve self-ser

25、vice and ease-of-doing-business,efficiency,and customer retention,and 360 customer view data platforms(37%)to help transform the online sales process into a data-driven engine,thus enhancing personaliza-tion,up-,and cross-selling to increase sales and profits.The industrys uptake of connected ma-chi

26、nery and IoT enabled real-time data insights sets the scene for tapping into the benefits of value-added products and services.The tools that will transform the sales processTools you have or plan to deploy to optimize your digital strategyCustomer data platformDigital market-ing toolsE-commerce sol

27、utionDigital customer portalCPQ systemIOTAR/VRPunchoutAI/machine learningEDIPIMOther25%59%58%53%41%41%32%22%32%59%54%5%37%24%27%24%36%36%15%19%31%12%29%0%Already acquiredAcquire in the next 12 monthsCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20221213CHAPTER 1DIGITAL ADOPTION IN B2B MANU

28、FACTURINGFor 41%of our survey participants,the increase in willingness to invest is driven by the need to expand and tap into new connected revenue streams.This is main-ly done through value-added products and services such as selling connected machines and metered pay-as-you-use.In comparison,24%ar

29、e driven by the need for new business models and/or adjacent industry offerings.This demand for com-panies to evolve their offerings is based on the shift from traditional solutions towards digital ones,where technologies such as IoT and rich data enable new digital busi-ness potential.More than eve

30、r before,global organiza-tions are now compelled to push their boundaries and leverage digitalization to not only unlock new business opportu-nities but also meet the expectations of modern B2B customers who demand su-perior and consistent company-wide on-line buying experiences 24/7,ease-of-do-ing-

31、business and rapid service delivery.Setting the scene for new business models and new revenue streamsDescribe the primary objective of your digital initiative17%19%41%24%Improve productivity,revenueor cost reduction(IoT)enhanced customer experienceNew revenue streams via value added products/service

32、sNew business models or adjacent industry offeringsGlobal organizations are now compelled to push their boundaries and leverage digitalization to meet the expectations of modern B2B customers.“COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20221415CHAPTER 1DIGITAL ADOPTION IN B2B MANUFACTUR

33、INGThe Voice of Digital LeadersWe asked the surveyed leaders for the#hashtag they would use to best describe their organiza-tions digital strategy and later on to elaborate on that hashtag.This is what they told us:#innovation#shapingthefuture#adaptation#ambitiousbutunclear#easytodobusinesswith#ownt

34、hecustomerjourney#digitalflowcontrol#progressing#scalability#pathetic#easyandfunforthecustomers#fitforpurpose#firstintheindustry#experience#digitalexperience#disruptive#integration#scalable#enduserpull#value#premierdigitalcustomerexperience#robotics#powerofknowhow#digitalservice#towardsautonomy#serv

35、ices#boostonlinebusinessDigital strategyThe Leaders ListBoth e-commerce and digital marketing solutions are paramount to the success of digital sales strategies and enhanced customer experiences.“#digipatible#makinginteractionwithcustomerseasy#dataincustomerservice#behind#ecosystem#customersatisfact

36、ion#processoptimizationCOPPERBERG16CHAPTER 117DIGITAL ADOPTION IN B2B MANUFACTURINGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 2022#adaption and#integration help#processoptimization to build a#digipatible#ecosystem.The majority of our survey respondents will invest more in digital this year than t

37、hey did in 2021.The budget for investments in digital will increase by 1-20%,indicating that they need to adapt and inte-grate to become a digital-first and customer-oriented organization.Many also understand that creating a digital ecosystem and breaking down internal silos is of utmost importance.

38、Going digital is not only about connecting with the customer and partners,but also about connecting all departments and their processes,from production to sales.Digitalizing the product offering and business model to Ser-vitized Sales “outcome as-a-service”rather than a one-off sale,facilitates grow

39、th and boosts profits.123#value becomes a defining factor resulting from new products and#services and a superior customer#experience.The main driver behind digitalization in 2022 is the need to unlock new revenue streams,implement innovative business models,and expand offerings with value-added pro

40、ducts and services.Manu-facturers are starting to push the boundaries and set new standards of excellence in customer experience and service delivery to provide unprecedented value to their customers and grow the customer lifetime value.#fitforpurpose technology enables manufacturers to become#easyt

41、odobusinesswith.Within the next 12 months,the majority of our survey respondents plan to deploy solutions such as CPQ systems,digital customer por-tals,and 360 customer view data platforms.These solutions have become must-haves to improve ease-of-doing-business-with to bet-ter retain customers and g

42、row the average business value.Not only do they increase the value perceived by the customer but also enhance the customer experience.For the organization that deploys them,these solutions help streamline sales processes and provide better insights into the customer journey.Our Top PicksManufacturer

43、s understand the importance of taking a customer-centric,digital-first approach in all areas of business.They are strongly ambitious in their initiative and budgets to become digital leaders this year.But to truly become a market leader in 2022,digital has to spread across the entire organization.Th

44、is is facil-itated by creating an ecosystem of digital competen-cies and new value-added services and products that can only be accomplished by transcending depart-mental and corporate boundaries.TakeawaysTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202219DIGITAL ADOPTION IN B2B MANUFACTURINGWe try

45、 to offer simple solu-tions that are easy to use by our customers to reduce their and our administrative costs.Reducing internal time-frames will gain cost reduction and reduce time-to-market.We dont buy fancy tools for the tools but for the value they give us as a manufacturing company.We have all

46、the systems we need,the next step is to inte-grate them all.Adapting our products and services into different customer needs and environments.The first business.Looking at the pro-posed slogans,I can see the awareness of the need to create an environment of cooperation with the client that will be i

47、ntuitive to use and encourage this coop-eration.From the OEM point of view,it is a strategy for building a long-term rela-tionship and retaining the customer.In my opinion,many companies have un-Robert SzadkowskiVice President Business Segment Aftermarket,SECO/WARWICK S.AWe do not have an official n

48、ame for digital strategy(transformation).If I were to propose myself,looking at the actions we undertake,I would say:data in customer service.The Leading Voicesderstood the success of Amazon,where Bezos was crazy about the user experi-ence from the beginning.The second technological.This part of the

49、 strategy does not appeal to me,be-cause the technology itself,without the idea behind it,may not meet business ex-pectations.Looking at the hashtags named by the others:I can see two main trends.They are completely different.#dataincustomerservice#easytodobusinesswith#processoptimization#fitforpurp

50、ose#integration#adaptationCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20222021CHAPTER 1DIGITAL ADOPTION IN B2B MANUFACTURINGDelivering impactful value through digital technologies and becoming an industry digital leader setting new standards of excellence in customer experience and new b

51、usiness model innovation.Build the backbone of a digital ecosystem.Stay relevant and compatible in a changing world through digitalization.Digital touchpoints shall be a positive and outstanding customer experience.Scale our expertise and capture tribal knowledge to leapfrog larger competitors.Offer

52、 improved and new services to customers in order to complement our physical product offering.And how they struggle,often because of a conservative culture,to extend this strat-egy online and offer the same personal,relevant and contextual experience.How many“internal silos”they have to break down in

53、 order to be able to“sell directly to customers”or“bring all information and services together in a smart customer por-tal”.Building digital knowledge is chal-lenging,but the organizational and logistic part behind it is probably even more.In the end,it all boils down to a change in behavior and the

54、 need to become truly customer-centric.Company-wide.Technology serves here.However,bring-ing such a strategy to reality is not just Gerrit EnthovenDirector Sales EMEA,IntershopBecoming great in digital experiences is not about investing in a tool.This is just the beginning.The Leading Voicesabout in

55、vesting in and implementing a new tool or solving the struggle around the product-and customer data,or even by providing value to customers,previ-ously delivered by distributors.To boost loyalty and long-term relation-ships that provide stable and profitable revenue streams,I always start with one m

56、ain piece of advice:Take care that the executive team,marketing and sales are all on board and that the processes are simple and clear.And most important:the customer should be at the heart of every-thing,to provide seamless and convenient customer experiences across all direct-and indirect channels

57、,worldwide.When I speak with manufacturing executives,I often hear the same story:how they became successful by creating solid customer rela-tionships,via sales and customer service.#boostonlinebusiness#ecosystem#digipatible#powerofknowhow#services#experience#valueCOPPERBERG2223CHAPTER 1DIGITAL ADOP

58、TION IN B2B MANUFACTURINGPeople-Processes-Tools:Organizational Aspects of Digitalization02.SURVEY REPORT2022Digital optimization and transformation are both an opportunity and a challenge for globally acting manufacturers.On the one hand,digital reduces transaction costs,expedites service delivery,a

59、nd improves the sales function.Through digitalization,companies can significantly increase sales performance with the help of pro-ductivity enhancement tools,advanced data analytics,and new sales channels.On the other hand,digital needs an appro-priate environment to thrive in.And such an environmen

60、t cannot be created with-out a nuanced digital strategy across the enterprise.In other words,digital transfor-mation cannot happen if the organization isnt ready for it.Our survey respondents understand this conundrum.They initially focused on busi-ness optimization.Then as a next step,they are now

61、ready to tap into new reve-nue streams,evolve their business mod-els,and are willing to invest more in their digital initiatives this year.They plan to de-ploy digital-first solutions like 360 cus-tomer view data platforms and digital cus-tomer portals to deliver enhanced value and experiences to th

62、eir customers.But how will they accomplish these objec-tives?A siloed operating model can make it chal-lenging to deliver consistent superior dig-ital customer experiences and be easy-to-do-business with.To conquer this,you dont have to break silos down but connect them.All departments,production,lo

63、gis-tics,services,support,sales,marketing,IT,UX,and data science experts need to col-laborate to ensure their customers receive the experience they expect in a digital-first world.By bringing together different de-partments and making sense of avail-able data,companies can purposefully plan and crea

64、te one consistent excellent customer experience and actively em-bed customer considerations across the enterprise.Yet,only 12%of companies provide an easy and unified customer experience,in-tegrating several digital self-services into their customer portal.For the majority of our survey participants

65、(38%),ad hoc cus-tomer experience initiatives are spread throughout the organization.This means that they operate with a fragmented,re-active approach rather than a company-wide solid strategy,resulting in an incon-sistent experience to customers.Such an approach often lacks the leadership,re-search

66、 team,internal collaboration,data or budget needed to derive customer in-sights.Today,customer insights are more crucial than ever before,and having access to the right data should be a top priority for those who want to get ahead of the curve.Dig-ital can help derive those much-needed insights to u

67、nderstand the buyer journey better and increase the maturity level of customer experience.But theres more.Connecting the siloes bridge that gap!56%have established basic structures for a company-wide digital strategy and roadmap.Digital customer experienceOffering a unified CX,integrating se-veral d

68、igital services in a cust.portalConnecting digital services across depts for improved CXActively managed cust.buying jour-ney,individual digital touchpoints createdAd hoc CX initiatives are spread throughout the organizationHelping our customers in a tradi-tional way,no overall orchestration12%36%10

69、%38%4%COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20222627CHAPTER 2PEOPLE-PROCESSES-TOOLSCustomer insights can be the basis for creating new possibilities to connect and deepen the relationship.26%of our survey participants recognize this opportunity and are actively trying to connect di

70、gital services across departments and improve the customer experience.Although most companies currently ap-proach customer experience using the ad hoc model,56%of survey participants did set a basic structure for a company-wide digital strategy and roadmap,which posi-tions them for intuitive digital

71、 CX.Another 24%have a systematic change manage-ment process in place for strategy,vision,and value.Change management is criti-cal to implement a solid digital strategy as well as mitigate the risks of digital trans-formation and facilitate a seamless tran-sition.Digital strategy in placeInnovation a

72、nd business models for digital are fully establishedA systematic change management pro-cess is in place:strategy,vision,valueBasic structures for a company-wide digital strategy&roadmap are in placeA clear digital strategy&leadership are still lackingOnly localuncoordinated digital initiatives2%24%5

73、6%12%6%Successful digitalization relies upon evolving the way companies operate.This involves leveling the field across the or-ganization for the right talent to contrib-ute to the transformation.It also requires establishing clear objectives and priori-tizing them accordingly.But getting cor-porate

74、 and different subsidiaries and departments on the same page can be a cumbersome task.Such a fundamen-tal change in the way companies operate takes time digitalization is not an over-night project but a long-term process.Therefore,it makes sense that most of our survey respondents(36%)are expe-rienc

75、ing a gradual development from a digital participant to a digital operating company.They are targeting milestones,steadily climbing to the top of the priority list while trying to implement the appro-priate mindset for sustainable and reliable digital transformation.Others have already established d

76、igital across the enterprise(28%)and some have even achieved the fundamental goal of creating a digital-first mindset within their corporate culture(4%).Yet,this still leaves many companies that operate on a siloed model in which the relevance of digital is only increasing in separate areas(30%).Dig

77、ital can hardly thrive in isolation and with limited use of personnel and budget.While it may provide benefits for individ-ual projects,it cant grow to the maturity it needs to raise companies to the status of digital leaders.This requires company-wide digitalization,a clear digital strategy,Patienc

78、e is a virtue digital transformation takes time36%of organizations are gradually devel-oping from digital participants to digital operating companies.State of digitalThe culture is a digital-first mindsetDigital is established company-wideDevelop digital from a participant to an operating companyRel

79、evance of digital,in some areas,is increasingDigital is not on the corp.manage-ment agenda4%28%36%30%2%COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20222829CHAPTER 2PEOPLE-PROCESSES-TOOLS40%of organizations have proactively allo-cated a budget to implement their digital strategy.For most

80、companies,digital is initiated and controlled by the change manage-ment team(40%).They also have a proac-tively allocated budget in place to execute their digital strategy.In the long run,this approach can pave the way for companies that want to become digital leaders and an innovative business mode

81、l,cross-func-tional collaboration,a digital-first mindset,and a unique ecosystem.Investing right and smartjoin the 10%whose budget is expansive and whose digital ecosystem and value creation transcends departmental bound-aries.Having an expansive budget and a thriv-ing digital ecosystem gives enterp

82、rises an edge over competitors who are not as digitally mature.It also makes the com-pany more resilient in the face of change and disruption,reducing the risk of finan-cial losses and ensuring business continu-ity in times of VUCA(volatility,uncertainty,complexity,and ambiguity).Budget and resource

83、 allocationExpansive:Digital ecosystem and value creationover departmental boundariesProactively allocated:Digital is initiated and controlled by the management teamProject-specific:Activeallocation of resources and budget for fullfilmentReactive/ad hoc:Opportunities&risks are examined for individua

84、l projectsLimited:No sufficient digital budget and personnel allocation10%40%32%12%6%Digital optimization and transformation are both an opportunity and a challenge for globally acting manufacturers.“COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20223031CHAPTER 2PEOPLE-PROCESSES-TOOLSAccor

85、ding to Gartners Digital Commerce Maturity Framework,organizations with low digital maturity tend to think of digi-tal transformation in narrow terms,having little to no execution in place and mini-mal investments kept within silos.As they ascend along the digital maturity scale,Manufacturers digita

86、l commerce maturity debunkeddigital transformation begins to be seen in broader terms,and with more expansive initiatives being undertaken.Gartners digital commerce maturity is measured in aspects like strategy,orga-nization,execution and operations.For an intermediate level,firms should have a medi

87、um-term(1-2 years)strategy in place,C-level management support,hybrid or-ganizational processes,omnichannel,structured execution and critical tools al-ready rolled out.As we see in our data(when overlaying and scoring the results of the previous graphs in this chapter)at Europes leading man-ufacture

88、rs,a suitable(yet not ideal)strat-egy is in place,but budget and resources,digital adoption and customer experience are already ahead of the curve.Adding this to the ambitious goals and the already deployed tools,the transition to becoming customer-and digital-first will get a major boost within the

89、 next year.Whats next to reaching“Mastery”level?Digital commerce needs to become the key pillar of the overall business strategy,backed up by aggressive investment.All departments need to be accountable for digital success and revenue,with seam-less exchange of data and fully embedded tools and serv

90、ices.Digital Maturity of the respondents12345Adoption of digital2%30%36%28%4%Digital customer experience4%38%10%36%12%Digital strategy in place6%12%56%24%2%Budget&resources6%12%32%40%10%Total5%23%34%32%7%0%10%20%30%40%50%60%Where 1 indicates the most immature features or“Nascent”according to the Gar

91、tner index and 5 indicates the aspects of maturity that are“Mastery”.As indicated the majority of the respondents meet the average score of just above 3.3233THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 2022CHAPTER 2PEOPLE-PROCESSES-TOOLSCOPPERBERGThe Voice of Digital LeadersWe asked the surveyed le

92、aders for the#hashtag they would use to best describe their organizations current challenges in digital and later on to elabo-rate on that hashtag.This is what they told us:#followupwithcustomerissues#conservativeindustry#adoption#customerfocus#changingcustomerrequirements#fragmentation#priorities#g

93、etoutofthecomfortzone#culture#changemanagement#prioritization#enduseracceptance#capabilitybuilding#legacy#wheretostart#silo#crosschannel#capacitiesandbudgetCurrent challenges in digitalThe Leaders List#lackofknowledge#siloed#datagovernance#lackofresources#digitaldocumentation#digitalaccesstocustomer

94、data#crossfunctional#cleanup#implementationofexistingdigitalreadyproducts#adoptionrateSuccessful digitalization relies upon evolving the way companies operate.“COPPERBERG34CHAPTER 2THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202235PEOPLE-PROCESSES-TOOLS#wheretostart?#culture should change and#prio

95、rities should be set to stand out in a#conservativeindustry.The way companies operate must change in order to facilitate digi-tal transformation,become agile,and gain a competitive edge.And that change must start at a fundamental level,shifting the traditional enterprise mentality to a digital-first

96、 mindset.Once the mindset is changed,its easier to set priorities,target milestones,and gain a clear vision of which step is more important to execute first.123#siloed enterprise models should be replaced with a#cross-functional approach.The lack of collaboration between departments makes it difficu

97、lt to truly leverage the power of digital.With their customers and a digi-tal-first approach in mind,enterprises can break down silos and bring their teams together to facilitate cross-functional collaboration,thus allowing digital to permeate all levels,functions,and operations of the enterprise.On

98、ly then organizations are able to offer a consistent and company-wide experience to their customers.After all,they deal with your organization,not with different departments.The solution for change therefore seems simple;when putting the customer experi-ence first,the different departments automatic

99、ally start connecting.#digitalaccesstocustomerdata is the key to enhanced#custom-erfocus and excellent CX.One of the most important conditions for digital growth regards data,from the way enterprises can collect it to the way they can leverage it to grow their customer relationships,develop new prod

100、ucts and services and,ultimately,boost profits and sales.Now that data regu-lations are changing,its more important than ever to establish a data science ethos within the enterprise and educate the customer on how and why access to relevant data is important.By accessing the right customer data,manu

101、facturers can not only personalize the customer experience and enhance the customer journey,but also increase the value they deliver through their services and goods.Our Top PicksDigital has come a long way in the industry,with many enterprises now gradually transforming into fully digital operating

102、 companies.While the digital journey is nowhere near its apex,manufacturers are steadily working their way up and increasing the budget and resources needed to make it to the top.A significant number of respondents have estab-lished the foundation necessary to develop and execute a digital strategy

103、across the enterprise,while others are still in the initial phases of their journey,not sure where to start.The vast majority is at an intermediate maturity level which is en-couraging for the future as it indicates a potential growth area for many manufacturers yet to be unlocked.TakeawaysTHE VOICE

104、 OF DIGITAL LEADERS IN MANUFACTURING 202237PEOPLE-PROCESSES-TOOLSUnderstand how the various elements of a digital strat-egy contribute to the overall customer experience.We cannot accomplish unlimited proj-ects at the same time,so we define the expected value and prioritize.Moving from waterfall thi

105、nk-ing to agile development in cross-functional teams.Also,dealing with new digital products can be challenging and involves thorough stakeholder engagement to foster internal Rainer DuebiPresident Services Division,Burckhardt CompressionDeciding when and how to transfer innovative digital product i

106、deas from our incubator organization into the line organization.The Leading Voicesadoption.The biggest issue is the organi-zational readiness to adopt it and to oper-ate it on a global levelBecause it is often difficult to assess the right timing for the product to leave the safe envi-ronment and be

107、 tested with real customers.Different departments doing different things.Digital requires sustainable and trust-ful digitalization,which is a problem at certain points in the process.#knowledgetransfer#customerfocus#siloed#priorities#culture#conservativeindustryCOPPERBERGTHE VOICE OF DIGITAL LEADERS

108、 IN MANUFACTURING 20223839CHAPTER 2PEOPLE-PROCESSES-TOOLSThe Leading VoicesThe pressure on companies to transform the way they sell and deliver products and services will increase more and more.Customers are going to expect different digital services to be provided in an inte-Herbert PeschCommercial

109、 Director,Valtech B2BNext year we will hear the roaring sound of silos tumbling down in B2B,thus facilitating true integrated digital services in customer portals.grated manner.In 2022,manufacturers will face the challenge to solve this puzzle.Were really looking forward to helping ambitious compani

110、es to this next level of digital commerce in B2B.Within Valtech we foresee that digital transformation in B2B is even more boosted by growing demands of the customers.CAD documentation must be properly prepared from the very beginning for its further use in other digital services.There are a lot of

111、ideas when it comes to digitalization but which one do we start with first?Change the customers mindset in terms of handling and provid-ing their data.Digital is affecting all organiza-tions and we do not know how to organize it.#breakingthesiloes#digitaldocumentation#digitalaccesstocustomerdata#cro

112、ssfunctional#wheretostartCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20224041CHAPTER 2PEOPLE-PROCESSES-TOOLSDefining E-Commerce Strategies03.SURVEY REPORT2022For most manufacturers,digital market-ing and sales efforts are still in their early stages.Only a few have a fully matured vision

113、 in place.Although the benefits of digital in marketing and sales are clear,how to leverage them is not.Having an e-commerce solution goes beyond a functional webshop.It involves other com-plexities such as mobile touchpoints,inte-gration with marketplaces,reseller and distributor management,omnicha

114、nnel customer experience with self-services,and more.But with the increasing number of B2B customers who primarily want to utilize self-service and digital channels,manu-facturers understand that the preference for online interactions is here to stay and they need to adapt.They are compelled to devi

115、se e-commerce strategies and so-lutions to meet the evolving demands of their customers,enhance sales perfor-mance,improve productivity and reduce transaction costs.Most of our survey respondents still rely on direct sales and sales reps(54%)and distributors(26%).Only a few are using di-gital channe

116、ls,such as e-commerce plat-forms(8%)or EDI(2%),despite the press-ing need to develop and execute an e-commerce strategy before the competi-tion gets ahead.This is partly due to the lack of holistic vision and an enterprise-wide digital strategy.Manufacturers are just starting to sell more complex pr

117、od-ucts online,which opens up further oppor-tunities to increase customer lifetime val-ue especially in aftermarket and parts for the installed base.Fully utilizing an e-commerce solution in-volves more departments than sales.As the webshop itself must be optimized for seamless user experience,provi

118、ding ac-curate and rich product information,easy check-out functionalities,and,overall,the same or better value and quality as a tra-ditional transaction.For customers,the digital interaction should feel just as trust-worthy and relevant as the in-person trans-action.Providing value beyond tradition

119、al sales methodsStill only 10%of revenue is generated via digital sales channels direct sales continues to be the most prominent channel.How is your revenue split over sales channels?Other channelsPartners/distributorsE-commerce (digital/online)OCI/punchout(digital/online)EDI(digital/online)1%26%9%8

120、%54%0%2%Contact centerDirect sales/sales repsCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20224445CHAPTER 3DEFINING E-COMMERCE STRATEGIESQuite a few challenges are standing in the way of fully leveraging digital sales chan-nels and implementing an e-commerce strategy.One of these challeng

121、es is the lack of regional market knowledge(38%),which is not new to international enter-The challenges to fully leveraging e-commerceprises who are faced with the challenge of effectively sharing customer data across borders.Companies have always invested tremen-dous efforts in figuring out how to

122、effec-tively deliver their goods and services to customers in different regions who have unique preferences and competitive con-ditions based on their geographical posi-tion.This continues to be an issue when it comes to selling services and goods online.In a culturally diverse and digital-first wor

123、ld,taking a localized approach to mar-keting and commerce is important to ac-commodate customers with personalized experiences.But developing location-based marketing is difficult without the know-how.So,before creating a local offering to generate sales in different regions,manufacturers need to ge

124、t to know their unique audience.Developing new buyer personas based on the demo-graphics of a specific region is a good way to get started.Another major challenge influencing e-commerce strategies for manufacturers is the lack of C-level support(34%).This can Lack of regional market knowledge&C-leve

125、l support but also channel conflicts are the main challenges impacting e-commerce strategies.Main 3 challenges that mostly impact the commerce strategyLack of regional market knowledge38%Lack of C-level support34%Channel conflicts30%Complexity having multiple brands22%Lack of cooperation with/digita

126、l engagement by Internal sales team18%Autonomous subsidiaries16%Integration struggles with backend systems(ERP,CRM,etc.)14%Lack of digital skills and knowledge14%Complexity supporting multiple business models12%Immature customers12%Other10%Logistic limitations6%Lack of budget2%significantly slow dow

127、n business optimiza-tion and digital transformation as capital and resources are constantly allocated to traditional sales strategies.Many depart-ment heads are not supportive of e-com-merce because they dont understand the value it creates.Therefore,capital and re-sources are not properly allocated

128、 or pri-oritized to remain competitive.Its true that some stick to traditional commerce because their customers do.But as re-search in the past couple of years shows,B2B customers now prefer digital inter-actions,self-service,and online purchas-es even more and more for big transac-tions and more co

129、mplex products.4647DEFINING E-COMMERCE STRATEGIESCHAPTER 3COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 2022Its important to understand that e-com-merce is already becoming a new stan-dard of excellence in the industry.Even though traditional trade,face-to-face by sales reps,may continue t

130、o be valid in the future,e-commerce is here to stay.Its growing rapidly,and its redefining the rules of the game.Those who will suc-ceed as digital leaders will also be market leaders.Last but not least,manufacturers strug-gle with channel conflicts(30%)as their third major challenge.E-commerce pro-

131、vides businesses the ability to sell directly to customers online.Its also a lot more convenient for both the customer and the business,as it provides ease of purchase Businesses should always plan for growth.In short,they should think about scalability very early on when build-ing a strategy and ro

132、admap for B2B e-commerce.A business or techni-cal process that is only marginally inefficient in a few online shops will become unmanageable when they multiply across the globe.The key is to eliminate inefficiencies and barriers to scale as early as possible.Do you want to know more about how to ach

133、ieve the perfect balance between local marketing and profitable(centralized)global e-com-merce?Copperberg,Intershop and Valtech joined forces to tackle this specific aspect in the report:The State of International E-Commerce in Manufacturingand fewer distribution costs.But estab-lishing such sales c

134、hannels might alienate existing partners and distributors.How-ever,e-commerce platforms and channel partners are not mutually exclusive,and disintermediating channel partners is not mandatory.Despite this,channel conflicts can lead to revenue loss,which is why many companies prefer avoiding them,sac

135、rificing e-commerce sales in the pro-cess.To integrate distributors and part-ners into the e-commerce solution can be a way to solve this.This is vital for many manufacturers that experiment with new B2B2C models,as they are not equipped to deliver directly to the consumer them-selves.Despite the si

136、gnificant challenges affect-ing the e-commerce strategies of our sur-vey respondents,most understand the importance of meeting customers where they are now online and are deter-mined to develop their digital self-service solution to increase buying convenience Serving the customers experience is key

137、(62%).The solution can be intelligent or smart customer portals,where informa-tion on installed-base,product&spare parts,services&support and self-services is offered in a convenient,highly person-alized manner.Another major priority is understanding and addressing the buyer journey(44%)where custom

138、er insights can inform sales and marketing where a customer is in their buying journey and what best practices should be applied at each stage.Fortu-nately,digital can significantly help ac-Developing digital self-services to increase buying convenience is the top customer-cen-tricity ambition for 6

139、2%of companies.COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20224849CHAPTER 3DEFINING E-COMMERCE STRATEGIEScomplish this goal thanks to the vast amounts of available data about cus-tomer buying behaviors.The third major ambition integrating channel partners to extend the digital val-ue pr

140、oposition/solution(34%)com-plements the second one,as it involves a deep understanding of each customers business and the objectives they are try-ing to achieve.Leveraging a partner eco-system across the value chain can help drive enhanced customer experiences and outcomes.With the right partners an

141、d commerce technology that can sup-port advanced B2B2C business models,manufacturers can develop new offerings,drive new revenue,and develop innovative business models using customized joint solutions.Top 3 digital customer centricity ambitionsDevelop digital self-services to increase buying conveni

142、ence62%Better understand and address the buyer journey44%Integrate channel partners to extend digital value proposition/solution34%Break down departmental silos to better address digital customer needs32%Improve customer online adoption/onboarding30%Sell direct-to-customer and learn more about them2

143、8%Adress new customer segments/new markets via digital commerce16%Other0%Its important to under-stand that e-commerce is already becoming a new standard of excellence in the industry.“5051DEFINING E-COMMERCE STRATEGIESCHAPTER 3COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 2022The Voice of

144、Digital LeadersWe asked the surveyed leaders for the#hashtag they would use to best describe their organiza-tions e-commerce strategy and later on to elabo-rate on that hashtag.This is what they told us:E-commerce strategyThe Leaders ListLeveraging a partner ecosystem across the value chain can help

145、 drive enhanced customer experiences and outcomes.“#slowmojump#nonexisting#contracts#aftermarket#easy#convert#growth#edge#customercentric#adoptionrate#riskmitigation#easeofdoingbusiness#notapriority#specialization#ecommerce#sparepartscatalog#conventional#preferreddigitalpartner#speed#timesaversCOPPE

146、RBERG52CHAPTER 3THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202253DEFINING E-COMMERCE STRATEGIES#convert offline sales to online sales and#speed up the#adop-tionrate based on#customercentric user cases.Compared to traditional sales channels,digital sales channels are more convenient for modern B2B

147、 customers when set up in a custom-er-centric way around use cases.Yet,only 10%of the revenue is cur-rently generated via digital sales channels.In 2022,most respondents want to accommodate their customers and speed up the process of providing self-service solutions.Some are witnessing significant g

148、ains from increasing the adoption rate of their digital tools for their e-commerce strategy.This sounds promising.123#slowmojump to gain a competitive#edge and become the#preferreddigitalpartner.Devising an e-commerce strategy can be a cumbersome process.Manufacturers need to overcome channel confli

149、cts,lack of regional market knowledge,and lack of C-level support.Compounding the friction are compliance issues arising from recent regulatory changes that need to be addressed.All that,while also developing a consistent and company-wide strategy that puts the customer at the heart of their digital

150、 business.#easeofdoingbusiness is key so is#specialization and#after-market services.Customer-centricity continues to shape how manufacturers approach e-commerce.Many are looking to develop self-services to:increase customer satisfaction,better understand and enhance the buyer journey to better serv

151、e their customers,decrease transaction costs,and develop aftermarket commerce to maximize customer lifetime value and retain customers.Overall,manufacturers want to make it as easy and convenient as possible for their customers to do business with them and ensure that the solutions they deliver are

152、personalized and relevant.Our Top PicksFor all intents and purposes,developing and executing an e-commerce strategy is no easy feat for manufacturers.While efforts to become digital are ongoing,many have been hesitant to make the big leap and dive into e-commerce.But they are gearing up to do so in

153、the new year,as in this highly competitive environment,the competitor is only one click away.TakeawaysTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202255DEFINING E-COMMERCE STRATEGIESStop thinking it will cut the cost.It may,but there is a long way to go.Keep compliance in mind.Speed up by facilita

154、ting self-ser-vice for customers and indepen-dence in the sales force.The customer needs to be the center of gravity for all use cases.Id like to share a strategy that Ive experi-enced with one of our customers,a hard-ware specialist:They are a global organi-zation and operate in 38 countries.But no

155、t every country channel has a full-fledged customer self-service portal!Some just have static brand websites with dealer information.Some offer a limited range of products for the aftermarket,such as spare parts and services.All of this de-pends on the regional business model,distribution network,br

156、and penetration and revenue potential.Mauro BoffardiCustomer Success Manager,IntershopThe benefits for international growth and efficiency outweigh the risk of not taking any action!The Leading VoicesBut the cool thing is that they run all of their different digital channels on one cen-tral platform

157、 no matter the complexity on the front end,all data and processes are maintained in one place.80%of all features they need come out of the box,so it is minimal effort to scale a simple web-site bigger or roll out new assortments in a different country.I often use this as an excellent example of what

158、 global e-commerce should be like:flexible,efficient,effective and profitable.Being great in digital as a manufacturer can be a real challenge.Convert offline sales to online sales.Existing customers are the main focus.Improve service levels by breaking down silos,creating more trans-parency,and bei

159、ng available 24/7.#timesavers#customercentric#aftermarket#convert#speed#slowmojump#easeofdoingbusinessCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20225657CHAPTER 3DEFINING E-COMMERCE STRATEGIESThe Leading VoicesThis pushes companies to seamlessly blend virtual and physical experiences.Mo

160、reover,as customers buying prefer-ences shift toward outcomes over prod-ucts,service is becoming a critical piece in the revenue model for businesses.The IoT enabled real-time data comes with increased expectations of minimized downtime and maintenance interruptions.The customer will seek informatio

161、n online and also expect inventory and parts to be fully available;the information should be streamlined and transparent,which e-commerce is a catalyst for.Industrial players are under high pressure to secure customer uptime of machinery.For those who master the art of really knowing their customer,

162、and leveraging the data insights of their installed base,are also the ones that can monetize their ser-vice offering and add new revenue streams whilst increasing customer satisfaction.Much like our collective transition to virtual meetings and contactless delivery of goods,customers across the boar

163、d are becoming accustomed to new models for service delivery.We see high gains in increasing the adoption rate of our digital tools.We bring our customers a specialized approach and a strong technical knowl-edge of their stakes and needs.Become the customers pre-ferred partner in digitalization.We a

164、re at the cutting edge of tradition and modern commerce strategy.It might seem strange but the automotive industry is very conservative.It should be more mindful of customer needs in order to adapt its commerce strategy.Lisa HellqvistManaging Director,Copperberg More than ever,the industry is counti

165、ng on a myriad of touch-points to increase engagement with customers.#customercentric#edge#adoptionrate#specialization#preferreddigitalpartnerCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20225859CHAPTER 3DEFINING E-COMMERCE STRATEGIESThe Voice of Digital Leaders in Manufacturing04.SURVEY

166、REPORT2022Expert InsightsAs this report states,digital has plenty of benefits to offer.But for all of its benefits,digital can be challenging.Business opti-mization and transformation take plenty of time and resources,legacy models are hard to let go of,and uncertainty hinders progress.But its bette

167、r to innovate and upgrade sooner rather than later.The customers demand it,and the competi-tion is already working on it.So,what are the key considerations for businesses embarking on a digital trans-formation journey in 2022?What opportu-nities and pitfalls should they be aware of?Weve asked digita

168、l leaders for their expert insights into their business optimization and digital transformation journeys and focus areas to maintain or even improve competitiveness.Their answers provide valuable insights for manufacturers across the board to refine For companies starting to mature digi-tally and ge

169、tting ready to embark on their transformation journey,industry experts advise global planning and gradual imple-mentation.They also recommend internal lobbying beforehand and then proceed-ing with small steps.A critical step is to get key decision-makers on board by emphasizing compelling success st

170、ories and sharing relevant data on how digital improves business performance.Additionally,a cross-functional approach is highly recommended.As stated through-out this report,working cross-departmen-tal and functionally and having an enter-prise-wide strategy is vital.To be efficient,a digital transf

171、ormation journey should be fully supported by strong management and business support,good orchestra-tion capabilities,and the ability to think Expert recommen-dations for embark-ing on the digital transformation journeyoutside the box,as one industry leader states.Another valuable piece of advice st

172、ates:Really understand your customers needs,deploy in phases,and spend more time in the discovery phase to avoid sur-prises down the road.Understanding customer needs is important as it enables businesses to figure out what to prioritize first and,if possible,transform simultane-ously with their cus

173、tomers.their digital strategy and gain a new sense of direction.Keeping in mind the digital maturity level of customers,manufacturers can better understand their own level and see to what degree they need to upgrade.Many experts recommend focusing on technol-ogy that already exists and holding the s

174、ame standard for IT tools.Its not nec-essary to reinvent the wheel in terms of IT.Simply optimizing legacy IT systems can be enough in most cases.Being con-nected to the customers systems is what matters the most.COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20226263CHAPTER 4THE VOICE OF D

175、IGITAL LEADERS IN MANUFACTURINGFix the foundation dont reinvent the wheel.And if you have something unique,have a focus on that!Invest time into what you want to be in your future,make a plan for what you need,and make it simple.Secure C-level support.Set a strategy.Also,quantify internal values.Rec

176、ommendations by Digital LeadersBe led and driven by business not an IT program.Be ready,be flexible.You need both a vision and a small initiative to start doing simple things immediately.However,the opportunities and possibil-ities of digital in B2B can be overwhelm-ing.From a global e-commerce roll

177、out to predictive maintenance to big data.We strongly believe its important to focus,as you cannot do everything at the same time.Prioritize based on the business val-ue of your projects.Mascha TamarinofMarketing at Valtech,Host Lets talk B2B!Prioritize,start small and focus on your core business.Ke

178、ep in mind whats most important for your clients.Dont step into the pitfall of having too many ambitions in a short pe-riod of time.We always advise our clients to initially focus on taking manageable steps in areas where you truly make a dif-ference for your clients.And dont forget to celebrate you

179、r success!What we see in the market is that most com-panies have taken their first steps in digital and are getting ready for the next phase.COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20226465CHAPTER 4THE VOICE OF DIGITAL LEADERS IN MANUFACTURINGFocus on the front sales and cus-tomers.D

180、ont lose focus with central functions.Recommendations by Digital LeadersEnsure transparency towards customers but also employees.Dont worry about making any mis-takes digitally.Try to implement effi-cient digital solutions.The vision should be a north star that embodies the core values of the organi

181、-zation and the purpose of the digital trans-formation.The agile approaches chosen to get there on the other hand will demand a high level of flexibility and willingness to take risks.But the long-term vision will prevent the journey from going astray.Develop a sound digital strategy first,based on

182、a strong long-term vision.Set the strategy first.Rainer DuebiPresident Services Division,Burckhardt CompressionStart small and scale agile.Focus on how digitalization can enhance your specific business goals,create a clear,prioritized digital roadmap,and recognize that adoption will take time.Implem

183、ent IT alignment before you embark.COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20226667CHAPTER 4THE VOICE OF DIGITAL LEADERS IN MANUFACTURINGRecognize that it most certainly doesnt happen overnight.It takes longer than you would think.Recommendations by Digital LeadersBe quick,try,learn.

184、In the B2B space,customers expect the same level of access,options,and support that they experience in their personal lives.Have a clear understanding.Ensure that the dedi-cated resources are allocated and have a good knowledge of the company.Staff appropriately PMO and Consultant for the knowledge

185、lacking inter-nally.Clean your data as much as possible before migration.Optimize IT systems in place beforehand.Stick to your core competencies and your value proposition.I would even say that you should decide on a minimum viable product or service that the organization backs and supports,and buil

186、d from that Fix the foundation dont reinvent the wheel.And if you have something unique,have a focus on that!point.This is to avoid creating a monster of a project that never will see the light of day.Instead you add,adopt and adjust along the line.But get started!I really think this is great advice

187、.Keep it simple.Lisa HellqvistManaging Director,Copperberg Develop together or closely with your customer.Agility,small steps,and clear vision.COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20226869CHAPTER 4THE VOICE OF DIGITAL LEADERS IN MANUFACTURINGBeing connected to the customers system

188、s is what matters the most.“And I know how important it is to bring it into your organization when youre go-ing through this type of project.It is really important to have a global platform that you can deploy in phases with regional Really understand your customers needs,deploy in phases and spend

189、time in the discovery phase to avoid surprises down the line.tweaks.Also make sure to spend time in the discovery phase.Take the time to make sure that you map out everything before you start running.As I operate in the customer experience area,I am really passionate about our customers needs.Joakim

190、 De La ChapelleDirector of Customer Experi-ence,Dover Fueling Solutions COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20227071CHAPTER 4THE VOICE OF DIGITAL LEADERS IN MANUFACTURINGIn 2022,industry leaders recommend that manufacturers focus on building the re-How can manufac-turers keep the

191、ir competitive edge for the future?quired capabilities and finding digital ta-lent to stay relevant in an increasingly competitive online environment.Likewise,they remind businesses that constant de-velopment has to become a way of oper-ating the business as digital transforma-tion is an ongoing pro

192、cess.This is also important for the customer.As one expert states:You cannot sit still after deployment,and you need to of-fer something that exceeds customer ex-pectations.Industry leaders have set a Top predictions from digital leadersDigitalization being accepted and considered beneficial through

193、out the value chainThe ability to continuously integrate and updateMastering data management,data integration,and data integration flows and processesDigital maturity,acumen,and the executive-levelBeing open to new technologies and holding the same standard on IT instead of developing a proprietary

194、independent software solutionCustomer focusChanging from initiatives to continuous improvementReskilling and speedCustomer experienceDigital-ready productsDevelopment of systems.Technology is developing faster than in-house R&D can planHacker protection360 view of the customer to be reflected in the

195、 system and getting valuable actionable insightsOperationsstrong trend for customer centricity and customer focus.Customer experience needs to stand out.Understanding the voice of the customer(VoC)is another strong recommendation for creating a competitive advantage,and its significant to enhancing

196、the customer experience.Moreover,focusing on the added value that can be offered to customers will help businesses differentiate themselves on the market.7273CHAPTER 4THE VOICE OF DIGITAL LEADERS IN MANUFACTURINGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 2022COPPERBERGNot all data is equally valu

197、able.It is worth using the Pareto rule in this regard.Once companies understand this,the main focus will be on gathering and sharing Choose the data of the greatest value for the customer.the data that will be of greatest value to the client.This will happen along with the development of user-friend

198、ly interfaces to encourage the client to use them.A lot of businesses start out by trying to organize their data,which isnt bad,but not crucial.Industry leaders have set a strong trend for customer centricity and customer focus.“Robert SzadkowskiVice President Business Segment Aftermarket,SECO/WARWI

199、CK S.ACOPPERBERG7475CHAPTER 4THE VOICE OF DIGITAL LEADERS IN MANUFACTURINGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202275THE VOICE OF DIGITAL LEADERS IN MANUFACTURING3 predictions for the future of digital adoption in manufacturingI notice that most of the companies I talk to understand that si

200、loed approaches to digital,direct and indirect sales,support and services models are no longer ac-cepted!B2B buyers expect a seamless buying experience across all touchpoints and sales channels.Delivering this effectively requires standardized technology and speed of execution.During customer visits

201、 I ask questions like:Do you want to boost your after-sales by selling spare parts to an already established audience on a mar-With a composable commerce architecture,you can react quickly to new customer needs!ketplace?Do your customers expect a mar-ketplace integration to your commerce core?Do you

202、 want to personalize prices and assortments for the logged-in user?Do you want to add a voice assistant to enable your customers to order without a screen?No worries,these are just different front ends via a headless API.So,be flexible,be fast.Provide what your customers really need and differentiat

203、e your company from the competition.The technology is ready.Are you?B2B buyers increasingly purchase digitally and need manufacturers offering appropriate commerce systems that support the complexity of their B2B purchasing dynamics.Manufacturers will not sit still after deploy-ment,and always offer

204、 something that exceeds customer expectations.Manufacturers will still have a long road to go to become digital leaders,and one of the key challenges will be to find the right talent.Manufacturers will learn to listen to their customers and be driven by their needs.Jerome CiszewskiSales Solution Con

205、sultant,Intershop 123#keepstandardonITCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20227677CHAPTER 4THE VOICE OF DIGITAL LEADERS IN MANUFACTURINGExecutiveSummarySURVEY REPORT2022Digital commerce has been reshaping the manufacturing industry,with an even more significant impact over the la

206、st two years.In the aftermath of pandemic-re-lated disruptions and changing regula-tory demands,the industry is experiencing digital growth.The increased online buy-ing behavior requires a customer-centric approach to digital channels to maximize the business opportunities.Any skepti-cism has to be

207、overcomed by showcas-ing the true business values of a unified approach to putting the customer first as well as underlining the risk of not keeping up with the competition who is only one click away.Most of our survey respondents,all digital and commerce leaders in larger interna-tional B2B manufac

208、turing organizations,have revealed that they are strongly am-bitious to become digital leaders.In 2022 they will increase budgets for digital ini-tiatives,fundamentally changing their internal culture to operate on a digital-first mindset.As part of building a strong foundation for digital leadershi

209、p,theyre also implementing a cross-functional/de-partmental approach for an enterprise-wide strategy,and developing digital self-services to increase buying convenience for their customers.Moreover,they shared their main chal-lenges in implementing their e-commerce strategies,emphasizing the importa

210、nce of securing C-level support for sustainable digitalization.Despite research showing that B2B customers have evolved their preferences and now favor digital inter-actions over traditional ones,decision-makers dont always seem eager to get on board due to channel conflicts that arise when implemen

211、ting e-commerce plat-forms that sell directly to customers.The willingness to satisfy the customer must exceed the willingness to hold on to legacy models that are no longer rel-evant in a digital-first world.Even though securing management support is vital,its not always required to change legacy s

212、ys-tems.Sometimes,optimization is all that is needed.And for that to occur,cross-de-partmental collaboration is necessary.Considering the direction industry leaders suggest,manufacturers can streamline the way they operate and do business,fully transform the customer experience into a differentiatin

213、g factor,and set their organization up for digital success in 2022 and beyond.MoreIf you would like to read more about digital commerce within manufacturing,we recommend you to watch the webinars mentioned below and read the whitepapers and reports that we refer to.Please click on the links and expa

214、nd your knowledge!ReportWebinarWhitepaper The State of Digital Innovation within Manufacturing The State of International E-Commerce in Manufacturing The Next Level of Digital After-Sales The Voice of Industry Leaders:Commerce and Digital Adoption in Manufacturing Digital Transformation:3 Steps that

215、 Kick Your Butt The Challenges and Potentials of Aftermarket E-Commerce B2B E-Commerce Replatforming under High Pressure The Value of a Digital Customer Portal from a Business Perspective Boost Your Online Sales by Putting Your B2B Customers FirstCOPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURI

216、NG 20228081EXECUTIVE SUMMARYEXECUTIVE SUMMARYValtech is a global business transformation agency delivering innovation with a purpose.We enable clients to anticipate tomorrows trends and connect more directly with consumers across their digital and physical touch points while optimizing time-to-marke

217、t and ROI.We are a network of more than 4,700 innovators,design think-ers,marketers,creatives,and developers spanning 5 continents with offices in 19 countries(Argentina,Brazil,Canada,China,Denmark,France,Germany,India,Mexico,Netherlands,North Macedonia,Portugal,Singapore,Sweden,Switzerland,UAE,UK,U

218、kraine,USA).While our expertise is experience design,technology and mar-keting,our passion is in addressing transformational business challenges for our clients.Challenges where we re-imagine the customer journey and build new connected experiences.Chal-lenges where we make data work in this new era

219、 and help our clients transform the way they operate.Our services including strategy consulting,service design,tech-nology services,and optimization of business-critical digital platforms for multichannel commerce and marketing.For more information,please visit our website.Intershop is the engine th

220、at drives 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.The great aim of education is not knowledge,but action.Copperberg creates original c

221、ontent,on physical 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 har

222、d to improve,develop 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.And Intershops robust out-of-

223、the-box functionality is just the starting point.Our cloud-based 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 partn

224、er network,were here to support you every step of the way creating 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.COPPERBERGTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20228283ABOUTABOUT