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1、Survey Report The Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergIntroduction4Channel strategyChapter 18Organizational changeChapter 226Data&AIChapter 340Digital leaders insightsChapter 454Executive summary64About74ContentsWelcome to the fourth issue of our annual repor

2、t,The Voice of Digital Leaders in Manufacturing.23The Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergContentsIntroduction45The Voice of Digital Leaders in Manufacturing 2025IntroductionSurvey ReportValtech|CopperbergWelcome to the fourth issue of our annual report,The V

3、oice of Digital Leaders in Manufacturing,a Valtech initiative in close collaboration with Copperberg.For this edition,we surveyed more than 100 key digital leaders and decision-makers to paint a comprehensive picture of the state of digital maturity in the industry.This years report reflects a shift

4、 from vision to execution in experience innovation.While last years findings were largely aspirational,focused on potential growth,this years data shows organizations taking more practical steps to overcome barriers.Respondents have adopted a more grounded,results-driven approach,learning from past

5、trial-and-error efforts.AI strategies have also matured.Previously seen as a broad enabler with unclear business alignment,AI is increasingly viewed as a practical tool for delivering measurable outcomes.Companies are beginning to focus on high-impact use cases such as decision-making,personalized s

6、ervices and revenue generation.While challenges like talent shortages and integration hurdles persist,organizations are prioritizing targeted implementations and tangible results.However,a lack of in-house expertise and solid data foundations remain important barriers for AI application.Rather than

7、aiming for rapid,large-scale transformation,manufacturers are embracing incremental change.Market conditions play a major role in this.With tighter budgets,manufacturers must demonstrate the ROI of digital innovation and proceed incrementally.Thats why we see phased rollouts and modular system upgra

8、des replacing ambitious but vague roadmaps.Companies are looking to adapt while minimizing risk and optimizing resources.This reports insights come directly from senior decision-makers.Three-quarters of respondents(76%)represent organizations generating over 1 billion annually.Half of respondents re

9、present organizations that generate 5 billion annually.With a strong European presence but a global outlook,their perspectives offer a compelling look at the realities and strategies shaping digital transformation in large manufacturers today.The survey is built with a hybrid research approach,a com

10、bination of two market research techniques,qualitative and quantitative,through an online survey tool.The quantitative elements were designed as multiple checkbox questions to collect numerical data that can be used to measure variables.The results are used to support general conclusions from the re

11、search and should be considered as indications.The qualitative elements were designed as open-ended questions in the same online survey tool.Qualitative research seeks to delve deep into the topic at hand to gain information about peoples motivations,thinking and attitudes.The open-ended questions i

12、n this case are there to give a human voice to the objective numbers and trends in the results.Screening was included in the online survey,and respondents not matching the studys criteria were disqualified before entering the survey.Only qualified respondents answers are included in the total data a

13、nalysis.This report aims to describe a general state,with comparable results to last years report.The answers to it should not be considered as statistically significant(92 valid responses),but mainly thanks to its qualitative approach a reflection of the underlying attitudes and trends forming the

14、respondents answers.Join our Lets talk B2B LinkedIn groupFrom digital leader connected manufacturerIn a competitive manufacturing sector,an organizations key differentiator is exceptional service.Thats why manufacturers must begin to shift their own self-perceptions from being product providers to b

15、ecoming service-oriented organizations,offering tailored digital experiences and actionable insights.This transition is complex,with challenges such as fragmented IT systems,siloed teams and disconnected customer touchpoints.But it is a necessary leap to make.Doing so requires integrating digital to

16、uchpoints across lead generation,ecommerce,and post-sale service.It also requires collaboration and being able to leverage data for personalization.We call the companies that make this leap“connected manufacturers.”They see stronger customer engagement and revenue growth.The seamless digital experie

17、nces they deliver encourage customers to make larger purchases with confidence.By investing in connected teams,technology and data-driven insights,connected manufacturers drive efficiency,build loyalty and secure their competitive edge.Its crucial to understand the results of our survey through this

18、 lens.Herbert Pesch Global Vertical Lead,Industrials at Valtech Mascha Tamarinof Host of Lets talk B2B!and thought leadership at Valtech7The Voice of Digital Leaders in Manufacturing 2025Contents6Chapter 1Survey ReportValtech|CopperbergChannel strategy 01.98Survey ReportValtech|CopperbergThe Voice o

19、f Digital Leaders in Manufacturing 2025Chapter 1Interesting insightsOmnichannel is arriving.Over one third of respondents say their organizations have adopted mobile commerce,social commerce,and marketplaces for new product sales and aftermarket sales.Nearly one-third(31%)of respondents say their or

20、ganizations lag their peers at lead capturing and nurturing.About 80%of manufacturers rate themselves as“on par”with their peers or better in their proposals and transactions.In 2025,we see high enthusiasm for yet incremental investment in digital channels.Most respondents(70%)identify themselves as

21、“optimistic”or“very optimistic”about their expectations for digital channel growth this year.1011Chapter 1Channel strategyThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergEcommerce dominates digital channel strategies In last years survey,three in four respondents sai

22、d they expected ecommerce to drive the most revenue growth for the year.This years data reveals a more modest reality.For 2025,ecommerce is driving new product revenue growth for 56%of respondents and aftermarket revenue growth for 63%.Digital channels in general have gained traction over the past y

23、ear.The vast majority(85%)of organizations have adopted ecommerce.Nearly three-quarters have adopted EDI/PunchOut.Around half have adopted mobile commerce.Last year,those numbers were lower across the board.Revenue change from the digital channels for new product sales(past year)Revenue change from

24、the digital channels for aftermarket sales(past year)In new products,we do see growth in marketplaces and EDI/PunchOut.The latter was the most stable channel,with more than one-quarter(28%)of respondents reporting no change in revenue there.This indicates EDI/PunchOut is a reliable channel,but not a

25、 fast-growing one.Ecommerce is clearly the preferred channel for aftermarket sales.Channels like mobile commerce,social commerce and marketplaces all show limited adoption in the aftermarket.Compared to the previous year,revenue from digital channels has grown,but there is still considerable room fo

26、r further growth.Ecommerce,once responsible for just 5%of total sales,has become a major revenue driver.Still,there seems to be much room for growth.Marketplaces,previously less influential,have gained prominence.That said,37%of organizations still rely primarily on direct sales,suggesting tradition

27、al channels remain a key part of the revenue mix.Mobile commerce,social commerce and marketplaces all remain untapped opportunities,indicating many organizations have yet to fully integrate these channels into their digital strategies.13Channel strategyThe Voice of Digital Leaders in Manufacturing 2

28、025Chapter 1Survey ReportValtech|CopperbergThe factors that drive revenue growth in digital channels We asked respondents an open-ended question:What drives growth in your digital channels,both in new product and aftermarket sales?This got fascinating responses because the answers broke neatly into

29、groups of similar sizes:1.Manufacturers are looking to enhance and simplify their customer experiences by creating easy,seamless customer journeys and empowering customers with features like self-service tools,direct pricing and availability information.Many of these respondents emphasize customer c

30、onvenience,making digital channels more accessible and reliable.Expectations for the companys ability to grow digital channels in 2025“One digital leader cites“competitive pressure and requests from customers to get quick and easy access to products”as a key driver.Very pessimisticPessimisticNeutral

31、OptimisticVery optimistic0102030405060708064%24%6%6%Channel strategyThe Voice of Digital Leaders in Manufacturing 2025“2.Manufacturers want to bolster their marketing,lead generation and sales enablement with things like digital marketing campaigns,online incentives and omnichannel strategies.These

32、respondents identify digital marketing strategies and lead management systems as significant contributors to growth.4.A handful of respondents have flagged ongoing challenges or other reasons digital is not yet a priority.3.Manufacturers want to drive operational efficiency and integrate data to mov

33、e offline customers to their online channels.Digital channels and services,if well designed,can be much more efficient than offline versions,thus lowering costs and increasing margin.These respondents are looking to promote more data-driven decisions,leverage automation to reduce operational costs,a

34、nd start leveraging AI for things like predictive maintenance and lead generation.Our main goal is to increase traffic by smartly targeting new user groups,with matching offerings und ecommerce functionalities,”one digital leader writes.One digital leader says their company wants to“transition exist

35、ing customers to e-commerce channels for sales efficiency.Having all information available in one place drives acceptance to order online.”One digital leader cites an“multiple old ERP platforms that we are stuck with.Even with high growth rates,it will take many years until this is becoming noticeab

36、le and relevant for service,”they write.Another says digital channels contribute a small fraction to company revenues.What KPIs manufacturers use to measure digital channel performance Sales and revenue metrics get top priority here.Respondents say their organizations prioritize direct indicators of

37、 business performance such as percentage of digital orders,revenue per channel and AOV.Most manufacturers are also paying close attention to customer-satisfaction metrics such as NPS and CSAT.This tells us respondents understand the importance of customer experience and retention for long-term growt

38、h.Success today is seen increasingly through the lens of customer-centricity.Third are digital enablement metrics such as number of digital orders and conversion rate,which help measure the effectiveness and integration of a given sales channel.Lead gen and conversion metrics such as MQLs,SQLs and l

39、ead conversion rate rank a bit lower,primarily because they track the performance of the upper parts of the sales funnel rather than the entire customer lifecycle a potential indicator of siloing between marketing and sales.16Chapter 1Survey ReportValtech|CopperbergThe Voice of Digital Leaders in Ma

40、nufacturing 2025Replatforming storiesAmong respondents,30%say their organizations have recently replatformed and 28%say they are planning to replatform soon.We asked those respondents a couple of“why”and“how”follow-up questions that generated some interesting answers.Two-thirds(66%)of replatforms we

41、re driven by a need to improve customer experience and engagement.This is reflective of a trend we see across this report that manufacturers are increasingly prioritizing personalized,seamless customer experiences across all stages of the journey.We also see that the vast majority of replatformings

42、either follow a phased rollout,a per-functionality rollout,or some combination of the two.The higher-risk big-bang rollouts seem to be a thing of the past.Recent or planned replatforming of digital customer-facing platformsYes,we have recently replatformedYes,we are planning to replatform soonNo,we

43、have no plans to replatform0102030405030%42%28%1819Chapter 1Channel strategyThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergThe voice of digital leaders:Smooth customer journeysWe asked respondents for the#hashtag that best describes how smooth their customers journe

44、ys are across all stages,and why they chose that tag:We are still trying to get there.The biggest frustration for customers is the wait time caused by internal siloed ways of working.Our biggest task is to eliminate that by introducing a parallel direct customer relationship and directly transacting

45、 with them.We have off-the-charts customer scores related to the interaction with our technicians.We have various websites and tools for different tasks.In 2025,we are going to invest heavily to consolidate the journey into one single portal.We have isolated channels across the digital purchase jour

46、ney,making it very hard to drive conversion along the journey.#RavingServiceFans#SoManyTools#bumpy#disconnectedAcross different customer platforms,we bring one portal for customers to navigate the task at hand.We operate multiple tools and platforms that are the foundation for offering a great custo

47、mer experience,but these blocks are insufficiently intertwined and have different look and feel.The ecommerce platform should be such that there should be no requirement for the customers to contact the customer service center.Everything they need should be available on the ecommerce platform.We act

48、ively monitor and benchmark our position within our industry.We dont collaborate unless we are in the same organization.Our organizational structure steers our customer experience too much.Different systems and CX for different product offers and markets.#fragmented#OneStopShop#IndustrysBest#SmartPo

49、rtal#silosOur vision and ambition is to gather all relevant customer-specific digital services and information along the customer journey in one digital interface our self-service customer portal.In other words,we try to streamline our ecosystem of customer-facing digital solutions.#Self-ServiceCust

50、omerPortal2021Chapter 1Channel strategyThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergRating of your organizations customer experience(CX)at each stage of the customer journey compared to industry peersIn past editions of this report,we asked manufacturers to rate t

51、heir overall digital maturity.This year,we took a more granular approach by breaking that question down into specific dimensions across the customer experience and asking respondents to assess their maturity in each area.The results reveal that most manufacturers rate themselves on par when it comes

52、 to customer journey maturity.This indicates an awareness of the need for improvement,but it also raises questions about whether organizations are genuinely offering undifferentiated experiences or simply being overly critical in their self-assessments.Without clear industry benchmarks or direct cus

53、tomer feedback,its hard to say.That said,one thing is clear:Most manufacturers acknowledge the importance of customer-centricity.They embrace the industrys shift toward service-driven business models.The ambition is there.But operational and strategic barriers often stand in the way of turning that

54、ambition into meaningful action.To break through those barriers,organizations need to see the customer journey not from their own internal view,but from the customers perspective.What happens before and after a customer interacts with your brand,or just one of your departments?What context are they

55、bringing with them?Where do they see real value?These are the questions that unlock transformative insights.Answering them requires stepping outside organizational comfort zones.It means acknowledging and addressing internal silos,sales channel conflicts and digital resistance.Every manufacturer enc

56、ounters these challenges.The manufacturers that rise above those challenges think holistically and design connected,value-driven customer journeys that align with broader business goals.Theyre shifting from siloed operations to integrated experiences,recognizing that every digital touchpoint is part

57、 of one unified ecosystem.At Valtech,we call these connected manufacturers.Every digital leader in this report is on the journey toward becoming one.The businesses that succeed are those that stay grounded in their customers point of view.Spotlight on customer experience In previous issues of this r

58、eport,we have asked respondents to rate their overall digital maturity.This year,we broke that question down into different dimensions across the customer experience and asked respondents to rate their organizations maturity against each dimension.2223Chapter 1Channel strategyThe Voice of Digital Le

59、aders in Manufacturing 2025Survey ReportValtech|Copperberg2223Chapter 1Channel strategyKey takeawaysToday,most manufacturers customer journeys are fragmented and disconnected.While many are working to solve that problem and give their customers smoother roads,this remains a struggle for most.While e

60、commerce remains the dominant digital channel,many organizations seem to still not use mobile commerce,social commerce and marketplaces to their full potential.Of course,whether those channels make sense to use depends heavily on the type of organization and business.But in general,there is room for

61、 exploration,as these channels represent untapped opportunities for revenue growth,particularly in aftermarket sales.01.The road is bumpy and long02.Ecommerce leads,but omnichannel gaps remain03.Customer-centric strategies drive digital growth04.Experience innovation remains a work in progressManufa

62、cturers are investing in digital channels to enhance customer experience,streamline operations and boost sales.Many respondents say they are tracking NPS and CSAT scores.Self-service tools,digital marketing campaigns and AI-driven automation are foundational elements of their customer-experience str

63、ategies and therefore their paths to long-term business growth.Despite growing adoption,many companies face hurdles such as outdated ERP systems and reliance on traditional sales practices.Replatforming is common,often driven by the need to improve customer engagement,but challenges remain in delive

64、ring standout digital experiences.2425Chapter 1Channel strategyThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergOrganizational change 02.2726Survey ReportValtech|CopperbergThe Voice of Digital Leaders in Manufacturing 2025Chapter 2Interesting insightsFewer than 1 in 5

65、(17%)respondents say their organizations use data to personalize customer journeys.Only 7%say they offer a seamless digital experience across channels.More than half(57%)say their organizations have a process in place to gather customer insights.As we have seen throughout the years,organizational ch

66、ange is a recurring topic in manufacturers digital transformation journeys.The organizations ability to change and adapt sets the floor and the ceiling for any digital initiatives.You can have the best tooling and the cleanest data.But if your cross-functional colleagues cannot make time for the ini

67、tiative,or if you lack the right data governance,or if you have competing ambitions,then you hit a hard limit on how impactful your digital initiatives can be.Being able to manage organizational changes therefore remains the most important factor for success here.In Dutch,there is a saying that tran

68、slates as“noses pointing in the same direction.”Alignment,in other words.We asked our respondents seven questions to gauge whether the noses in their organizations were pointing in the same direction.First,the big picture.We asked respondents about their companies 2025 strategies.Nearly two-thirds(6

69、3%)reported it was a mix of both cost optimization and revenue growth,signaling to us that manufacturers are adopting mature,integrated strategies that incorporate both growth and efficiency.This years company-wide strategy focus is:28Chapter 2Survey ReportValtech|Copperberg29Business strategies for

70、 future changeThe Voice of Digital Leaders in Manufacturing 2025To which extent do the following statements reflect your organization?Assessing strategic alignment We see some ambivalence as to whether manufacturing leaders are clearly articulating their business strategies.More than half(56%)of res

71、pondents say their leadership has a clear and well-communicated business strategy that includes all digital aspects.Still,32%remain neutral,and 13%disagree,indicating a need for better communication and integration of digital strategies across stakeholders.Following that are major hurdles.A slim maj

72、ority(51%)of respondents say their organizations fail to deliver seamless digital experiences,and a significant number say their organizations neither have modern,scalable IT infrastructures(37%)nor deliver data-personalized customer journeys(43%).Interestingly,there seems to be no strong correlatio

73、n between the way people answered this question and whether they had replatformed recently or are planning to replatform soon.Rather,the takeaway is many manufacturers simply appear to struggle with collaboration,agility and leveraging data effectively.The high neutrality rates across respondents an

74、swers indicate uncertainty or slow progress to us.These challenges may stem from complex organizational structures or conflicting transformation priorities.DisagreeNeutralAgreeDont knowWe have a process in placeto gather customerinsights and feedbackLeadership has a clearand well-communicated strate

75、gy,that includes all digital aspectsWe effectively capture,manage,and leverage datafor decision-makingWe collaborate effectivelyto drive digital initiativesboth top-down andacross departmentsWe successfully bringnew digital products and services to the mark etWe quickly adapt to market changes and d

76、isruptionsOur IT architecture ismodern,scalable,and flexibleWe use data to personalizecustomer journeysWe offer a seamlessdigital experience across all channels3031Chapter 2Organizational changeThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergOrganizational structures

77、 Its fascinating to see the diversity of organizational charts among digital leaders.Because of that diversity,and because digital sometimes exists in a space with blurry boundaries,we gave respondents the option to select two organizational structures.Most organizations appear to organize their dig

78、ital projects within cross-functional teams.This setup puts a premium on collaboration,unsiloed data and malleable workflows.Dont fall into the trap of assuming that the cross-functional teams setup indicates a digitally immature organization.There are too many factors to list here that shape an org

79、anizations structure.Understand instead that some parts of an organization naturally tend toward stability and security.And in many cases,such as in the ERP environment,that is a very wise strategy.Digital transformation often disrupts stability and adds regulatory pressures.It changes ways of worki

80、ng,internal cultures,growth strategies,etc.This means the ability to handle organizational change is a prerequisite for digital success.The next most common setups are dedicated digital departments.This used to be a strong signal of digital and organizational maturity,as these teams tend to have spe

81、cialized roles such as data scientists Statements that best describe how the organization is structured to execute its digital strategyThe primary reasons for teams or departments not collaborating sufficiently are:Dedicated digital department with a leader and specializ ed rolesIntegrated within ex

82、isting depts.with employees working part-time on digital initiativesCross-functional teams collaborating on digital projects Combination of internal and external resources with flexible structures for scalingExecution mainly b y external partners,with internal teams providing coo rdination and overs

83、ightAd-hoc or informal digital initiatives,with temporary or rotational roles as neededLack of goals,governance,process or strategyfor collaborationDifferent teams havevarying or conflictingpriorities and objectivesLimited visibility into what other teams are working onNo incentives or clearbenefits

84、 for alignmentand collaborationLimited resourcesand time constraintsLack of leadershipinterest or supportTime constraintsand tight deadlinesWe do not experiencethe lack of collaboration between teamsDont knowOther0%32Chapter 2Survey ReportValtech|CopperbergThe Voice of Digital Leaders in Manufacturi

85、ng 2025Looking back at the past four years,digital transformation has evolved from ambition to action.Companies are now optimizing digital investments,focusing on customer-centric metrics like NPS and engagement.AI is maturing from broad aspirations to targeted use cases such as predictive maintenan

86、ce.Digital commerce,once an experiment,is now essential especially in the aftermarket sector.Looking ahead,the shift to a service-driven economy is inevitable.AI-powered diagnostics,subscription-based service models and sustainability-driven initiatives will redefine profitability.Companies that fai

87、l to deliver seamless,connected digital experiences will fall behind more agile competitors.The budget for digital investments next year is going to:20242025and UX/UI experts.But one can argue that mature organizations have digital incorporated in everything they do and thus dont need dedicated digi

88、tal departments.The factors that shape an organizations structure also determine how well departments collaborate with one another.Several respondents have noted that conflicting priorities across teams limit their ability to collaborate.A lack of goals,governance and processes,and too few material

89、and time resources also limit collaboration.All of this indicates disconnection to us.People are still working in silos,and their noses arent uniformly pointed toward delivering customer and business value.“We have no time,”“We have no budget,”“We have no processes in place”mean organizations are wo

90、rking without a common goal and without a sense of urgency.Digital budgets in 2025Given what our respondents knew about their 2025 budgets when at the time they took our survey,40%say their budgets will increase,and 44%say their budgets will stay the same.Its useful to compare these numbers to previ

91、ous years.The“Increase 20%”responses have been consistent over the last three years.Thats been between 35%of responses since 2023.Likewise,the respondents whove said budgets will decrease have been in the far minority since 2022.In general,budgets have increased slightly,but that percentage of growt

92、h has been slightly decreasing over the years.Industrial manufacturers are accelerating their digital transformations,but the real challenge is execution.This years findings reveal a shift from cost-cutting to a strategic balance between efficiency and growth.While ecommerce is expanding,many compan

93、ies still struggle to integrate mobile commerce and marketplaces.AI is advancing,particularly in predictive analytics and personalization,yet expertise gaps remain a roadblock.A major hurdle continues to be digital integration.Only 9%of manufacturers report delivering a seamless omnichannel experien

94、ce,with legacy systems and organizational silos slowing progress.While leadership is committed to digital transformation,success hinges on execution.Those who master integration will lead the future of the industry.Manufacturings digital transformation:From ambition to executionLisa Hellqvist Managi

95、ng Director and Co-Founder at Copperberg34Chapter 2Survey ReportValtech|CopperbergThe Voice of Digital Leaders in Manufacturing 2025The voice of digital leaders:How to address reluctance to change In previous editions of The Voice of Digital Leaders in Manufacturing,respondents most frequently cited

96、 reluctance to change as the reason for failing digital initiatives.So,we asked this years respondents for the#hashtag that best describes their organizations approach to addressing reluctance to change,and why they chose that hashtag.Not all were able to share a success story.Bringing customers on

97、to PunchOut requires cooperation between sales,IT,customer procurement,local finance for pricing,master data cleaning,etc.Bringing structure and setting up meetings with everyone makes the difference.Clear documentation and video libraries for all digital initiatives in the company portal visible fo

98、r everyone.#collaboration#transparencyBreaking barriers of teams to embrace the power of Together Everyone Achieves More.Theres so many battles to fight,so many issues to fix,that its nearly impossible to focus on the right things.The connection with business is insufficient and fragmented.Central d

99、igital organization and local sales organizations(the business)are not connected.We do not have clear shared targets and priorities,and that is the first requirement to overcome reluctance to change.We drove customers to purchase subscriptions for a digital service,which resulted in increased connec

100、tion numbers.However,the same initiative did not generate the expected numbers.Enabling transformation is disruptive,no matter what market you are serving.Over the last 5 years,digital transformation is getting a lot of attention,but there are only a very few big companies that lead by example.#Team

101、Up#EverythingAllAtOnce#WeDontTalkAboutALotOfThingsYou need the right people in place at the level just below the C-suite to keep the distributed initiatives in sight and drive alignment.These need to understand the rules of the game but need full C-suite support.We had initiatives falter because the

102、 executives in charge did not understand the rules and lost support.We now have a good understanding and alliances on the director level to progress and have made good strides on web,commerce,and digital services in the space of a year.#leadership#inertia#riskWe are super in selling our main product

103、s.We are failing as a solutions provider due to lack of standardization and complicated,disconnected IT tools.#inflexible3637Chapter 2Business strategies for future changeThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergAs weve seen in previous years,digital initiativ

104、es are only as effective as the organizations supporting them.Misaligned priorities,lack of governance and competing ambitions create roadblocks.Success depends on cross-functional collaboration,shared goals and clear leadership.Without these,even the best technology and data strategies hit a ceilin

105、g.While many companies claim to have well-communicated digital strategies,major hurdles persist.Challenges include fragmented IT infrastructures and difficulty delivering seamless digital experiences.01.Organizational alignment still determines digital success 02.Manufacturers struggle with their di

106、gital maturity 03.Digital budgets stabilize as organizations look to prove the short-term ROI of investmentsMost organizations expect digital budgets to remain stable or to slightly grow in 2025,signaling a shift from transformation to optimization.Investments are increasingly focused on refining ex

107、isting digital initiatives and optimizing ROI rather than launching completely new large-scale overhauls.Connecting or integrating different services,thereby delivering a smoother experience,is the new big bet for many manufacturers.Key takeaways38Chapter 2Survey ReportValtech|CopperbergBusiness str

108、ategies for future changeThe Voice of Digital Leaders in Manufacturing 2025Data&AI 03.4140Survey ReportValtech|CopperbergThe Voice of Digital Leaders in Manufacturing 2025Chapter 3Interesting insightsA majority of companies(55%)say their data management is partially integrated,but silos remain acros

109、s the organization.In industrial manufacturing,there is an incredible amount of work to do,industrywide,before business can reap the promised benefits of AI.Predictive maintenance,IoT,etc.,arent achievable without a strong data foundation.Typically,we see a lot of isolated innovation around products

110、,installations and machines,but many fail to bring these innovations to the customers in a unified customer experience.Manufacturers face a higher hurdle than organizations in most other industries because data must come from disparate,complex environments:ecommerce platforms,installed bases,spare p

111、arts,service and support management.Pulling that data into a unified view or experience is a major challenge.Last year,the primary use case for AI was operational efficiency and data cleansing.This year,the focus has shifted toward enhancing data-driven decisions,high-impact projects and new value-a

112、dding services.Nearly one in six respondents say their organizations have yet to define a clear vision for data&AI.This year,we see manufacturers working toward building that data foundation,but the journey is long.42Chapter 3Survey ReportValtech|Copperberg43Data&AIData management strategies through

113、 2030 Our survey asked respondents a couple of questions about how their organizations manage data today,and how they plan to grow their data management capabilities over the next few years.Today,most organizations are still struggling with data silos,but they are on the right path.There is a stratu

114、m of leading organizations that are approaching data-as-a-product and real-time personalization capabilities,but the majority are still learning how to clean,integrate and use their data.Projecting a few years into the future,most organizations have modest goals for their data&AI initiatives:12%of r

115、espondents say their businesses are aiming to become data-driven,AI-powered organizations.Respondents who selected this option tended to represent the larger businesses in our survey.17%say they plan to use AI to create new,value-added services for customers.29%say they plan to enhance data-driven d

116、ecision-making with AI and machine learning tools.Organizations recognize the potential of AI but often struggle with how to prepare their data,processes and teams for an AI-powered future.Many are taking cautious steps rather than bold leaps as they navigate the complexities of implementation.Descr

117、iption of the vision for the use of enterprise data and AI(next 3-5 years)These statements best describe the state of enterprise data management45Data&AIThe Voice of Digital Leaders in Manufacturing 2025Chapter 3Survey ReportMost significant barriers to the implementation of AI initiativesBiggest ba

118、rriers to implementing AI Manufacturers lack the internal expertise and the level of data quality needed to build impactful AI programs.Further,high costs and budget constraints put a cap on ambitions.These were the top three barriers to AI implementation.These are all“why”answers.But as we combed t

119、hrough the responses,we found a diverse set of Many manufacturers express optimism about digital sales channels,yet actual growth remains inconsistent.While some companies thrive online,others struggle.Often,thats due to a lack of clear ambition.Many manufacturers still hesitate to fully embrace dig

120、ital,either because their business is performing well as is,or because they perceive their offerings as too complex for a channel like ecommerce.This is why manufacturers need to deeply understand their customers journeys.A customer experience that drives growth should start with a clearly defined r

121、oute to market,whether direct,indirect or marketplace-driven.We know that companies that personalize their customer experiences see greater success.Creating those kinds of customer experiences requires a well-integrated strategy.Siloed teams across marketing,sales and services hinder progress.The so

122、lution?A shared digital service promise that aligns all departments under a single approach.The most successful manufacturers dont just invest in digital.They connect their efforts to create seamless,customer-centric experiences.They become connected manufacturers.Digital success requires clear ambi

123、tion and strategy“how”answers among the people who selected“Other.”They dont know how to secure their data properly,they dont know how to align with data privacy regulations,they dont know how to approach data governance,and they dont know how to build a crisp business case around AI.Perhaps we also

124、 detect a bit of FOMU,or fear of messing up?Vincent van HellemondtSenior Director of Client Partnerships at Valtech46Chapter 3Survey ReportValtech|Copperberg47The voice of digital leaders:What problems to solve with data&AI We asked respondents for the#hashtag that best describes the problem they wo

125、uld like to solve with data&AI in 2025,and what advice they would offer someone just beginning to leverage enterprise data:Our take:Organizations are focused on improving operational efficiency by automating processes,eliminating manual work and optimizing workflows.Our take:Organizations are priori

126、tizing data governance,accuracy and accessibility to address persistent challenges in fragmented or inconsistent data that hinder AI implementation.Our take:Organizations aim to leverage AI for predictive analytics,improving decision-making,and proactively responding to market and operational demand

127、s.#EfficientOperations#MasterDataQuality#Support#CustomerInsights#Productivity#Transparency#DefineAIProjects#KillManual#EnterpriseDataManagement#ConnectCustomerJourneys#PredictiveMaintenance#Digital Order Intake4849Chapter 3Trends defining the industry in 2024The Voice of Digital Leaders in Manufact

128、uring 2025Survey ReportValtech|CopperbergWhat advice would you offer someone just beginning to leverage enterprise data?We asked respondents for their insights,and heres how they answered:Focus on data quality first.Consider several years of iterations and intense work before you have the processes

129、and mindset in place to have data you can rely on for your next steps on your digital journey.Start one use case at a time based on a scalable architecture and then add data as needed.Build the service you are after based on the data quality you have.Showcase examples of how it would work when you h

130、ave better data quality.Address specific quality issues for the harvest of this specific service.Dont be afraid of transparency in quality gaps.It is the route to the future.Dont save money on skilled people.Hire a good Master Data Manager.By using AI,we need to decrease repetitive activities such a

131、s manual order entry.AI should help us convert emails into digital order messages automatically.If AI can help to analyze our disconnected channels to understand the pathway and propose how to smoothen the experience and support with integration of very old backend legacy tech,it would be amazing,bu

132、t it feels far-fetched to be honest.Without knowledge about the subject,a subject can become very complicated.When this happens,companies become often very reluctant to investigate and implement.Its all about priorities and change management.Make sure the data is clean and that you have people who c

133、learly understand/can interpret the data.Divide and conquer.Isolate a piece of the business with good data and build an end-to-end POC for clear value(savings or growth).Use that to justify investment in data cleanup,but do so very intentionally.Accept that some data may never be worth the effort.“5

134、0Chapter 3The Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergManufacturers struggle to harness AIs full potential due to fragmented data sources.Without a strong data foundation,advanced AI applications like predictive maintenance and IoT remain out of reach.While progr

135、ess is being made,most organizations are still focused on fixing the basics,such as data integration and cleanup.Few manufacturers aim to be fully AI-driven by 2030.Instead,most prioritize incremental improvements enhancing decision-making,launching targeted AI projects.Reassuringly,about 1 in 6(17%

136、)respondents are looking for ways to create new services for their customers with AI.For most companies,however,we see hesitation and a lack of clear strategy.Many companies appear unsure how to prepare their people,processes and data for AI adoption.01.AIs promise hinges on data readiness02.Modest

137、AI ambitions reflect industry uncertainty 03.A lack of expertise and costs block AI growthAfter data quality,the top barriers to AI implementation are a lack of internal expertise and budget constraints.Additionally,organizations struggle with security,compliance,governance and defining strong busin

138、ess cases for AI.Without addressing these issues,manufacturers will lag in AI-driven innovation.Key takeaways52Chapter 3Survey ReportValtech|CopperbergData&AIThe Voice of Digital Leaders in Manufacturing 2025Digital leaders insights04.5554Survey ReportValtech|CopperbergThe Voice of Digital Leaders i

139、n Manufacturing 2025Chapter 4Manufacturers are making tangible improvements to customer experience through digital innovation,service efficiency and stronger engagement.Success stories from our survey reveal a common theme:Transformation isnt just about technology.Its about making interactions seaml

140、ess,responsive and customer-centric.A major driver of success has been the launch of new digital platforms,including customer portals,mobile apps and replatformed web shops.Companies that aligned these tools with customer needs saw rapid adoption and higher satisfaction.One respondent doubled their

141、portals user base within a year,while another saw strong engagement from a newly launched mobile app.Service efficiency has also been a game-changer.Faster response times,real-time engagement tools and automated quoting processes have streamlined interactions,improving customer satisfaction scores a

142、nd enhancing trust.These operational improvements remove friction,making it easier for customers to do business.Another key shift is the growing adoption of digital commerce and connected services.While skepticism initially slowed adoption,many manufacturers now see customers actively using digital

143、over multiple channels in addition to direct,wholesale,distributor and in some cases D2C channels.These efforts strengthen relationships and build confidence in digital-first solutions.Ultimately,the most successful digital initiatives focus on customer needs rather than just technological advanceme

144、nts.By prioritizing convenience,speed and usability,manufacturers are improving both customer satisfaction and business performance.As digital strategies evolve,maintaining this customer-first mindset will be critical for sustained success.Creating strong business cases for digital initiatives requi

145、res a mix of data-driven justification,strategic scaling and executive alignment.Respondents emphasized that quantifying the problem and aligning it with business goals is crucial for securing buy-in.Using data to illustrate the revenue impact and leveraging storytelling beyond pure ROI calculations

146、 can make proposals more compelling.Cross-checking business cases from multiple angles also helps set realistic expectations.A recurring theme was the importance of starting small and scaling gradually.Rather than aiming for large-scale transformation immediately,respondents advised piloting simple

147、use cases,refining them based on feedback and expanding only when proven successful.Quick,low-risk MVP tests allow organizations to find the right approach while minimizing wasted investment something that is welcome in times of economic uncertainty.Executive and cross-functional support emerged as

148、another critical factor.Gaining leadership buy-in early and ensuring alignment with existing initiatives can prevent redundant efforts and drive momentum.Respondents also stressed the need for strong collaboration between teams,securing a dedicated,motivated group to champion the initiative while ke

149、eping management engaged through regular updates.Ultimately,successful business cases focus on measurable outcomes,scalability and customer needs.Organizations that approach digital initiatives with agility testing,refining and adapting are more likely to overcome initial hurdles and drive meaningfu

150、l impact.5657Chapter 4Digital leaders insightsThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergCan you share a success story where customer experience was significantly improved that makes you smile just thinking about it?We asked respondents for their insights,and he

151、res how they answered:Our implementation of connected services was successful,with a correct involvement of dealers in the process,performing customer support through connect rooms in their locations,supported by alerts and customers facing alerts.We have just launched a new product with a very comp

152、lex algorithm.But from a customer perspective,it is extremely simple to use and get assistance.The smile on their face when they suddenly experienced the positive change.After a few years of skepticism,things are finally starting to click for our customers with D2C-style commerce.We see more and mor

153、e adoption on our storefronts,and also really nice utilization of these capabilities by the sales teams in respective countries as a way to improve the availability of our channels in general.“We launched a new mobile app based mainly on customer input.This new app already shows strongly increasing

154、usage and positive customer feedback.Our replatforming of our web shop to a responsive,easy-to-use platform.Our new customer portal launched one year ago.Doubled the number of users.Excellent customer feedback.“Automating the generation of price quantity breaks;providing customers quotes much quicke

155、r and with various options to choose from.Our real-time online customer pulse allows customers to ask for 1:1 engagements to solve actual problems.This closes the loop between feedback and customer success management.Service response time improvements drove our NES score 15 points higher.Having the

156、possibility to deliver next working day(in our industry not implemented)and a solid database for this.“Survey ReportValtech|Copperberg59Digital leaders insightsThe Voice of Digital Leaders in Manufacturing 202558Chapter 4We are seeing a disconnect between the experiences and services that customers,

157、prospects and partners expect and those that manufacturers can deliver.Across each stage of the customer journey,from awareness and lead generation through to sales and services,most manufacturers believe their experience is on par.Not ahead or far ahead,but on par.This is what we call a sea of same

158、ness.”Too many manufacturers fail to deliver experiences and services that are distinct,nor do they drive a competitive advantage.The reason for this parity?Too often,people understand connected experiences as a purely front-end matter.They miss the big picture that connectedness means bringing toge

159、ther the front end,the back end,teams,technology and data.Becoming a connected manufacturer means holistic change.Its about connecting teams across business units,technology,sales and marketing.Its about connecting technology,often legacy tooling,and providing a seamless handoff.Its about producing

160、quality content that connects with people and connecting fragmenting data.This is why I am optimistic about the role data&AI can play in powering connected experiences and services in a more efficient way.Breaking free from the sea of samenessMike MaxwellStrategy Partner,Industrials at Valtech Execu

161、tive summary60Chapter 4Survey ReportValtech|CopperbergStart small and leapfrog your way forward.Dont be afraid of building something you will have to scrap if it proves your case.Only start considering the enterprise-wide scale when you have proven your approach to work in multiple different corners

162、.And dont give up because the first few tries did not yet yield what you were looking for.The megatrends do not lie;you just have not found the sweet spot yet.“What advice would you give someone facing challenges creating business cases for digital initiatives?We asked respondents for their insights

163、,and heres how they answered:Create the right level of support by letting the data speak for itself.Cross-check business cases from different perspectives to set realistic ROI expectations.Try to quantify the business and revenue impact work with multiple scenarios.To a large extent,its about storyt

164、elling within the organization beyond just the pure ROI calculation.Get buy-in from the business that this problem you are going to solve is indeed a problem.Get the business to quantify the problem and what success would look like if this problem were resolved.What does it mean in terms of revenue?

165、There are vendors who can also assist in creating a business case once you have identified that the problem you are trying to solve is big enough.“Think big,start small,go fast.“Start with simple use cases to help customers get used to the service,limiting complexity in the early stages.“Pilot and s

166、cale up.“Get top management support at early stages.Check if there are already competitive initiatives/strategies in place.Either merge,kill or stop.Focus on outcomes and customer needs,not just past experiences.Look for scalability and potential for profitability.Challenge every single requirement

167、and timeline to be faster and do not try to launch what your sales force is not prepared to sell.Start with easy-to-handle customers where trust already exists.Form a small team that has drive,sees potential,and understands the challenges.Also,look outside your company for experience.Strong engageme

168、nt with the leadership team for successful change management.“6263Chapter 4Digital leaders insightsThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergExecutive summary64The Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergExecutive summary65M

169、ain trends1.Many manufacturers still face difficulties in providing smooth and cohesive customer journeys.Nearly half(47%)do not offer a seamless digital experience across all channels while 43%are not leveraging data to personalize customer interactions,and 37%lack a modern,flexible,scalable IT inf

170、rastructure.As a result,customer journeys continue to be described as“slow,”“bumpy”and“fragmented.”2.Ecommerce and customer portals are key drivers of digital growth,particularly in the aftermarket sector.However,adoption varies across different stages of the customer journey,signaling theres still

171、lots of room for growth and that there is a need for a more unified approach.3.A shortage of AI expertise is a critical barrier to progress,limiting companies ability to develop and scale AI initiatives effectively.Clean and structured data remains another key challenge,as data inconsistencies hinde

172、r AI adoption and impact overall experience innovation efforts.4.Organizations are prioritizing personalization,faster response times and enhanced value-added services within their customer portals.These proactive measures are helping drive customer loyalty and satisfaction.5.Rather than pursuing la

173、rge-scale overhauls,organizations are favoring phased digital rollouts and pilot projects.This approach minimizes risk while allowing for testing,learning and strategy refinement.Herbert Pesch Global Vertical Lead,Industrials at Valtech Becoming connected manufacturersAll in all,we see positive sign

174、als in the market,but we also see plenty of challenges for organizations.At Valtech,we developed the concept of the connected manufacturer to address these challenges in the manufacturing space.A connected manufacturer delivers personalized and cohesive experiences that guide customers,partners and

175、prospects throughout their buying,sales and service journeys.The path to becoming a connected manufacturer forces organizations to consider four things:Whether they are creating a connected experience for their customers.Whether their teams and technology are connected.Whether their content connects

176、 with the needs of customers.Whether their data is connected across the organization.This years report highlights a mix of optimism and caution.While digital investments remain steady with 44%of companies maintaining last years levels and 40%increasing their investments growth has slowed compared to

177、 previous years.Despite 70%of respondents expressing confidence in expanding digital channels in 2025,nearly half(47%)acknowledge gaps in offering a fully connected journey across all digital touchpoints.This suggests progress is being made,but significant hurdles remain in achieving a truly seamles

178、s and customer-centric digital experience.The journey toward becoming a connected manufacturer has only just started for most.Industrial manufacturers that want to get out of the sea of sameness:Embrace the ambition of becoming a connected manufacturer.Dont get stuck in the comfortable middle-of-the

179、-road approach to digital.The key to standing out is to leverage digital capabilities to do something exceptional for your customers.Connect the digital tools and the data you have,and demonstrate you understand your customers needs and know how to meet them.Those that become connected manufacturers

180、 see the results.Their customers stay loyal and choose to do more business with them.Our survey data shows most industrial manufacturers understand this.Now,its up to each organization to define the best way to balance embracing connectivity without breaking the things that have made the business su

181、ccessful thus far.The future of manufacturing belongs to those who connect.Will your organization lead or lag?66Executive summarySurvey ReportValtech|CopperbergThe Voice of Digital Leaders in Manufacturing 2025Join our Lets talk B2B LinkedIn groupMascha Tamarinof Host of Lets talk B2B!and thought le

182、adership at Valtech Valtech values the strength of knowledge sharing and is creating thought leadership for the B2B community together.Do you want to be part of this community?Make sure you join the conversation with your peers in our LinkedIn group,Lets talk B2B!Connected Manufacturer Maturity Fram

183、eworkOur Connected Manufacturer Maturity Framework helps you assess digital capabilities,processes and structures,and guides your organization towards becoming a Connected Manufacturer.Customer ExperienceTeamsTechnologyContentProcessesDataBasic digital presence with limited or no personalization,inc

184、onsistent customer journeysSiloed teams working independently,minimal collaboration across functionsTraditional IT setup,legacy systems and architecture,inability to connect and scaleScattered,unstructured content;no coordination,leading to duplication and inefficienciesManual processes,some standar

185、dization not aligned across business functions,causing inefficienciesFragmented,siloed data and inconsistent governance,which make data unactionable and insights unreliableMore coordinated customer journeys.Contextualized,mostly not connected throughout the complete customer journeyCross-functional

186、teams emerging,constrained by rigid structuresMore consolidated architecture that embeds digital-first capabilities,increased automation and integration capabilitiesPartially aligned content management processes,some automation,inconsistent branding and governanceStandardized connected processes,som

187、e automation and self-serve,limited scalabilityPartially integrated data systems,early AI and analytics adoption,mostlysiloedSeamless experience throughout all collaboration stages,hyper-personalized predictive engagementAgile,service-led teams,collaborating seamlessly across business functions and

188、customer touchpointsModern enterprise architecture approach that blends customer-facing and internal applications,high flexibility and customer centricitySupportive customer-focused content,fully integrated supply chain,personalization,omnichannel consistencyFully optimized,automated processes lever

189、aging AI and analytics for maximal efficiencyFully integrated,AI-driven data foundation enables real-time decisions and new data-led servicesDisconnectedPartially ConnectedFully Connected69The Voice of Digital Leaders in Manufacturing 202568Executive summaryA customer-centric digital strategyABBs di

190、gital transformation is driven by three overarching goals:1.Seamless customer experience:Enhancing the user journey with self-service capabilities and hybrid sales interactions.2.Data-driven transparency:Leveraging digital interactions to generate better business insights.3.Operational efficiency:Re

191、ducing costs and improving efficiency through digitization.Unlike many large organizations,ABB operates with a highly decentralized structure.While the company sets digital priorities,divisions have the autonomy to implement strategies that best suit their specific business needs.This flexibility en

192、ables ABB Robotics to focus on making its customer interactions as seamless and efficient as possible.“It definitely helps to have a decentralized strategy on the group level or ABB level because that means we have the freedom to decide ourselves,in the division,what we call distinct systems,”Boris

193、says.“There are only a very few core systems,which must adhere to financial,accounting,etc.So,sure,those we need to integrate.But on most of the components which are relevant for the digital journey,we decide ourselves,and that creates speed.But at the same time.we need to build up the competence in

194、 the division as well to be able to do it right.”“It definitely helps to have a decentralized strategy on the group levelDigital transition challengesABBs digital transformation is not without hurdles.Some key challenges include:Organizational change.Digital adoption requires active participation fr

195、om local sales managers and country-specific leadership.Customer hesitation.Many clients in B2B manufacturing remain hesitant to transition from traditional buying habits to online self-service channels.Legacy systems.The presence of multiple ERP systems across different countries slows down integra

196、tion efforts.To overcome these challenges,ABB Robotics emphasizes a top-down approach with strong leadership support,measurable KPIs and structured change management.“We currently work a lot on streamlining our thinking what are the kinds of systems we might be able to shut down,tough business cases

197、 on existing solutions just to make sure that our run costs are controlled,”Boris says.“Then,of course,freeing up that money to invest again into growth areas.”ABBs digital transformation journey:Lessons from the fieldABB,a global leader in industrial automation and robotics,is navigating an ambitio

198、us digital transformation journey.Boris Fiedler,Global Head of Portfolio&Operations,Software&Digital in ABBs Robotics Division,shared with us his insights into the companys approach,challenges and lessons learned.Borris FiedlerGlobal Head of Portfolio and Operations,Software and Digital at ABB70Exec

199、utive summarySurvey ReportValtech|Copperberg71The Voice of Digital Leaders in Manufacturing 2025Tips for digital successBased on ABB Robotics experience,here are essential takeaways for other manufacturers embarking on a digital transformation:Start with the customers perspective.ABBs success stems

200、from designing their digital journey with the end user in mind.Instead of focusing solely on IT systems,they began with service design principles creating customer journey maps,developing mockups and engaging with clients early to ensure alignment.Secure executive buy-in.Digital transformation effor

201、ts need clear backing from top leadership.ABB Robotics integrated digital initiatives into their strategic program,ensuring direct involvement from the executive team to drive change and remove roadblocks.Measure and adjust continuously.ABB follows a data-driven approach,tracking metrics such as dig

202、ital adoption rates,transaction volumes and customer engagement.They are not afraid to discontinue digital projects that fail to deliver value,instead reallocating resources to high-impact areas.Take an agile,incremental approach.Rather than launching large-scale digital initiatives,ABB focused on s

203、maller,incremental projects.For example,their push to improve spare parts identification and online purchasing has been a crucial step toward increasing digital revenue,even if the current contribution remains in single-digit percentages.Foster local adoption.Successful digital rollouts require stro

204、ng engagement at the local market level.ABB discovered that some regions,such as Poland,were highly motivated to adopt digital solutions,whereas others required more traditional,in-person engagement.Tailoring digital adoption strategies to local market conditions is critical.“Start from a service de

205、sign principle,”Boris advises.“Really outside-in.Dont talk about so many IT systems whatever first.Create the mocks.Discuss those.Go to the countries.Go to the customers.Figure out where you can create the biggest value by really showing and telling the story.”The road ahead ABB sees AI as a key ena

206、bler of their digital transformation.Their goal is to enhance guided buying,automate customer interactions and integrate AI-powered recommendations.However,the foundation for AI success lies in high-quality data.ABB is investing heavily in centralizing and standardizing its data lakes to unlock futu

207、re AI-driven efficiencies.ABBs digital transformation journey is a testament to the importance of a structured yet flexible approach:The company remains customer-focused,has secured leadership support,is leveraging data for decision-making and rolling out initiatives incrementally.The future belongs

208、 to connected manufacturers who embrace digital as a strategic necessity rather than an optional investment.For those on the same journey,ABBs experience serves as both a guide and an inspiration.7273Executive summaryThe Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|CopperbergWe

209、 are the experience innovation company,helping organizations become leaders in a digital world.With teams across the globe,we empower our clients to leap beyond the competition through experience elevation,commerce acceleration,The experience innovation companyBringing together the manufacturing com

210、munityValtech helps manufacturers accelerate digital business.enterprise transformation,marketing creativity and performance and data&AI revolution.By focusing on the human experience,we create exceptional solutions that deliver value in a rapidly changing and connected world.With years of experienc

211、e,we have cultivated a robust global business network,supported by continuous research and relationships with key stakeholders in the manufacturing industry.Our reputation for reliability and success is built on delivering Copperberg is an expert original content creation company specializingin the

212、manufacturing sector.outstanding platforms that provide key insights into industry challenges,future trends,and market developments.Our business platforms serve as catalysts for growth and global relationship-building within the industry.75The Voice of Digital Leaders in Manufacturing 2025About74The Voice of Digital Leaders in Manufacturing 2025Survey ReportValtech|Copperberg Copyright 2025 Valtech Group Holding Limited and Copperberg AB or its affiliates.All rights reserved.Confidential.