Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Digital Disruption in Distribution and Manufacturing: How to Be a B2B Leader

272 views

Published on

Digital technology is quickly changing the rules of engagement for B2B companies in the manufacturing and distribution sectors. The convergence of data, content, intelligent devices, and artificial intelligence creates an opportunity for established companies to redefine themselves and become industry leaders. But many are missing this opportunity.

Forward-thinking companies in this transformation will make decisions by considering the overall market, moving quickly, and managing cross-functional change within the organization. The uncommitted will only consider their technology options and suffer from sub-par results…or do nothing at all.

We discussed:

-How to identify where you are in your digital journey
-How to apply “fast follower” principles and a proven framework to accelerate change
-Best practices and lessons learned by B2B organizations that have successfully achieved a higher level of digital maturity

Published in: Technology
  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... ,DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Digital Disruption in Distribution and Manufacturing: How to Be a B2B Leader

  1. 1. DIGITAL DISRUPTION IN DISTRIBUTION AND MANUFACTURING How to Be a B2B Leader 1
  2. 2. Perficient Digital 2
  3. 3. Perficient Digital What to Expect • Identify where you are in your digital journey • Apply “fast follower” principles and a proven framework to accelerate change • Hear best practices and lessons learned by B2B organizations that have successfully achieved a higher level of digital maturity 3
  4. 4. Perficient Digital Gregg Sampson Director Digital Strategy John Ambrose Commerce Technology Strategist Our Presenters 4
  5. 5. 55Perficient Digital The Glass is Half Empty
  6. 6. 300 companies control 63.4% of the $900 billion B2B online market1 94% of B2B customers conduct online research before making a purchase2 60% of B2B customers prefer not to interact with a sales rep3 66Perficient Digital 1 B2BecNews, 2 Brafton, 3 Forrester Research
  7. 7. B2B buyers can check pricing for the same item on 3+ websites in less than 20 minutes4 89% of consumers began doing business with a competitor following a poor customer experience5 “Amazon Business now has over 1,000,000 customers. What would happen if they decided to enter our category this year?” 77Perficient Digital 4 Perficient, 5 New Voice Media
  8. 8. 88Perficient Digital The Glass is Half Full
  9. 9. A great UX with competitive pricing and in-stock status is a tipping point for many B2B buyers6 Modern B2B commerce tech platforms have similar functionality to the strong B2C sites7 Tech is enabling B2B sales reps to spend more time selling complex, higher margin products8 99Perficient Digital 6 Perficient, 7 Gartner, 8 B2BecNews
  10. 10. We’ve worked with 10+ of the B2B Top 300 and we’ve completed 250+ B2B commerce engagements. We’ve learned: Your competitor’s disgruntled customers can switch to you as fast as you can onboard them A great online experience drives customer satisfaction and builds loyalty Smart B2B companies can apply best practices and proven frameworks to accelerate their transformation faster than their competition 1010Perficient Digital
  11. 11. Perficient Digital 58 of the B2B Top 300 Have Online Sales Under $10M Highly Fragmented B2B Online Marketplace B2B Online Market: 2017 Source: B2BecNews, Forrester Research Inc. B2B Manufacturers with Commerce Sites 40% Have a Commerce Site 39% No Commerce Site 21% Launching in Next 6 Months Proof of Disruption…and Opportunity 11 $563.7B$325.3B Top 300All Others $563.7B$325.3B Top 300Under $10M
  12. 12. Perficient Digital 44% Uncommitted 44% Engaged 11% Dynamic 1% Differentiated 9Perficient CX IQ Study Current CX Maturity Levels 12 Realize that digital needs to become part of their overall strategy but don’t know how to get started. They are struggling to get internal buy-in. Have taken steps to enable a digital vision, and are seeing a steady increase in customer adoption of the digital channel. The digital channel is giving the company a competitive advantage, and are now building a strong internal team with the capabilities to support and optimize it. Are focused on driving industry-leading, omnichannel customer engagement, and are able to anticipate customer needs by leveraging data. A powerful competitive advantage is achieved at the Differentiated level.
  13. 13. Perficient Digital Comp. Product Sets Multi-Language Maturity Model Stages 13 CAPABILITIES UNCOMMITTED ENGAGED DYNAMIC DIFFERENTIATED WEB SITE NON-TRANSACTIONAL , PRODUCT ORIENTED TRANSACTIONAL, REQUIRES REGISTRATION PORTAL CAPABILITIES, MULTIPLE SITES MARKET SEGMENT CARVE OUTS, DIRECT TO CONSUMER SITES MOBILE MOBILE OPTIMIZED MOBILE RESPONSIVE TEMPLATES MOBILE APPS BEACONS SELF-SERVICE DOWNLOADABLE CONTENT, CONTACT FORMS CUSTOMER SELF SIGNUP, ORDERING ACCESS TO VIEW/PAY INVOICES NON-TRANSACTIONAL INTERACTIONS CUSTOMER ACCOUNTS LIMITED OR NONE MULTIPLE USERS/SINGLE ACCOUNT, ORDER HISTORY, BILL TO/SHIP TO WORK FLOW APPROVALS - ORDERS/QUOTES SINGLE-STEP ORDERING PRODUCTS WEBSITE NAVIGATION USER SPECIFIC PRODUCT CATALOG, SIMPLE PRODUCTS, DESCRIPTIONS, ATTRIBUTES COMPLEX PRODUCTS REQUIRING CONFIGURATION COMPLIMENTARY PRODUCT SETS CONTENT SINGLE IMAGE, PRODUCT DESCRIPTIONS OPTIMIZED CONTENT FOR SITE SEARCH, ADDITIONAL PRODUCT IMAGERY VIDEO, EDUCATIONAL CONTENT MULTI-LANGUAGE PERSONALIZATION NONE PRICE LISTS USER SPECIFIC CONTENT AUTO ORDER CREATION FOR APPROVAL SEARCH SEARCH BOX FACETED SEARCH, PRODUCTS AND CONTENT AUTO SUGGEST - TYPE AHEAD MACHINE LEARNING (PREDICTIVE), VOICE ENABLED ORDERING/BUYING PHONE/EMAIL WEB BASED, PHONE/EMAIL CPQ, MINIMUM QUANTITY, PUNCH-OUT AUTOSHIP/SUBSCRIPTION PAYMENT OPTIONS PO TERMS/CREDIT CARD PO/TERMS CREDIT CARD - WEB FINANCING CRYPTO/BLOCKCHAIN NOTIFICATIONS SALES REP/EMAIL ORDER, SHIPPING CONFIRMATIONS - EMAIL EMAIL, SMS, MOBILE APPS LOCATION BASED NOTIFICATIONS INTEGRATIONS NONE PAYMENT PROCESSING INVENTORY LEVELS, LEAD TIME, CRM IoT DIGITAL MARKETING ORGANIC SEO, EMAIL CAMPAIGNS PROMOTIONS/DISCOUNTS - PRODUCT LEVEL CUSTOMER SPECIFIC/REGIONAL PROMOTIONS LOCATION BASED PROMOTIONS ANALYTICS BASIC GOOGLE GOOGLE ECOMMERCE ECOMMERCE, SITE SEARCH PREDICTIVE ANALYTICS RESOURCES/ OPERATIONS INTERNAL DESIGNER AND CONTENT CREATOR OUTSOURCED USER EXPERIENCE AND TECHNOLOGY IMPLEMENTATION & SUPPORT STARTING TO HIRE FOR STRATEGIC DIGITAL RESOURCES DEVELOPMENT OF A CENTER OF EXCELLENCE TECHNOLOGY STACK NON-COMMERCE ENABLED SOLUTION, EMAIL CAMPAIGN MGMT ADVANCED COMMERCE CAPABILITIES IN A SINGLE PLATFORM BEST OF BREED - COMMERCE, CMS, OMS, WEB APPS BEST OF BREED - COMMERCE, CMS, OMS, WEB APPS, AI, MACHINE LEARNING
  14. 14. CX Maturity Phase: Uncommitted 1414Perficient Digital
  15. 15. Perficient Digital Uncommitted Phase The company realizes that digital needs to be a more important component of its overall strategy, but they don’t know how to get started. Management team is struggling to get internal buy-in and focus on this issue. 15 CX Maturity Phase: Uncommitted Core Business Competencies Mature processes have been developed in the areas of sales, distribution and supply chain rooted in strong customer relationships and high touch sales and service support. Primary Channel • Face-to-Face • Phone • Fax • Email • Sales Rep • Web Presence (underutilized)
  16. 16. Perficient Digital 16 CX Maturity Phase: Uncommitted Customer Experience Strengths Deep personal relationships with customers have been created through years of working together. Proven track record of troubleshooting and problem solving has fostered trust. Daily surprises are minimal. Weaknesses Customer expectations are being affected by how they use digital channels and tools at home, and the company is struggling to add value to the relationship without the use of technology. Major Customer Expectation Gaps Product Research & Price Lack of comprehensive and customer specific product content and ways to interact with that content. Pricing is often not provided. Buying Web-based quoting/buying capabilities are not offered or are referred to other channels such as sales rep or phone. Expected notifications on the life cycle of an order are lacking. Customer Service Access to key decision support data such as order, shipping or returns status, order history and account balances are only available through offline channels. Self- service expected but lacking. Key Business Challenges External • Competitive pressure from those that may have more advanced digital capabilities. • Existing customers looking for alternative suppliers if their digital expectations are not being met. Internal • Dedicating resources to digital strategy and its execution. • Adapting traditional high touch interactions to self-service. • Getting sales teams to view digital as an enabler.
  17. 17. Perficient Digital Customer Insight • Understand customer satisfaction levels. • Identify unmet customer needs. • Confirm customer-facing employee needs. 17 CX Maturity Phase: Uncommitted Strategy • Evaluate competitive digital initiatives. • Establish a digital innovation vision. • Gain internal alignment to move toward that vision. Technology • Explore technology solutions to enable the vision. • Evaluate technical options through demos and industry research and reviews. Highest Priorities
  18. 18. 18Perficient Digital Challenge A leading global manufacturer of healthcare devices was looking to serve a segment of emerging customers that wanted easier self-service options to order a specific set of frequently ordered products.. How They Advanced Identified internal gaps in skills and roles that would be necessary to support a digital commerce channel and managed risk by defining a MVP that allowed speed-to-market with a limited number of SKUs. Summary Moved a high touch, highly technical product into a self-service commerce channel supported by guided selling capabilities.
  19. 19. CX Maturity Phase: Engaged 1919Perficient Digital
  20. 20. Perficient Digital Engaged Phase The company has taken steps to enable a digital vision and has introduced ordering and self-service capabilities through the digital channel. 20 CX Maturity Phase: Engaged Core Business Competencies Success has been demonstrated by implementing ordering and promotional capabilities (low complexity) in a self- service digital channel. Primary Channel • Face-to-Face • Phone • Fax • Email • Sales Rep (Web enabled) • Web Commerce (emerging)
  21. 21. Perficient Digital 21 CX Maturity Phase: Engaged Customer Experience Strengths By opening up some self-service capabilities, customers now have interaction choices on their terms. Customer accounts have been introduced to start providing self-service experiences as well as low level personalization across products and pricing. Weaknesses Difficulty synthesizing analytics data around customer experiences to drive more meaningful, value-added capabilities. Major Customer Expectation Gaps Product Research & Price Availability of marketing resources and more supporting and educational content around products. Buying Inability to support customers wanting to conduct more complex interactions through self-service such as product configurations and quoting workflow approval in a personalized way. Customer Service Expecting faster response/resolution to questions during the self-service journey in the form of content (FAQs), live chat, SMS or click-to-call to get sales help. Key Business Challenges • Existing customers looking for alternative suppliers if their digital expectations are not being met. Immature processes and resources required to take the next digital step in marketing, technology or both. • Still learning how to use digital as a competitive differentiator vs. another method of placing an order.
  22. 22. Perficient Digital Strategy • Focus on customer adoption. • Begin building out new roles and responsibilities that will support the digital channel. 22 CX Maturity Phase: Engaged Technology • Develop content and product data to support better search. • Begin integration process into key systems to support visibility an automated digital order-to-cash. Operations • Ensure customer communications are occurring during the ordering experience. • Identify internal and external resources required to develop, launch and grow a digital channel. Highest Priorities
  23. 23. 23 . Perficient Digital Challenge A manufacturer of towing products and vehicle accessories with an established web commerce presence had grown its business through a series of complementary brand acquisitions. The acquisitions need to be consolidated into a common digital platform. How They Advanced Provided more robust commerce capabilities and full product catalog visibility to independent dealers as well as large retailers. Summary Moved from basic to more advanced commerce capabilities with an investment in technology and a strategic internal hire.
  24. 24. CX Maturity Phase: Dynamic 2424Perficient Digital
  25. 25. Perficient Digital Dynamic Phase The company is now viewing the digital channel as a competitive advantage and is becoming firmly entrenched in the organizational strategy and business model. Core competencies needing to support digital start to move from being outsourced to insourced. 25 CX Maturity Phase: Dynamic Core Business Competencies Have gone beyond the order to offer simplified experiences to complex interactions such as product configurations, quotes and workflow. Strong commerce and content, robust portal, using data to drive personalization, effective omni-channel business with mobile-enabled sales team. Primary Channel • Web Commerce (growing) • Sales Rep (digitally enabled) • Phone (shrinking) • Fax (occasional) • Email • Face-to-Face (complex quotes/orders)
  26. 26. Perficient Digital 26 CX Maturity Phase: Dynamic Customer Experience Strengths Portal like capabilities are now introduced to allow customers to have more non-transactional interactions. Weaknesses Analysis of cross channel data to drive customer insights, experiences and engagement through the digital channel. Major Customer Expectation Gaps Accessibility to more real-time data that would drive conversions and options for receiving product. • Inventory availability • Lead times • In-store pick-up • Job site delivery Key Business Challenges • Availability and accessibility of data from legacy systems and processes needed to support the high customers expectations.
  27. 27. Perficient Digital Strategy Empower customers to do what they need to do through their channel of choice in a consistent experience. 27 CX Maturity Phase: Dynamic Technology Introduction and integration of more capabilities through best-of-breed technologies such as Product Information Management (PIM), CRM , CMS and marketing automation. Operations • Adjusting business processes and model to provide more scale and cross functional collaboration as order volumes increase. • Start establishing dedicated internal resources to the digital channel to support operations. Highest Priorities
  28. 28. 28 Challenge A leading manufacturer of Aerospace products with over 70K SKUs was looking to lower their cost to serve and reduce call center volume by allowing more complex, highly configured products to be purchased through commerce. How They Advanced Spent 6 months evaluating and selecting best of breed technologies in commerce, CMS and CPQ. Summary Integrated into their existing investment in CAD to associate CAD drawings to the new configured product capabilities. 80& of all downloaded CAD drawings resulted in an order of configured product. Perficient Digital
  29. 29. CX Maturity Phase: Differentiated 29Perficient Digital
  30. 30. Perficient Digital Differentiated Phase The company focus shifts on driving more industry leading cross-channel customer engagement and experiences through digital as the main part of its strategy. 30 CX Maturity Phase: Differentiated Core Business Competencies Have integrated the digital channel into sales, customer service, distribution and supply chain with real-time CPQ capabilities, AI-enabled service, product assortments start to broaden into more endless aisle offerings and inventory expands into B2B marketplaces, Uber- oriented delivery tracking capabilities. Primary Channel • Web Commerce (measurable percentage of revenue and growing) • Sales Rep (digitally enabled) • Face-to-Face (complex quotes/orders) • Phone (shrinking) • Fax (occasional) • Email
  31. 31. Perficient Digital 31 CX Maturity Phase: Differentiated Customer Experience • Data and analytics can be utilized to develop predictive models in support of customer ordering preferences. • Technology and operations have been methodically built out to support the customer digital experience setting the stage for omni- channel integration. Major Customer Expectation Gaps Product Research & Price Limited or no availability of adjacent product assortments that customers expect in a single vendor experience. Buying Automatic notifications of customer inventory being low/depleted supported by auto-replenishment. Customer Service Like ordering, customer support is expected through the customers channel of choice. Key Business Challenges Getting out ahead of customer expectations and driving solutions back to the customer rather than being customer lead.
  32. 32. Perficient Digital Strategy Define what the next generation of the digital channel looks like within the industry. 32 CX Maturity Phase: Differentiated Technology • Gain internal alignment to move toward that vision. Look to the next generation of capabilities that can drive customer insights and engagement. • More sophisticated analytics and business intelligence offering 360 views of the customer. • More supply chain capabilities to support things like distributed order management, pricing and forecasting. Operations Develop a Center of Excellence (COE) around digital charged with aligning corporate digital strategy with industry trends and customer expectations. Differentiated innovation with the investments in people process and technology is a central theme. Highest Priorities
  33. 33. 33 Challenge Large distributor of HVAC equipment and parts needed to continue refining its model to be a leader in their space - getting out ahead of customers and developing innovative capabilities. How They Advanced Invested in best-of-breed technologies and integrated online and offline channels to deliver an omni-channel experience. Summary Incorporated highly sophisticated site search, implemented a product configurator and created beacons within the physical and mobile supply chains for auto replenishment. Perficient Digital
  34. 34. Perficient Digital Fast Follower Principles: 5 Key Steps Identify the capabilities that will help you advance to the next stage of maturity. Develop a project plan to guide the scope, resources, requirements, dependencies, ROI and other success metrics. Execute faster than your competition, and then repeat steps 1-4.+ + + 34 Evaluate your customer / end user’s level of interest in these new capabilities. + The goal of fast followers is to identify the established capabilities of competitors and/or influencers and operationalize them faster than their peers. Keys to success include the use of short cycles, assignment of highly concentrated teams, and constant interaction with the end users throughout the development cycle. Evaluate your customer experience (CX) strengths/weaknesses, and confirm your current level of digital maturity.
  35. 35. CX IQ Self-Assessment CX IQ Score: ACME 1.75 Maximum Score: 3.0 CX Maturity Level Engaged .01 above the Uncommitted Level CX IQ Score: Average 1.86 Maximum Score: 3.0 Confirm your current state with the CX IQ online survey. It evaluates the seven core competencies and 57 attributes that are embraced by CX leaders. bit.ly/B2BCXIQ CX Core Competency Ranking Comparison with US Average Capability Assessment: Strategy Dimension Functional Team Alignment
  36. 36. Perficient Digital Fast Follower Principles: 5 Key Steps Identify the capabilities that will help you advance to the next stage of maturity. Develop a project plan to guide the scope, resources, requirements, dependencies, ROI and other success metrics. Execute faster than your competition, and then repeat steps 1-4.+ + + 36 Evaluate your customer / end user’s level of interest in these new capabilities. + The goal of fast followers is to identify the established capabilities of competitors and/or influencers and operationalize them faster than their peers. Keys to success include the use of short cycles, assignment of highly concentrated teams, and constant interaction with the end users throughout the development cycle. Evaluate your customer experience (CX) strengths/weaknesses, and confirm your current level of digital maturity.
  37. 37. Perficient Digital Comp. Product Sets Multi-Language Maturity Model Stages 37 CAPABILITIES UNCOMMITTED ENGAGED DYNAMIC DIFFERENTIATED WEB SITE NON-TRANSACTIONAL , PRODUCT ORIENTED TRANSACTIONAL, REQUIRES REGISTRATION PORTAL CAPABILITIES, MULTIPLE SITES MARKET SEGMENT CARVE OUTS, DIRECT TO CONSUMER SITES MOBILE MOBILE OPTIMIZED MOBILE RESPONSIVE TEMPLATES MOBILE APPS BEACONS SELF-SERVICE DOWNLOADABLE CONTENT, CONTACT FORMS CUSTOMER SELF SIGNUP, ORDERING ACCESS TO VIEW/PAY INVOICES NON-TRANSACTIONAL INTERACTIONS CUSTOMER ACCOUNTS LIMITED OR NONE MULTIPLE USERS/SINGLE ACCOUNT, ORDER HISTORY, BILL TO/SHIP TO WORK FLOW APPROVALS - ORDERS/QUOTES SINGLE-STEP ORDERING PRODUCTS WEBSITE NAVIGATION USER SPECIFIC PRODUCT CATALOG, SIMPLE PRODUCTS, DESCRIPTIONS, ATTRIBUTES COMPLEX PRODUCTS REQUIRING CONFIGURATION COMPLIMENTARY PRODUCT SETS CONTENT SINGLE IMAGE, PRODUCT DESCRIPTIONS OPTIMIZED CONTENT FOR SITE SEARCH, ADDITIONAL PRODUCT IMAGERY VIDEO, EDUCATIONAL CONTENT MULTI-LANGUAGE PERSONALIZATION NONE PRICE LISTS USER SPECIFIC CONTENT AUTO ORDER CREATION FOR APPROVAL SEARCH SEARCH BOX FACETED SEARCH, PRODUCTS AND CONTENT AUTO SUGGEST - TYPE AHEAD MACHINE LEARNING (PREDICTIVE), VOICE ENABLED ORDERING/BUYING PHONE/EMAIL WEB BASED, PHONE/EMAIL CPQ, MINIMUM QUANTITY, PUNCH-OUT AUTOSHIP/SUBSCRIPTION PAYMENT OPTIONS PO TERMS/CREDIT CARD PO/TERMS CREDIT CARD - WEB FINANCING CRYPTO/BLOCKCHAIN NOTIFICATIONS SALES REP/EMAIL ORDER, SHIPPING CONFIRMATIONS - EMAIL EMAIL, SMS, MOBILE APPS LOCATION BASED NOTIFICATIONS INTEGRATIONS NONE PAYMENT PROCESSING INVENTORY LEVELS, LEAD TIME, CRM IoT DIGITAL MARKETING ORGANIC SEO, EMAIL CAMPAIGNS PROMOTIONS/DISCOUNTS - PRODUCT LEVEL CUSTOMER SPECIFIC/REGIONAL PROMOTIONS LOCATION BASED PROMOTIONS ANALYTICS BASIC GOOGLE GOOGLE ECOMMERCE ECOMMERCE, SITE SEARCH PREDICTIVE ANALYTICS RESOURCES/ OPERATIONS INTERNAL DESIGNER AND CONTENT CREATOR OUTSOURCED USER EXPERIENCE AND TECHNOLOGY IMPLEMENTATION & SUPPORT STARTING TO HIRE FOR STRATEGIC DIGITAL RESOURCES DEVELOPMENT OF A CENTER OF EXCELLENCE TECHNOLOGY STACK NON-COMMERCE ENABLED SOLUTION, EMAIL CAMPAIGN MGMT ADVANCED COMMERCE CAPABILITIES IN A SINGLE PLATFORM BEST OF BREED - COMMERCE, CMS, OMS, WEB APPS BEST OF BREED - COMMERCE, CMS, OMS, WEB APPS, AI, MACHINE LEARNING
  38. 38. Perficient Digital Capabilities Mapping Workshop An intensive three-day workshop brings B2B specialists together with your management team to rapidly create an action-based plan. • Accelerate your digital journey by applying the framework, exercises and tools that have been successfully used on 250+ B2B projects. • Onsite facilitation provided by B2B experts: customer experience, commerce, technology, change management, and data/analytics. • Defined deliverables, including a project plan that will guide the next 180 days of progress. 38
  39. 39. Perficient Digital It’s not the big that eat the small. It’s the fast that eat the slow. 39

×