A few figures: ecommerce in the world will come to weigh about 3 trillion euros at the end of 2019, a growth of +20% compared to 2018. And it is of course the Chinese market that is driving this trend with staggering year-on-year growths.
China’s is a market whereeCommerce weighs as much as 21 percent for a total of 1,300 billion euros. Europe and the U.S. follow with market penetration growths of just over 11 percent. What about Italy? 2018 was a year of consolidated growth, with market share approaching 25 billion and a penetration rate of 6.5 percent. As always holding back the industry’s growth are unfamiliarity with digital payments and brands not yet in line with market demands. Two values out of all: in 2011 the percentage of purchase from desktop was 99% with only 0.5% from smartphones. Just seven years later (figures are for 2018), the percentage from mobile has grown to 34 percent, with purchases from desktop now in free fall and share now at 60 percent.
Ecommerce: loyalty is not a given
E-commerce has now touched all commodities. 52% of Italians who buy online are Amazon Prime subscribers ( *NETComm data). Amazon’s high-level services habituate users to standards that are difficult to match, creating not only strong market pressures, but actually “forcing” companies to invest in the latest technology and platforms. Therefore, following/tracking the web shopper as he or she moves online becomes indispensable. In fact, if we talk about loyalty, only 2 out of 10 buyers who use eCommerce are remain loyal to a single merchandise site. The design of diverse touchpoints that can converse at all times with the consumer then becomes necessary to prevent this dispersion.
CRM and ERP evolved for process mapping
Companies must therefore equip themselves with evolved CRM and ERP platforms that can provide maximum visibility to internal processes, from production to distribution, and that in turn are able to interface with retail chain management systems. The design and development of a modern eCommerce platform must therefore become an “engine” of innovation for the Italian enterprise and not just pure cost. Are so it is possible to adequately address the continuing demand for new products. In fact, companies reduce production and material stock, working almost in real time on orders. Pre-sales, replenishment, order preparation, and delivery are thus delicate stages, which must then be complemented by after-sales services that not only affect the B2C market, but also the B2B market.
There is a need to drive change
The role of the consulting firm is therefore basic in guiding companies and brands through these new market challenges. The demand for soft skills, both technical and product knowledge, requires careful selection of third-party companies and staff training. Transition monitoring and change management are equally important: all people in the enterprise must be involved in changing technologies and methodologies for a new corporate culture.