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1、The 2022 eCommerce Organizational Benchmark Study The democratization of eCommerce is gaining momentumNOVEMBER 20222THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYTable of contents 3 About the eCommerce Organizational Benchmark survey 4 Executive summary findings16 Additional data charts Take the

2、assessmentHow eComm ready is your brand?See how you stack up against industry benchmarks.Here is your eCommerce Readiness ScorecardAssortment&Innovation Strategy2THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDY3THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYFor the 6th consecutive year,Profitero

3、has published the results of its eCommerce Organizational Benchmark survey.Responses were collected in July Sept 2022 from nearly 300 eCommerce leaders across the globe.The goal:To determine brands top organizational priorities,capabilities,challenges,hiring plans,and more;and learn where companies

4、are advancing in eComm versus falling short of the mark.New this year:We took a deep dive on a few themes:Organizational structure.Specifically taking a look at what criteria must be true before an organization can successfully transition to a fully integrated eCommerce team structure in which eComm

5、&omnichannel roles and responsibilities are dispersed across all functions in the organization.Retailer collaboration&Joint Business Planning.To understand how much eComm is a part of the JBP process,and identify the top areas in which brands collaborate on with their priority retailers as part of r

6、egular discussions or JBPs.About the eCommerce Organizational Benchmark surveySurvey demographicsIndustry verticalsGeographyEMEA33%ROW7%Company sizeNA60%$10B22%Food&BevHealth&BeautyHome GoodsNon-edible CPG*Other hardlines*45%33%22%15%32%Vertical totals exceed 100%as some respondents cover multiple v

7、erticals*Baby,Pet supplies,Household cleaning&paper products,and other non-edible CPG*DIY/tools,Electronics,Sporting goods&outdoors,Toys&games eCommerce is becoming democratized.Over a relatively short time,its moving beyond a specialized discipline managed by a select few to a universal discipline

8、thats owned and executed by the broader commercial organization.EXECUTIVE SUMMARYSince the channel was so new,few general marketers had expertise in areas like search engine marketing or display advertising.So brands created a specialized Center of Excellence to define best practices and consult gen

9、eral marketers on what to do.Today,digital marketing is just a part of how all marketing is done.Every(good)marketer has digital elements accounted for in their campaigns and plans.What was once specialized is now democratized.The same pattern is now playing out in eCommerce.After years of being tre

10、ated as a separate channel owned by a few specialized gurus,eCommerce is becoming a crucial part of general sales and marketing practice for more and more brands.Not only that,its becoming a central topic of conversation within retailer joint business plans.eCommerce continues to require specialized

11、 knowledge and skills but these skills are now becoming more democratized and accessible to more sales&marketing practitioners within brand organizations.The data from Profiteros 6th annual eCommerce Organizational Benchmark survey underscores the trend.When internet marketing first became a thing 2

12、0+years ago,brands created digital marketing teams that were separate and distinct from traditional marketing teams.5THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDY6THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYNearly one out of five leaders(19%)say eCommerce responsibilities are now democratiz

13、ed across their businesses,a 20%jump from last year.eCommerce Centers of Excellence will need to exist for the long term not just as centers of best practice and training,but as the teams who must see around corners and anticipate the next disruptive digital trends.But eCommerce responsibilities are

14、 increasingly becoming integrated in business units.In speaking with brands,we know that many retail teams either now have eCommerce National Account Managers,or Account Managers who wear both eCommerce and brick&mortar(“omnichannel”)hats.Similarly,we hear that retail media is increasingly being man

15、aged together with overall consumer marketing spend.KEY FINDING#1Relatively small team,reporting up through a single function,likely Sales or Marketing.Team made up of multiple functions(i.e.,Sales,Marketing,Supply Chain,etc.)operating as a standalone unit.eComm roles are dispersed across the organi

16、zation,often supported by an eComm Center of Excellence(COE).The embedded teamThe sidecarDemocratizedC-suiteeComm teamC-suiteC-suiteeComm COEQ:Which best describes the structure of your eComm team?49%26%19%54%27%15%202220222022202120212021Source:Profitero 2022 eCommerce Benchmark Survey;“Other”respo

17、nses were 4%in 21,6%in 22.7THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYMore than 3/4 of brands(76%)include eCommerce as a topic of focus in retailer joint business reviews.This makes sense when you consider that many retailers are creating streamlined“omnichannel”buying organizations and contin

18、uing to invest heavily in their retail media businesses.As more retailers become omnichannel in the way they are structured,the pull of“democratization”becomes stronger and the more eCommerce knowledge and skills must be dispersed across sales and shopping teams supporting retailers.7THE 2022 ECOMME

19、RCE ORGANIZATIONAL BENCHMARK STUDYBeing speedy and agile boils down to a companys eCommerce maturity.The most mature brands are more integrated with cross-functional teams already onboarded to understand and use eCommerce and digital shelf data.Sebastian CharlesSenior Online Brand Manager,Garnier7TH

20、E 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDY8THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYForrester recently reported that 60%of all purchases are digitally influenced,showing the far-reaching impacts of eCommerce on brick&mortar sales.As eCommerce becomes viewed less as a separate and specia

21、l channel and more as a core driver of all retail business,funding for it increases.This years survey found eCommerce leaders to be more bullish about channel investment than in prior years,despite slower rates of eCommerce growth compared to 2020 and 2021.As eCommerce becomes more democratized,its

22、influence on brick&mortar sales becomes more far-reaching,helping to fuel greater investment.eCommerce leaders were less likely to cite securing incremental headcount and getting budget approval as challenges for them compared to last year down by 10%and 20%,respectively.Digital(retail)media saw big

23、 staffing increases last year 71%of eCommerce leaders reported having dedicated Digital Media&Marketing roles in place,a 25%increase from last year(57%).Heading into 2023,brands are substantially increasing 3rd party services to support eCommerce growth:two-thirds(67%)of leaders say they are budgeti

24、ng for Data&Analytics services,a 42%increase from last year;58%and 57%are budgeting for Content and Search agencies.10%20%25%42%KEY FINDING#29THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYA democratic eCommerce model isnt the only way to succeed,and it can be dangerous for brands to adopt the mod

25、el if theyre not ready.While its true that many more brands are starting to democratize eCommerce(integrating it across more areas of their business),the vast majority(two-thirds)continue to keep responsibility for eCommerce under one team.Thats not a bad thing;operating under one particular structu

26、re versus another does not preclude being successful in eCommerce.In fact,many eCommerce leaders we spoke to were quite honest about the challenges and risks of democratizing eCommerce.The greatest concern is whether brick&mortar teams would realistically prioritize digital needs over brick&mortar,w

27、here the majority of sales still happen.When we look at the data,the concern is valid:only 10%of eComm leaders said that their organization had successfully embedded eComm goals and KPIs in personal business objectives and bonus plans.Brands that are actively considering a democratized eCommerce str

28、ucture must tread carefully.They must be careful not to“skip steps”and must first consider whether they have the right conditions in place to make the leap.of leaders have embedded eComm goals&KPIs in personal bonus plans and objectives a big barrier to democratizationOnly 10%KEY FINDING#3Source:Pro

29、fitero 2022 eCommerce Benchmark Survey Providing training&education is not enough.Companies must embed eCommerce into the everyday operational workflows and job responsibilities of teams,even going as far as to develop prescriptive playbooks with detailed actions assigned to specific champions.Execu

30、tive leaders must champion eCommerce from the top down.Without this top-down support(and the right incentives),no amount of training or playbooks will stick.When we asked eCommerce leaders what had to be place in order for brands to transition to a democratized eCommerce model,two key things stood o

31、ut:embed eComm skills&knowledge into workfloweComm success is tied to top-down executive leadership championingeComm training and education to disperse skills&knowledge60%57%43%Q:What must be true before an organization can successfully transition into a fully integrated eComm team structure?(Top 3

32、shown based on importance)We need to rewrite brand playbooks&processes with eComm embedded.Until eComm is integrated into workflows and job descriptions,people wont do it.Its all about change management at the intersection of category and culture.Jie ChengGlobal Head&VP,Digital Commerce10THE 2022 EC

33、OMMERCE ORGANIZATIONAL BENCHMARK STUDYSource:Profitero 2022 eCommerce Benchmark Survey11THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYOur survey found:68%of eCommerce leaders report having digital shelf auditing tools in place,up 53%from last year.31%say theyre now combining eComm sales tracking

34、with analysis of non-sales data sources(such as digital shelf and shopper panels),a whopping 55%increase from last year.This shows progress toward understanding the causal factors informing eCommerce growth,so brands can optimize investments,priorities and strategies.Profiteros continued collaborati

35、on with IRI to integrate item-level digital shelf and ecommerce sales data will help unlock the power of causal analytics at scale.While many brands are still moving cautiously to democratize their structure,they are NOT cautious about their investment in data&analytics.Acceleration is happening fas

36、t here,creating competitive hurdles for those sitting on the sidelines and still not fully investing.increase from last year of leaders combining eComm sales tracking with analysis of non-sales data sources(i.e.,causal analytics)increase from last year of leaders having digital shelf auditing tools

37、in place55%53%KEY FINDING#412THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYHow brands can advance their competitive data advantage by integrating sales&digital shelf analyticsDue-to analysis Compare sales&share performance over a given period to digital shelf performance drivers like availability

38、,placement,pricing&promotion,content and reviews to isolate growth drivers.Content&media lift analysis Measure sales&market share gains resulting from content improvement and media investments so you can see a truer ROI and justify more budget.Deeper search performance insights Compare a products br

39、ick&mortar and online market share against share of Page 1 to identify high priority opportunities winning more“fair share”while also more clearly seeing which of your top selling products in store are not showing up in search.Price/pack optimization Combining digital shelf price data with market sh

40、are,find incremental price/pack options for your brands to offer across omnichannel retailers.See our Digital Shelf ROI research for examples of what a sales lift analysis could look like 13THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYThis year was the first time we included questions about Join

41、t Business Planning in our annual survey.A few interesting findings emerged:While 77%of eCommerce leaders say they are including eCommerce in joint business reviews,over one third(34%)admit to doing so only sparingly and not as part of an integrated and ongoing strategy.Only 14%are developing specif

42、ic goals,budgets and requirements for eCommerce with their retailers.Retailer/brand collaboration is making promising headway,but there are opportunities to“level up”the conversation in 2023.do not have an integrated and ongoing strategy to include eComm in joint business reviewsare developing eComm

43、-specific goals,budgets&requirements with retailers34%Only 14%KEY FINDING#5Andrew PearlVP,Industry Insights13THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYJBPs must focus on what we brands&retailers can do to win together.Optimized content is just one piece of the conversation.We need broader top

44、-to-top category discussions to understand whats winning which will get buyer&merchant attention.14THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYOpportunities exist to get the competitive edge in your category Optimizing eComm contentEnsuring products available in-store are fully listed&available

45、 onlineLeveraging retailer digital media as part of our overall media strategyDeveloping online-only promotionsFinding ways to reduce OOS products for online shoppersInfluencing where products are ranking organically in search resultsRunning strategic eComm/omni projects(e.g.,website UX optimization

46、)Launching sampling programs to boost consumer ratings&reviewsDont know/does not applyOther(please describe)eComm-first assortment planning&developmentQ:In which of the following areas do you currently collaborate on with priority retailers as part of your regular discussions or JBP process?(Select

47、all that apply)Collaboration here will yield low differentiationCollaboration here will yield high differentiationDespite retailers and shoppers crying out for it,only 26%of brands are actively collaborating with retailers on defining the right eComm-specific assortment.Given the increased pressures

48、 from inflation and the continued challenges of achieving profitability in the eCommerce channel,this points to a huge untapped partnership opportunity for brands and retailers in the coming year.Source:Profitero 2022 eCommerce Benchmark Survey15THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYImpli

49、cations for brands So what?Now what?If youre not planning to invest more in data science next year,youre falling behind Brands are racing to gain a competitive advantage using data.But harnessing the power of the deluge of data created by eCommerce and connecting it to your brick&mortar datasets req

50、uires a big investment both in people and IT infrastructure.And data is useless without the intelligence to derive actionable insights.This is where brands investing in data science and advanced analytical modeling will race ahead of the competition by leaps and bounds to win.123Blurring lines of ch

51、annels,media&teams can either cause internal budget battles OR build collaborative,agile ways of working and measuring omnichannel KPIs.Budget decisions must factor in digitally influenced sales while optimizing the Digital Shelf to rally siloed teams together around a common omnichannel goal.Todd H

52、assenfelteCommerce Director,Growth Strategy&Planning15THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYDont skip steps in the journey toward democratizationWhile its important to democratize eCommerce responsibility throughout your organization,you must be honest about where your company is in its m

53、aturity journey.Brands cant magically snap their fingers and create structural change overnight.They need to put the right motions in place.It takes upskilling teams outside of eCommerce and having strong top-down championing by leadership to succeed at digital.Most importantly,they need to build KP

54、Is and incentives.Elevate discussions with retailersIts important that brands bring new insights to the table on the concept of digitally influenced sales for holistic online AND offline planning&budgeting purposes versus getting too much in the weeds with tactical content and search discussions.Whi

55、le these digital shelf elements are important,investments in optimizing profitability and the supply chain will have a longer sustained impact on joint business growth and value.Additional data charts To see the full data set,contact 17THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYQ:Please descri

56、be the maturity level of your company in terms of organizing around eCommerceSource:Profitero 2022 eCommerce Benchmark SurveyFood&Beverage brands are more likely to feel like they are leading competitors in eCommerce Health&Beauty brands feel less so NOVICEJust starting to operationalize and partici

57、pate in eCommerceADVANCED Strong focus on eComm but still catching up to the competitionEXPERT Strong focus on eComm and keeping pace with the competitionLEADERAhead of the curve and leading in eComm vs.the competitionAll brandsFood&BevHealth&BeautyHome GoodsNon-edible CPG/FMCGOther hardlines13%9%9%

58、8%16%15%33%32%44%31%30%36%38%32%41%46%37%35%16%27%6%14%16%14%18THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYQ:Please describe the maturity level of your company in terms of organizing around eCommerceSource:Profitero 2022 eCommerce Benchmark SurveyMost brands have set eCommerce as a strategic pr

59、iority but few have gone as far as to embed eCommerce into team goals&KPIs for accountabilityAll brandsFood&BevHealth&BeautyHome GoodsNon-edible CPG/FMCGOther hardlinesNOVICELeadership has articulated that eComm is a strategic priorityADVANCED eComm is a strategic priority and measurable goals are e

60、stablished,tracked&communicated to orgEXPERT All of the above+goals are codeveloped with key retail customer partners and part of regular updates&discussionsLEADERAll of the above+each functional team has specific eComm goals built into strategic growth plans&annual performance review KPIs39%39%41%4

61、2%26%39%31%30%30%28%49%32%16%16%17%14%14%13%10%10%9%12%7%11%19THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYQ:What are the top challenges that you have around organizing for eCommerce?Source:Profitero 2022&2021 eCommerce Benchmark SurveysProfitability&supply chain remain as top eComm challenges c

62、ompared to last year but reporting on eComm performance is emerging as a bigger challenge N/AN/APrioritizing increasing retailer investment demands for eComm support21%Reporting on how eComm is performing as a distribution channel14%30%Handling challenging pricing&profitability scenarios48%49%+1-2-6

63、+2+16-5-6-2-4Adapting existing supply chain to fit demands of eComm47%45%22%Securing incremental dedicated headcount24%Attribution for online influence on offline sales39%33%Finding more effective ways to partner with retailers to drive sales29%23%Measuring the return on investment in eComm33%28%Est

64、ablishing a clear and well-understood eComm strategy30%32%Getting budget approval19%15%2021202220THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDY+18Product content agencies40%58%Q:To which of the following is your company allocating budget to support eCommerce?(select all that apply)In 2022,brands

65、doubled down investment in 3rd party services and agencies for data analytics,product content and search Shopper marketing agencies21%30%Data&analytic services67%47%+20+8+9-13-5+13Search agencies44%57%None11%6%Full service brokers/account management agencies32%19%Consultants29%38%20212022Source:Prof

66、itero 2022&2021 eCommerce Benchmark Surveys21THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYQ:Does your organization have any of the below types of systems in place?(select all that apply)Adoption of digital shelf auditing tools exploded in the past year more than half of brands surveyed are now u

67、sing these toolsWhere-to-buy or distributed commerce24%Total market eComm sales&share30%41%Account-specific(e.g.,Amazon)sales&share55%68%+14+4+18-4+11-5-2+7-2-5Content/asset management(PIM/DAM)53%57%27%Shopper behavior/panel20%29%Digital shelf/eAudit34%52%Programmatic search&media optimization/autom

68、ation31%29%Pricing/MAP monitoring42%37%Ratings&review syndication50%45%None9%7%20212022Source:Profitero 2022&2021 eCommerce Benchmark Surveys22THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDYWant to accelerate your organizations digital maturity in 2023?Profiteros Strategic Solutions Group can help

69、.We provide a range of consulting and custom analytics services tailored to your specific needs and powered by Profiteros industry-leading analytics.Ask your Profitero sales or client representative for more information or contact us at .Profiteros Strategic Solutions Group offerings23THE 2022 ECOMM

70、ERCE ORGANIZATIONAL BENCHMARK STUDYProfitero 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 900+retailers wor

71、ldwide while 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 t

72、o integrate 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:RESOURCES GUIDEBRAVE COMMERCE PODCASTSMondelz

73、s 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 24THE 2022 ECOMMERCE ORGANIZATIONAL BENCHMARK STUDY