The document discusses digital disruption in distribution and manufacturing and how companies can achieve higher levels of digital maturity. It identifies four phases (Uncommitted, Engaged, Dynamic, Differentiated) that companies progress through as they develop their digital capabilities. Each phase is characterized by its core competencies, customer experience strengths and weaknesses, expectations gaps, business challenges, and priorities. Case studies are provided as examples of companies advancing to higher phases.

1. DIGITAL DISRUPTION IN
DISTRIBUTION AND MANUFACTURING
How to Be a B2B Leader
1

2. Perficient Digital 2

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. Perficient Digital
Gregg Sampson
Director Digital Strategy
John Ambrose
Commerce Technology Strategist
Our Presenters
4

5. 55Perficient Digital
The Glass is Half Empty

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
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1 B2BecNews, 2 Brafton, 3 Forrester Research

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. 88Perficient Digital
The Glass is Half Full

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
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6 Perficient, 7 Gartner, 8 B2BecNews

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
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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. 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. 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. CX Maturity Phase: Uncommitted
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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. 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. Perficient Digital
Customer Insight
• Understand customer satisfaction
levels.
• Identify unmet customer needs.
• Confirm customer-facing employee
needs.
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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. 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. CX Maturity Phase: Engaged
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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. 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. 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
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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. CX Maturity Phase: Dynamic
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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. 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. 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
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. CX Maturity Phase:
Differentiated
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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. 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. 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
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.
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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. 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. 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. 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. 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. Perficient Digital
It’s not the big that eat the small.
It’s the fast that eat the slow.
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