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重塑组织以实现全渠道成功:超越'电子商务的位置'

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重塑组织以实现全渠道成功:超越'电子商务的位置'

Reinventing the Organization forOmnichannel Success: Beyond‘Where Ecommerce Sits’ What’s Driving Growth?Walmart Dollar Share of Growth Comparison “Where should ecommerce sit in my organization?”It’s a common question that many leaders simply don’tknow the answer to. Should ecommerce sit in sales?Marketing? How many people should we dedicate to it? Ecommerce sales skyrocketed for many brands post-pandemic, causing businesses to need to rapidlytransform to keep up with demand. This acceleration,combined with today’s volatile economy, still remains anurgent consideration for brands and retailers. In fact, 68%of Walmart’s 2024 growth came from its digital channels,and the brand is now doubling down on improving theironline experience to drive more online sales. SOURCE: STRATABLY Despite the mounting proof of the importance of ecommerce, however, some brandsare still searching for their reason to invest in it. Others are struggling to organize andgrow with this shifting landscape. The need for transformation is urgent: If organizations don’t reinvent the waythey do business to integrate ecommerce through an omnichannel approach, theywon’t see growth on any of their channels. But you can’t change your organizationovernight, and depending on your organization’s maturity, you’ll likely need to evolveyour structure. When trying to keep up, brands typically consider who they should hire to cover whatroles. But that’s the wrong question. Instead, brand leaders should ask themselves:“What am I trying to achieve, and how do I transform my business to better matchthe way my consumers shop?” While there’s no universal blueprint for the organization of the future, this reportoutlines key principles brands should apply to adapt according to consumer needs. Indeed, the consumer should unite all functions in an organization, even beyondecommerce. To keep pace with consumer needs, organizations should create fluidomnichannel strategies that center the consumer and include all cross-functionalpartners, from sales and marketing to legal and supply chain teams. “Structure follows strategy.” Andy Parker,EMEA Ecommerce and Commercial Director, Bayer So far, most brands have treated the symptoms of the evolving commerce world, ratherthan fundamentally shifting the way they work to solve the omnichannel question. Butthat deep change can be a catalyst for effective adaptation and growth. TABLE OF CONTENTS A Survey of Omnichannel Leaders����������������������������������������������������������������������������������������������������������������������������������������������05The Urgent Need for Ecommerce Capabilities�������������������������������������������������������������������������������������������������������������������������06Organizational Structure: Where Ecommerce Started — and Where It’s Heading�����������������������������������������������������������09Key Principles�������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������164 Models of the Omnichannel Organization of the Future������������������������������������������������������������������������������������������������������ 31Key Takeaways���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 4111 Mindset Shifts & Actions To Develop a Future-Fit Omnichannel Organization��������������������������������������������������������������18 A Survey of Omnichannel Leaders To derive insights about the organization of the future, the Digital Shelf Institute (DSI)conducted 33 interviews with leaders from multiple omnichannel functions, includingmarketing, sales, supply chain, IT, human resources (HR), legal, finance, ecommerce/digital, and shopper marketing. The interviewees spanned different categories, such asfood and beverage, personal care, toys, consumer packaged goods (CPG), pet, beauty,snacking, business-to-business (B2B), and home. We also conducted a survey of more than 90 brand leaders to benchmark the coreaspects of their organizational structures. These interviews shape the picture of whereorganizations are today and detail our predictions of what the organization of the futurewill look like. The Urgent Need for Ecommerce Capabilities Ecommerce has only been around for about 31 years, since Amazon began sellingbooks online in 1994. But the first retail store opened in the 1700s, and trade arrivedcenturies before that. Given this discrepancy, it makes sense that organizations havebuilt their processes and systems around in-person shopping. Up until now, organizations have been able to quickly build out digital capabilities tosee success. But we’re now at an inflection point in which ecommerce can no longerbe an add-on function. Digitally influenced sales are growing, and more organizationsare shifti