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Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA Tel: +1 617.613.6000 | Fax: +1 617.613.5000 | www.forrester.com Evaluating Your B2B eCommerce Development by Andy Hoar, June 21, 2012 FOR: eBusiness & Channel Strategy Professionals KEY TAKEAWAYS Leverage Rigorous Self-Assessment To Drive Your B2B eCommerce Growth Plans B2B eCommerce growth plans are tied to levels of human and technology infrastructure development. But companies know it’s easy to get bogged down at any point and stagnate. So at each stage of development, companies should already envision and plan for the next stage. Hire Experienced Leadership Even If You Have To Pay For The Privilege Skilled and successful B2C eCommerce professionals are being heavily recruited and well compensated in the current market. So today’s B2B eCommerce organizations must either steal from B2C talent pools or poach from the limited ranks of B2B eCommerce. Neither is easy or inexpensive but compromising on talent, especially early on, is ill-advised. Invest In Platforms That Are Nimble And Scalable With smartphone and tablet use on the rise, B2B eCommerce faces new challenges keeping up with customers’ shopping habits. As customers increasingly demand buying experiences that mirror best-of-breed B2C buying experiences delivered via digital touchpoints, B2B eCommerce professionals must invest in platforms that are both flexible and easily expandable.
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Page 1: Evaluating Your B2B eCommerce Development - SAP · PDF fileEvaluating Your B2B eCommerce Development by Andy hoar, June 21, 2012 FOR: eBusiness & Channel strategy Professionals key

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, mA 02140 UsA

Tel: +1 617.613.6000 | Fax: +1 617.613.5000 | www.forrester.com

Evaluating Your B2B eCommerce Developmentby Andy hoar, June 21, 2012

FOR: eBusiness & Channel strategy Professionals

key TakeaWays

Leverage Rigorous self-assessment To drive your B2B eCommerce Growth plansB2B eCommerce growth plans are tied to levels of human and technology infrastructure development. But companies know it’s easy to get bogged down at any point and stagnate. So at each stage of development, companies should already envision and plan for the next stage.

hire experienced Leadership even if you have To pay For The privilegeSkilled and successful B2C eCommerce professionals are being heavily recruited and well compensated in the current market. So today’s B2B eCommerce organizations must either steal from B2C talent pools or poach from the limited ranks of B2B eCommerce. Neither is easy or inexpensive but compromising on talent, especially early on, is ill-advised.

invest in platforms That are nimble and scalableWith smartphone and tablet use on the rise, B2B eCommerce faces new challenges keeping up with customers’ shopping habits. As customers increasingly demand buying experiences that mirror best-of-breed B2C buying experiences delivered via digital touchpoints, B2B eCommerce professionals must invest in platforms that are both fl exible and easily expandable.

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© 2012, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com.

FOR EBUsInEss & ChAnnEl sTRATEgy PROFEssIOnAls

Why Read This RepoRT

Because very little third-party benchmarking data exists for B2B eCommerce sites, B2B eCommerce professionals can’t easily determine industry best practices or effectively compare themselves to peers. As a result, many companies cannot identify what stage of B2B eCommerce development they are in, and hence struggle to make informed operational program budget and investment decisions. This report outlines a general framework with relative milestones that B2B eCommerce professionals can use to gauge how they are developing with respect to a similarly situated peer group in terms of human capital, business processes, and technology infrastructure. This report is designed to help companies assess their B2B eCommerce maturity.

Table Of Contents

The Four stages of B2B eCommerce Maturity

Role Models are still Largely an ideal Versus a Reality

practitioners are Building out scalable organizations and platforms

apprentices are deciding how Much and how Quickly To invest

Greenhorns are Focused on Getting The eCommerce Basics Right

WhAT IT mEAns

Rigorous self-assessment should drive your Growth plans

hOW FORREsTER CAn hElP

Forrester Can assess your B2B eCommerce strategy and progress

supplemental Material

notes & Resources

Forrester interviewed 11 companies including Analog Devices, Briggs and stratton, Digital River, grainger steelcase, IBm, newegg, Officemax, Owens-minor, staplesAdvantage, Whirlpool, and xpedx (a division of International Paper).

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B2B eCommerce: going From surviving To Thriving By Adopting Proven B2C Principlesmay 1, 2012

how B2B Firms Improve Customer And Partner Experiencemarch 14, 2012

Deciding To Implement B2B Ratings And ReviewsOctober 20, 2011

evaluating your B2B eCommerce developmentlandscape: The B2B eCommerce Playbookby Andy hoarwith Patti Freeman Evans, martin gill, and Douglas Roberge

2

3

4

11

10

9

8

7

JUnE 21, 2012

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Evaluating your B2B eCommerce Development 2

© 2012, Forrester Research, Inc. Reproduction Prohibited June 21, 2012

The FoUR sTaGes oF B2B eCoMMeRCe MaTURiTy

Forrester’s B2C eBusiness maturity model provides a helpful framework for executives to determine the state of their B2C eCommerce evolution.1 Similarly, a modified version of the model can be used to assess the state of a company’s B2B eCommerce maturity (see Figure 1). While we have not applied Forrester’s full maturity model methodology in this scenario, we can draw several parallels between B2C maturity model stages and B2B eCommerce evolution — specifically with regard to people, organization, and technology. In future research we will focus in more detail on channel integration, measurement, and metrics. For this report we interviewed a broad assortment of B2B eCommerce executives from a variety of different product sectors. Based on our assessment of the current B2B eCommerce landscape, Forrester has concluded that:

■ B2B eCommerce “Role Models” are aspirational at this point. Forrester found no examples of companies that are more than 10 years into a B2B eCommerce execution, employ a full team of specialists, have fully integrated all of the critical modules available to them within their dynamic eCommerce platform, and consistently use advanced key performance indicators (KPIs) such as customer lifetime value to define success. As such, “Role Models” are effectively an aspiration in B2B eCommerce today, not a reality.

■ Today’s leading-edge companies engaged in B2B eCommerce are “Practitioners.” These companies were early entrants into the eCommerce space in general. They are currently executing against a multiyear B2B eCommerce strategic vision and have the necessary technology infrastructure in place to grow out a dynamic and competitive eCommerce offering. In addition, they generally have at least a small team of eCommerce specialists in place (e.g., SEM experts, data analysts, etc.), and have achieved at least a détente with their direct sales force. In addition, they have activated and use several eCommerce platform modules and own relationships with both corporate purchasing managers and company end users.

■ Many companies engaged in B2B eCommerce are still “Apprentices.” These companies have functional, transactional B2B websites but are neither fueled by nor operating within a larger partner ecosystem (e.g., sharing syndicated customer ratings and reviews with manufacturers and suppliers). They’re using mostly homegrown systems that are ready to be re-platformed or replaced by best-of-breed third-party offerings from companies such as hybris, IBM, Oracle, and SAP.2 Apprentice B2B eBusiness leaders are still seeking the buy-in of the direct sales force and in many cases the customer service teams as well. They also still spend an inordinate amount of time having to evangelize the value of B2B eCommerce within their respective organizations. Apprentice companies are just launching multiyear B2B eCommerce strategies and are still in the process of building a core in-house eCommerce team.

■ The vast majority of B2B eCommerce companies are still “Greenhorns.” Greenhorns are early into the process of persuading the direct sales force that they do not represent an existential threat and are still building the B2B eCommerce business case. They are also equally early into the process of securing the support of the broader membership of the customer service organization, many of whom have sales-like direct relationships with customers and fear being downsized or

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Evaluating your B2B eCommerce Development 3

© 2012, Forrester Research, Inc. Reproduction Prohibited June 21, 2012

automated. Greenhorn B2B eCommerce strategies often grew out of internal B2B eCommerce task forces, are run by a non-dedicated team of cross-organizational and cross-functional members operating within a matrixed organization, and have established few formal KPIs. They frequently use homegrown systems repurposed from other internal uses (e.g., EDI portals) and because they likely do not have dedicated budgets, they must petition shared services for IT resources.

Figure 1 The Stages Of B2B eCommerce Maturity

Source: Forrester Research, Inc.75761

Maturity

Volu

me

of c

omp

anie

sin

this

cat

egor

y

Greenhorns Apprentices Practitioners Role ModelsB2B eCommercematurity

Practitioners are building outscalable organizations and

platforms

Role Models are rare and mostlyaspirational in today’s B2BeCommerce environment

<2 years 2–5 years 5-10 years 10 years +Time online

Greenhorns arejust starting out

Apprentices are deciding howmuch and how quickly to invest

in B2B eCommerce

RoLe ModeLs aRe sTiLL LaRGeLy an ideaL VeRsUs a ReaLiTy

For a B2B eCommerce company to serve as a “Role Model,” that company must qualify as a Role Model across all four of Forrester’s maturity model dimensions: 1) people, organization, and culture; 2) business and technology processes; 3) channel integration; and 4) measurement and metrics. While not exhaustive of the broad and diverse B2B community, our research did not find a single company that qualified as a Role Model in all four areas. However, we did discover a few companies that qualify as Role Models in one or two of the following areas:

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■ Technology infrastructure. These are companies that have relatively new and robust eCommerce tools and/or platforms and have implemented a key facet of the platform in an exemplary way. For example, in the realm of search, CDW has successfully implemented not only advanced search capabilities but also custom navigation for more than 1,000 custom catalogs. In addition, Dell has used its platform to launch 100,000 customizable B2B “stores” worldwide that now account for 80% of its revenue.

■ Partnership with sales and customer service. Forrester’s research did uncover a few examples of B2B eCommerce organizations that have developed Role Model-like relationships with their sales and customer service teams. For example, xpedx (a division of International Paper) decided early on that converting customers from more traditional sales and support channels to an electronic one would require securing the combined support of the sales and customer service teams — otherwise clients would largely refuse to transition to the Web. Hence, the company included sales and customer service at the beginning of the design and development process, and as a result those two groups became advocates and supporters of the project. Today, xpedx’s sales and customer service groups actively use the B2B eCommerce site to research products, confirm item availability, and place and manage customer orders.

pRaCTiTioneRs aRe BUiLdinG oUT sCaLaBLe oRGanizaTions and pLaTFoRMs

Practitioners are executing against multiyear strategic B2B eCommerce plans, working with stable and flexible technology platforms, and using well-established KPIs such as sophisticated average order value calculations and detailed buyer conversion metrics. They generally have champions at the most senior levels of the organization who understand the mission-critical nature of B2B eCommerce and the long-term value of it to the organization (see Figure 2). These companies are rare and are characterized by the fact that they:

■ Were early adopters of eCommerce. Most mature B2B eCommerce companies launched their eCommerce operations seven to 10 years ago (see Figure 3). They followed closely behind the wave of B2C websites that arose immediately following the dot-com boom and in many cases modeled their online selling strategies after the leading B2C websites of the time. But unlike B2C sites of the time, many early B2B sites skipped the slow-loading flashy graphics and opted instead for image-light merchandising and just the most critical features and functions (e.g., basic shopping carts, simple product lists).

■ Use a relatively robust and scalable technology platform. While not perhaps always best-of-breed, their technology platforms are solid from an underlying infrastructure perspective. Their platforms possess the ability to deliver on the most important features and functions such as content management and merchandising, site search, transactional capability, promotions management, social media, and mobile access. Grainger and StaplesAdvantage are examples of B2B eCommerce practitioners that can roll out key modules within seasonal life cycles rather than on annual or biannual release cadences.

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■ Maintain relationships with both corporate buyers and end users. Companies early into B2B eCommerce engage primarily with corporate purchasing managers. More advanced companies recognize that B2B eCommerce is often a two-tiered value proposition that requires forming direct relationships with corporate end users as well. Practitioners such as Keurig have embraced the notion of listening to both sets of customers and established “user groups” to solicit feedback on and test reaction to end user-specific features and functions such as personalization, order management, and customer care.

■ Have a basic working relationship with the direct sales force and customer service. Practitioners have made peace with the direct sales force and customer service groups at a minimum — a few have even recruited some measure of cooperation from these respective groups. For example, B2B organization US Foods recently gave its internal sales force mobile applications for inventory lookup and remote ordering. The purpose of those deployments was to improve the sales force’s productivity and test the technology before releasing it directly to clients.

■ Have a well-developed team of eCommerce specialists in house. Practitioners have moved beyond a single leader managing a team of eCommerce generalists and are actively building out a team of experts. Much like more mature B2C eCommerce companies, they employ specialists who manage merchandising, marketing, customer experience, IT platforms and relationships, product and project management, customer service, and website and database analytics.3

Figure 2 B2B eCommerce Practitioner Quotes

Source: Forrester Research, Inc.75761

“With companies increasinglydelegating power to end users, we feelwell-positioned to capture thosecustomers since we talk to end userstoo.” (Director of eBusiness,multichannel company)

“Whereas before we had atough relationship with sales,we work cooperatively withthem now.” (Director ofeBusiness, multichannelcompany)

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Figure 3 Autodesk Was Selling Online In 2002

Source: Forrester Research, Inc.75761

Autodesk’s B2B eCommerce site: then and now

2002

2012Source: Digital River website and Autodesk website

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appRenTiCes aRe deCidinG hoW MUCh and hoW QUiCkLy To inVesT

“Apprentices” are companies that are right at the cusp of making a major investment of time, money, and resources in their B2B eCommerce operations. Some of these companies are fairly new to selling online and are still proving the ROI. Others have been online for up to five years or more and are using some basic KPIs to measure success. But for the most part, Apprentices are still fairly “young” by B2B eCommerce standards (see Figure 4). Apprentices share the following traits in that they are:

■ Just beginning a multiyear B2B eCommerce strategy. While most Apprentices have a strategy, they are generally only a few years into B2B eCommerce selling and are largely still in the early phase of the human capital and technology infrastructure development process. Apprentices may have detailed plans in place for ramping up online selling, but for the most part they are years away from being able to deliver on those aspirations.

■ Using mostly homegrown systems or have only recently adopted a third-party platform. Apprentices are experiencing growing pains with their technology platforms. In many cases, they’ve taken their homegrown system or a starter version or a third-party system about as far as it can go short of a re-platforming. They need to incorporate better catalog management, search functionality, merchandising capability, and so on to take the eCommerce website and mobile offering to the next level of customer expectation. UK food distributor Brakes is a great example of a company sitting right at the proverbial crossroads of this dilemma. Brakes has a platform that can carry it forward, but the company must make a decision about how far the current platform can realistically take it.

■ Still evangelizing the value of B2B eCommerce internally. Unlike Practitioners who have secured at least a semblance of broad organizational cooperation for a B2B eCommerce value proposition, Apprentices are still recruiting and banking such buy-in — especially from the direct sales force and customer service teams. They likely have tacit cooperation on a trial or proof-of-concept from key constituents within the organization, but such a level of support will not be good enough to ramp the operation or keep pace with the competition (both direct B2B competition and a recent higher B2C customer experience standard).4

■ Building the core B2B eCommerce team. Companies tell Forrester that the most critical and costly part of investing in a B2B eCommerce operation in the Apprentice phase is in building out the core B2B eCommerce team. Doing so will likely require both transitioning internal hires into effective eCommerce team members as well as hiring specialists from the outside. Most Apprentices have just a small team, comprised mostly of generalists, in place. Like the other components of a broader B2B eCommerce program, a hiring strategy should be part of a disciplined, multiyear B2B eCommerce strategy.

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Evaluating your B2B eCommerce Development 8

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Figure 4 B2B eCommerce Apprentice Quotes

Source: Forrester Research, Inc.75761

“When we achieve some measurablesales success we take that upstairsASAP to justify more investment.”(Sr. Director, multichannel company)

“It’s hard to find experiencedB2B eCommerce folks . . . we’rehaving to steal talent from B2C.”(VP, multichannel company)

GReenhoRns aRe FoCUsed on GeTTinG The eCoMMeRCe BasiCs RiGhT

Greenhorns constitute the lion’s share of companies we interviewed that are engaged in B2B eCommerce in the US today. They are still in their infancy with regard to selling online and are early into the process of transitioning some percentage of direct offline sales into direct online sales (see Figure 5). These B2B eCommerce teams are still ramping up initial operations and share the following characteristics in that:

■ They’re perceived to be competing with the interests of the direct sales force. Faced with both internal skepticism and resistance from entrenched interests, Greenhorns regularly find themselves placating those within the direct sales force and customer service groups who fear possible obsolescence. In addition, they often face a powerful company culture that refuses to acknowledge that many customers prefer to buy online, especially for reorders and replenishment items, and will seek that functionality elsewhere if it’s not offered.

■ They’re building the B2B eCommerce business case. Greenhorns are still justifying their value proposition in the context of limited resources and with little early proof of ROI. B2B eCommerce peers who “have been there and done that” report that Greenhorns must make those who fear them early allies, quantitatively measure and test everything to show cost savings and profitability improvements, and execute quickly on small scale proof-of-concept trials. They need to use these hard test results to drive the argument for greater resources, faster growth, and the additive value of B2B eCommerce.

■ They’re trying to figure out a leadership structure and hiring plan. Many Greenhorns are using B2B eCommerce teams that started as a cross-functional internal task force the company established to take a look at the viability of B2B eCommerce. Robust, modern B2B eCommerce operations require a clear leader, a qualified and experienced team of specialists, a dedicated budget, and formal KPIs. But for most Greenhorns, implementing these requirements is still over the horizon.

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■ They need a platform that allows them to start small but scale eventually. As they are still proving the business case and can’t justify a substantial outlay for a best-in-class technology platform, they need an eCommerce platform that will allow them to start small, manage early cost expenditures, and grow sequentially. While many Greenhorns have traditionally used repurposed internal platforms provided to them by IT, a better solution might be to try software-as-a-service (SaaS) options that will cost little to start using and can be replaced later, and rather easily, with a more fully-functional and robust solution.5

Figure 5 B2B eCommerce Greenhorns Quotes

Source: Forrester Research, Inc.75761

“We’re still convincing people in ourown company about the value ofselling online.”(Director of eBusiness, distributor)

“We’re just now moving beyondbrochureware.”(Director of business strategy,distributor)

w h at i t m e a n s

RiGoRoUs seLF-assessMenT shoULd dRiVe yoUR GRoWTh pLans

B2B eCommerce executives interviewed for this research indicated that the key to formulating an effective eCommerce growth plan was an accurate self-diagnosis of your existing B2B eCommerce development — both in terms of human and technology infrastructure. They also stressed that because the world of B2B eCommerce is changing rapidly, B2B eCommerce professionals should be guided by the following tenets:

■ There is less allowable margin for error today. B2B eCommerce executives are expected to have internalized the key lessons learned from the B2C eCommerce community and begin from a more advanced starting point. For example, according to our interviews, B2B customers now largely expect that customer ratings and reviews functionality is embedded in version one of the website, not version two or three because such functionality is ubiquitous in the B2C world they already shop in as consumers. This puts special pressure on B2B eCommerce professionals to

“get it right” much earlier in the process than they would have had to just a few years ago — but also offers them the bonus of poaching best practices already established.

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■ Technology infrastructure must necessarily be nimble and scalable. With smartphone and tablet use on the rise in almost all companies, B2B eCommerce will face new challenges keeping up with customers who will increasingly demand buying experiences that mirror best-of-breed B2C buying experiences delivered via digital touchpoints by the likes of Amazon and Apple. In addition, instant and persistent connections to corporate networks will force leading companies engaged in B2B eCommerce to offer secure remote logins and interoperability with corporate order management systems.

■ Putting together a world-class B2B eCommerce team today is a big challenge. Skilled and successful B2C eCommerce professionals are being heavily recruited and well compensated in the current market.6 B2B executives we spoke with for this report indicated that the market for B2B eCommerce talent is thin and is especially difficult because it’s competitive with B2C eCommerce hiring for specialists in particular. As one B2B executive put it, “B2C is sexier and paying exceptionally well these days, which makes it doubly hard for us to find good people.”7

■ Inertia is not an option. Getting bogged down in one of the stages is a prescription for stagnation. Greenhorns must be honest with themselves about whether their plan is well developed enough and whether their team is sufficiently staffed and resourced to take them to the next level. Similarly, Apprentices must decide whether their existing technology platform is worth investing in versus replacing and whether they have enough organizational buy-in to permanently move beyond proof-of-concept and ramp up eCommerce operations. Lastly, Practitioners must thoroughly vet their technology platform to determine whether it’s sufficiently scalable in its current form and whether the team they have in place has the proper mix of talent to achieve Role Model status.

h O w F O R R e s t e R C a n h e L P

FoRResTeR Can assess yoUR B2B eCoMMeRCe sTRaTeGy and pRoGRess

Organizations often look to third-party consultants for best practices and expertise in assessing their B2B eCommerce strategy and progress. Forrester can support these activities in the following ways:

■ B2B eCommerce strategy assessment. Forrester can help you optimize your B2B eCommerce opportunities and align an appropriate and effective strategy with your key business goals and the changing needs of your customers. Forrester can provide a perspective grounded in research and experience in supporting road map development, business cases, and eCommerce and multichannel solution strategy.

■ B2B eCommerce benchmarking. Before you can formulate a detailed plan and lay out a road map, you must first honestly appraise where your B2B eCommerce front-, middle-, and back-end operations stand. Forrester can apply a rigorous quantitative methodology with a formal scoring system to help you identify key next steps and critical long-term priorities in your B2B eCommerce development.

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sUppLeMenTaL MaTeRiaL

Companies interviewed For This Report

Analog Devices

Briggs and Stratton

Digital River

Grainger

IBM

Newegg

OfficeMax

Owens-Minor

StaplesAdvantage

Steelcase

Whirlpool

xpedx (division of International Paper)

endnoTes1 Forrester’s broad scale maturity model is based on a four-part, 35-question self-diagnostic first originally

completed by more than 50 online retailers in 2008. The four-part self-assessment survey focuses on the four core eBusiness disciplines of 1) people, organization, and culture; 2) business and technology processes; 3) channel integration; 4) measurement and metrics. See the August 21, 2008, “Is Your eBusiness Team Ready For Prime Time?” report.

2 For more information on B2B eCommerce platforms and selecting the right platform for your business, please see the December 7, 2009, “Market Overview: B2B eCommerce Platforms” report.

3 eBusiness and channel strategy professionals face a counterintuitive problem — hiring. Only 17% of eBusiness professionals said they have proper staff in place, and only 32% said they had the financial resources they needed to achieve their goals. They struggle to fill customer experience, IT, and business analyst roles. Plus, eBusiness leaders are in short supply. See the January 9, 2012, “Trends 2011: Staffing And Hiring For eBusiness” report.

4 Early winners in the B2B space have successfully incorporated proven B2C features and functions into their B2B eCommerce shopping experiences. The key B2C best practices that B2B eCommerce professionals should be eyeing are built on personalization, interactivity, and advanced search capability. See the May 1, 2012, “B2B eCommerce: Going From Surviving To Thriving By Adopting Proven B2C Principles” report.

5 Firms almost always consider software-as-a-service (SaaS) as a cost-advantage over on-premise in the short run due to its quick implementation time and pay-as-you-go pricing. But many firms question the long-term value of SaaS, wondering if the rent-versus-own model necessarily has a cost crossover point and if so, when? As SaaS continues to move into a broader range of applications and into larger, more strategic deployments, Forrester examined client decisions across a range of SaaS solution areas and found that firms obtain long-term value with SaaS solutions. See the July 13, 2009, “The ROI Of Software-As-A-Service” report.

6 Source: Dana Mattioli, “Wanted: Chief, E-Commerce,” The Wall Street Journal, November 15, 2011 (http://online.wsj.com/article/SB10001424052970203503204577038203963981724.html?mod=WSJ_hps_sections_business).

7 Forrester interview with B2B eCommerce executive.

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Forrester Research, Inc. (nasdaq: FORR) is an independent research company that provides pragmatic and forward-thinking advice to global leaders in business and technology. Forrester works with professionals in 19 key roles at major companies providing proprietary research, customer insight, consulting, events, and peer-to-peer executive programs. For more than 28 years, Forrester has been making IT, marketing, and technology industry leaders successful every day. For more information, visit www.forrester.com. 75761

«

Forrester Focuses OneBusiness & Channel Strategy Professionals

Responsible for building a multichannel sales and service strategy,

you must optimize how people, processes, and technology adapt

across a rapidly evolving set of customer touchpoints. Forrester

helps you create forward-thinking strategies to justify decisions

and optimize your individual, team, and corporate performance.

eRiC ChanG, client persona representing eBusiness & Channel Strategy Professionals

About Forresterglobal marketing and strategy leaders turn to Forrester to help

them make the tough decisions necessary to capitalize on shifts

in marketing, technology, and consumer behavior. We ensure your

success by providing:

nData-driven insight to understand the impact of changing consumer behavior.

nForward-looking research and analysis to guide your decisions.

nObjective advice on tools and technologies to connect you with customers.

nBest practices for marketing and cross-channel strategy.

FOR mORe inFORmatiOn

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