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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 2Chapter 3Key Takeaways17Key Takeaways37Key Takeaways533How B2B Companies Are Transforming to Become Future-Fit7Business Strategies for Futu

2、re Change23Maximizing Digital Investments43COPPERBERG|VALTECH1SURVEY REPORT#VODL23 Chapter 4The Voice of Digital Leaders in Manufacturing Expert Insights57Executive Summary65About69THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20232CONTENTIntroductionCOPPERBERG|VALTECHSURVEY REPORT2023Welcome 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.COPPE

9、RBERG|VALTECH5SURVEY REPORT#VODL23 Join 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

10、 collect numerical data that can be used 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 delv

11、e deep into the topic at hand to gain information 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 define

12、d by the following screening criterias;Selection 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

13、survey and respondents not matching the 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

14、be considered as statistically significant(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.

15、It will empower you to make more informed 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 respondent

16、s:B2B manufacturers International operations 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,Valtec

17、hTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 20236INTRODUCTIONHow B2B Companies Are Transforming to Become Future-Fit01.SURVEY REPORT2023In 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%COPPERBERG|VALTECH#VODL23 9CHAPTER 1userid:145584,docid:525676,date:2024-09-29,63%of manufacturers state their digital maturity is comparable to their competitorsTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202310HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTU

23、RE-FITReality is kicking in showing an overall 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

24、 stated they were ahead of the maturity curve last year,from 31%to 14%this year.This year,those who claimed to be ahead,have shifted down the ladder to the group 47%of manufacturers have increased their digital related budgets by up to 20%for 2023The digital maturity compared to competitors is:Far b

25、ehind20222023BehindComparableAheadFar ahead3%0%19%24%44%31%2%63%14%2%COPPERBERG|VALTECH#VODL23 11CHAPTER 1that 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.Maximizing di

26、gital 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,the budget has

27、 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 63%in 2022.T

28、he 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/service depa

29、rtments are getting more involved in the process,The budget for digital investments next year is going to:Decrease with morethan 20%20222023Decrease by 1-20%Stay the sameIncreaseby 1-20%Increase with more than 20%0%0%11%2%15%63%20%39%47%3%THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202312HOW B2B C

30、OMPANIES ARE TRANSFORMING TO BECOME FUTURE-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.1

31、9%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 13CHAPTER 1Uncertain market conditions lead to an in

32、creased focus on short-term business valueTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202314HOW 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

33、strategy and later on to elaborate on that hashtag.This is what they told us:#disjointed#almostthere#digitalsecond#inprogress#end2end#exploringnewvalue#commercialeffectiveness#readytogo#projectdriven#sendhelp#globalacceleration#lotsofpotential#softwarization#acceleration#shiftinggears#godigital#deve

34、lop#incredible#erratic#digitaltransformationjourney#fixthebasics#implementing#learning#digitalsalesahead#growing#salestransformation#multichannel#fragmented#aware#digitalcollaboration#startingCOPPERBERG|VALTECH#VODL23 15CHAPTER 1“Manufacturers are now pivoting towards new business models that stream

35、line innovation,resilience,product development,and time to market,with a growing focus on customer satisfaction.THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202316HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FITKey TakeawaysManufacturers are consolidating their new digital infrastructure and

36、 maximizing their investments.Although the 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.COPPERBERG|VALTECH#VODL23

37、 17CHAPTER 1The#digitaltransformationjourney is#inprogress for some,while others 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 journ

38、ey are optimistic about the future,acknowledging that going digital is the best 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

39、make the most of the digital solutions available to them now.With the guidance 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

40、#implementing,#learning,and#growing on the journeyManufacturers know where they 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 d

41、igital level whilst simultaneously improving IT and data infrastructure to fit that bigger picture.THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202318HOW 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 cus

42、tomers and on the product side,we offer increasingly 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 o

43、n data.Main focus is to fix the basics in 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#fixthebasicsCOPPERBERG|VALTECH#VODL23 19CHAPTER 1The last two years were fo

44、r digital transformation.There was a huge acceleration but at the end of the day,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,Sik

45、a Informationssysteme Karin rnsten,Smart Portal Program Manager,Atlas Copco THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202320HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FIT“We have great awareness to progress new initiatives on digitalization,but concepts or business models,even customer

46、readiness to accept,is missing or hard to sell.Strong 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.Step

47、s are taken to improve,however lack of resources and knowledge 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

48、#whantmorethancapableofCOPPERBERG|VALTECH#VODL23 21CHAPTER 1Transformation 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 evolving world.I believe this is the reason behind the continuous investments the i

49、ndustrial 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),artificial intelligence,and cloud computing.In conclusion,digital transformation ha

50、s 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 that embrace this technology are poised for growth and success in the years to co

51、me.“Lisa Hellqvist,Managing Director,Copperberg THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202322HOW B2B COMPANIES ARE TRANSFORMING TO BECOME FUTURE-FITBusiness Strategies for Future Change02.SURVEY REPORT2023Recent events have taught manufacturers that building resilience is key to future-proofi

52、ng their business.Constant supply chain disruptions,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

53、 of things(IoT)to enable remote diagnosis,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 s

54、hared company-wide COPPERBERG|VALTECH25CHAPTER 2#VODL23 2%27%63%9%The structure 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

55、departmental alignment and varying digital maturityNo clear company-wide strategy 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 unfores

56、een disruptions.Improving and optimizing foundational services,like transactions(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 th

57、e organization.By establishing a digital foundation within their infrastructure,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 an

58、d initiatives,63%revealed that they are operating with a company-wide digital agenda.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 THE VOICE OF

59、DIGITAL LEADERS IN MANUFACTURING 202326BUSINESS STRATEGIES FOR FUTURE CHANGEorganizational 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 departmental

60、ly-driven initiatives and operations are executed 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

61、 to commit to the journey.They lack a company-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 r

62、evenue by developing or expanding new services 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 exis

63、ting customer pool in 2023COPPERBERG|VALTECH27CHAPTER 2#VODL23 of opportunities 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 lo

64、yalty and satisfaction through better experiences and delivery of services and 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 exp

65、anding NEW services/products by upselling to existing customer pool(value added 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 mo

66、re cost efficient by optimizing current processes and resourcesOtherTo secure customer loyalty and satisfaction through better experience and delivery of service and productsWe are currently not digitally transforming6%29%5%27%5%25%3%THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202328BUSINESS STRAT

67、EGIES FOR FUTURE CHANGE60%of manufacturers 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

68、 product offerings to new customers and markets,as well as the rest who are looking toward new digitally-driven business models and revenue streams or a combination of both.COPPERBERG|VALTECH29CHAPTER 2#VODL23 60%43%21%38%19%25%10%8%The main external threats to organizational success next yearRising

69、 costs of operations(inflation,raw material prices,lack of components)Competitive 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 confli

70、cts)OtherSupply chain disruptionsRising customer expectationsRising costs threaten 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 t

71、hreat for 60%of our respondents are inflation,rising operational costs,and increasing raw material prices.The 2022 inflation that persists across the globe,is the result of pressures put on THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202330BUSINESS STRATEGIES FOR FUTURE CHANGE37%of manufacturers s

72、ay that existing customers use their digital 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,sup

73、ply chain disruption is the main concern for 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 th

74、ey will impact the business landscape.Many are cautious and turning to digital for solutions.For 38%of manu-COPPERBERG|VALTECH31CHAPTER 2#VODL23 facturers,leveraging digital can be complex in itself.Hybrid or digital workplaces require a skilled workforce that is not readily available.Acquiring,trai

75、ning,and retaining the right talent continues to be a challenge.Leveraging digital 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 responde

76、nts is the complexity of the market structure with its distribution and channel 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.THE VOICE OF DIGITAL LEADERS IN MANUFACTURI

77、NG 202332BUSINESS STRATEGIES FOR FUTURE CHANGECustomers have shifted their buying behavior towards digital channels in the 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 of

78、fline(phone,meetings)Yes,for price quotes and offers17%37%0%35%28%Increased earnings from digital channels as B2B customers migrate onlineChanging customer behaviors are increasing market complexity.Though not all B2B customers are ready for digital services,many have shifted their buying behavior t

79、o digital channels.37%of our respondents note that their existing customers are moving towards digital channels for repeat 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 tes

80、ting.For 35%of manufacturers,traditional transactions continue to be the primary way of doing business with their customers,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 reflec

81、ted in how COPPERBERG|VALTECH33CHAPTER 2#VODL23 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)20222023companies are splitting their r

82、evenue between sales channels.Although digital is increasingly important in the 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

83、 46%this year while the revenue from partners and distributors has only increased by 1%.This suggests that some of the direct sales is shifting towards digital channels such as Electronic Data Interchange(+6%),and punchout(+1%).THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202334BUSINESS STRATEGIES

84、FOR FUTURE CHANGEThe Voice of Digital Leaders: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:#increasebusiness#sm

85、artmanufacturing#relevance#efficiency#revenue#becomingatechcompany#easytodobusinesswith#bepresent#upsell#speed#innovation#customer360#organicgrowth#customersatisfaction#improveearnings#recurrentrevenues#conversion#seamlesscustomerjourney#bebetterthancompeditors#reducecomplexity#opportunities#combini

86、nglearningwithearning#simplification#service#integration#gotomarket#fixitondemand#enhanceperformanceCOPPERBERG|VALTECH35CHAPTER 2#VODL23“Leveraging digital can help manufacturers to become more efficient,by reducing manual work and“increasing productivity without adding headcount”as one of the respo

87、ndents mentioned.THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202336BUSINESS STRATEGIES FOR FUTURE CHANGE36BUSINESS 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

88、provide options to navigate external threats 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 re

89、gional leaderships aligned,and overall execution harmonized.COPPERBERG|VALTECH37CHAPTER 2#VODL23 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

90、 dropping.The way to achieve these goals is to infuse digital at every level of 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 thre

91、ats and challenges affecting manufacturers today make the industry a tricky environment 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 cu

92、stomers.Customer#conversion to digital is the key to boost#customersatisfactionThe 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 s

93、olutions,but direct sales overall continues to be the main source of revenue for manufacturers.With online sales coming to the forefront,manufacturers want to provide their customers with easy and frictionless user experiences.THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202338BUSINESS STRATEGIES F

94、OR FUTURE CHANGE“Staying relevant in an increasingly 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 c

95、ustomer success at the center of our focus will drive long term recurring revenues in addition to onboarding new business.The Leading Voices#stayingrelevant#recurrentrevenues#smartmanufacturing#fixitondemand#customersuccessCOPPERBERG|VALTECH39CHAPTER 2#VODL23 Take your time for the strategy.You need

96、 a holistic strategy from start to end.“Alina Reinhold,Manager E-Commerce,Kalmar 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 D

97、igital Service Development,Vanderlande THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202340BUSINESS STRATEGIES FOR FUTURE CHANGE40BUSINESS STRATEGIES FOR FUTURE CHANGE“Our main goal is to reduce friction and increase reliability/accountability/consistency of delivery to our customers with the help o

98、f technology and smarter 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#easytod

99、obusinesswith#opportunities#bepresentCOPPERBERG|VALTECH41CHAPTER 2#VODL23 Short 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 coming years.The times of casual digital experimentatio

100、n 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 generating more revenue through digital channels,fo

101、llowed 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 integration of many different digital services in

102、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 Customer Portals that combine and integrate digital

103、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 Industrial Manufacturers with this challenging but pro

104、mising adventure.“Herbert Pesch,Managing Director Valtech B2B and Vertical Lead B2B,Valtech THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202342BUSINESS STRATEGIES FOR FUTURE CHANGE42BUSINESS STRATEGIES FOR FUTURE CHANGEMaximizing Digital Investments03.SURVEY REPORT2023Last year,digital investment w

105、as at an all-time high within the industry,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 o

106、nline,understanding their behavior and learning 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 cu

107、stomers themselves become aware of them.There 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 di

108、gital tools and change management can bring 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 transaction

109、s online,these focus areas are important for 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

110、access to data and actionable insights to inform the online offering and derive information about the customers.52%of manufacturers are focusing on transforming their digital services in the year ahead COPPERBERG|VALTECH45CHAPTER 3#VODL23 47%of manufacturers consider data analytics and insights to b

111、e an important focus area in 2023.33%are looking to IoT technology and innovations,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 focu

112、s areas.Lack of alignment is standing in the way of business valueThe focus areas 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 hurd

113、le is organizational Digital services/servitizationData analytics and insightsIIOT 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 servic

114、es to your product-focused business and often in B2B refers to the shift of a product-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 r

115、evenue and secure customer loyalty.The long-term ambition is to deliver a desired 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.THE VOICE OF DIGITAL LEAD

116、ERS IN MANUFACTURING 202346MAXIMIZING DIGITAL INVESTMENTSchange 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 d

117、epartmental structure of information.Not having 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 s

118、upport they need to execute their transformation 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 val

119、ue-added offerings and onboarding customers.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 COPPERBERG|VALTECH47CHA

120、PTER 3#VODL23 customers have security concerns and difficulty understanding the 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 proposi

121、tions will positively affect their bottom line.Including the Voice of the Customer(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 f

122、rom current workforceIntegration of new technologies in current(and legacy)IT infrastructureOtherGetting C-level supportCommunicating new value added offering to customers(onboarding and selling to customers)Siloed departmental structure of informationDesigning new service business models(serviti-za

123、tion,x as a service,marketplace,etc.)THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202348MAXIMIZING DIGITAL INVESTMENTSmodels 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

124、their challenges by basing their digital strategy 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

125、 tools whilst avoiding vendor lock-in.Platform 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.The technology foundation for digi

126、tal 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%COPPERBERG|VALTECH49CHAPTER 3#VODL23 43%of manufacturers choose composable soluti

127、ons while 41%prefer feature-rich classic platforms for their digital strategiesTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202350MAXIMIZING DIGITAL INVESTMENTSThe Voice of Digital Leaders:Digital InvestmentsAlthough the growth of digital investments has slowed down,manufacturers are still planning

128、 investments to enrich their digital strategies and get a stronger competitive edge.We asked the surveyed leaders for the most important area of investments:AICRMCustomer services and portalsWorkforce trainingE-commerceAccount Based Marketing(ABM)ContentOmnichannel toolsData management and analytics

129、ERPPlatform developmentIoT platformsCloud servicesMarTechCOPPERBERG|VALTECH51CHAPTER 3#VODL23“A composable approach and technology allows manufacturers to create their own flexible e-commerce ecosystems and juggle multiple tools whilst avoiding vendor lock-in.THE VOICE OF DIGITAL LEADERS IN MANUFACT

130、URING 202352MAXIMIZING DIGITAL INVESTMENTS52MAXIMIZING 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

131、 transformation and a siloed landscape that can be handled with change management and further investments in the right tools.COPPERBERG|VALTECH53CHAPTER 3#VODL23 E-commerce and servitization continue to be a focusHalf of our survey respondents continue to put a strong emphasis on e-commerce and digi

132、tal services and the benefits they can derive from integrating them.With online 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 organiza

133、tional alignment is an inside threatWorking in silos affects a companys culture 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 outc

134、ome.Getting ahead of the curve with digitalManufacturers are now more aware of 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

135、 workforce training to ensure that their efforts so far pay off in the most profitable ways.THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202354MAXIMIZING DIGITAL INVESTMENTSIn B2B commerce,success is not only measured by the transactions made,but by the relationships built and the value delivered t

136、o the customers.The key really lies in making 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 custom

137、ers journey!Understand what their day-to-day 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 Ver

138、tical Lead B2B,ValtechCOPPERBERG|VALTECH#VODL23 55CHAPTER 3Move slowly,move agile,involve local people,and educate,educate,educate.“Gertjan Kleinhout,Group Manager Client Support Digital Commerce,Rijk ZwaanTHE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202356MAXIMIZING DIGITAL INVESTMENTSThe Voice of

139、 Digital Leaders in Manufacturing Expert Insights04.SURVEY REPORT2023Manufacturers 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 challenge

140、s on the way to digital success.Even as they 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

141、 are one thing,but the internal threats stemming 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 h

142、ave answered these key questions to inspire 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 wa

143、y to get support across the organization and 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.COPPERBERG|VALTECH59CHAPTER 4#VODL23 Ensure that what you are doing is solving your custom

144、ers problems.Make them the center of attention and always listen to the Voice of 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

145、 digital,a risk is an oppor-tunity you saw too late.Digital solutions are a means 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

146、-centric perspectiveScalingDataRisk managementPerceptionVisionTechnologyRecommendations 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“THE VOICE OF

147、 DIGITAL LEADERS IN MANUFACTURING 202360THE VOICE OF DIGITAL LEADERS IN MANUFACTURING EXPERT INSIGHTSWe 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

148、 so do your best to accompany the change.For 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 witho

149、ut change management.How does digital help 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 to

150、days disruptive and inflationary environment.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 visib

151、ility,transparency,and data insights.The same 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 adv

152、antage for manufacturers.As one respondent 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

153、sustainable competitive advantage that is 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,i

154、t needs to be largely digital because customers 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 t

155、o generate value.61CHAPTER 4COPPERBERG|VALTECH#VODL23 The main goal is to make 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 pro

156、ductivity without adding headcount.Enables communication with customers and internal 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 l

157、ife extension.Drives efficiency and remodeling of supply chains.Supports a growing 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 ca

158、n improve productivity as well as be there for customers 24/7.Reduces costs,creates operational insights,and gets you closer to customers.It helps you go online to enter new territories when your market is decreasing.THE VOICE OF DIGITAL LEADERS IN MANUFACTURING EXPERT INSIGHTS62THE VOICE OF DIGITAL

159、 LEADERS IN MANUFACTURING 2023How digital 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

160、 services that cover most customers needs 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,

161、and others.But for others,this means collecting 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 off

162、ering them in an integrated customer focused 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 ex

163、ternal challenges before they become costly problems is the key to a reliable business.COPPERBERG|VALTECH63CHAPTER 4#VODL23 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

164、 and Distributors.Join the conversation!Join Lets talk B2B LinkedIn groupWhat are 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

165、always try to find the most up-to-date solutions and stay one step ahead of the 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 f

166、or customers,listening to them,and translating their expectations by deploying the right elements of our service concept.THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202364THE VOICE OF DIGITAL LEADERS IN MANUFACTURING EXPERT INSIGHTSExecutiveSummaryCOPPERBERG|VALTECHSURVEY REPORT2023In 2023,manufac

167、turing will continue to grow digitally and 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 v

168、alue The manufacturing industry has been late 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 supercharge

169、d during the aforementioned period.After accelerating 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 dep

170、loyment took all the focus.They are now entering 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 ch

171、allenges Even though manufacturers have boosted 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 COPPERBERG|VALT

172、ECH67SURVEY REPORT#VODL23 workforce and inflation are all threatening companies from 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.Composa

173、ble approach In response,digital leaders are facing these challenges head-on,recognizing 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 app

174、roach.With the right tools,they will bring their departments together in 2023,and organize 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 in

175、creasingly bringing customers along on the journey,and creating new value for them 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 o

176、n a more solid digital ground than last year with ambitions to outcompete their peers 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 keyTHE VOICE OF DIGITAL LEAD

177、ERS IN MANUFACTURING 202368EXECUTIVE SUMMARYAboutValtechVisit our websiteValtech is the experience innovation company.Our client portfolio includes some of the worlds best known brands including LOreal,MAC Cosmetics,Levis,Aerolineas Argentinas,Lufthansa,Volkswagen,Toyota,AUDI,and BMW.Whether its one

178、 of our B2B solutions for Henkel,Grundfos,Vanderlande,Wavin,Sulzer,or Atlas Copco,or a new customer experience for Dolby,DAddario,or Profoto,we design,build,and deliver transformative digital solutions that improve human lives and make our clients businesses grow.Lets talk B2B!Lets talk B2B is a net

179、work 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 COPP

180、ERBERG|VALTECH69SURVEY REPORT#VODL23 AboutCopperbergVisit 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.Copperbe

181、rg was 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 community members.Our ambition is to provide ideas,networking,and industry exchange between industry peers that inspires and leads to action.Lisa Hellqvist,lisa.hellqvist THE VOICE OF DIGITAL LEADERS IN MANUFACTURING 202370ABOUT