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1、The Voice of Digital Leaders in Manufacturing 2023SURVEY REPORTContentIntroduction to The Voice of Digital Leaders in Manufacturing Report 2023Chapter 1Chapter 4Chapter 2Chapter 3Key Takeaways17Key Takeaways37Key Takeaways533The Voice of Digital Leaders in Manufacturing Expert Insights57Executive Su
2、mmary65About69How B2B Companies Are Transforming to Become Future-Fit7Business Strategies for Future Change23Maximizing Digital Investments43COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202312SURVEY REPORT#VODL23 CONTENTIntroductionSURVEY REPORT2023COPPERBERG|VALTECHWelcome to the
3、 second issue of our annual report,The Voice of Digital Leaders in Manufacturing,from Copperberg and Valtech.Together,we asked forward-thinking leaders from across the world to share their insights into the current state of digital transformation in B2B,and to uncover how digital innovation is chang
4、ing the future of the industry.Digital transformation in manufacturing has evolved at a fast pace in recent years.The challenging market situation has increased the need for resilience and flexibility.This has led many companies to accelerate their transformation initiatives,implement digital soluti
5、ons,and increase their investments in advanced technology.Today,manufacturers and B2B organiza-tions are focusing more and more on maximizing the ROI on existing digital investments.Many are driven by the shift toward a composable/headless approach,software-as-a-service(SaaS)platforms and industrial
6、 servitization.They continue to adopt new technology and devise innovative business models to facilitate smoother cross-functional collaboration,increased organizational flexibility,operational efficiency,and superior customer experiences.To make this report possible,Valtech and Copperberg teamed up
7、 to survey over 60 handpicked B2B digital leaders and decision makers from large industrial manufacturers around the world.The respondents were asked to share their transformation goals,business strategies,and challenges on their journey.Many shared their personal experiences in hashtags and inspiri
8、ng open answers.We are very grateful to these digital leaders for their effort in sharing their journey in digital transformation;Providing tips and tricks of what worked well,but also being open about the challenges.All too familiar when you are involved in digital in a large B2B organization.Join
9、Lets talk B2B LinkedIn groupThe survey is built with a hybrid research approach;a combination of two market research techniques,qualitative and quantitative through an online survey tool.The quantitative elements were designed as multiple checkbox questions to collect numerical data that can be used
10、 to measure variables.The results are used to support general conclusions from the research and should be considered as indications.The qualitative elements were designed as open ended questions in the same online survey tool.Qualitative research seeks to delve deep into the topic at hand to gain in
11、formation about peoples motivations,thinking,and attitudes.The open-ended questions in this case,are there to put a human voice to the objective numbers and trends in the results.The data selection approach is a two-stage cluster sampling.The cluster is defined by the following screening criterias;S
12、election on size of organization,industry vertical,job function and influence over decisions within the surveyed topic area.From this selection a randomized convenience sampling approach was used for collection of data.The screening was included in the online survey and respondents not matching the
13、populations criteria were disqualified before entering the survey.Only qualified respondents answers are included in the total data analysis.This report aims to describe a general state,with comparable results to last years report.The answers to it should not be considered as statistically significa
14、nt(64 valid responses),but mainly thanks to its qualitative approach,reflecting the underlying attitudes and trends forming the respondents answers.The results in this reportthe recommen-dations and practical advicewill help you navigate this years challenges.It will empower you to make more informe
15、d decisions on your transformation journey as you bring your digital ambitions to life.*This report will be complemented by various webinars and small-group sessions to further elaborate on topics and help each other advance to the next level.Survey respondents:B2B manufacturers International operat
16、ions 250 MEUR+annual turnover Leaders in digital and commerce Decision making power within digital initiatives and projectsLisa Hellqvist,Managing Director,Copperberg Herbert Pesch,Managing Director B2B Commerce,ValtechMascha Tamarinof,Vertical lead B2B,ValtechCOPPERBERG|VALTECHTHE VOICE OF DIGITAL
17、LEADERS IN MANUFACTURING 202356SURVEY REPORTINTRODUCTION#VODL23 How B2B Companies Are Transforming to Become Future-FitSURVEY REPORT202301.In recent years,digital transformation has been at the top of the priority list for many manufacturers.While initiatives have taken off and implementation projec
18、ts have been accelerated,industry players still have to bring their journey to maturity and fully leverage the potential of their investments.Despite the challenges and macro-environmental changes that have disrupted the status quo over the past three years,2023 promises to be a year of advancement
19、and consolidation.Processes and operations have been widely elevated by digital.Manufacturers are now quickly shifting gear and pivoting toward new business models that streamline innovation,resilience,product development,and time to market,with a growing focus on customer satisfaction.With advancem
20、ent and consolidation in mind,survey respondents have tempered their ambitions regarding digital.The majority of participants,up to 59%,describe themselves as ambitious.Just 3%give themselves the status of market leader.Last year we saw 47%respondents listing themselves as ambitious and 24%claiming
21、to be digital market leaders.On the whole,the ambition level has dropped.This might have been caused by the fact that respondents have become more realistic about what being a digital leader really means.The digital ambition of the entire organization is:Not important20222023LimitedAverageAmbitiousM
22、arket leader0%0%8%2%27%47%24%30%59%3%63%of manufacturers state their digital maturity is comparable to their competitorsCOPPERBERG|VALTECH#VODL23 THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 2023910CHAPTER 1HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FITReality is kicking in showing an over
23、all progression in the industryComparing both the ambition level and maturity level with last years results,the respondents indicate an overall shift towards the middle of the curve.This shift is indicated by the decrease in the numbers of manufacturers who stated they were ahead of the maturity cur
24、ve last year,from 31%to 14%this year.This year,those who claimed to be ahead,have shifted down the ladder to the group that claims to be comparable to their competitors.This shift results in a total of 63%of manufacturers claiming that their digital maturity level is comparable to their competitors.
25、Maximizing digital investments2022 was a year of investment for manu-facturers.Our findings this year indicate that they are now looking to maximize these digital investments.The years of continuous growth of investment in digital for the vast majority seem to be over.For 11%of survey participants,t
26、he budget has decreased by as much as 20%while for 39%,the budget has stayed the same.Those who are looking to catch up to their competitors,or get ahead of the curve,continue to increase their budgets.47%of our respondents have increased their 2023 digital investment budget by up to 20%,compared to
27、 63%in 2022.The number of respondents who increased their budgets by more than 20%has dropped from 20%last year to 3%now.For 44%of our survey respondents,IT has the biggest say in how this budget is spent,closely followed by marketing(31%)and the sales department(27%).For 17%,finance and after sales
28、/service departments are getting more involved in the process,47%of manufacturers have increased their digital related budgets by up to 20%for 2023The digital maturity compared to competitors is:Far behind20222023BehindComparableAheadFar ahead3%0%19%24%44%31%2%63%14%2%The budget for digital investme
29、nts next year is going to:Decrease with more than 20%20222023Decrease by 1-20%Stay the sameIncrease by 1-20%Increase with more than 20%0%0%11%2%15%63%20%39%47%3%COPPERBERG|VALTECH#VODL23 THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20231112CHAPTER 1HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTUR
30、E-FITwhile the rest are split between production,supply chain,and procurement.For 19%,the budget is determined by a dedicated digital team or a cross-departmental team with representatives from sales,marketing,industrial operations,and strategic development.Uncertain market conditions lead to an inc
31、reased focus on short-term business value19%44%17%31%6%17%27%2%11%0%The divisions/departments with the most influence in decision making on this budget is:ITMarketingSalesOtherFinanceAftersales/ServiceProductionSupply ChainProcurementHR#VODL23Join the conversationCOPPERBERG|VALTECH#VODL23 THE VOICE
32、OF DIGITAL LEADERS IN MANUFACTURING 20231314CHAPTER 1HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FITThe Voice of Digital Leaders:Digital StrategyWe asked the surveyed leaders for the#hashtag they would use to best describe their organizations digital strategy and later on to elaborate on tha
33、t hashtag.This is what they told us:#disjointed#almostthere#digitalsecond#inprogress#end2end#exploringnewvalue#commercialeffectiveness#readytogo#projectdriven#sendhelp#globalacceleration#lotsofpotential#softwarization#acceleration#shiftinggears#godigital#develop#incredible#erratic#digitaltransformat
34、ionjourney#fixthebasics#implementing#learning#digitalsalesahead#growing#salestransformation#multichannel#fragmented#aware#digitalcollaboration#starting“Manufacturers are now pivoting towards new business models that streamline innovation,resilience,product development,and time to market,with a growi
35、ng focus on customer satisfaction.COPPERBERG|VALTECH#VODL23 THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202315CHAPTER 116HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FITKey TakeawaysManufacturers are consolidating their new digital infrastructure and maximizing their investments.Although th
36、e growth of digital budgets has decreased,digital remains a focal point within the strategy.It is now a matter of infusing digital within every level of the organization,breaking down silos,and learning how to fully harness its power.The#digitaltransformationjourney is#inprogress for some,while othe
37、rs are#readytogoThe majority of manufacturers are still ambitious regarding digital initiatives,but many have reached a level of digital maturity that is comparable to their peers.Even those who have just begun their journey are optimistic about the future,acknowledging that going digital is the bes
38、t option for their business and customers.Many who are#almostthere are now#shiftinggears to keep up with#globalaccelerationIf last year was one of digital investment,this year is one of consolidation.Manufacturers want to make the most of the digital solutions available to them now.With the guidance
39、 of their IT,marketing,sales,and after sales departments,they are better managing their budgets.To get ahead of the curve,they are looking for ways to expand their value-added and digital offerings.It is the ideal time for#implementing,#learning,and#growing on the journeyManufacturers know where the
40、y need to be.Forward-thinking leaders have a vision and a roadmap for their journey.This is a journey that must be taken step by step,and many are learning as they go.The challenge is in how to align services on a global digital level whilst simultaneously improving IT and data infrastructure to fit
41、 that bigger picture.COPPERBERG|VALTECH#VODL23 THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20231718CHAPTER 1HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FIT“On the business side,we are moving to more e-commerce and a more direct relationship with customers and on the product side,we offer i
42、ncreasingly connected products.No central drive for process alignment,resulting in many local,disjointed,initiatives.We have goals but limited budget,resources,and knowledge to pull it off!A lot of initiatives,low coordination,still lack of the fundamentals on data.Main focus is to fix the basics in
43、 terms of our manufacturing footprint,supply chain set-up,resilience and security of our IT backbone and data availability.The Leading Voices#shiftinggears#disjointed#sendhelp#erratic#fixthebasicsThe last two years were for digital transformation.There was a huge acceleration but at the end of the d
44、ay,this growth is not sustainable.We have to slow down because people can not cope with the changes so fast.Never lose focus on your business benefit and get your data ready from start.“Peter Simon,Head of Applications,Sika Informationssysteme Karin rnsten,Smart Portal Program Manager,Atlas Copco CO
45、PPERBERG|VALTECH#VODL23 THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202319CHAPTER 120HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FITTransformation is not a destination,it is a journey.We will continue to aim for growth and acceleration as long as we have customer needs to meet in an ever e
46、volving world.I believe this is the reason behind the continuous investments the industrial manufacturing sector has put towards rapid adoption of digital technology.The digital transformation of this sector has been fueled by the development of new technologies such as the Internet of Things(IoT),a
47、rtificial intelligence,and cloud computing.In conclusion,digital transformation has revolutionized the manufacturing sector by enabling manufacturers to improve their operational efficiency,reduce costs,and create new business models.The benefits of digital transformation are clear,and manufacturers
48、 that embrace this technology are poised for growth and success in the years to come.“Lisa Hellqvist,Managing Director,Copperberg“We have great awareness to progress new initiatives on digitalization,but concepts or business models,even customer readiness to accept,is missing or hard to sell.Strong
49、willingness,high ambitions,but not coordinated and resourcing not in alignment with the power points.We finally realized that Digital Transformation is a matter of change management,with cross functional impact:data must represent a backbone.Steps are taken to improve,however lack of resources and k
50、nowledge is hampering this.Seems central decisions makers are more focused on what they can use for self-promotion rather than finding solutions that drive the business forward.The Leading Voices#readytogo#confused#aware#lackofresources&knowledge#whantmorethancapableofCOPPERBERG|VALTECH#VODL23 THE V
51、OICE OF DIGITAL LEADERS IN MANUFACTURING 202321CHAPTER 122HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FITBusiness Strategies for Future ChangeSURVEY REPORT202302.Recent events have taught manufacturers that building resilience is key to future-proofing their business.Constant supply chain di
52、sruptions,global crises,and perpetual cycles of inflation and recession have prompted many to devise contingency plans and adopt flexible solutions that can adapt to change.Digital solutions powered by artificial intelligence(AI)and connected by the internet of things(IoT)to enable remote diagnosis,
53、virtual assistance,predictive maintenance,and others,are all ways to keep the organization moving forward in the digital-first world.A world where business continuity is less compromised 63%of manufacturers report that their organizations digital agenda is shared company-wide 2%27%63%9%The structure
54、 of the digital strategies and initiativesWe only have ad hoc employee initiated initiatives with little to no leadership or overall strategyWe are operating with a company-wide digital agenda but no cross regional/cross departmental alignment and varying digital maturityNo clear company-wide strate
55、gy We are operating with departmentally driven initiatives and local/project-based executionWe are fully digital(to the core):central and regional leadership are fully aligned and overall execution is harmonizedby unforeseen disruptions.Improving and optimizing foundational services,like transaction
56、s(e-commerce)and digital services(customer portals)are considered important elements to become more flexible and cost efficient.Many manufacturers have worked to align,expand,and consolidate their digital agenda across the organization.By establishing a digital foundation within their infrastructure
57、,they have created the opportunity to scale up and maximize their digital investments.Digital on the organizational agendaWhen asked what statement best describes the structure of their organizations digital strategies and initiatives,63%revealed that they are operating with a company-wide digital a
58、genda.However,it has not been implemented throughout the organization and does not yet cover cross-regional or cross-departmental alignment;the organization has varying levels of digital maturity.Facing this COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20232526CHAPTER 2BUSINESS ST
59、RATEGIES FOR FUTURE CHANGE#VODL23 organizational transformation challenge is high on the agenda this year.Having a company-wide strategy is important to transform the organization,but 27%of our survey participants lack a clear plan because their departmentally-driven initiatives and operations are e
60、xecuted in isolation,based on region,business unit or project.For the 9%of manufacturers who have gone fully digital,central and regional leadership is now fully aligned,and overall execution is harmonized.But for all its benefits,2%of manufacturers have yet to commit to the journey.They lack a comp
61、any-wide strategy,and their digital transformation goals are initiated by employees who have little to no support from the board.Digital to boost cost-efficiency,customer satisfaction,and revenueThis year,29%of manufacturers plan to use digital to increase revenue by developing or expanding new serv
62、ices and products,and upselling to their existing customer pool.From value-added services,to predictive maintenance and other add-ons,digital offers a myriad 29%of manufacturers want to increase revenue by expanding their offering and upselling to their existing customer pool in 2023of opportunities
63、 to increase the margins of the company.For 27%,it is more important to harness the power of digital to become more cost-efficient by optimizing current processes and resources.For 25%it is important to secure customer loyalty and satisfaction through better experiences and delivery of services and
64、products.Meeting these goals is certainly possible,as these respondents already have the minimal digital capabilities necessary to The most important business goals of digital transformationTo increase revenue through expanding NEW services/products by upselling to existing customer pool(value added
65、 services,maintenance,add-ons,etc.)To increase revenue through expanding our current service/product offering to NEW customer/marketsTo introduce completely NEW digitally driven business models and revenue streamsTo be more cost efficient by optimizing current processes and resourcesOtherTo secure c
66、ustomer loyalty and satisfaction through better experience and delivery of service and productsWe are currently not digitally transforming6%29%5%27%5%25%3%COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20232728CHAPTER 2BUSINESS STRATEGIES FOR FUTURE CHANGE#VODL23 60%of manufacturers
67、 recognize inflation and rising costs of operations as the biggest external threat to their organizations success in 2023pursue their objectives.The same can be said about the 6%who are looking to increase their revenue by expanding their current service and product offerings to new customers and ma
68、rkets,as well as the rest who are looking toward new digitally-driven business models and revenue streams or a combination of both.60%43%21%38%19%25%10%8%The main external threats to organizational success next yearRising costs of operations(inflation,raw material prices,lack of components)Competiti
69、ve landscape(outcompeted on digital adoption)Shortage of workforce(finding,training,and retaining people)New entrants into the market,disruptors of business modelsComplexity of market structure(distribution/channel conflicts)OtherSupply chain disruptionsRising customer expectationsRising costs threa
70、ten organizational successAlthough many are optimistic about meeting their objectives in 2023,manufacturers recognize the challenges that may hamper their success this year.According to our findings,the biggest external threat for 60%of our respondents are inflation,rising operational costs,and incr
71、easing raw material prices.The 2022 inflation that persists across the globe,is the result of pressures put on COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20232930CHAPTER 2BUSINESS STRATEGIES FOR FUTURE CHANGE#VODL23 37%of manufacturers say that existing customers use their digit
72、al channels for repeat orders governments and businesses by the global crises of the past three years.As inflation continues to soar,consumer confidence is falling and the global economy faces the prospect of a downturn.Stemming from the same root issues,supply chain disruption is the main concern f
73、or 43%of our survey participants,owing to the disruption caused by the global pandemic,Brexit,the Suez situation,and the geopolitical conflicts in Eastern Europe.Such macro-environmental changes are not always predictable and there is often no telling how they will impact the business landscape.Many
74、 are cautious and turning to digital for solutions.For 38%of manu-facturers,leveraging digital can be complex in itself.Hybrid or digital workplaces require a skilled workforce that is not readily available.Acquiring,training,and retaining the right talent continues to be a challenge.Leveraging digi
75、tal can help manufacturers to become more efficient by reducing manual work and“increasing productivity without adding headcount”as one of the respondents mentioned.Another external threat identified by 25%of the respondents is the complexity of the market structure with its distribution and channel
76、 conflicts.To overcome this challenge requires a higher level of digital maturity and a skilled workforce that can easily navigate the complexity of a new hybrid market approach.COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20233132CHAPTER 2BUSINESS STRATEGIES FOR FUTURE CHANGE#VOD
77、L23 0%46%27%8%7%7%4%1%54%26%2%8%9%1%The revenue split over sales channelsDirect Sales/Sales RepPartners/DistributorsEDI(digital/online)E-commerce(digital/online)Contact CenterOther channelsOCI/Punchout(digital/online)20222023Customers have shifted their buying behavior towards digital channels in th
78、e past 2-3 yearsYes,for recurring orders/existing customersYes,for research/orientation/documentation or in testing modeYes,for 1st orders/new customersNo,they still buy mainly offline(phone,meetings)Yes,for price quotes and offers17%37%0%35%28%Increased earnings from digital channels as B2B custome
79、rs migrate onlineChanging customer behaviors are increasing market complexity.Though not all B2B customers are ready for digital services,many have shifted their buying behavior to digital channels.37%of our respondents note that their existing customers are moving towards digital channels for repea
80、t orders.Another 28%have noticed that their customers are shifting to digital channels to get price quotes and offers,while 17%use these channels for research,documentation,or testing.For 35%of manufacturers,traditional transactions continue to be the primary way of doing business with their custome
81、rs,who continue to make offline purchases via phone calls or meetings.The shift toward digital sales channels is still at an early stage in Industrial manufacturing.This is reflected in how companies are splitting their revenue between sales channels.Although digital is increasingly important in the
82、 whole buying process,most of the actual sales transactions are still done through traditional channels such as direct sales/sales reps and distributors.The revenue share from direct sales has dropped from 54%last year to 46%this year while the revenue from partners and distributors has only increas
83、ed by 1%.This suggests that some of the direct sales is shifting towards digital channels such as Electronic Data Interchange(+6%),and punchout(+1%).COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20233334CHAPTER 2BUSINESS STRATEGIES FOR FUTURE CHANGE#VODL23 The Voice of Digital Lead
84、ers:Transformation GoalsWe asked the surveyed leaders for the#hashtag they would use to best describe their main goal of digital transformation within their organization and later on to elaborate on that hashtag.This is what they told us:“Leveraging digital can help manufacturers to become more effi
85、cient,by reducing manual work and“increasing productivity without adding headcount”as one of the respondents mentioned.#increasebusiness#smartmanufacturing#relevance#efficiency#revenue#becomingatechcompany#easytodobusinesswith#bepresent#upsell#speed#innovation#customer360#organicgrowth#customersatis
86、faction#improveearnings#recurrentrevenues#conversion#seamlesscustomerjourney#bebetterthancompeditors#reducecomplexity#opportunities#combininglearningwithearning#simplification#service#integration#gotomarket#fixitondemand#enhanceperformanceCOPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURI
87、NG 20233536CHAPTER 2BUSINESS STRATEGIES FOR FUTURE CHANGE#VODL23 36BUSINESS STRATEGIES FOR FUTURE CHANGEKey TakeawaysManufacturers acknowledge digital as a core part of their strategy for the future.Digital solutions are flexible and adaptable to change.They provide options to navigate external thre
88、ats such as inflation,the rising cost of operations and internal threats such as the lack of organizational alignment.Many have a company-wide digital agenda to help them meet their objectives in 2023.Still,very few have gone fully digital,with central and regional leaderships aligned,and overall ex
89、ecution harmonized.Creating#opportunities to#upsell by boosting#efficiencyManufacturers want to increase their revenue,become more cost-efficient,and secure customer loyalty,especially at a time when customer confidence is dropping.The way to achieve these goals is to infuse digital at every level o
90、f product and service development,sales,and resource optimization and thus boost overall efficiency for the company and its customers.There is a need for#simplification and to#reducecomplexity for the customerThe many threats and challenges affecting manufacturers today make the industry a tricky en
91、vironment to navigate.Distribution and channel conflicts affect the customer too,so manufacturers are relying on digital tools to make complex business processes easier and facilitate aftermarket transactions with their customers.Customer#conversion to digital is the key to boost#customersatisfactio
92、nThe preference of B2B customers to use digital channels for their transactions and product research is growing,although some are still resistant to change.This has caused an increase in revenue from EDI and OCI punchout solutions,but direct sales overall continues to be the main source of revenue f
93、or manufacturers.With online sales coming to the forefront,manufacturers want to provide their customers with easy and frictionless user experiences.COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20233738CHAPTER 2BUSINESS STRATEGIES FOR FUTURE CHANGE#VODL23“Staying relevant in an in
94、creasingly changing and digitalized market.Our company understood the importance of service and recurrent revenues offered by digital services.Be a leader in manufacturing through digitalization.There will only be action when there are pull factors.Putting customer success at the center of our focus
95、 will drive long term recurring revenues in addition to onboarding new business.The Leading Voices#stayingrelevant#recurrentrevenues#smartmanufacturing#fixitondemand#customersuccessTake your time for the strategy.You need a holistic strategy from start to end.“Alina Reinhold,Manager E-Commerce,Kalma
96、r Two years ago,we became more focused on the development of our digital services to strengthen our lifecycle propositions.Strong lifecycle offerings have become a prerequisite for future growth.“Frank Velthuis,Director Digital Service Development,Vanderlande COPPERBERG|VALTECHTHE VOICE OF DIGITAL L
97、EADERS IN MANUFACTURING 20233940CHAPTER 2BUSINESS STRATEGIES FOR FUTURE CHANGE#VODL23 40BUSINESS STRATEGIES FOR FUTURE CHANGEShort term business value contribution and integrated services are the two concepts that will play a central role in the strategy of large industrial manufacturers in the comi
98、ng years.The times of casual digital experimentation and innovation with a slow or uncertain time to market are over.Boardrooms and CDOs will prioritize digital initiatives based on their expected business value contribution and the speed at which this can be unlocked.Starting with the potential of
99、generating more revenue through digital channels,followed by their contribution to cost reduction and increased customer satisfaction.This trend of going back to the core is of course fueled by the current uncertainty and negative market conditions.The second,and even more exciting trend,will be the
100、 integration of many different digital services in order to create a unified,seamless customer experience.More and more,large manufacturers understand that customers dont want to be confronted with multiple separate digital channels and siloed information and services.High on the priority list are C
101、ustomer Portals that combine and integrate digital services.To be able to do so,different departments must start working together,multiple IT systems must be connected,and people must truly start adopting digital transformation throughout the organization.We are really looking forward to helping Ind
102、ustrial Manufacturers with this challenging but promising adventure.“Herbert Pesch,Managing Director Valtech B2B and Vertical Lead B2B,Valtech“Our main goal is to reduce friction and increase reliability/accountability/consistency of delivery to our customers with the help of technology and smarter
103、processes/use of our data.The first mover will benefit greatly.We need to be present online to reach out to buyers.Our industry is still very much offline when it comes to purchasing,but the decision is given(or at least affected by presence)online.The Leading Voices#easytodobusinesswith#opportuniti
104、es#bepresentCOPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20234142CHAPTER 2BUSINESS STRATEGIES FOR FUTURE CHANGE#VODL23 42BUSINESS STRATEGIES FOR FUTURE CHANGEMaximizing Digital InvestmentsSURVEY REPORT202303.Last year,digital investment was at an all-time high within the industry,
105、and this year,manufacturers are looking to utilize their digital resources in the most cost-efficient ways possible.They are focusing on areas such as e-commerce and data analytics to leverage the full potential of digital tools.By engaging with customers online,understanding their behavior and lear
106、ning about them via their transactions and equipment,manufacturers can create additional value for their installed base.Whether its from order history or machine sensors,they can acquire information that tells them about the needs of customers before the customers themselves become aware of them.The
107、re are still challenges standing in the way of achieving these goals.The lack of organizational alignment or a single source of data makes it difficult to promote well-informed and accurate service development and pricing decisions.Further investments in digital tools and change management can bring
108、 the organization together.The year of digital services and e-commerceThis year,50%to 52%of manufacturers will be focusing on transforming their e-commerce platforms,customer portals,and digital services.With customers willing to make bigger B2B transactions online,these focus areas are important fo
109、r accelerating business and boosting customer satisfaction.To make digital commerce work,before,during and after the transaction,collabo-ration between sales,marketing,IT,aftermarket services and other depart-ments is mandatory.It is also mandatory to have access to data and actionable insights to i
110、nform the online offering and derive information about the customers.52%of manufacturers are focusing on transforming their digital services in the year ahead 47%of manufacturers consider data analytics and insights to be an important focus area in 2023.33%are looking to IoT technology and innovatio
111、ns,including AI,machine learning,and virtual reality to expand their aftersales and pivot toward servitization.*22%believe that marketing is in need of transformation and 14%consider process innovations as important focus areas.Lack of alignment is standing in the way of business valueThe focus area
112、s of manufacturers for 2023 are meant to create additional business value,whether by facilitating sales online or creating digital services.For many,the IT infrastructure is poised for transformation,but the biggest hurdle is organizational Digital services/servitizationData analytics and insightsII
113、OT technology/innovationsProcess innovationsCustomer portalMarketingOtherE-commerce52%50%33%50%22%47%14%2%The target areas for digital transformation in the coming year*Servitization is generally defined as adding services to your product-focused business and often in B2B refers to the shift of a pr
114、oduct-based business model to a service-based one.The first step is for manufacturers to offer services,such as mainte-nance,repair,and consulting,along with their traditional products in order to create new sources of revenue and secure customer loyalty.The long-term ambition is to deliver a desire
115、d outcome to the customers on an ongoing basis.This often leads to a point where the business becomes primarily solution-focused,and set in a financial subscription model with recurring revenues.COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20234546CHAPTER 3MAXIMIZING DIGITAL INVES
116、TMENTS#VODL23 change or cultural transformation,as expressed by 31%of our survey respon-dents.As such,change management is an important means to come to a successful digital transformation.26%of manufacturers revealed that their biggest hurdle is a siloed departmental structure of information.Not ha
117、ving access to a single source of truth or centralized data makes it difficult to scale up and can slow down decision making.19%of manufacturers are struggling to integrate new technologies into their legacy IT infrastructure,9%are not getting the C-level support they need to execute their transform
118、ation projects,and another 10%are split between lacking the right talent and designing new service business models.Only 2%are now in a place where they have achieved a mature level of integration and servitization,only to struggle with communicating new value-added offerings and onboarding customers
119、.Many have begun their transformation journey towards servitization with the customer in mind,bringing them along for the ride and adapting together.Some 31%of manufacturers state that cultural transfor-mation is their biggest hurdle customers have security concerns and difficulty understanding the
120、benefits of new subscription or outcome-based propositions.This makes it difficult for manufacturers to focus on their servitization journey and convince their customers that going digital and embracing these new propositions will positively affect their bottom line.Including the Voice of the Custom
121、er(VoC)is important when new digital services and business 31%26%5%19%5%9%3%2%The biggest hurdle to get business value from IT investmentsCultural transformation(organizational change)Lack of skills/competence/capacity from current workforceIntegration of new technologies in current(and legacy)IT in
122、frastructureOtherGetting C-level supportCommunicating new value added offering to customers(onboarding and selling to customers)Siloed departmental structure of informationDesigning new service business models(serviti-zation,x as a service,marketplace,etc.)COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEAD
123、ERS IN MANUFACTURING 20234748CHAPTER 3MAXIMIZING DIGITAL INVESTMENTS#VODL23 models are created.The need to always stay focused on VoC is often mentioned by the respondents.The most important digital investments of 2023Manufacturers are planning to overcome their challenges by basing their digital st
124、rategy on advanced technology.43%of survey respondents prefer composable,best-of-breed solutions supported by custom-built microservices.A compos-able approach and technology allows them to create their own flexible e-commerce ecosystems and juggle multiple tools whilst avoiding vendor lock-in.Platf
125、orm solutions are preferred by 41%of respondents,who use feature-rich platforms with minimal customization for their digital strategy.Only 12%use bespoke or fully customized solutions,and even fewer use low-code technology.43%of manufacturers choose composable solutions while 41%prefer feature-rich
126、classic platforms for their digital strategiesThe technology foundation for digital strategyComposable(best of breed solutions supported by custom build micro services)Low codeOtherPlatform solutions(feature rich platforms with minimal customization)Bespoke(fully custom made solutions)2%43%2%41%12%C
127、OPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20234950CHAPTER 3MAXIMIZING DIGITAL INVESTMENTS#VODL23 The Voice of Digital Leaders:Digital InvestmentsAlthough the growth of digital investments has slowed down,manufacturers are still planning investments to enrich their digital strate
128、gies and get a stronger competitive edge.We asked the surveyed leaders for the most important area of investments:“A composable approach and technology allows manufacturers to create their own flexible e-commerce ecosystems and juggle multiple tools whilst avoiding vendor lock-in.AICRMCustomer servi
129、ces and portalsWorkforce trainingE-commerceAccount Based Marketing(ABM)ContentOmnichannel toolsData management and analyticsERPPlatform developmentIoT platformsCloud servicesMarTechCOPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20235152CHAPTER 3MAXIMIZING DIGITAL INVESTMENTS#VODL23
130、52MAXIMIZING DIGITAL INVESTMENTSKey TakeawaysManufacturers are making the most out of their digital investments this year,focusing on their e-commerce platforms,customer portals,servitization,and data analysis.The biggest hurdles stem from a lack of cultural transformation and a siloed landscape tha
131、t can be handled with change management and further investments in the right tools.E-commerce and servitization continue to be a focusHalf of our survey respondents continue to put a strong emphasis on e-commerce and digital services and the benefits they can derive from integrating them.With online
132、 sales continuously increasing,they are making efforts to ensure their customers can access their services and product information in the digital space via seamless experiences,often via a Customer Portal.Lack of organizational alignment is an inside threatWorking in silos affects a companys culture
133、 and operations by slowing down decision-making and business growth.Through cross-departmental collaboration,companies can make better use of their data,infrastructure,and services,and work toward the same successful outcome.Getting ahead of the curve with digitalManufacturers are now more aware of
134、their vulnerabilities in the digital space and have realized what tools theyre missing to reach the next level.In the year ahead,many are looking to invest in AI-powered solutions,customer portals,data management,and even workforce training to ensure that their efforts so far pay off in the most pro
135、fitable ways.COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20235354CHAPTER 3MAXIMIZING DIGITAL INVESTMENTS#VODL23 In B2B commerce,success is not only measured by the transactions made,but by the relationships built and the value delivered to the customers.The key really lies in mak
136、ing your customers life easier.Creating a frictionless interaction with your organization and adding so much value that they dont want to go elsewhere.So,talk to your customers and listen to what they need.Stop thinking in product lines,embark on your customers journey!Understand what their day-to-d
137、ay looks like and find out what your organization can do to make that easier.Fun fact:Once you start doing that,you will start working cross departments and break the silos.Your customer sees your organization as one,why dont you?“Mascha Tamarinof,Global Vertical Lead B2B,ValtechMove slowly,move agi
138、le,involve local people,and educate,educate,educate.“Gertjan Kleinhout,Group Manager Client Support Digital Commerce,Rijk ZwaanCOPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 2023#VODL23 55CHAPTER 356MAXIMIZING DIGITAL INVESTMENTSThe Voice of Digital Leaders in Manufacturing Expert I
139、nsightsSURVEY REPORT202304.Manufacturers have come a long way since last year.The majority have leveled up with their competitors in the digital space,but the journey is far from over.Even the most forward-thinking industry players are still facing challenges on the way to digital success.Even as th
140、ey are consolidating their digital investments and onboarding customers on the journey,todays inflationary environment is threatening the outcome of their business.External threats ranging from rising costs to supply chain disruptions and workforce shortages are one thing,but the internal threats st
141、emming from a lack of organizational alignment and siloed data are another.So how are they navigating these issues?What are the key considerations for digital transformation in 2023?What opportunities and pitfalls should you be aware of?Our digital leaders have answered these key questions to inspir
142、e you on your transformation journey and provide fresh perspectives for your digital strategy.Consider this as you continue your digital transformation journeyAccording to the digital leaders,internal communication and diplomacy are key.That is a surefire way to get support across the organization a
143、nd bring your customers along for the journey.It is important to align your digital strategy with the top management and take the time to convince them of the benefits.Ensure that what you are doing is solving your customers problems.Make them the center of attention and always listen to the Voice o
144、f the Customer(VoC).Start small and scale fast.First experiment with small and agile tools before investing in infrastructure and big IT solutions.Clean your data,and review your processes and workflows.Understand that in digital,a risk is an oppor-tunity you saw too late.Digital solutions are a mea
145、ns to an end for being supportive of any kind of strategic direction appropriate to your organization.Define your vision and break it down into attainable goals.It is not only about technology,it should come last.Customer-centric perspectiveScalingDataRisk managementPerceptionVisionTechnologyRecomme
146、ndations by Digital LeadersListen and learn from your customers in order to create a digital channeldont assume you know their needs about what they want and expect digitally.Tanja Tschech,Digital Manager,Rhm“COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20235960CHAPTER 4THE VOICE
147、OF DIGITAL LEADERS IN MANUFACTURING EXPERT INSIGHTS#VODL23 We have seen how a lack of alignment can deeply affect core processes,so it is best if the head knows what the hand is doing.A word of advice from one of the respon-dents:do not resistit is mandatory so do your best to accompany the change.F
148、or this transition to be successful,the biggest element is a mindset change.The respondents state that transformation is not possible if the company does not make a unified cross-organizational commitment.This type of company-wide effort is improb-able without change management.How does digital help
149、 build resilience during a global recession or other macro-environmental threats?As our experts have stated,digital encourages the organization to be agile,flexible,and react quickly to change.That is a core competency needed in todays world and indeed in todays disruptive and inflationary environme
150、nt.Flexibility and adaptability are common descriptors of how digital helps build resilience during times of crisis.Digital enables manufacturers to make savings and productivity gains with the help of remote access,machines,and tools that offer better visibility,transparency,and data insights.The s
151、ame solutions enable better decision-making which allows companies to react faster to market volatility.And at a time when customer confidence has dropped,digitalization is being leveraged as an asset of customer modernization,which creates a competitive advantage for manufacturers.As one respondent
152、 explained,with digital it is easier to promote business,and it makes it easier to work with customers,to find deals that were not possible before.Other respondents echo the same thought,explaining that the role of digital definitely should be in creating a sustainable competitive advantage that is
153、recognizable to customers,creating trust to remain business partners and withstand the incoming threats.Perhaps the most promising role digital plays today is in increasing service revenue.Because service is one of the few growth drivers in a mature market,it needs to be largely digital because cust
154、omers have less time and expect faster responses.Finally,digital should be considered as a support function and not something disconnected from the rest of the busi-ness.Digital must support all types of communication and business processes in order for it to generate value.The main goal is to make
155、the customer satisfied.The revenue,the cost efficiency and other benefits will follow automatically.Uwe Zurth,Head of Customer Benefits,SEW-EURODRIVE“How digital saves the day according to the digital leadersIncreases productivity without adding headcount.Enables communication with customers and int
156、ernal departments,creating transparency and forecasts with AI.Streamlines operations and decreases business costs,which result in a stronger organization.Optimizes services related to sustainability,circular economy,and life extension.Drives efficiency and remodeling of supply chains.Supports a grow
157、ing service demand for solu-tion-driven offerings for extending customer life cycle and addressing sustainability.It connects us and keeps the business going even if we cannot meet face-to-face or travel.Digitalization can improve productivity as well as be there for customers 24/7.Reduces costs,cre
158、ates operational insights,and gets you closer to customers.It helps you go online to enter new territories when your market is decreasing.61THE VOICE OF DIGITAL LEADERS IN MANUFACTURING EXPERT INSIGHTS62CHAPTER 4COPPERBERG|VALTECH#VODL23 THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 2023How digital
159、enables manufacturers to meet and keep up with changing customer demandsDigital transformation makes it possible for manufacturers to expand their offerings with value-added services.One of our experts explained that they now offer a broader range of digital services that cover most customers needs
160、and this was possible due to digital transformation within the organization.For some this may mean that they have implemented solutions powered by Artificial Intelligence or Machine Learning such as remote diagnosis,virtual assistance,predictive maintenance,and others.But for others,this means colle
161、cting customer data and feedback across different channels for more informed decision-making in terms of pricing and service design.For most,it means digitizing more basic services like CPQ,installed base,technical product info,ticketing services etc.and offering them in an integrated customer focus
162、ed way through customer portals or digital services platforms.A keyword the respondents use to explain how digital enables them to meet customer expectations is agility.The ability to react fast and ensure that the customers issues are solved or deal with external challenges before they become costl
163、y problems is the key to a reliable business.A network group for peers that are interested in the developments in digital transformation in B2B.With relevant articles,interviews,events and videos.Focusing on Manufacturers and Distributors.Join the conversation!Join Lets talk B2B LinkedIn groupWhat a
164、re experts doing to increase customer satisfaction?Lots of Voice of Customer and product management debate to set the best requirements,then act fast.We dont worry about perfection because there will always be changes.We always try to find the most up-to-date solutions and stay one step ahead of the
165、 competition.We keep the conversation flowing.Customers who feel heard and understood will tolerate some delays or setbacks.Being close to our customers at any time to act and not react.We keep on walking the extra mile for customers,listening to them,and translating their expectations by deploying
166、the right elements of our service concept.COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20236364CHAPTER 4THE VOICE OF DIGITAL LEADERS IN MANUFACTURING EXPERT INSIGHTS#VODL23 ExecutiveSummarySURVEY REPORT2023COPPERBERG|VALTECHIn 2023,manufacturing will continue to grow digitally and
167、 become one of the most transformed industries today.As our findings indicate,the vast majority of B2B leaders have poised their infrastructure for further digital transformation and are reaching the appropriate maturity level to scale up.Creating business value The manufacturing industry has been l
168、ate to the digitalization game and the recent years global crises,like COVID,inflation,geopolitical instability,have shaken many businesses to their core.However,many were already heading steadily towards a digital transformation journey that was supercharged during the aforementioned period.After a
169、ccelerating their initiatives over the past three years,manufacturers are now balancing their investment budgets and focusing on enhancing their digital sales and customer portals.Manufacturers have come a long way since last year when implementation and deployment took all the focus.They are now en
170、tering a new phase on their transformation journey that will be just as challenging.Plenty are looking to further digital initiatives to increase their revenue streams and become more cost efficient;using digital to impact their bottom line.Organizational challenges Even though manufacturers have bo
171、osted their digital capacities over the last couple of years,the new territory comes with familiar hurdles in unique circumstances.The impact of the global pandemic,supply chain disruptions caused by macro-environmental challenges,shortage of workforce and inflation are all threatening companies fro
172、m the outside.From the inside,there lies a huge opportunity to minimize human errors like miscalculations and misinformation by applying more digital processes and preventing the organization from being siloed.Composable approach In response,digital leaders are facing these challenges head-on,recogn
173、izing the opportunities and turning to digital for solutions.Regarding tech stack,we see a split between manufacturers that choose platform solutions vs a Composable,more flexible architecture with a best-of-breed approach.With the right tools,they will bring their departments together in 2023,and o
174、rganize their data into a single source of truth that is readily available to decision-makers.Customer portal The customer is becoming the center of attention in manufacturing.And thats about time manufacturers are increasingly bringing customers along on the journey,and creating new value for them
175、by expanding offerings,designing for service,and innovating business models.The Customer Portal often being the environment that brings together all of these value adding elements.Many manufacturers are now treading on a more solid digital ground than last year with ambitions to outcompete their pee
176、rs and satisfy their customers,they are ready to innovate.Top Trends in DigitalEnabling growth and new revenue streamsBuilding resilience and lower costsIncreasing customer focusAgility is keyCOPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20236768SURVEY REPORTEXECUTIVE SUMMARY#VODL2
177、3 AboutValtechAboutCopperbergVisit our websiteVisit our website“The great aim of education is not knowledge,but action.”Copperberg creates original content,on physical and digital platforms,bringing together the manufacturing community in order to grow and build relationships globally.Copperberg was
178、 founded in 2012 with the dream of becoming the leading community for aftermarket,service&manufacturing professionals across Europe.On a daily basis,we work hard to improve,develop and innovate our concepts and original content in order to ensure the best hands-on,real-life strategies for all our co
179、mmunity members.Our ambition is to provide ideas,networking,and industry exchange between industry peers that inspires and leads to action.Lisa Hellqvist,lisa.hellqvist Valtech is a global company focused on business transformation.Our client portfolio includes some of the worlds best known brands i
180、ncluding LOreal,Volkswagen,Dolby and P&G.Whether its one of our B2B solutions for Henkel,Vanderlande or Sulzer,or a new customer experience for Atlas Copco,Grundfos or Wavin,we design,build,and deliver transformative digital solutions that improve human lives and make our clients businesses grow.Let
181、s talk B2B!Lets talk B2B is a network for everyone involved in digital in B2B.Sharing knowledge,events,videos,exchanging experience and focusing on manufacturing and wholesale.Join our LinkedIn group Lets talk B2B!or watch the B2B interviews on YouTube:Lets talk B2B!Mascha Tamarinof,mascha.tamarinof Herbert Pesch,herbert.pesch COPPERBERG|VALTECHTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20236970SURVEY REPORTABOUT#VODL23