1、 2023 Merkle,Inc.T H E V I E W F R O M 2 0 3 0Table ofContentsB2B FuturesWelcome to 2030The state of B2B digital todayOur four predictions for 2030INTRODUCTIONBy 2030:A third of all B2B commerce will be machine-to-machineForce#1:The ubiquity of IoT makes the world observable and quantifiableForce#2:

2、Low complexity commerce is increasingly autonomousForce#3:Users come to expect M2M everywhere,driven by B2C experiencesSEISMIC SHIFT#1:MACHINE-TO-MACHINE COMMERCEBy 2030:Traceability will be a top two buying driver across all B2B categoriesForce#1:A shift in business sentiment makes traceability kin

3、gForce#2:Regulation and geopolitics mandate greater control of supplyForce#3:New technology and maturing economics make traceability possibleSEISMIC SHIFT#2:THE TRACEABILITY IMPERATIVEBy 2030:Marketplaces will drive 50%of all global B2B digital commerceForce#1:Marketplaces create opportunities for t

4、he B2B“long-tail”Force#2:Buyers demand greater options and consistencyForce#3:Owned marketplaces provide a pathway to growth for scaled businessesSEISMIC SHIFT#3:MARKETPLACE DOMINANCEBy 2030:Speed to market will accelerate up to 300%based on industryForce#1:The rush of AI impacts every step of the v

5、alue streamForce#2:New forms of manufacturingForce#3:“Connected everything”unlocks predictive productionSEISMIC SHIFT#4:A NEW ERA OF SPEEDThe path forwardFutures:readiness questionnaireEPILOGUE34852729323738404346485052542920314251 2023 Merkle,Inc.Machine-to-MachineMarketplace Business Mo

6、delsTraceabilitySpeed to MarketIntroductionEpilogueB2B Futures2030A global pandemic has reshaped our lives,affecting how we connect with loved ones and reconfiguring where and how work happens.Economically,weve seen an unprecedented injection of funds into society drive consumer and business spendin

7、g,the emerging specter of recession or stagflation,and shocks to our global supply chains that were still struggling to recover from.Politically,the world feels in turmoil,from Russias assault on Ukraine introducing the first land war in Europe since World War II,to disruptions in governance in the

8、United States,migrant and humanitarian crises exacerbated by climate change,and increasing digital polarization worldwide.In the realm of technology,generative AI has rapidly risen after decades of machine intelligence research,sparking both techno-optimism and anxiety.Conversely,the fall of select

9、Web3 technologies like cryptocurrencies,VR-first immersive worlds,and NFTs seemed to have happened in the blink of an eye.The end of the decade doesnt seem so far away.Yet in the last three years,weve experienced so much changeSo yes,the end of the decade isnt so far away,but we know how much can ch

10、ange between now and then.To forecast what the world might look like for B2B industries in 2030,we assessed numerous signals in culture and academic research,dug deep on data sources both proprietary and public,debated with experts internally and externally,and reviewed our own work across Merkle an

11、d dentsu innovating with some of the worlds leading brands.What we found the scale,and the pace of change might surprise you.But when reflecting on the last three years and the rest of the decade to come,Im reminded of a quote by the author Bill Watterson:“Day by day nothing seems to change.but pret

12、ty soon,everythings different.”Holden Bale Global Head of Experience&Commerce 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B Futuresmore competitive*Gross average across all B2B categories:services or products,digital goods(e.g.,softwa

13、re licenses)or physical.Greater AttritionMore CompetitionLonger Deal Cycles*Increase in brands considered as part of B2B buying journeysIncrease in the B2B purchase lifecycle,from discovery to execution of contract,to 350 days.Loss rate for incumbents in B2B purchasing,the first time in the history

14、of our data incumbent loss rates for B2B goods and services have ever been greater than 1/3.1 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturessubstantialMany fail to realize the scale of B2B digital commerce today.While much mark

15、eting and industry media focuses on B2C categories,we estimate B2B digital commerce is already substantially larger than B2C digital commerce roughly$8 trillion globally compared to roughly$5 trillion globally across consumer categories.And while growth can be hard to predict,our own analysis of ove

16、r 15 sources projects B2B commerce growing to over$25 trillion dollars by 20302.TimeUSD,Trillions2023203020T30T202420252026202720282029B2B digital$8 Trillion$25 TrillionB2C digital$5 TrillionGrowth of B2B digital commerce 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed

17、 to MarketIntroductionEpilogueB2B Futureswhat it takesto differentiateIn our global research,there are over 30 decision drivers in a B2B purchase that drive differentiation beyond basics like pricing and availability.In a fiercely competitive landscape,business becomes a“game of inches.”Five decisio

18、n drivers1 stand above the rest and many of them speak to the importance of strong brands and human connection in business.Compliance with laws,regulations,and industry best practicesAlignment with a buyers and brands value and ethicsA sense of safety signing a contractProviding expert support,advis

19、ement,and contentApproachability and transparency 2023 Merkle,Inc.HighMediumLowCertaintyTime Horizon1-2years2-5years5+yearsVisionsStrategiesTacticsforecast tomorrowMachine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesOur process for defining futures

20、looks across multiple time horizons1-2 YEARS OUTWe rely on high-certainty data signals,including buyer spending patterns,survey and interview(including our yearly research program with over 3,600 B2B business leaders),and sub-category specific trends.2-5 YEARS OUTWe incorporate data sources such as

21、late-stage capital funding activity and the cost economics of maturing technologies that we anticipate will culminate in new trends,behaviors,and markets.5+YEARS OUTThis horizon blends art and science,involving the assessment of emerging capabilities,patent and academic research activity,macroeconom

22、ic shifts predicted by economists and sociologists,and diverse inputs like advances in material sciences,general artificial intelligence research,and population demographics in major world economies.2023 Merkle,Inc.Machine-to-MachineCommerceThe Traceability ImperativeMarketplaceModel Dominanceseismi

23、c shiftsMachine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesA New Era Of Speed To MarketMeet your newest customer:A machine with a wallet.Machines already play a large role in the lifecycle of global commerce,with human approval at key points.But to

24、morrow,machines will autonomously transact on behalf of buyers and brands.In the process,digital commerce will transform in ways we can hardly imagine.The worlds global supply chain has always been opaque.Thats all changing,and the importance of traceability to buyers and governments alike will driv

25、e a generational shift in buying behavior.Today,digital marketplaces make up less than 15%3 of global B2B digital commerce.But in the years to come,marketplaces will drive the vast majority of digital commerce growth and innovation in buyer experience.We are on the precipice of one of the greatest c

26、hanges in our lifetimes:the rapid acceleration of the speed to market of goods and services,and the emergence of new forms of manufacturing that make science fiction look dull.2023 Merkle,Inc.Machine-to-MachineCommerceB2B FuturesSeismic Shift 2023 Merkle,Inc.B Y 2 0 3 0Machine-to-MachineMarketplace

27、Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesA third The Fourth Industrial Revolution is transforming brands in the 21st century as they integrate the Internet of Things(IoT),cloud computing,AI,and smart devices into their operations.This shift challenges traditional defi

28、nitions of user,buyer,and employee.By 2030,we anticipate a full one-third of B2B digital commerce over$8 trillion dollars will be purchases made through machine-to-machine interaction,with no human involvement.2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIn

29、troductionEpilogueB2B FuturesLOWSTAKESHIGHSAMPLECOMPLEXITYCOMPLEXAI-poweredautomationAI-poweredrecommendationsAI-poweredsupporting ROEsIncreasing scope of software-based decisionsRules-based automationWe envision a world where machines will autonomously connect,make choices,and make purchases.While

30、it is key to note businesses will train these machines,and humans will set control thresholds or business logic for escalation of particularly complex or large transactions,we expect fully one-third of all B2B digital commerce to be driven by this form of activity.We already interact with machines i

31、n commerce settings on a regular basis.Consider automated replenishment systems for retailers that buy new inventory from factories for instance,when stock of a sweater is running low in-season or maintenance software that ensures a steady stock of packing materials.But as AI becomes more sophistica

32、ted,and as we as individuals become more comfortable delegating to AI in both our professional and personal lives,businesses will begin to allow machines to make decisions and transact with increasing independence,especially for commodity activities such as restocking supplies for a medical office.M

33、achine-to-Machine M2M 2023 Merkle,Inc.ForcesThe ubiquity of IoT makes the world observable and quantifiableLow complexity commerce is increasingly autonomousMachine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesUsers come to expect M2M everywhere,driv

34、en by B2C experiences 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesThe convergence of digital and physical worlds is one of the most important shiftsof the 21st century.While the emergence of“ambient computing”has been unstead

35、y,the internet of things and connected infrastructure has now matured to“light up”the world with data signals and insights.By 2030,we may see the emergence of true E2E supply chain digital twins,which will give our digital systems and AI the data needed to identify and forecast business needs,rangin

36、g from potential out of stocks to the degradation of equipment that may need replacement and(trans)act accordingly.In this new landscape,B2B sales will become channel-agnostic,with businesses connecting devices to monitor performance and address issues or purchasing requirements proactively.By unloc

37、king real-time data on stock and availability,AI will be able to factor in a wide range of variables,including trade funds and rebates,past performance,seasonality,and compliance and brands-value based buying criteria to inform autonomous commerce actions.The ubiquity of IoT makes the world observab

38、le and quantifiableFORCE#130bnBy 2030,it is estimated that 30 billion IoT devices,which equates to nearly 4 devices for every person on the planet,will be used.4 2023 Merkle,Inc.2030 overallFactoriesHumanHealthWork SitesCityRetailEnvironmentsOutsideHomeVehiclesOffices203026474766775868976

39、436264Solving interoperability is critical for unlocking a potential$8 trillion in B2B in economic value.52030 low-high scenarios,estimate,%of value enabled by interoperabilityHighLowMachine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesUnlocking valu

40、e requires solving for integration FORCE#1For all that IoT-driven data might unlock,data cant turn to insight,and insight cant turn to action without solving one of the biggest challenges in digital communication between businesses:interoperability.While cloud computing has established a foundation

41、necessary to unlock machine-to-machine capabilities,including harnessing real-time sensor and systems data to support personalization and enhanced commerce,many businesses still struggle with commonplace capabilities.As consumers,we often experience these challenges:insurers who cant see across our

42、car and home insurance,an inability for our doctors to easily share medical records across different provider networks.In B2B,this challenge can be even more acute,as legacy systems,regulations and licensing,organizational history(including acquisitions and regional or business line variations in wa

43、ys of working)drive a form of technology incoherence that serves as a blocker for streamlining experiences and commerce.2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesUnlocking value requiresFORCE#1For M2M commerce to reach its

44、potential,brands need to both streamline and integrate their own touchpoints(for instance,developing a centralized,360-degree view of enterprise and consumer data)as well as establish communication pathways and trust mechanisms for machine buyers to navigate,including authentication to be able to ac

45、cess pre-negotiated pricing and product configurations.Estimates forecast that IoT has a value potential north of$10 trillion,and that B2B applications make up greater than 60%5 of that value.Yet solving for interoperability directly drives value realization for business leaders.solving for integrat

46、ion 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesLow complexity commerceis increasingly autonomousFORCE#265%Percentage of short-term decisions within Supply Chain Planning(SCP)which will be automated or autonomous,by 2026 6Sof

47、tware used to be a supporting actor,providing insights that assisted human decisioning in how and where to purchase,replenish,and allocate goods.Increasingly,software has become the star of the show for what we refer to as“low complexity”commerce,or commerce that is largely transactional in nature a

48、nd for which it is possible to forecast supply and demand needs with a high degree of certainty.It is largely this form of commerce activity that we anticipate being completely automated.2023 Merkle,Inc.Augmenting humanity will unlock new frontiers of productivity Marketing CapabilitiesTimeWork huma

49、ns doWork machines doGrowth of human potentialMachine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesExamples of autonomous commerceThe prospect of M2M commerce and the scale of our estimates introduces understandable concern for the future of the work

50、force and the potential for job loss at scale.But its not all doom and gloom our analysis indicates that a large deal of B2B commerce today already qualifies as low complexity commerce,perhaps as much as 20%in major categories.In addition,a great deal of this commerce is already substantially automa

51、ted.From supply managers at hospitals to merchandise planners at major retailers,machine-assisted forecasting is already commonplace automating these processes allows organizations to refocus talent on higher order needs.What it means for the workforceS E T I T A N D F O R G E T I TAmazon has develo

52、ped shelving units and warehouse control systems that autonomously reorder items when supplies run low.Tesla is testing functionality for vehicles to self-diagnose and automatically pre-order replacement parts.T H E “F O U R T H I N D U S T R I A L R E V O L U T I O N”2023 Merkle,Inc.Machine-to-Mach

53、ineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesForce#1 enables machines to have greater visibility to information necessary to engagein the digital economy.Force#2 demonstrates that machines have the capability for completely autonomous low complexity work an

54、d are increasingly improving at higher-order execution.But for M2M commerce to scale,individuals business leaders and operators must be comfortable adopting it.As B2B digital commerce has grown,a new generation of digital native professionals have emerged.As consumers,these individuals first develop

55、ed an expectation and preference for self-service digital commerce and are now becoming increasingly comfortable with automated commerce in their day-to-day lives.We believe this will change behavioral dynamics at work,driving our“new normal.”driven by B2C experiencesFORCE#3 2023 Merkle,Inc.Machine-

56、to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesMaximum order value you would purchase through end-to-end digital self-service and remote human interactions for a new product or service7%of respondents$50K to$500KAmount 32%are willing to spend$500K to$1

57、MAmount 12%are willing to spendOver$1MAmount 15%are willing to spenddriven by B2C experiencesFORCE#3First,B2B buyers become comfortable with digitization for larger and larger purchases with minimal human interactionSecond,B2B buyers become comfortable with automation of commerce as consumers30%In B

58、2C eCommerce,“automating replenishment”is the main rationale for over 30%of all subscriptions8 2023 Merkle,Inc.The TraceabilityImperativeB2B FuturesSeismic Shift 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesB Y 2 0 3 0top two

59、buying driver all The status of manufacturing at every stageof the product development process The treatment and compensation of workers across owned facilities,subsidiaries,and contracted third parties including the development of virtual goods,like software The direct and indirect environmental im

60、pact of boththe manufacture and distribution of goods and servicesToday,top purchase drivers for B2B buyers include price,quality,availability,terms and security.Traceability doesnt place in the top ten1.By 2030,we believe it will be in the top two buyers,governments,and investors will demand it.Dri

61、ven by consumer and market pressure,we believe B2B buyers will demand to know:The stability of suppliers for sourcing both raw materials and finished goods 2023 Merkle,Inc.Supply chain traceabilityThe complexity of global supply chains and manufacturing of goods has historically posed significant ch

62、allenges for traceability.The availability and decreasing cost of key technologies,including RFID and blockchain,are beginning to eliminate data barriers;while interventions from governments and businesses alike are creating conditions and expectations that facilitate greater transparency in the flo

63、w of materiel,products,and people.At the same time,changes in social sentiment from B2B buyers have forced brands to codify values alignment from their suppliers and expect proof to enforce it.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesTrac

64、eability means the ability to identify and track the entire lifecycle of sourcing,production,and movement of any product,including as it moves from the raw material to indirect suppliers,through manufacturing process all the way to the end user.Average number9 of suppliers across value chains:T H E

65、C O M P L E X I T Y O F G L O B A L S U P P L Y C H A I N S18kAutomotive12kAerospace 7kTechnology 2023 Merkle,Inc.ForcesA shift in business sentiment makes traceability kingRegulation and geopolitics mandate greater control of supplyNew technology and maturing economics make traceability possibleMac

66、hine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B Futures 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesSupply chain traceability“US ban on cotton from forced Uyghur labour comes into

67、force”“H&M and Nike are facing a boycott in China over Xinjiang cotton statements”“Hugo boss and other big brands vowed to steer clear of forced labor in China but these shipping records raise questions”This focus on traceability is not all about values,however.The cost of making mistakes can be hug

68、e.Brands are facing increasing compliance risks as laws and regulations place demand on the supply chain.Reputational risk looms large for brands that cannot align their product sourcing and business practices to their customers values.Global brands face a complex legal and reputational landscape:20

69、23 Merkle,Inc.2/3More than 2/3 of all B2B buyers work at organizations that require them to make purchases from sellers that follow sustainable practices.10B2B leaders around the world have their eyes open to the dangers that a lack of transparency in supply chain can present to their own business a

70、nd theyre prioritizing traceability as a first-class,board-level concern.Demand and supply shocks during COVID-19 disrupted business as usual and exposed the fragility of global trade.Years of emphasis on supply chain and financial optimizations reducing inventory levels,pushing responsibility back

71、towards suppliers and manufacturers,developing rapid-response production facilities left many businesses in dire straits when global production and shipping froze.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesCulturally,safety and reputational

72、 issues endemic to the complex global supply chain have become even more fraught as buyers become increasingly aware of the power of their dollar.Knowing where goods come from,from source to end consumer,offers protection against a range of risks.#1“Increased visibility”is the#1 priority for supply

73、chain executives over the next 3 years,beating efficiency,cost to serve,and human capital concerns.1157%Since the beginningof 2020,57%of CFOs have made it a priority to invest in ESG activities.12A shift in business sentiment makes traceability kingFORCE#1 2023 Merkle,Inc.The B2B buyer is changing.T

74、hey increasingly demand values alignment from their own employers,many of which align to their buying values as B2C consumers.This demand to use their economic dollars to support environmental,social,and political values aligned to theirs is showing up in the workplace,too.Increasingly,buyers are li

75、kely to work for organizations which reflect these views,using purchasing power to demand ethical goods.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesPurchasing power76%The labor force is shifting,influenced by the great resignation and grey t

76、sunami.ESG commitments weigh heavily on 76%of millennials when choosing where to work.Employers recognize that prioritizing ESG initiatives will be crucial to attract and retain talent,especially among younger generations.24%In 2020,there was a 24%increase in large-scale purchasers requesting enviro

77、nmental data from suppliers compared to 2019.Employee expectations13Procurement policy 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesRegulation and geopolitics mandate greater control of supplyFORCE#2Around the world,unrelated

78、political forces are resulting in the need for brands to have complete visibility of their sourcing and product development.From the increasing likelihood of climate-related legislation around sustainable production to trade conflicts and deglobalization leadingto the restriction of suppliers and tr

79、ade partners,high degrees of traceability will be required to enable business“fluidity”and reporting in complex regulatory environments.Laws span from hyper-specific regulation around certain goods,industries,or political concerns to broader business rules.Some regulations even target business model

80、s,increasingly holding retailers and marketplaces accountable for the goods they sell,even if they never hold or produce inventory.And since the financial crisis of 2008,55%of laws mandating country-level content and production requirements often protectionist in nature,including where and how suppl

81、ies should be sourced have been implemented by economies with populations over 100M,requiring companies to develop more granular insight into where and how their products are developed.What does changing legislation look like?2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilityS

82、peed to MarketIntroductionEpilogueB2B FuturesEnvironmental protectionThe UKs Environment Act 2021,which enshrined sweeping environmental policy post-Brexit,includes the forest risk provision which aims to limit the presence of illegally forested wood in the supply chain.The act makes it illegal for

83、large UK businesses to use key forest risk commodities produced on land illegally occupied or used.An annual supply chain due diligence exercise,with a publicly available report,is required of impacted businesses.Marketplace accountabilityThe INFORM Consumers Act,effective in the US in June 2023,man

84、dates online marketplaces collect,verify,and disclose information about third-party sellers to curb the sale of stolen,counterfeit,or harmful goods.The law emerged in response to concerns raised by trade associations about an alarming uptick in retail theft,driven by previously lax regulations on th

85、ird-party sellers and their online verification processes.Economic nationalismThe CHIPS Act,passed in 2022,promotes US manufacturing of the chips essential to so many connected devices.The legislation provides$52.7B for funding the ecosystem,but it comes with a catch:funding recipients are prohibite

86、d from expanding semiconductor manufacturing in China and countries defined by US law as posing a national security threat to the United States.Regulation requiring greater traceabilityHuman rightsThe Uyghur Forced Labor Prevention Act,which took effect in 2022,requires any company importing goods o

87、r materials from the Xinjiang region of China to certify the goods were made without the use of forced labor.This has significant impact on the apparel industry according to a 2020 NYTimes investigation,approximately one in five cotton garments sold globally includes some fiber from the region.2023

88、Merkle,Inc.80%Though RFIDs were once cost prohibitive for use at scale,in the last decade,the average cost14of an ultra-high-frequency RFID tag has fallen by over 80%to 4 cents.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesNew technology and m

89、aturing economics make traceability possibleFORCE#3Blockchain and IoT enable transparencyAffordable RFID and blockchain tech now allow B2B sellers to track product transactions from sourcing to sale.Blockchain provides real-time access to certification data,sourcing practices,and environmental impac

90、t,even calculating carbon footprints.It can enforce B2B seller sustainability standards.Traceability has felt like an unsolvable challenge for over 30 years.But as technology matures,traceability seems increasingly in reach.RFID,which has seen increased miniaturization and improved unit economics,ma

91、kes item-level tracking possible.The innovations fueling IoT provide increased data and oversight at each step of the supply chain.And the slow-but-steady scaling of blockchain as a new format of information communication make it feasible to shine light on byzantine global supply chains.Collectively

92、,these technologies are changing the supply chain landscape.2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B Futures40%At the height of the Web3/blockchain frenzy,big claims about blockchain and supply chain were thrown about.While the h

93、ype has died down,adoption has continued at a meaningful pace,applied at scale to meaningful use cases.Today,retailers are using blockchain and data-capturing tech to revolutionize sustainable reporting and adoption continues.Starbucks offers not just internal traceability,but public traceability fo

94、r buyers and farmers.Using a code on each bag of coffee sold,buyers can see their coffees origins,from roasting to packaging,built on the blockchain.Blockchain in actionTransportation represents a significant portion of the environmental impact of many supply chains.While EVs represented just 0.1%of

95、 heavy-duty trucks in 2021,Maersks Head of Energy Transition,Julia Heil,expects the industry to be about a decade behind consumer vehicles meaning change is coming.Indeed,last mile logistics are already beginning to adopt EVs.In Canada,FedEx recently launched its 50 vehicle EV fleet,adding to the 40

96、0 EVs in operation in Southern California.Renewables in the supply chainBy 2025,40%15 of CSOs will have implemented a multi-sided real-time data exchange,through blockchain or otherwise.2023 Merkle,Inc.MarketplaceModel DominanceB2B FuturesSeismic Shift 2023 Merkle,Inc.B Y 2 0 3 050%of allMachine-to-

97、MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesThis year,nearly 60%of global B2C digital commerce will happen through marketplaces but less than 15%of B2B commerce will3.By 2030,we predict that number will be at least 50%over$12 trillion dollars.2023 Merk

98、le,Inc.Marketplace modelsMachine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesA marketplace is any intermediary platform that connects multiple buyers and sellers.While the marketplace operator may sell its own products on the platform,a key componen

99、t of a digital marketplaceis the facilitation of commerce transactions between buyers andthird parties,including product or services discovery,evaluation and configuration and purchase inclusive of payments.LONG-TAILHYBRIDPURE PLAY100%of the assortment is from third partiesMerchandising ApproachOper

100、ating ModelA combination of owned products and third partiesThe marketplace extends assortment in select categoriesMore Vertically IntegratedLess VerticallyIntegrated 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesMarketplaces c

101、reate opportunities for the B2B“long-tail”Buyers demand greater options and consistencyForcesOwned marketplaces provide a pathway to growth for scaled businesses 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesA common misconcept

102、ion is that marketplace models are less relevant in complex categories categories that are heavily regulated,or with products or services that are very technical in nature.Our analysis of one of the worlds most technically complex industries chemicals demonstrates this is far from the case.While dig

103、ital disruption in the chemicals industry has come from direct B2B eCommerce(DTC),there has been significant growth in both specialized,vertical-oriented marketplaces as well as“mega-marketplaces”that serve numerous categories of goods.Since 2019,the number of B2B vertical marketplaces have increase

104、d by over 300%,including CheMondis and Knowde as leaders in the chemicals industry.At the same time,mega-marketplaces like Amazon Business and Alibaba have continued to grow significantly,with Amazon Business alone offering over 2.5 million products in diverse categories.Decoding the marketplace eco

105、system:2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesMANUFACTURERS AND DISTRIBUTORSDirect B2B eCommerceDigital experiences and commerce platforms owned and operated by manufacturers and/or distributors selling directly to B2B b

106、uyers(“DTC”).BuyersSuppliersVERTICALLY INTEGRATED THIRD PARTIESIndustry Marketplaces Marketplaces with an emphasis on a specific category.In the case of chemicals,this includes specialized buying and procurement support as well as advisory services provided by the marketplace.Primary earn revenue by

107、 facilitating transactions on their platform as intermediaries(“take-rates”).MASSIVE UNINTEGRATED PRODUCT PORTFOLIOSMega Marketplaces Marketplaces that are largely industry agnostic and offer a diverse array of B2B products and services.Earn revenue by facilitating transactions on their platform as

108、well as advertising(commerce or“retail media”)inclusive of paid search results and other forms of value-added services.MarketplaceSuppliersBuyersThree models 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesMarketplaces create opp

109、ortunities for the B2B long-tailFORCE#1In many ways,the internet follows a winner-take-most pattern,a principle that extends to commerce.However,for the“long-tail”of B2B companies seeking to grow through digital commerce,including SMBs and smaller-scale B2B brands,marketplaces offer similar benefits

110、 that have historically enticed B2C brands:access to an existing base of consumers,streamlined operational and fulfillment logistics,and lessened capital investment cost to enter the world of eCommerce all while accommodating complex B2B buying flows.For B2B business executives defining a digital ch

111、annel strategy,marketplaces provide an obvious on-ramp to online sales:Marketplaces like Alibabas 1688 operate in 20 countries inclusive of China,with average order values in excess of$5,000 and over ten million credentialed business accounts Amazon Business,which operates across North America,Europ

112、e,India,and Japan,has been assessed to have over one million credentialed business accounts In 2022,the ten largest privately held US B2B marketplaces received over$6 billion dollars in private equity and venture capital investments,indicating future momentumBased on our experts collective experienc

113、e,Fortune 2000 B2B companies can expect to spend$8M to$18M to build a digital commerce business,inclusive of both the digital experience for their buyers and corresponding investment in direct or indirect supply chains to service a DTC business.For many smaller B2B companies,this investment may not

114、be worth the risk and marketplaces may be a proving ground to test digital demand prior to going direct.2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesBuyers demand greateroptions and consistencyFORCE#2Our research indicates B2B

115、 buyers expect an“easy button”for their needs a high-quality digital experience akin to A,inclusive of a broad array of products,robust on-site search,detailed product descriptions,real buyer reviews,and relevant product recommendations.While tailored insight and service in technical categories is s

116、till valued,increasingly,B2C experience paradigms are shaping the expectations of B2B buyers,as shown in our first prediction and much of B2B digital commerce is commoditized and susceptible to disruption by a less“tailored”approach,as shown in our second prediction.For buyers,the attraction of mark

117、etplaces like Alibaba is obvious with access to varied global brands including BASF,Siemens,Henkel,DOW,3M,and Covestro.100In 2019,100 digital B2B marketplaces were tracked,and by August 2022,this number skyrocketed to 40016400 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceability

118、Speed to MarketIntroductionEpilogueB2B Futuresnot keeping paceInitial research processInitial interaction with the supplierDiagnosis requirementsQuality of the offer receivedNegotiation/contractingOn-boardingPerformance of B2B experiences throughout the purchase journey 161%48%54%54%53%55%66%60%62%6

119、4%63%58%And despite many B2B brands are investing in their digital experiences,our data shows many B2B brand experiences are moving backwards as both B2C experiences and more well-capitalized and digitally native B2B marketplaces set the baseline for what good looks like in customer experience.All t

120、hese elements are likely to drive greater B2B buyer share of wallet to marketplaces.20222023 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesOwned marketplaces provide a pathway to growth for scaled businessesFORCE#3For scaled B2

121、B businesses,marketplaces provide a strategic route to enhance their core offerings.This can involve expanding product categories or incorporating services from third-party merchants without the need for vertical integration.Global brands also benefit from maintaining a consistent customer experienc

122、e across diverse markets,even when dealing with distributors and suppliers with varying digital capabilities.By integrating second-party partners onto owned platforms,scaled B2B businesses ensure unified baseline of customer experience worldwide.Mega B2B brands Airbus and Toyota have scaled global m

123、arketplaces for OEM parts and service,across a vast network of dealers,suppliers,and SKUs.66%of business executives across B2B categories plan to build a larger ecosystem of third-party sellers,service providers,and products.17 2023 Merkle,Inc.Owned marketplaces drive resultsMachine-to-MachineMarket

124、place Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesYear over year increase in total sellers on Walmarts marketplace from 21 to 22,an estimated 150,000 totalAverage acceleration of total time to market for companies leveraging a marketplace model15%Increase in average orde

125、r value(AOV)66%Increase in total sellers25%Increase in speed to new marketsBenchmark AOV increase for adding a third-party marketplace to an existing eCommerce operationGrowthExpanding assortment drives incremental AOV(larger baskets)and frequently drives net-new acquisition through improved reach(f

126、indability).Capital EfficiencyMarketplace models are frequently more“asset light”than wholesale or DTC operations,allowing for reduced capital expenditure and lessened balance sheet risk.Business AgilityOnce operations and digital CX are established,marketplace models allow faster response to produc

127、t trends and testing new offerings and service lines.18 2023 Merkle,Inc.A New Eraof SpeedB2B FuturesSeismic Shift 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesB Y 2 0 3 0300%We are on the verge of a new era in the creation of

128、goods and services.From the impact of AI to a new era of biological engineering,every category will be transformed before our eyes.By the year 2030,we predict major changes in how brands design,test,and deliver goods to market will accelerate speed to market by up to 300%across all industry categori

129、es.2023 Merkle,Inc.Speed-to-MarketMachine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesSpeed-to-market is time required to conceptualize,design,test,manufacture,and launch a product or service into the market.Historically,B2B product development proc

130、esses have been associated with complexity,high costs,error susceptibility,and sluggish progress.Especially in highly technical or regulated industries such as pharmaceuticals,chemicals,and aerospace,new product development can be extremely time intensive,lasting years with no guarantee of commercia

131、l success.2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesThe rush of AI impacting every step of the value streamNew forms of manufacturing transform how we product goods“Connected everything”unlocks predictive productionForces 2

132、023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B Futures$16TAI will add$16 trillion to global GDP by 2030 a staggering increase from the$2 trillion AI contributed in 2019.191200%The AI market for pharmacology is booming.Its projected to g

133、row from$700 million in 2020 to$9 billion by 2030.Thats a 1200%increase over a decade.20FORCE#1investment is just getting startedAI isnt new;generative AI is.The world is in a frenzy about the possibilities,pitfalls,and future of work and of our way of life.Our understanding of AI is evolving,but he

134、res whats happening right now:AI is sparking innovation across the board,especially in the processes of discovery and testing of physical goods,and the development of virtual goods like software.Generative AI is supercharging virtual product brainstorming and functional prototype design,while forms

135、of deep learning are aiding both real-time data analysis and scaled data processing that leads to precision product manufacturing.In many cases,forms of AI are being leveraged by businesses and academic institutions to predict if a product will fail or succeed before it goes into production,averting

136、 substantial losses.2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesIn product discovery,AI is accelerating the discovery of new materials,chemicals,and compounds.By using advanced models and digital simulations John Hopkins Appl

137、ied Physics Lab(APL)estimates that the combination of AI with their existing instruments makes their material discovery including new alloys,fibers,and adhesives four times faster.21In pharmacology,AI is accelerating drug discovery and clinical trials.Currently,it takes a daunting 10 to 15 years to

138、bring a new drug to the market22.AI reduces costs,weeding out ineffectivedrug candidates before they reach clinical trials(where more than 80%fail),and speeds up the overall process.It isnt just about efficiency;its about saving lives.The AI market for pharmacology is booming.Speaking about two AI p

139、roducts released by Alphabet focused on pharmacology,the Chief Scientific Officer of Cerevel Therapeutics estimated a three-year reduction in the time it takes to bring a drug to market using the tools.2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroducti

140、onEpilogueB2B FuturesNew forms of manufacturing.FORCE#2We are on the precipice of a total transformation in how we produce and develop goods.We saw it with the rapid-response COVID-19 vaccines:new forms of biological engineering addressing real needs.Not only are novel forms of manufacturing bringin

141、g production closer to consumers thanks to tech like 3D printing,but totally new forms of manufacturing that sound like science fiction are being developed and,increasingly,used at scale.Brands can now develop prototypes in hours,not weeks,and create personalized products on demand.Researchers and R

142、&D divisions of businesses are tinkering with biological engineering of materials that evolve the use of everything from plastics,alloys,foams,concrete,lumber,and multi-compound mixes to growing red meat,one of the major contributors to client change,in a petri dish.Maturing economics of technologie

143、sIn the 1990s,consumer 3D printers cost over$50,000 and industrial 3D printers were$150,000.Today,those numbers are closer to$5000 and$20,000.But 3D printers are not just for novelties and prototypes.Today,3D printing a form of additive manufacturing accounts for over 90%of custom hearing aids devel

144、oped in the United Stated.23 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesGlobal meat consumption projected to 204024$0.0T20252040$0.2T$0.5T$0.7T$0.9T$1.1T$1.4T$1.6T$1.8T20302034Sales in Trillion of US DollarsConventional Meat

145、Plant-based MeatCultured MeatToward customizable timber,grown in a lab25Researcher show they can control the properties of lab grown plant material,which could enable the production of wood products with little wasteScaffoldGrowth ConditionABMediaCellsScience fiction meets real lifeFORCE#2Totally ne

146、w forms of making products are starting to emerge call this the era of synthetic biology.Cultured meat meat grown in a laboratory,to exact specifications to match the steak on your plate today is forecasted to overtake plant-based meat in the 2030s.At MIT,researchers are demonstrating a capacity to

147、grow lumber in a lab that is naturally fire resistant.While these may seem like far-fetched fantasies,the maturation and operationalization of these forms of technology has never been faster.2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB

148、2B FuturesFORCE#3“Connected everything”unlocks predictive productionOur world is more connected than ever.The maturation of IoT and digital mesh technology allows us connectivity and to and real time data from to devices,machines,the environment,and infrastructure,transforming the way we live and wo

149、rk.This connectivity allows digitally enabled control of devices,but also allows us to anticipate needs such as repairs that require the fabrication of custom parts launching an age of predictive production that gets products into the hands of buyers before they even know they need them.It will grea

150、tly benefit our lives and allow us to automate repetitive tasks and enhance the efficiency of product and service development and delivery,accelerating overall speed to market and improving“up-time”of the global economy.$10bnThe global digital twin market is set to grow from$10 billion in 2022 to$11

151、0 billion by 2028.26GEs Wind Turbine AdvancementsGE uses Digital Twin simulation software in combination with IoT sensors in the design and management of wind turbine farms,ensuring quicker time to market and optimized outcomes.80%20%Improvement in identifying issues during virtual product design wi

152、th digital twins.27Increase in power output through Digital Twin management which can generate an additional$100 million in revenue over a turbines life.28 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B FuturesFor many,this report will

153、 raise new questions in what are already turbulent times.How should my organization respond to these predictions,given the rising cost of capital and economic uncertainty driving a renewed focus on efficiency and rationalized investments?How do we identify when the right point is to engage in forces

154、 that are highly speculative,or where the underlying capabilities may not be fully mature?How do we prioritize what is worthy of action,when we are already overwhelmed by the seeming Cambrian explosion of new technologies and AI solutions,and are still seeking to realize value from pre-existing tran

155、sformation initiatives?These questions have answers only in context of your business:the unique needs of your customers,your people,and your partners.As weve found in our strategy work,proscribing“best practice”when forecasting the future often leads to a reversion to the mean.Instead,we encourage y

156、ou to challenge yourself and those around you to answer the below questions many of the same questions we ask when beginning a transformation journey with a client.This exercise may lead to uncomfortable truths,but those truths serve as a beginning not an ending for charting how to find success in t

157、he next epoch of B2B.forwardThe Traceability ImperativeTraceability will be a top two buying driver across all B2B categoriesMachine-to-MachineCommerceA third of all B2B digital commerce will be machine-to-machineMarketplaceModel DominanceA New Era of Speed To MarketSpeed-to-market will accelerate u

158、p to 300%based on industryMarketplace models will drive 50%of total global B2B digital commerce 2023 Merkle,Inc.Machine-to-MachineMarketplace Business ModelsTraceabilitySpeed to MarketIntroductionEpilogueB2B Futuresreadiness questionnaireDo you have clear experience strategy for your consumers,emplo

159、yees,and partners?Can everyone in your organization articulate the primary goals and associated KPIs of that strategy?What are the focuses of your personalization to aid discovery and evaluation,support the purchase lifecycle(including CPQ)and increase conversion,or to increase lifetime value and re

160、duce attrition?What is your channel strategy,inclusive of“1P”(direct to buyer),“2P”(indirect,through wholesale or distributor partners,or licensing),and“3P”(distributed,including marketplaces and search commerce)?Your ExperienceDo you have a clear capability strategy for your organization that is in

161、clusive of your people(human capital and needed skills),your partners(where,why,and how you seek to partner vs.build internal skills),and your technology?Can your leadership articulate how your capability strategy ties back to your business strategy(your experience and channel strategies)?Do you hav

162、e a living,enterprise roadmap that gives you complete visibility to all your initiatives,and their interdependencies,accessible to all your management teams?Can you draw a straight line from any work in progress in your organization back to your business strategy?Your CapabilitiesDo you track agilit

163、y as a board-level KPI,and do you factor provable improvements in agility as part of investment cases for capability investments?Do you believe how you fund and deliver your initiatives enables,or inhibit,innovation?What would have to change to enable a more responsive and adaptable organization?Do

164、you believe you have a culture of“intentional”innovation,where you manage a portfolio of innovation activities across multiple time horizons?Do you retroactively track the delivered business value of all your major capital investments to inform future planning?Your Operating Model 2023 Merkle,Inc.B2

165、B FuturesBenoit Soucaret Chief Experience Officer,MERKLE EMEABenoit is responsible for bringing holistic experience to the table and making it an intrinsic part of a companys strategy and culture.His focus is on helping shape clients capabilities into meaningful experience offerings,in tandem with a

166、 deep understanding of customer needs,to create and deliver cohesive,customer-pleasing experiences.Holden BaleGlobal Head of Experience&Commerce,MERKLEHolden leads Merkles 5,000+strong experience and commerce teams.A corporate strategist and management consultant turned digital design,technology,and

167、 CX leader,Holden has held senior leadership roles and worked with brands including Spotify,Kroger,McDonalds,IWG,Bain Capital,Nordstrom,Delta,Mars,and Verizon on their most ambitious initiatives.AUTHORSBarry Fiske Chief Experience Officer,MERKLE AmericasBarry is a proven creative leader with a passi

168、on for helping brands elevate their customer relationships and transform their customer experiences through innovative combinations of technology,strategy,customer-centric storytelling and design.His teams deliver Product Innovation,Service Design,Connected Commerce Experiences,Loyalty and Promotion

169、s.Rob GoldChief Executive Officer,MERKLE B2B EMEAA firm optimist and future gazer,Rob and his team always have one eye on new opportunities to provide next generation marketing services to Merkle B2B clients.Rob leads the B2B services,delivering new ways of operating in an ever-changing B2B world,ac

170、ross 6 practice areas(brand and creative,media,market research,data and tech,automation,and commerce).Poornima VaidyanathanCreative DirectionGloria KaucicMarketingAnikka SchliesmannMarketingSamarth Kolur DesignShakkeeb Mohammed DesignDaniel ParmarResearchRocco Albano VP Customer Experience Strategy,

171、MERKLE AmericasRocco is a veteran in strategy,experience design,commerce,marketing technology,and digital transformation.He helps brands create innovative experiences that drive growth and customer satisfaction.He has worked with leading companies like Mercedes,J&J,Acuvue,Prudential,Wisdom Tree,Digi

172、-Key,Nagase,and Verizon Business Group.Katherine Jones-SiemsenSVP,Global Strategic Initiatives,MERKLEKatherine sits in Merkles global experience and commerce group.She is a product and technology strategist.Her practice focuses on helping brands bring commerce and digital services to life across dig

173、ital,physical and emerging spaces.CONTRIBUTORSOliver TrumanResearch 2023 Merkle,Inc.1.Merkle:2023 Superpowers Index(2023;global survey of over 3,600 B2B buyers and executiveshttps:/ the global scale of B2B commerce across categories as diverse as virtual goods(e.g.,software),physical goods,and servi

174、ces is a complex exercise,especially when seeking to discount EDI(electronic data interfaces),which is just a form of commerce communication,not a traditionally defined digital commerce transaction(a purchase which is originated and executed via digital platforms).To infer the global scale of B2B co

175、mmerce,we reviewed over 15 different reports,ranging from private equity and investment firms like Goldman Sachs to well-known global analyst firms including Forrester and Gartner,as well as syndicated data providers including Statista and DigitalCommerce360.We further supplemented with government a

176、nd corporate reporting and public statements,including from the Bank of China and the US Department of Commerce,extrapolating where data was sparse(for instance,reporting in BRICs countries),as our global team of B2B researchers and specialists normalized and finalized all estimates.B2C commerce est

177、imate covers all B2C industries,inclusive of retail,consumer goods,travel,and hospitality.3.Deriving the share of digital commerce by value stream(3P sales through marketplace vs.1P direct or 2P indirect/wholesale sales)for B2C commerce requires analyzing the GMV(gross merchandise value)of major eCo

178、mmerce players across all geographies as a portion of share total share,including data from syndicated providers like eCommerceDB as well as self-reported or inferred revenue data from mega-marketplaces including travel aggregators,Alibaba,JD,Mercado Libre,Rakuten,Amazon,Flipkart(Walmart),and factor

179、ing in gross estimates of unreported marketplace revenue on non-marketplace channels(e.g.,Walmart Marketplace vs.W sales)based on research and interviews.To calculate B2B,a similar approach was taken,with a greater emphasis on direct research and interviews than syndicated data,which is more limited

180、 in B2B industries.4.Statista&Transforma Insights:Number of IoT Devices Connected Worldwide(2023:);United Nations Population Fund projections(as of 2022)5.McKinsey&Company:The Internet of Things:Catching up to an accelerating opportunity(2021)6.Gartner:Hype Cycle for Supply Chain Planning Technologi

181、es(2023)7.McKinsey&Company:Future of B2B sales:The big reframe(2022)8.McKinsey&Company:Thinking inside the subscription box:New research on e-commerce consumers(2018)9.McKinsey&Company:Reimagining industrial supply chains(2020)10.Amazon:State of Business Procurement Report(2022)11.Ernst&Young LLP:Ho

182、w COVID-19 impacted supply chains and what comes next(2022)12.Grant Thorton LLP:2021 Q3 CFO Survey(2021)13.Goldman Sachs citing Cone Communications:A Revolution Rising-From Low Chatter to Loud Roar(2018)14.McKinsey&Company:RFIDs renaissance in retail(2021)15.Gartner:What Supply Chain Data Will Look

183、Like in 2025(2022)16.Sources for aggregate number of marketplaces including DigitalCommerce360 as well as direct Merkle analysis.17.Mirakl:Reimagining B2B Commerce in the Age of Amazon(2019)18.Merkle analysis and internal benchmark data as of Q3 2023;Walmart corporate self-reporting.19.PwC:Sizing th

184、e prize(2017)20.Precedence Research:AI in Pharmaceutical Market(2022)21.Johns Hopkins:Accelerating Materials Research With AI Keeps Johns Hopkins APL Researchers Ahead of Impossible Challenges(2022)22.National Institutes of Health:The Pathway from Idea to Regulatory Approval:Examples for Drug Develo

185、pment(2009)23.Merkle analysis of commercial costs;Materalise:The 3D Printing History in Three Stages and the Defining Role of Software24.Peter Leyden:The Great Progression(2022)https:/ Today:Physical,mechanical,and microstructural characterization of novel,3D-printed,tunable,lab-grown plant material

186、s generated from Zinnia elegans cell cultures(2022)26.GMI Research:Digital Twin Market Size By Application(2022)27.ABB Group:Digital twins revolutionize time to market(2023)28.General Electric:A Breakdown Of The Digital Wind Farm(2016)B2B FuturesSOURCES 2023 Merkle,Inc.We Power The Experience Economy 2023 Merkle,Inc.