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Insite, An Episerver Company


Five Distribution Disruptors in 2020

Well folks, we’ve arrived. The mark of a new decade. The year 2020. We can all see clearly now…

People had a lot of predictions about what 2020 would be like. Some predicted we’d have self-driving cars. Some said we’d have invisible computers. At one point in time, others were sure that by 2020 humans would land on Mars. Now that we’re a month into 2020, we can’t confirm we’ll meet aliens, but we’re hoping we can give you a few predictions of our own about how the next 11 months will shape out.

At Insite, an Episerver company, we’ve been listening to and analyzing the manufacturing and distribution industries for more than a decade. We’re always fascinated by the heightened level of disruption both industries face. That’s why each year we come out with a short list of our top disruptors for manufacturing and distribution.

Before diving in to our top distribution disruption picks for 2020, it’s worth noting what we saw happen in distribution last year:

  • Manufacturers began mandating digital readiness from their distribution channels
  • Larger distributors continued to purchase best-in-breed technologies while some less mature distributors made technology mistakes
  • B2C brands followed the examples of Ace and Staples and entered the B2B playing field
  • Data-driven marketing made competition more intense than ever before

The disruption isn’t slowing down anytime soon. The distribution industry is complex and volatile. It’s hyper-competitive. Amazon is buzzing in every distributor’s ear. (Fly swatter anyone?) It’s just the nature of the industry.

So, let’s dive in. Here are Insite’s top five distribution disruptors in 2020 and tips for turning each challenge into opportunity.

Disruptor #1

B2B Marketplaces will continue to pick up momentum and erode revenues for those who aren’t prepared.

Why this disruptor makes our list

As B2B continues to follow the path of its distant B2C cousin, marketplaces are the latest B2C-inspired phenomenon. That’s right, marketplaces aren’t just a B2C thing anymore.

According to a new study by iBe TSD Ltd, B2B marketplaces are predicted to reach $3.6 trillion in the next five years which would account for 30% of all B2B online sales by 2024.

Business buyers are using marketplaces like Amazon Business, TradeIndia, IndiaMart and Alibaba for the same reasons they rely on marketplaces in their personal lives. They want easy access to pricing, product imagery, descriptions and comparisons in B2B just as much as they want them in B2C. Marketplaces also present a low cost of entry to distributors, provide an opportunity to reach new audiences and deliver a seamless customer experience based on state-of-the-art technology.

Nearly everyone is chasing the customer experience set by Amazon Business. And there are quite a few players popping up. Beyond global marketplaces, there are niche marketplaces in distribution industries like building materials and supplies, industrial heavy machinery, electronics, aerospace and more.

Overall, marketplaces are massively disrupting selling strategies in B2B. They’ve set off the panic alarms in distribution. They’ve eroded market share. Some may even argue they’ve commoditized distribution. Or, at least, they’ve commoditized certain products. As a distributor, you’re probably scratching your head trying to make sense of it all.

The angst about marketplaces is unprecedented and, we argue, very warranted. Afterall, B2B buyers have more options than ever before to interact with and buy from distributors. And the preference continues to trend toward buying on marketplaces.

In a series of reports on 2020 predictions for B2B Commerce, Forrester noted, “Buyers will begin to prefer marketplace buying for a wide range of products ranging from equipment used for maintenance, repair and operations, to networking equipment and scientific supplies.” These modern buyers are going to demand price transparency and value low cost.

The truth about B2B marketplaces is that someday they could realistically carry nearly all your products. They will be able to deliver faster than you can. They’ll definitely be able to reach a larger audience than you can. They’ll even have enough data to understand your customers better than you can.

The cold, hard truth is that on paper they will someday be able to do a lot of things better than you can. That’s why you have to be smarter. B2B marketplaces are fundamentally changing how buyers and sellers interact. You have to adapt along with them.

How you can turn this disruptor into major opportunity

What the heck are you to do about these beasts? Is a marketplace your friend? Is it your foe? You don’t want to commoditize your entire business. But ignoring marketplaces all together might be a death-wish.

The good news is smaller distributors who create a solid marketplace strategy can compete and address this disruption. To quote industry expert and President of Real Results Marketing, Ian Heller, “You can’t stop marketplace erosion throughout the industry, but with the right plan, you can stop it in your business.”

Here are a few things to consider:

  • Are you maximizing your value add?
    You can and will remain competitive by focusing on providing excellent service on higher margin products that don’t lend themselves to being sold on marketplace. Create and maintain strong bonds with customers. Create trust. Marketplaces like Amazon can’t do the amazingly human things your company is capable of.
  • Have you analyzed your strongest revenue streams?
    Create a strategy for selling some of your lower margin, commodity products on marketplaces. Focus promotions and value-added services on the highest margin products so you can earn more profits.
  • What about creating your own marketplace?
    Today more than ever the barriers to entry for marketplaces have dropped significantly. Start scoping out potential partners with complementary offerings. It may not be as challenging as meets the eye to develop a focused marketplace.
  • Are you offering advanced commerce like a functional app, custom catalogs and other capabilities?
    If you can’t beat ‘em, join ‘em. Build an Amazon-like experience of your own. Start adopting new technology. Learn from the best. A great marketplace strategy is underpinned by a great eCommerce strategy.
  • Are you maximizing the value of data?
    Look, data is everywhere! Invest in a solid data collection process. Hire the right people. Get the right tools. Start providing manufacturers with data to create an invaluable, holistic view of customer preferences and behavior.

Marketplaces are here. They present a huge opportunity for small to mid-sized distributors. They force distributors to examine how much value they’re deriving, determine where they can maximize profit and build better customer experiences. Don’t let marketplaces scare you too much. The best distributors will use them to evolve into a better business overall. There’s no question that B2B marketplaces will be a substantial driver of eCommerce sales and B2B transactions this year and into the future.

If you need more tips for addressing B2B marketplaces and creating a strategy, checkout our white paper, Say Hello to B2B Marketplaces.

Disruptor #2

Hiring, training and retaining digital talent will continue to be difficult even in a full employment economy.

Next on our list…people. Notice any “Now Hiring” signs popping up lately?

How do distributors attract and retain top talent? In a digital world, how do you compete with other companies to fill roles that require strong, tech-savvy leaders? How do you ensure you have the resources you need?

Why this disruptor makes our list

As Gen Z’ers head to university and millennials flood the workforce, spirits are high and new talent is hungry. It’s arguably the best time in decades for job seekers to land a gig. But there’s more to the story…

Let’s start with the facts. According to the U.S. Bureau of Labor Statistics, the unemployment rate is down significantly and has reached a 50-year low at 3.5 percent.

Although the unemployment rate is down, attracting and retaining the best talent hasn’t gotten any easier, especially considering candidates aren’t on the market for very long. Companies have to pitch themselves to candidates, not the other way around.

According to Forrester, U.S. B2B eCommerce will hit $1.8 trillion by 2023. Distributors recognize the need to adapt to evolving customer needs. They are investing in digital technologies like eCommerce not just to differentiate, but to answer basic demands from customers. As digital transformation becomes less a nice-to-have, and more a means of survival, distributors have no choice but to attract top digital talent. That’s no easy undertaking.

Let’s unpack this a little more. Why is it so hard to attract digital talent in distribution? We think it comes down to two major factors: competition and cost.

Competing with other companies to attract the right digital skills

Hiring forklift operators, fulfillment associates and warehouse workers has its own set of unique challenges in distribution. Hiring gets even more complex when companies have to attract and hire top-level digital executives.

You have to compete with other distributors to hire your forklift driver, but you have to compete with a much wider pool of companies to hire your VP of Digital Solutions.

As almost every distributor out there is finding themselves amidst some kind of digital transformation journey (an ERP upgrade, a CRM implementation, an eCommerce migration) digital professionals are in high-demand. Whether you find someone to fill the role internally, or you hire someone from the outside, you need a champion to drive the initiative and bring your company into the future.

In a tight labor market, you aren’t just competing with other distributors to fill roles. You’re competing with…well basically everybody. That includes:

High Tech Companies

You know, the companies with Beer Fridays and foosball tables?

Fortune 500s

Hello incredible benefit packages!


Employing hungry go-getters who are constantly innovating and inventing.


Compelling mission? Do good, feel good? Sign us up.

Distribution is the backbone of America. But it’s not exactly the first industry a 20-something with his/her shiny new digital marketing degree is going to think about entering. Is his/her first thought to join the marketing team at an HVAC distributor? Or does he/she have their eyes on the sexy creative marketing job at the hot advertising agency? Maybe he/she’s set on someday getting a big shot role with a distributor’s common enemy – Amazon. Nobody wants it to be that way! To compete for top talent, distributors need to get creative about where to recruit and how to highlight values that the other firms can’t offer.

Paying top digital professionals

If you do manage to attract the right digital talent, you have another challenge to address. You have to pay these professionals what they’re worth. And, it can get a bit expensive.

According to Digital Commerce 360’s Mark Brohan, “It’s still a candidate’s market for qualified executives with the right skill set in B2B eCommerce. The right candidate for any eCommerce job may, in fact, be juggling multiple offers.”

B2B eCommerce executives are earning substantial salaries. In 20 of the largest U.S. cities, the average annual salaries for a vice president of B2B eCommerce and a vice president of digital marketing are $221,400 and $232,800 respectively, according to research by Bernhart Associates.

Getting the right people in the right shoes isn’t exactly a new challenge in distribution. But as the economy continues to flourish, the challenge to hire, train and retain top talent will definitely not go away anytime soon.

Distribution companies can be radically transformed by advances like digital commerce. But they won’t get anywhere without the right team.

From the CEO to the field service technician, every person on your team has an important role in ensuring that the customer experience is seamless across all touch points – both online and offline. That starts with attracting and hiring the right people in the right roles. You can learn more about how people play a role in transformational shifts like B2B eCommerce here.

Tips for Combating this Disruptor

So, hiring is hard. This isn’t news to you. What can you do to make sure you’ve got what it takes to bring your distribution business into the future by attracting the right people? Here are a few tips:

  • Work your networks
    Talk to people you know on LinkedIn. Get connected with your buying groups. Say yes to attending networking events. 80% of life is just showing up. (We don’t have a source to reference for that one, because we just made it up) You never know who you are going to meet.
  • Show people why it’s a joy to work at your company
    Offer competitive benefits. Give your employees credit. Apply for that local “best places to work” award. You’ve created a pretty great company, show people why they should join your family.
  • Invest in the right tools
    To attract digital talent, you have to provide the technology and tools that top digital professionals want to work on. No one wants to work within the confines of outdated technology. They want to work on cutting edge tools. Pick technology that allows your employees to spend less time on tedious tasks and can instead automate the mundane.
  • Generate interest in the trades and start ‘em young
    Find creative ways to generate interest in the trades. Partner with local high schools, tech colleges and others. Start getting your name out there.
  • Establish and communicate your mission
    People, especially millennials, appreciate authenticity. No you’re not on a mission to become the hottest new startup in San Francisco. But you’re a family-owned, long-standing distributor who has built a hell of a legacy. You’ve got a rock solid vision for what the future looks like and your entire team is behind you. You need to shout it from your rooftop. Blast it all over your website, generate buzz on social media.

To close out this disruptor

We need to give kudos to a few of our customers who are thinking outside of the box, generating interest in trades and attracting some of the best digital talent:

Amerhart Lives By A Meaningful Mission

Amerhart, a lumber and building construction distributor, believes helping their community grow and prosper is a duty – not an option. This mission is engrained in the culture they’ve built. In 2004 they created the Amerhart Foundation which has donated over $900,000 to local organizations like Family Services, YMCA, Unity Hospice, Children’s Museum and more.

Source Atlantic Invests in Training for their Team

Source Atlantic, an industry leading wholesale distributor, partnered with Texas A&M University to offer education to their team. Texas A&M hosts a Master of Industrial Distribution program that is designed for working professionals. The program focuses on supply chain management, logistics and profitability of distributors and suppliers in industrial channels. Source Atlantic puts their people first and invests in education and resources to help train them. Matt Hanlon, Source Atlantic’s Applied Innovation and Technology Manager took the class which helped prepare him to lead their digital transformation initiatives.

Dakota Supply Group Advocates for the Trades

Dakota Supply Group, a distributor of electrical, plumbing, HVAC and other supplies, is dedicated to getting people interested in the trades at a young age. The company established the DSG Education Connection Fund to provide scholarships for those who enter the trade industries. Further, the company even started the DSG Kids Club to teach children of DSG customers or employee owners all about what they do at DSG.


Disruptor #3

Growth and consolidation will accelerate creating economies of scale and force systems to evolve.

Independent distributors are growing up to be regional distributors. Regional distributors are aspiring to be mini-nationals. Mini-nationals are trying to go global. Big guys are getting bigger. Distributors are growing. Some organically. Some through mergers and acquisitions.

Why this disruptor makes our list

This year, we predict that distributors will continue to increase their reach, expand their product catalogs, develop value-added services and join forces with each other.

These major acquisitions were all announced in January. Consolidations and mergers aren’t slowing down anytime soon. Bigger distributors will continue buying smaller distributors. Private equity firms like Berkshire Hathaway will continue snapping up companies of interest.

Why are distribution companies making headlines for consolidation? Why are they buying out their competitors? The simple answer – economies of scale. Here are some of the key benefits:

Independent distributors are growing up to be regional distributors. Regional distributors are aspiring to be mini-nationals. Mini-nationals are trying to go global. Big guys are getting bigger. Distributors are growing. Some organically. Some through mergers and acquisitions.

Why this disruptor makes our list

This year, we predict that distributors will continue to increase their reach, expand their product catalogs, develop value-added services and join forces with each other.

These major acquisitions were all announced in January. Consolidations and mergers aren’t slowing down anytime soon. Bigger distributors will continue buying smaller distributors. Private equity firms like Berkshire Hathaway will continue snapping up companies of interest.

Why are distribution companies making headlines for consolidation? Why are they buying out their competitors? The simple answer – economies of scale. Here are some of the key benefits:

More Reach

Distributors want to grow their geographical reach. Consolidation represents an entire range of new opportunities for distributors. They can grow their brand, reach new customers and build a bigger, broader audience. They can attract new customers and improve share of wallet with existing customers.

Lower Costs

From a staffing perspective, growth means you can lower your overhead. Whether you’ve got 400 people or 100 people, you only need one payroll clerk. There’s huge opportunity to improve operational efficiency.

More Buying Power

Bigger doesn’t always mean better, but it can mean more powerful. Larger distributors have the ability to negotiate better terms and pricing. They often have access to cheaper products, better payment terms, more credit and more.

Things to Consider About this Disruptor

Whenever there’s major change like consolidation, there’s opportunity to do things differently.

Use the time of transition to challenge old ways of doing business.

  • Invest in Better Technology
    As you’re consolidating systems you might decide that now is the time to do your ERP upgrade. Maybe it’s time to move from your clunky ERP to a cloud-based ERP. Perhaps your business has never needed a CRM before, but with eight branches you need a better way to track all your important data. Think about merging disparate systems. We’re an eCommerce company so we’d do ourselves a disservice if we didn’t mention that you might consider switching eCommerce platforms. If that sounds intimidating, you can read our Guide to eCommerce Replatforming for some helpful tips.
  • Welcome New Team Members and a New Focus
    Consolidation also provides opportunity for new leadership and new focus. It presents a time to rethink your strategy and get your team onboard. You can build a business setup for business transformation. Your teams can join forces and you can take advantage of new, fresh talent. It’s a whole new ballgame.

Disruptor #4

Sales people that use data to sell will win against stagnant sellers who are resistant to adopt new ways.

Sales teams will no longer be able to afford carrying the weight of stagnant employees. Sound harsh? Maybe. But it’s true. And it’s less harsh than Forrester’s 2017 “Death of a Salesman” prediction which assumed that by 2020 we’d see a large-scale displacement of B2B sales reps triggered by empowered customers and digital technologies.

Though the predictions about the death of a B2B salesman were frightening, most sales folks can breathe easy. Unless they are stagnant and stuck in old ways. The sales role has not disappeared, but it has dramatically changed. The modern salesperson has a tough job and they have to adapt to succeed. They have to learn how to move faster, sell more strategically and use data to their advantage.

Basically, salespeople who are stagnant and don’t embrace new ways of doing things of doing things are on their way out. If your sales team isn’t evolving, your organization will fail.

Why this disruptor makes our list

Meet Earl

You might know a guy or two like Earl. Earl is a standup guy. He’s loyal. He’s fun to be around. He’s been an account executive at your company for a long time. He’s about 7 years away from retirement. But Earl is pretty stuck in his ways. He’s resistant to change. You are working on an eCommerce project, and Earl views eCommerce as the enemy, as his competition. You want Earl to see success. But he’s just not making his numbers anymore. He’s not the first person to embrace new ways of doing things. He isn’t using data to offer more consultative sales help to your customers. He doesn’t want new technology to displace his job or erode his commission check. He wants to keep doing things the way things have always been done.

This stagnant mentality has to go. It will separate the winners from the losers in 2020.

Salespeople have to go from being reactionary to proactive. They have to use data to their advantage. The job of the B2B salesperson is no longer to look up invoices or check up on delivery schedules. It’s not to take orders. A salesperson’s job is to add value, focus on the customer and generate new business.

Selling needs to be strategic and data-driven. It can’t be reactionary or mired in tasks that don’t add value to the bottom line. Change is happening in distribution. It’s happening faster than it has ever happened in the history of time. Salespeople have to adapt.

The best organizations will leverage data, recognize trends and focus on their customers. They will do their best to understand their customers’ buying behavior. They will focus in on customers and products that drive the most profitability and spend less time on useless things that don’t add value.

How to address this disruption

Today, more than ever before, distributors have access to so much information. But data is just data if your team isn’t trained properly to use it to inform their selling strategy. Understanding data and using it to your advantage requires multiple steps including standardizing, normalizing, maintaining, operationalizing, streamlining, refining and so forth.

Those that figure out how to actually analyze and use data are the ones that are going to win this year and into the future. Analytics is what you make it. The data is there, it’s just about molding and using the data to finesse it into something that’s usable for your company.

To address this disruption, you have to build out the data, invest in the right tools and find ways to inspire and motivate your salespeople.

Things to Consider About this Disruptor

  • Help your sales team sell more strategically by arming them with analytics.
    This involves a couple steps. First, you need to ensure every department is aware of the business goals your company is marching toward. Once you’ve defined your goals, map out the KPIs you need to measure to get where you need to be. (Don’t just aimlessly measure KPIs because an article on Forbes tells you to) Don’t forget to understand your baseline numbers. To get where you need to go in the future, you have to know exactly where you’re at today.

    Next, create some standard reporting. We’ve seen our B2B eCommerce customers create reports like quarterly customer business reviews that help their sales team review customer purchases. The reports include insights into things like order frequency, repeat orders, seasonality and monthly spending. You can also create benchmark reports that you can share with your salespeople that show and predict how look-a-like customers are purchasing from you.

  • Invest in the tools and systems that allow you to build out the data and analytics.
    This one is pretty self-explanatory. In order to get your salespeople the data they need, they need access to the right tools and technology. That means you need the right technology in place like ERP, CRM, eCommerce or analytics. No matter what technology you deploy, you need to look at the holistic picture. In addition, don’t be afraid to onboard new salespeople. Hire analytics-oriented salespeople who are ready and willing to dive in.
  • Leadership needs to champion change.
    If your leadership is not onboard with the digital change you need to go through, how will your salespeople be inspired to make changes? Leadership of the organization has to have the courage to invest in change. They need to approve investments in resources and training. They need to encourage CSRs that new ways of doing things will actually allow them to do what they are really good at, which is to be strategic, give advice and introduce new products.

    In order to inspire sales teams to adopt new ways of doing things, ensure your operations allow for it. For example, if you’re adopting an eCommerce system, make sure your sales team doesn’t view it as their competition by updating your commission model in a way that awards sales representatives for leveraging the technology.

Today, salespeople have the analytical tools to predict orders, create orders and drive your business into the future. You just need to enable them properly.

In a way, this disruptor comes full circle when you consider the pressure coming from marketplaces (our first disruptor). If your business has become commoditized and your salespeople are stuck in old ways, how are you going to compete? You likely have higher prices than Amazon because your overhead is higher. Amazon will beat you unless you can be more consultative, be more strategic and provide the service element that Amazon will never be good at.

To close out this disruptor

Here are a few of our customers who are already excelling at getting this disruption just right:

Geriatric Medical Focuses on Monitoring and Measuring Analytics

Geriatric Medical is constantly monitoring their success with InsiteCommerce by using InsiteAnalytics for eCommerce to empower their sales representatives. Because Geriatric Medical does not have a true CRM today, they look at product and customer engagement and disengagement through their eCommerce platform. They are able to develop and share daily and weekly reports to their sales reps and CSRs detailing product engagement and disengagement from various customers. The reports give the team better visibility into their customers enabling CSR’s to make informed, proactive and data-driven product recommendations.

Eastern Industrial Supplies Makes it Easier for their Sales Reps to Foster Relationships

Eastern Industrial Supplies has made their associates’ lives better by deploying eCommerce. Sales associates spend less time answering calls about inventory, invoices or proof of delivery. They no longer have to manually enter price quotes or orders. Relieving the team of mundane tasks allows associates to foster deeper relationships and leverage their knowledge to solve customer problems and ultimately win more business.

Consolidated Supply Makes Continuous Improvements

Consolidated Supply Company deployed an eCommerce solution and hired Digital Engagement Specialists specifically to interact directly with customers who use the technology. They utilize feedback from employees and customers to improve the website and create a user-friendly experience that promotes efficiency and growth with Consolidated’s customers.


Disruptor #5

Customers will demand investments in technology.

To close out our list of 2020 disruptors in distribution we’re taking it back to square one: the customer. There is an undeniable shift in the way people want to do business with distributors. How do you continue traditions of customer service and customer excellence in a changing environment?

Why this disruptor makes our list

Let’s talk about your end customers.

Say you’re a plumbing and HVAC distributor. Your customer (a plumbing contractor) is out on a jobsite all day installing sinks. When he returns home Friday, he eats dinner, opens his laptop and expects to be able to order the faucets, tubing, tools and other plumbing materials he needs for the installation jobs he has over the next few weeks. He doesn’t want to have to go to one of your locations every time he needs new materials. He doesn’t want to call to place an order. Why? Because he’s become accustomed to buying when it’s convenient for him.

Companies like Amazon are setting the gold standard for customer experience in B2C. Professional buyers who shop on Amazon expect the same experiences in B2B. They want to see price comparisons, they expect to see customized recommendations, hyper-personalized content, and inventory availability even in B2B.

Let’s Examine How the B2B Buying Process has Changed

  1. A massive generational shift has occurred.
    According to Forrester, by 2025 millennials will form 44% of the US workforce. What’s more is that 73% of millennials are involved in B2B purchasing decisions. As the new generation continues to move into more and more decision making roles, you must adapt to meet their changing expectations. It’s not just millennials either, “new collar” workers have a preference for digital tools.
  2. Self-service and independent discovery is increasingly becoming the preference.
    Traditional buyers relied on sales representatives to guide them through the B2B buying process. As new technologies became available, we started seeing a shift in the way buyers were making decisions.
    Today, the buying process involves more self-service and discovery than ever before. According to Forrester, 68% of B2B customers prefer to self-serve and complete independent research online. Granted, buyers are still omnichannel creatures – meaning they float in and out of traditional and digital sales channels. We know from experience that the B2B buying process is anything but linear, and customers will move between self-serve and physical interactions as needed.
  3. Competition continues to heat up.
    Though building customer loyalty is still very possible in B2B, customers are less loyal than they used to be. If they have a poor experience with your company, what’s stopping them from shopping the competition? You’re competing with other distributors, Amazon and other marketplaces who are offering seamless ways to buy online.

To keep up with a changing buying process and evolving customer needs, you have no choice but to transform.

How to address this disruption

This might sound silly coming from a technology company, but you can’t just throw technology at the problem before you have a rock solid strategy. You have to make sure the technology truly answers the customers’ problems. This means taking an outside-in look at the pains your customers are experiencing when they interact with your business. You can do this by asking questions like:


What ways are customers interacting with our business?


What experiences do our customers have with each interaction?


Are you easy to do business with, regardless of which channel your customer prefers to utilize to do business?


Do your existing processes align with their expectations?

Take time to map out your customer’s journey. Interview them. Conduct research. Do customer satisfaction surveys. Understand exactly what it is they want and map your technology to it. Don’t just assume their needs, ask them and analyze their behaviors!

Consider all the people of B2B. Not just your buyers but also researchers, subject matter experts, accountants, etc. Each of these people have different needs. You have to deliver the information they care about quickly, effectively and with the right technology.

Once you’ve addressed your customers’ needs, it’s time to make technology decisions. You need to ensure the experience is seamless at every touchpoint – whether it’s online or offline.

Distributors built their businesses on relationships. How are you going to keep bending over backwards for your customers?

By delivering exactly what they need, exactly how they want it.

If your customers want access to your brand while they are on the go, invest in mobile. If your customers want to find more product information on their own, invest in enriching your product content and making your catalog available online. If your customers want to buy from you online, invest in eCommerce.

It’s time. The B2B buying process has changed. Have you?


So Distribution is Disrupted…Now What?

In any industry, disruptive influences mean challenges for stagnant businesses and opportunity for the agile ones. As marketplaces, hiring, consolidation impacts, smart selling and customers continue to disrupt distribution, you have to be ready for anything. You have to transform. If part of your transformation strategy includes investing in eCommerce, consider partnering with Insite, An Episerver Company.

We created a tool you can use that many distributors have found useful in transforming their business. We call it the eCommerce assessment. It’s not the most original name, but it’s a great resource that will guide you through the eCommerce decision-making process. It takes about 30 minutes to complete. Once you’ve finished it you can use it to evaluate eCommerce vendors like Insite or our competitors. Request the assessment now and we’ll get you started on the right path.

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