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1、The 2021 eCommerce Organizational Benchmark Report Commerce at a CrossroadsOCTOBER 2021IntroductionProfiteros 2021 benchmark study paints the picture of an industry at a critical crossroads.eCommerce is soaring to new heights in 2021.But if you look inside the walls of most brands and manufacturers,

2、it still feels like 2019.Brands that“get it”and invest in digital capabilities to future proof their businesses will see eComm sales grow.But its about more than online;its about growing across the entire market because digital touchpoints and interactions now influence 60%of all retail sales(Forres

3、ter).So,brands that fail to invest in digital risk losing market share and falling further behind.This report highlights Executive Summary findings of our benchmark study.These are the key points we found most interesting and actionable for the industry.To see how you compare against brands that too

4、k our survey,take our eCommerce Readiness self assessment here.2THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORT3THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTProfitero conducted our fifth annual eCommerce benchmark survey of brand manufacturers in May June 2021.Responses were collected from a

5、 total of 255 respondents.The goal:To determine brands top organizational priorities,capabilities,challenges,hiring plans,and more;and learn where companies are advancing in eComm versus falling short of the mark.Findings from our last survey,fielded in late 2019 right before the pandemic,were used

6、as the basis for comparison.Core to this study was conducting a deep-dive analysis based on how brands self-reported their maturity level in terms of organizing around eCommerce,defined as follows:Leaders:Ahead of the curve and leading in eCommerce vs.the competitionExperts:Strong focus on eCommerce

7、 and keeping pace with the competitionAdvanced:Strong focus on eCommerce but still catching up to the competitionNovice:Just starting to operationalize and participate in eCommerceAbout the eCommerce Organizational Benchmark SurveySurvey demographicsIndustry verticalsGeographyEMEA14%ROW5%Company siz

8、eeComm penetration rate(%of revenue)NA81%$100M37%40%+25%20-39.9%25%10-19.9%25%10%25%$100M-$999M37%$1B+27%Food&BevHealth&BeautyHome GoodsNon-edible CPG*Other hardlines*26%21%21%11%20%*Baby,Pet supplies,Household cleaning&paper products,and other non-edible CPG*DIY/tools,Electronics,Sporting goods&out

9、doors,Toys&games PART 1The state of eCommerce maturity5THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORT18 months have passed since the start of the pandemic and the hyper-explosion of eCommerce growth.In that time,you would think that brands would be feeling pretty confident about their ability to

10、 navigate this new digital terrain.But we found the opposite to be true in our latest survey.Most brands dont feel they are any more ready for eCommerce than they were pre-COVID.Just 17%of brands surveyed believe their companies are ahead of the curve when it comes to organizing for eCommerce the sa

11、me percentage as our last survey in late 2019.Most brands surveyed(71%)feel theyre just keeping pace or still catching up to the competition.Food&Bev brands are 1.5x more likely than all brands to feel like novices.Q:What is your companys maturity level in organizing around eCommerce?All brandsFood&

12、BevHealth&BeautyHome GoodsNon-edible CPGOther hardlinesSource:Profitero 2021 eCommerce Benchmark SurveyNOVICE Just starting to operationalize and participate in eCommerceADVANCED Strong focus on eComm but still catching up to the competitionEXPERT Strong focus on eComm and keeping pace with the comp

13、etitionLEADER Ahead of the curve and leading in eComm vs.the competition12%19%11%8%9%11%33%28%38%28%24%25%38%36%42%45%52%42%17%16%9%20%15%23%6THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTWhile such slow progress is shocking,its explainable.Despite many brands making huge strides to evolve their

14、 digital capabilities in the past 18 months,most did not do enough.A lot of brands are very much operating like its still 2019.We found 5“red flags”holding brands back from progressing as commerce leaders.Budgets are hard won.41%of brands cite attributing onlines influence on offline sales a top cha

15、llenge.This is a huge jump from 28%in our last pre-COVID survey.It suggests that eCommerce leaders are still having to spend a lot of time gaining buy-in and proving their case for budget,when by now it should be pretty obvious that digital investments are key enablers of growth.It also presents an

16、opportunity for retailers to advance data capabilities,in order to share more data with brands.This is because brands operate on“pay for performance,”so retailer data is required to prove the ROI before investing more.Q:What are the top 3 challenges that you have around organizing for eCommerce?(Ran

17、k top 3)Handling challenging pricing and profitability scenariosEstablishing a clear and well-understood eComm strategySource:Profitero eCommerce Benchmark SurveyAdapting existing supply chain to fit demands of eCommFinding more effective ways to partner with retailers to drive salesAttribution for

18、online influence on offline salesSecuring incremental,dedicated headcountMeasuring the return on investment in eCommGetting budget approval50%40%49%28%41%34%34%32%31%35%30%21%24%16%20%50%Pre-COVID(late 2019)202117THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTeCommerce knowledge remains centraliz

19、ed.Only 15%of brands have integrated eCommerce into their entire business.This indicates an opportunity for many brands to disperse knowledge and bring non-eCommerce teams along.Embedded team Relatively small team,reporting up through a single function,likely Sales or MarketingSidecar Team made up o

20、f multiple functions (e.g.,Sales,Marketing,Supply Chain,etc.)and operating as a standalone unitIntegrated team eCommerce roles are dispersed across the organization,often supported by an eCommerce Center of Excellence(COE)54%27%15%C-suiteeComm teamC-suiteC-suiteeComm COE2Q:Which of the following bes

21、t describes the structure of your eCommerce team?Source:Profitero eCommerce Benchmark Survey8THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTIncentives still reflect a brick&mortar only world.Only 13%of brands say that each functional team in their company has specific eComm goals built into their

22、 growth plans&KPIs.This makes it difficult to break down silos and get full-scale collaboration to maximize growth(as we saw on the previous page).Q:How would you describe your organizations eCommerce capabilities/approach to:STRATEGY&LEADERSHIP?All brandsFood&BevHealth&BeautyHome GoodsNon-edible CP

23、GOther hardlinesSource:Profitero 2021 eCommerce Benchmark SurveyNOVICE Leadership has articulated that eCommerce is a strategic priorityADVANCED Measurable eCommerce goals established and actively trackedEXPERT eComm goals aligned with core customer strategies&a focal point for key customer interact

24、ionsLEADER eComm fully embedded in company growth strategies and across functional plans&KPIsDont know/not applicable38%34%41%42%22%38%26%29%20%18%41%25%19%23%26%16%16%17%13%5%9%5%7%6%21%3%16%6%14%6%39THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTSupply chains arent yet eComm-ready.Managing inve

25、ntory was arguably the biggest issue for many brands during the pandemic.Its not hard to see why:45%lack an eComm-ready supply chain.Just 26%say theyre highly responsive to customers out-of-stock situations or able to anticipate them in advance.Q:How would you describe your organizations eCommerce c

26、apabilities/approach to:SUPPLY CHAIN&FULFILLMENT?All brandsFood&BevHealth&BeautyHome GoodsNon-edible CPGOther hardlinesSource:Profitero 2021 eCommerce Benchmark SurveyNOVICE eCommerce supply chain is managed by a fulfillment generalistADVANCED eCommerce supply chain has dedicated management and proc

27、essesEXPERT eComm supply chain has dedicated mgmt and is highly responsive to customers,with active anticipation of OOSLEADER eComm supply chain has dedicated mgmt and is exploring new,innovative logistics modelsDont know/not applicable45%51%41%35%41%35%22%19%22%29%19%32%12%5%13%18%19%19%14%7%14%11%

28、22%2%10%8%16%6%10%5%410THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTData&analytics are being under-leveraged.61%of brands surveyed are tracking eCommerce sales on their retailer partner websites and not much else.Few brands(14%)are investing in advanced analytics(e.g.,predictive sales and inven

29、tory forecasting;causal analytics;attribution modeling)to get ahead.Q:How would you describe your organizations eCommerce capabilities/approach to:DATA&ANALYTICS?All brandsFood&BevHealth&BeautyHome GoodsNon-edible CPGOther hardlinesSource:Profitero 2021 eCommerce Benchmark SurveyNOVICE Ad-hoc eComme

30、rce sales performance trackingADVANCED Ongoing eCommerce sales performance trackingEXPERT Ongoing sales tracking plus analysis of non-sales data sources(e.g.,digital shelf,shopper panel)LEADER All of the above plus advanced analytics(e.g.,predictive forecasting,causal analytics,regression modeling,e

31、tc.)Dont know/not applicable15%19%13%11%16%14%46%46%31%48%22%56%20%25%24%18%38%11%14%5%8%3%26%6%15%8%19%6%13%6%5PART 2What leaders do differently12THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTWhen examining what separates brands that consider themselves to be ahead of the curve in eCommerce ver

32、sus behind,6 clear patterns emerge.Brands looking to accelerate eComm in 2022 and beyond should use these patterns as guideposts for planning investments.Structural alignment.Our survey found that eComm leaders dont necessarily need a fully integrated team structure with eComm skills and responsibil

33、ities dispersed across the entire organization to succeed.But,you need to be moving toward either a sidecar or integrated structure.Having a small team embedded under Sales or Marketing as is typical for brands just beginning to operationalize eComm wont get you too far past the basics these days.Wh

34、at is a problem,though,is that the organizational structure at many brands isnt maturing in line with eComm growth.More than half the brands in our survey still report having an embedded team structure.We found Food&Bev brands are the most likely to have this type of structure;maybe not too surprisi

35、ng given how late to the game shoppers were to embrace online grocery.1Mapping the relationship between eCommerce maturity and organizational structure(Indexed to industry benchmarks;100=average)eCommerce organizational structureeCommerce maturitySource:Profitero 2021 eCommerce Benchmark SurveyEMBED

36、DED TEAM Relatively small team,reporting up through a single function(like Sales or Marketing)SIDECAR Team made up of multiple functions operating as a standalone unitINTEGRATED TEAM eComm roles dispersed across all functions of organizationNOVICE Just starting to operationalize eCommerceADVANCED St

37、rong focus on eComm but still catching up to competitionEXPERT Strong focus on eComm and keeping pace with competitionLEADER Ahead of the curve and leading in eCommerce120592212194498310615880131129Under-indexOver-index13THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTInvestment in specialization.

38、In order to move to that next level of eCommerce readiness,organizations must make the investment in the specialized roles that are so key to eComm success.Leaders already have embedded these specialized roles into most if not all critical functional areas of the business.The top areas where eComm l

39、eaders are more likely to have specialized roles compared with brands feeling theyre still lagging in eComm are:Capability Management;Shopper Marketing;eComm Catman;Search Optimization;Supply Chain.Easier said than done though when it comes to adding headcount.The short supply of specialized digital

40、 talent is a challenge universally affecting both eComm leaders and laggards its either hard to find or too expensive.Brands arent waiting for the talent pool to catch up.Theyre turning to outsourcing and automation to drive ahead:More than 40%are carving out budgets for agencies specializing in Sea

41、rch and Content;and more brands are investing in eComm systems since our last pre-COVID survey,especially in the areas of Content management&syndication;Ratings&Reviews syndication;and Search optimization.2Specialized roles more likely in place at eComm leaders vs.laggardsSource:Profitero 2021 eComm

42、erce Benchmark SurveyCapability ManagementShopper MarketingeComm Category Mgmt.Search OptimizationSupply Chain2.6x2.4x1.9x1.8x1.8x14THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTEstablishing goals and incentives.To get to the next level,your people need to be motivated to do the job of eCommerce

43、 everyday.Our survey shows that eComm leaders are twice as likely to have eComm-specific goals built into the strategic growth plans of each functional team and their members performance KPIs when compared with eComm laggards.In fact,when compared with the leaders,brands just starting out in eComm s

44、truggle much more with establishing an eComm strategy and securing headcount;things that should turn around once they get leadership and organizational buy-in.3Mapping the relationship between eComm maturity and company capabilities/approach to eComm STRATEGY&LEADERSHIP(Indexed to industry benchmark

45、s;100=average)Strategy&LeadershipeCommerce maturitySource:Profitero 2021 eCommerce Benchmark SurveyNOVICE Leadership has articulated that eCommerce is a strategic priorityADVANCED Measurable eComm goals established,tracked and communicated to the orgEXPERT eComm goals aligned with core customer stra

46、tegies and a focal point for key customer interactionsLEADER eComm is fully embedded in broader company growth strategies,and across all functional plans and individual KPIsNOVICE Just starting to operationalize eCommerceADVANCED Strong focus on eComm but still catching up to competitionEXPERT Stron

47、g focus on eComm and keeping pace with competitionLEADER Ahead of the curve and leading in eCommerce7717841124112558493941191038444174189Under-indexOver-index15THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTAdvanced supply chain&fulfillment.Building an eComm-ready supply chain is probably one of

48、the most complex sticking points right now for brands.eComm leaders(63%)are 1.6x as likely than laggards(39%)to have dedicated management in place,and actively monitoring and even anticipating retailer customers product inventory levels.Leaders also are exploring new and innovative logistics models

49、that allow them to effectively manage both the eComm and omnichannel supply chains.4Mapping the relationship between eComm maturity and company capabilities/approach to eComm SUPPLY CHAIN&FULFILLMENT(Indexed to industry benchmarks;100=average)Supply Chain&FulfillmenteCommerce maturitySource:Profiter

50、o 2021 eCommerce Benchmark SurveyNOVICE eCommerce supply chain is managed by a fulfillment generalistADVANCED eComm supply chain has dedicated management and processesEXPERT eComm supply chain has dedicated mgmt and is highly responsive to customers,with active anticipation of OOSLEADER eComm supply

51、 chain has dedicated mgmt and is exploring new,innovative logistics models(e.g.,drop ship,backhaul)NOVICE Just starting to operationalize eCommerceADVANCED Strong focus on eComm but still catching up to competitionEXPERT Strong focus on eComm and keeping pace with competitionLEADER Ahead of the curv

52、e and leading in eCommerce9415424901171026113385801145362210196Under-indexOver-index16THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTSophisticated content optimization.More brands(43%)now actively audit their content to ensure compliance and category benchmarks are met,compared with our pre-COVID

53、 survey(37%).But eComm leaders are becoming more sophisticated in optimizing their content too.And theyre spending more on agencies and technologies to help them.5Mapping the relationship between eComm maturity and company capabilities/approach to eComm CONTENT MANAGEMENT(Indexed to industry benchma

54、rks;100=average)Content ManagementeCommerce maturitySource:Profitero 2021 eCommerce Benchmark SurveyNOVICE Basic content in place across most/all SKUs on key retailer sitesADVANCED Basic content in place and aligned to industry/retailer best practices and enhanced content utilized for top SKUsEXPERT

55、 All of the above plus active retailer site auditing to ensure compliance and benchmark petitionLEADER All of the above plus analytical processes to identify content optimizations that drive brands sales liftNOVICE Just starting to operationalize eCommerceADVANCED Strong focus on eComm but still cat

56、ching up to competitionEXPERT Strong focus on eComm and keeping pace with competitionLEADER Ahead of the curve and leading in eCommerce642751219114119807411837149935571100228Under-indexOver-index17THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTSystems to monitor&manage eCommerce.Most notably,this

57、 includes Price Monitoring tools;Digital Shelf/e-audit;eComm Sales&Market Share data;and Ratings&Reviews syndication.In fact,eComm leaders are nearly twice as likely to have price monitoring tools in place vs.brands just starting to operationalize eCommerce.This makes a ton of sense given the profit

58、ability and inflationary pressures in the market right now.eComm leaders also use data&insights to run their businesses and drive decision making:52%of eComm leaders invest in data&analytics services vs.45%of laggards.6Systems more likely in place at eComm leaders vs.laggardsSource:Profitero 2021 eC

59、ommerce Benchmark SurveyPrice Monitoring toolsDigital Shelf/e-auditeComm Sales&ShareRatings&Reviews syndication1.8x1.4x1.4x1.4xPART 3So what?Now what?19THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTCHALLENGE How to align team structure to be more eComm readyCEO excitement It falls on the shoulde

60、rs of the CEO to rally the business around digital transformation as a top priority;A good starting point is actively transforming corporate culture and adjusting incentive programs to drive desired behaviorsEducate and immerse cross-functional teams Help functional teams understand how digital can

61、be an enabler to their own success;Some ways to do this:Establish an eComm training curriculum with messaging and materials tailored to specific groups or roles so its more meaningful;or create“merchandisable”moments(e.g.,case studies,ROI proof points)to show how supporting the eComm agenda can driv

62、e personal as well as company KPIsCrawl Walk Run Not all companies follow the same path to digital maturity,so its important to plan your next moves specific to your needs;Assess where you are as an organization in terms of eComm maturity by taking our eComm Readiness assessment here.Learn more abou

63、t how to organize and integrate your eCommerce team No matter if youre a self-professed eComm leader or a novice just starting your journey,theres always more work to be done to get ahead(or just keep pace)in the rapidly evolving digital space.Here,we summarize the top challenges coming out of our s

64、urvey and provide recommendations you can action onso you feel more“eComm ready”in 2022 and beyond.RECOMMENDATIONS20THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTCHALLENGE How to manage eComm when specialized talent is hard to findAutomate Invest in eComm systems to automate basic tasks,freeing

65、up existing talent to focus on value-add activities that accelerates digital;Provide eComm performance measurement tools(like Profitero)needed for faster,better data-driven decision makingBreak down the walls Ensure talent management is not siloed eComm vs.non-eComm;this needs to be true before orga

66、nizations can truly integrate.And dont wait for the talent pool to catch up;look outside your four walls to build or buy capabilities by leaning on and learning from brokers and agenciesSystematize talent management Build your recruiting machine,looking for new profiles of talent,and systematizing o

67、nboarding&training;Nurture talent by slotting people in and out of eComm roles for cross-training while pushing toward an integrated team structureRECOMMENDATIONS“You must balance bringing in external talent with specific skills with creating paths and experiences for internal employees to build tha

68、t expertise.This could take the form of cross-functional assignments,creating programs to rotate talent in&out of eComm roles,and providing a robust eComm education program to give talent confidence in their digital skills.”“Come up with a strong long-term integrated training program.The talent crun

69、ch is going to stay,and building a strong internal pipeline is critical to cater to that demand.In addition,employer branding exercises need to show how the company is thinking digital in order to attract external talent.”TIFFANY TAN Senior Director,eCommerce Accelerator CloroxTONY NAVIN Head of eCo

70、mmerce,International Kraft Heinz,Europe21THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTCHALLENGE How to set eComm goals&incentives the whole org.will buy intoStart at the top The CEO is the ideal champion to communicate the strategic value of eComm to the entire organization,and what success loo

71、ks like,e.g.,in terms of sales&share growth,increased penetration,ROI,etc.Measure what matters Establish(or reset)measurable eComm goals for cross-functional teams;and socialize those measurements as a tool to educate and lay the foundation for KPI settingMake eComm a team sport Realign personal inc

72、entives&eComm-specific KPIs so everyone has a vested interest in the companys digital growth and successRECOMMENDATIONS“eComm is a multi-functional team sport and aligning incentives drives behavior change.Without that,we risk inconsistency or having the right behaviors happening in some pockets vs.

73、throughout the entire organization.Each team must be held accountable for KPIs that help drive growth the company is expecting.”TIFFANY TAN Senior Director,eCommerce Accelerator Clorox“Supply Chain,Marketing,Retail Sales,all teams should take on KPIs related to eCommerce.Marketing,for example,conver

74、sion metrics;Supply Chain,out-of-stock metrics.Step 1 is to start measuring and reporting them.Step 2 is to set goals for the various functions.”TONY NAVIN Head of eCommerce,International Kraft Heinz,Europe22THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTBrand managerContent quality(vs.benchmarks

75、);Content compliance rate:Ratings&reviews(vs.benchmarks)Revenue mgmt.Average selling price;Price competitiveness;ProfitabilitySupply chainAvailability/out of stocks;eComm fill rate;Vendor lead timeR&DSales&category share growth;Negative ratings&reviewsDigital content Content quality(vs.benchmarks);C

76、ontent compliance rate;Conversion rateTrade mktg./merch.Sales&category share growth;Traffic&conversion rates;ProfitabilityConsumer relationsRatings&reviews(vs.benchmarks);Negative ratings&reviewsPerformance Mktg./AgencyShare of search/voice;Page traffic;Retail media ROI/ROAS;Sales&category share gro

77、wth;Availability/out of stocks eCommerce Center of ExcellenceEnabler of metric measurement across all functions(see right)Sales/account mgmt.Sales&category share growth;Availability/out of stocks;Average selling price;Price competitiveness;Profitability CHALLENGE How to set eComm goals&incentives th

78、e whole org.will buy into(contd)How to align eCommerce KPIs to people23THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTCHALLENGE How to build an eComm-ready supply chainImprove demand forecasting Stay on top of shifting consumer trends through systematic monitoring of Google Analytics or Amazon se

79、arch trends;Keyword search patterns can provide early demand signalsEstablish internal processes Increase responsiveness to customer needs&demands by establishing internal processes to manage eComm supply chain&fulfillmentBe flexible Build flexibility into the supply chain,e.g.,use of third-party lo

80、gistics,dropship capability development or DTCRECOMMENDATIONSWhy supply chain matters:The costly penalties of going out of stockpotential sales loss on Amazon when in-stock rate drops from 90%+to 30%time it takes to recover your organic search placement on Amazon and W after being OOS for 2+daysdays

81、42%6-7“Brands should think about ring-fencing inventory for eCommerce to make their supply chains capable of better handling the demands of eComm.And they should develop capabilities such as vendor flex,drop ship,and predictive demand planning.”JIE CHENG Global eCommerce&DTC Mondelz24THE 2021 ECOMME

82、RCE ORGANIZATIONAL BENCHMARK REPORT“Broad strokes will not work in the future as content needs to cater to different audiences,i.e.,people on Instagram or TikTok are not going to convert with content we put on Amazon.Best-in-class means making content contextual while balancing costs.Building a scal

83、able model of A+content that is channel specific will be key.”TONY NAVIN Head of eCommerce,International Kraft Heinz,EuropeCHALLENGE How to create(and optimize)content that convertsStart with the basicsEnsure content elements on your product detail pages meet benchmark standards,including your own i

84、nternally established rules and your retailers vendor scorecards;Benchmark against competitors and/or bestsellers in your category to ensure your content adequately stacks upMonitor,measure&syndicateInvest in automated tools(e.g.,Product Information Management/Digital Asset Management(PIM/DAM);digit

85、al shelf auditing tools;etc.)to build a cost-effective approach to monitoring,measuring and refreshing contentOptimize content for conversion Designate team members(either internally or at an agency partner)to identify optimization and ROI improvement opportunities;The application of advanced analyt

86、ics or AI technologies to do real-time A/B testing of product visuals before they hit the digital shelf could be worth the investmentRECOMMENDATIONSaverage sales lift on A when brands improve content to meet category bestseller benchmarks for images and video on a product pageaverage sales lift on A

87、 when brands fix non-compliant content+45-58%+20-46%The ROI of improving product content25THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTCHALLENGE How to develop a digital toolkit to outperform in eCommerceAssess your eComm capabilitiesWork with a consultant who can assess and help identify gaps

88、in your existing capabilities,talent and tools relative to your eComm maturity level;There is a lockstep progression of recommended workstreams,people&tools as your focus shifts from eComm basics to optimization to leadership;Prioritizing your investments is keyHire agencies,brokers&consultantsThere

89、 is a growing roster of third-party agencies,brokers and consultants available to help manage content,search,retailer digital media,ratings&reviews syndication,and more;Check out our agency partner directory hereInvest in data&analytics Dont be left behind by competitors that have superior eComm per

90、formance measurement capabilities,and better insights for making smarter,faster decisions;Use Profiteros Buyers Guide to help select the provider thats best for youRECOMMENDATIONS“Every brand needs a 360 degree view of digital activities to ensure decisions are backed by data&insights rather than in

91、tuition alone.Brands just beginning in eCommerce need to focus on consistently executing on the basics,like on-shelf availability,product listing integrity and pricing.As brands advance beyond the basics,priorities broaden to balancing growth,share gain,and profitability.Data,analytics and automatio

92、n enable optimization at scale in areas like paid retail media,on-site SEO,price-pack architecture,and other drivers of digital shelf performance.”KEITH ANDERSON SVP,Strategy&Partnerships Profitero26THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTHow Profitero can help you.Realign your organizatio

93、nal structure to win at eCommerce Provide recommendations for structural realignment based on industry benchmarks and best-in-class structures of eComm leaders Arm your cross-functional teams with training and best practice education for winning at eCommerceCredentials:Profitero conducted a bespoke

94、project to help a leading food manufacturer improve their ways of working across teams to enable omnichannel execution.Rethink your eComm talent management approach and processes Identify the ideal talent profile/skills of different roles,and develop a“best of”different job descriptions by function

95、Benchmark your organizations talent against industry standards,peer group competitors and best practices to help you understand what roles can be outsourced vs.insourced,and how to train and upskill existing talentCredentials:Profitero conducted a bespoke project to help a global CPG manufacturer re

96、think their approach to talent management and retention through industry benchmarking and introduction of best practices.Guide eCommerce goal-setting,KPIs and incentives across your functional teams Help you define what“eComm success looks like”for your organization,and work with you and your functi

97、onal teams to drive alignment in goals&KPIs Support your organizations cross-functional education and training initiatives on eComm fundamentals,KPIs and best practicesCredentials:Profitero conducted a bespoke project to help a global CPG define standardized KPIs across markets that align with matur

98、ity to drive both consistency and responsiveness to local market conditions.Optimize your digital shelf performance Work with our Insights team of advanced analytics and eComm industry practitioners to turn your digital shelf and eCommerce sales data into actionable recommendations to increase your

99、online sales Accurately and precisely isolate factors to power your Amazon traffic,conversion and sales performance with Profiteros AMZ MaximizerCredentials:4,000+brands,globally,trust our platform to help with their eCommerce strategy and accelerate growth;our clients grow their Amazon sales 70%fas

100、ter than their competitors.Profitero is the platform Adidas,LOreal,General Mills and 4,000 other brands use to accelerate their eCommerce sales.Using Profiteros proprietary technology and algorithms,brands can optimize their 4Ps(Product,Placement,Price and Promotions)across 600+retailers worldwide w

101、hile also uncovering what competitors are doing to win online.Profiteros proprietary technology also estimates daily sales for products sold on Amazon,allowing brands to measure market share growth and size category opportunities for future investment.The platform was first in the industry to integr

102、ate Amazon sales and share metrics and digital shelf analytics so brands can more quickly pinpoint the factors that will lead to more sales.CONTACTFor more information,email or visit .About ProfiteroHear what customers have to say about Profitero:27THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORTR

103、ESOURCES GUIDEProfitero eCommerce glossary BRAVE COMMERCE PODCASTSMondelzs Jie Cheng on different eCommerce adoption&maturity dynamics across global markets Brigitte King from Colgate-Palmolive,maps out frameworks for strong leadership in the digital space Improving fulfillment and inventory management in eComm with Flexes David Glick Download our eCommerce Organization report 28THE 2021 ECOMMERCE ORGANIZATIONAL BENCHMARK REPORT