英文2024年制造业数字化领导者之声白皮书

TheVoiceof

DigitalLeadersin

Manufacturing2024

SurveyReport

12

Contents

Introduction3

Chapter1

Organizinginvestmentsarounddigitalambitions

7

Chapter2

Businessstrategiesforfuturechange

23

Chapter3

Trendsdefiningtheindustryin2024

41

Chapter4

Expertinsights

53

Executivesummary

59

About63

SurveyReport

Valtech|Copperberg

Welcometothethirdissueofourannualreport,TheVoiceofDigitalLeadersinManufacturing.

TheVoiceofDigitalLeadersinManufacturing2024Contents

34

Introduction

Valtech|CopperbergSurveyReportTheVoiceofDigitalLeadersinManufacturing2024Introduction

5Introduction

Welcometothethirdissueofourannualreport,TheVoiceofDigitalLeadersinManufacturing,acollaborativestudybetweenCopperbergandValtech.Inthisedition,wesurveyedvisionaryleadersfromB2Bmanufacturingacrossthe

globe—andtheresultspaintacomprehensive

overviewofthecurrentstateofdigitaltransformationintheindustry.

Oneoftheclearfindingsofthissurveyisthatthe

mostsignificantdigitalgrowthformanufacturersin2024isexpectedintheaftermarket.Traditionalchannels,likedistributorsandsalesrepresenta-

tivesremaindominant,however,thelargestgrowthisexpectedinecommerceandcustomerportals.

Aremanufacturersgearinguptounlockthe

potentialoftheseonlinechannels?Especially

whileintegratingcommerceanddigitalservices?Thatisthebigquestionthatthisreportwillanswer.Inaglobaleconomiclandscapemarked

byuncertaintyandinflation,theindustrial

manufacturingsectorfacesadualchallenge:

embracingdigitaltransformationwhilenavigatingthehypesurroundingAIandservitization.While

thesetechnologiesofferpromisingopportunities,manufacturersmustcarefullymanageexpectationsandadapttoshiftingmarketconditions.

Organizationsarecurrentlyataninflectionpoint,definedbyhighexpectationsandambiguity

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6

aboutwhatliesahead.Manyarestillworkingsteadilythroughtheearlystagesofdigital

transformation,mappingoutthefundamentalaspectsoftheirjourney.

Inthisreport,we’llexploretheambitions,

investments,hopes,andconcernsarounddigital,outliningemergingtrendsandsheddinglightuponthedirectionoftheindustryin2024.Thedatain

thisreportwascollectedthroughahybridresearchapproach,combiningqualitativeandquantitativemethods.Nearly100surveyparticipants

representingmorethan300BEUR+annual

turnoverhavesharedtheirtransformationinsights

andvisions.Beyondthestatistics,theyprovidedhashtagsandanswerstoopenquestions,thus

representingTheVoicesbehindthedigitaljourneyandgivinggreatinsightsintotherealityofthese

largeB2Borganizations.

Withthisreport,weaimtoprovidepracticaladviceandrecommendationstoassistyouinnavigatingthechallengesofthecomingyear.Theinsights

sharedbythesedigitalleaderswillempoweryoutomakeinformeddecisionsonyourtransformationjourneyandhelpyouaccelerateyourdigital

ambitionswithsuccessfuloutcomes.—

LisaHellqvist

ManagingDirector,Copperberg

HerbertPesch

ManagingDirector,ValtechB2B

MaschaTamarinof

GlobalVertical

LeadB2B,Valtech

Let'stalk

B2B

JoinourLet’stalkB2BLinkedIngroup

Thesurveyisbuiltwithahybridresearchapproach;acombinationoftwomarketresearchtechniques,qualitativeandquantitativethroughanonlinesurveytool.Thequantitativeelementsweredesignedasmultiplecheckboxquestionstocollectnumericaldatathatcanbeusedtomeasurevariables.Theresultsareusedtosupportgeneralconclusionsfromtheresearchandshouldbeconsideredasindications.Thequalitativeelementsweredesignedasopenendedquestionsinthesameonlinesurveytool.Qualitativeresearchseekstodelvedeepintothetopicathandtogaininformationaboutpeople’smotivations,thinking,andattitudes.Theopen-endedquestionsinthiscasearetheretoputahumanvoicetotheobjectivenumbersandtrendsintheresults.Thedataselectionapproachisatwo-stageclustersampling.

Theclusterisdefinedbythefollowingscreeningcriterias:Selectiononsizeoforganization,industryvertical,jobfunctionandinfluenceoverdecisionswithinthesurveyedtopicarea.Fromthisselectionarandomizedconveniencesamplingapproachwasusedforcollectionofdata.Thescreeningwasincludedintheonlinesurveyandrespondentsnotmatchingthepopulation'scriteriaweredisqualifiedbeforeenteringthesurvey.Onlyqualifiedrespondentsanswersareincludedinthetotaldataanalysis.Thisreportaimstodescribeageneralstate,withcomparableresultstolastyear'sreport.Theanswerstoitshouldnotbeconsideredasstatisti-callysignificant(64validresponses),butmainlythankstoitsqualitativeapproach,reflectingtheunderlyingattitudesandtrendsformingtherespondents'answers.

TheVoiceofDigitalLeadersinManufacturing2024

78

01.

Organizing

investmentsarounddigitalambitions

SurveyReport

Valtech|Copperberg

TheVoiceofDigitalLeadersinManufacturing2024Chapter1

9

Interestinginsights

Twooutofthreeorganizationsconsiderthemselvesambitiousplayersoroutrightmarketleaders.

30%oftheorganizationsclaimtobeaheadofthecompetitionthisyear,asignificantincreasefromthe16%fromlastyear’sreport.

Ambitiousorganizationsrankaheadofthecompetition,showingthatthereisalinkbetweentransformationinitiativesanddigitalmaturity.

Valtech|Copperberg

Chapter1

TheinfluenceofITondecision-makingregardingdigitalbudgetshasgrowncomparedtolastyear.

Halfofthecompaniesenvisioning

themselvesasambitiousoronthewaytobecomingmarketleadersplantomaintaintheircurrentinvestmentlevelsnextyear.

Theemergingdecision-makerthisyearistheDedicatedDigitalDepartment,

whichplaysakeyroleforalmost34%oforganizations.

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Organizinginvestmentsarounddigitalambitions10

Thetopreasonsforsloworfailinginternal

adoptionarereluctancetochangeorembracedigitaltools(49%),lackofcross-functionalanddepartmentalcollaboration(46%),andlackofownershipofdigitalatthelocallevel(46%).

TheVoiceofDigitalLeadersinManufacturing2024

11Chapter1Organizinginvestmentsarounddigitalambitions12

Themanufacturingindustryhasbeenona

“

Youneeda“OneTeamapproach”.Thewinningteamistheonethatrealizesthattoreapthe

advantageoffreeingupyourtime,youneedtofirstinvesttimeintrainingandonboardingactivities.

Whenoursalesengineersclearlyseethevalueofthecustomerself-servetheyalsobecomegreatpromoters.Foreveryoneit’sclear

thatcommissionremainsthesamesowith

ecommerceyouwillactuallygetmoreforless!

transformativejourneytowarddigitalmaturityinrecentyearsanditwasnodifferentthisyear.

Againstthebackdropofrisinginflation,uncertainmarketconditions,andashrinkingtalentpool,thechallengeshavebeenmoreinternallyfocusedthaneverbefore.

Still,ambitiousmanufacturingorganizationsand

thoseaspiringtoclaimmarketleadershipare

dominatingthemarket.Two-thirdsoforganizationsconfidentlypositionthemselvesasambitious

playersor,insomeinstances,asoutrightmarketleaders,reflectingconsistentinitiativeswiththepreviousyear.

However,thenumbersindicateamore

KarinÖrnsten

SmartPortalProgramManager,AtlasCopco

conservativeattitudecomparedtolastyear,whenmoreorganizationsenvisionedthemselvesas

moreambitious,andthisyearwealsoseemore

organizationsvotingtheirambitionsaslimited.Thismayhavebeeninfluencedbythemarketbecomingmorematureandhencemorerealisticaboutratingthemselvesonthescaleofdigitalmaturity.

2022

2023

2024

Thedigitalambitionoftheentireorganizationis:

59%

60%

47%

27%

30%

27%

24%

8%

5%

3%

8%

0%

0%

0%

2%

NotimportantLimitedAverageAmbitiousMarketleader

SurveyReport

Valtech|Copperberg

Thedigitalmaturitycomparedto202220232024

competitorsis:

63%

44%

50%

24%

31%

30%

19%

18%

14%

3%

0%

2%

2%

2%

0%

FarbehindBehindAverageAheadFarahead

TheVoiceofDigitalLeadersinManufacturing2024

13Chapter1

63%

Thebudgetfordigitalinvestmentsnextyearisgoingto:

2022

2023

2024

47%

47%

39%

36%

15%

20%

11%

11%

5%

0%

0%

1%

2%

3%

Decreasewithmorethan20%

Decreaseby1-20%Staythesame

Increaseby1-20%Increasewith

morethan20%

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Organizinginvestmentsarounddigitalambitions14

Thisyear,30%oforganizationsrankthemselvesaheadoftheircompetitors,comparedtothe16%inlastyear'ssurvey.Theincreasednumberof

organizationspositioningthemselvesthisway

couldindicateprogressindigitalcapabilitiesthatwereprioritizedlastyear.

Ambitionasacatalystfor

digitalmaturity

Halfofthecompaniesenvisioningthemselvesasambitiousoronthewaytobecomingmarket

leadersplantomaintaintheircurrentinvestmentlevelsnextyear.

Meanwhile,theotherhalfisreadytoboosttheirbudgets.Thisdoesnotsuggestanythingaboutthesizeofthebudgetitselfthough,whichcan

beassumedtoalreadybequitesubstantial.

Nevertheless,theslowdownofgrowthindigitalinvestmentsobservedinrecentyearsseemstobestabilizingthisyear.Theoveralltrendeven

indicatesapossibleuptickindigitalinvestments.

47%ofourrespondentsindicatethatdigitalinvestmentsaremainlydecidedbytheIT

department,whoseinfluencehasslightlyincreasedcomparedtolastyear.Marketing’sinfluencehas

Thedivisions/departmentswiththemostinfluenceindecisionmakingonthisbudgetis:

IT

DedicatedDigitalDepartment

Sales

Finance

Marketing

Other

Production/Operations

SupplyChain

HR

0%

4%

16%

16%

11%

20%

25%

34%

50%

TheVoiceofDigitalLeadersinManufacturing2024

15

declinedby15%andisslowlybeingreplacedbyanemergingdecision-makerthisyear—theDedicatedDigitalDepartment.Thisnewdepartmentnow

playsakeyroleforalmost34%oforganizations,comparedto19%inlastyear’ssurvey.

Internaladoptionchallenges

Lastyear'sreportshowedthatmanymanufacturers

struggledwiththeinternaladoptionofdigital

initiativesandservices.Thisyear'sfindings

showthatthetopreasonsforsloworfailing

internaladoptionarereluctancetochange

orembracedigitaltools(49%),lackofcross-

functionalanddepartmentalcollaboration

(46%),andlackofownershipofdigitalatthelocallevel(46%).Theresultsthisyearagainreflect

acommonorganizationalculturestrugglethat

TheVoiceofDigitalLeaders2024

Reluctancetochange/embracingdigitaltools

Nocross-functionaland

departmentalcollaboration

Noownershipofdigitalatthelocallevel

Valtech|Copperberg

Chapter1

canbeaddressedwithchangemanagement,collaboration,andamorecohesiveapproachtodigitalownership.

Theimpactofcommerciallyorientedfactorson

sloworfailinginternaladoptionvariesacross

organizations.Comparedtothosefallingbehind,organizationsthatarepositionedaheadofthe

competitionshowsignificantlyloweraverage

scoresonthecommerciallyorientedfactors,

suchasunclearP&Lownershiponecommerceorinsufficientincentivesforsales.Thissuggeststhatdigitalleadershaveaddressedtheseaspectsin

theiroperationsbetterthanothers.

However,theadoptionofnewdigitalcommercechannelsbyserviceandsalesteamsremainsanimportanttopic.Anexampleofanobviousbutimpactfulmeasureisthatdigitalsalesshould

beincorporatedintothebonusschemesforsalesteams.—

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Organizinginvestmentsarounddigitalambitions16

Expertinsight

Asthisyear’sreportshows,digitalleadersin

manufacturingareincreasinglyawareofthe

potentialbusinessopportunitiesthroughthedigitalchannelsintheaftermarket.Buttheyfaceseriouschallengesseizingtheseopportunities.

Weseearisingmaturityofservitizationin

manufacturing.Manufacturersevolvefromsellingproductstoofferingincreasinglycomprehensivesolutions,withmultipleservicesintegratedin

theirofferings.Manyseehugeopportunitiesintransformingtheirbusinesstowardsoutcome-basedorAs-A-Servicemodels.These

transformationsrequirerobustcommerceandcustomerportalplatformsforeffectiveservicedelivery.Thus,creatingseamlessaccessto

services,helpingclientstooptimizetheirassets,fleetsorinstalledbases.

TheriseofIndustry4.0technologieslikeIoT,AI,

androboticsmandatestheadoptionofsophisticateddigitalchannels.Typically,

manufacturershavealotofdigitalinitiatives,

scatteredthroughouttheirorganizationandIT

landscape.Theseservicesneedtobeabletoscalebeyondtheorganizationalsilos.Customersexpectaunifiedpersonalizedexperiencewithreal-time

insightsintotheirassets.However,deliveringonthispromiseisnotwithoutchallenges.

Oneoftheprimaryhurdlesistheintegrationoftheseadvanceddigitalplatformswithexistinglegacysystemsandsiloeddataarchitectures.Thiscanbecomplexandresourceintensive.Tosupporttheirdigitalambitions,manufacturersneedtoinvestsignificantlyinevaluatingand

upgradingtheirITinfrastructuretocreatethe

requiredflexibilityandagility.Thecomposable

approachtoaddressthesechallengesisontherise.

Anotherconundrumliesintheabilitytoscaleandmonetizethenewdigitalservicesandbusiness

models.Unlockingthetruevalueoftheseimprovedcustomerexperiencesrequiresasoliddata

foundationwithhighqualitycustomerandassetdata.Investinginthisfoundationismandatoryformanufacturersiftheywanttoleapaheadintheirservitizationjourney.

Lastly,maintainingacustomer-centricfocusin

digitaltransformationiscrucial.Manufacturers

mustensurethatthesedigitalchannelsgenuinelyenhancecustomerexperienceandengagement,andresultintruevalue-addedservices.Thisis

somethingquitedifferentfrommerelydigitizingexistingprocesses.Itmeansintegrationofdigitalcapabilitiesintothebusinessteamstobeabletoempowercreation,innovationandoptimizationofthesenewservicesandcustomerexperiences.

Overcomingthesechallengesisessentialforindustrialmanufacturerstounlockthefull

potentialofdigitalcommerceandcustomerportalsintheaftermarket.

DennisHoutzager

DeliveryDirector,ValtechB2B

TheVoiceofDigitalLeadersinManufacturing2024

17Chapter1

TheVoiceofDigitalLeaders:successfuldigitalinitiatives

Weaskedoursurveyedleadersforthe#hashtagtheywouldusetobestdescribetheirmost

successfulinitiativethathelpeddriveadoption.

Wealsoaskedthemtoelaborateonthathashtag.Thisiswhattheytoldus:

#hybridsales

Establishingasalesorganizationthatembracesdigitalizationforallkindsofcustomers.

#whynotonline

Anysalesopscanbedoneonlinebutmanypeopledon’tseeitthatwayuntilyouexplainittothem.

#operationalefficiency

Digitaltoolsforourcustomersare

importanttodriveoperationalefficiency(self-service).

#digitalexchange

Onlinetrainingandmeetingsareofferedaroundtheglobetohelpgrowdigital

awarenessandinitiatives.

#dataistheking

Inservice,weneeddataanditisscattered,sowhynotembracedigitaltransformationtosupportthetransition?

#ecommerce

Ecommercefunctionsasamoverofotherprojectsrelatedtoprocessoptimizationandautomation.

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Organizinginvestmentsarounddigitalambitions18

#ceobuyin

Supportfromthetop.

#sustainability

Newdigitaltoolsforhelpingourcustomerswithsustainabilityreportshavegivenanewpushtoourdigitaladoption.

#digitalbusinessvalue

Thesuccessdriverforourdevelopmenthas

beentheadoptionandsponsorshipbyour

businesslines.Ecommerceisabrickoffull

customerexperiencedigitalizationthatdrives

businessvalueforthecustomer,whichtranslatesintobusinessvalueforourgroup(pricing,marketshare,andmarketretention).

TheVoiceofDigitalLeadersinManufacturing2024

19Chapter1

#courage

P&Lleadersjustmakealeapoffaithanddo

anMVP,havingtheconfidenceofsucceedingeventuallyinsteadofendlesslyreviewingeverytinydetailoftheproject.B2Bcommerceis

toocomplexanddynamictotreatitwiththeperfectionistmindsetofatypicalNPDproject.

#topmanagement

Thetopmanagementbuy-inonthewayof

workingiskeytoincreasingadoption.Iftop

managementstartstofollowupthebusinessbyrequestingtheusageofthenewlyimplementeddigitaltools,theneveryonebelowhastostarttousethem.Ifthetopmanagementstillallowstheuseofoldwaysofworking,thenewtoolswillnotbeadoptedbyeveryone.

Valtech|Copperberg

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Organizinginvestmentsarounddigitalambitions20

#customerfacingproduct

#customerexperience

Internaldigitalizationismostlyrelatedto

costsavings/processoptimization(bottomline).Focusonthecustomercancreatenewrevenuestreams(topline).

Manyofourdigitaleffortsfocusonmakingourcompanyaneasy-to-do-business-withorganizationwherewequotefastandactinapredictablemanner.

#resistance

#changemanagement

Withoutchangemanagementcombined

withastrategy,itisveryhardtoconvince

theorganizationtofullyaccepttheneedfordigitaltransformation.

TheVoiceofDigitalLeadersinManufacturing2024

It'saboutchangemanagementandunderstandingwhypeopleresist.

21

Keytakeaways

01.

Digitizingthe

#customerexperienceand#customerservice

isthekeyto

#customersatisfaction.

Arecurrentcustomer-centricthemeamongthehashtagsshowsthatdigitaliscreatingacompetitiveedge.Italsoreflectshow

muchcustomerbehaviorhaschanged

overthepastthreeyears,withanincreasedpreferenceforonlinetransactionsand

theconvenienceofself-service.Creatingasmoothwayofdoingbusinessforyourcustomersiskey.

Valtech|Copperberg

Chapter1

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Organizinginvestmentsarounddigitalambitions22

02.

Evenwhenrecentlylaunched,#ecommerceinitiativesand#digitalservicesarestartingtodrive#digitalbusinessvalue.

Theintegrationofecommerceanddigital

servicesstandsoutasakeydriverof

digitalbusinessvalue.Fororganizations

rankingasdigitallymature,settinguponline

customerportalshasprovidedafoundation

foradditionaldigitalfunctionalities,optimization,andautomation.

03.

Meeting#resistancewith#changemanagementtobecomefitforthe#future.

Recognizingandunderstandingresistanceiscrucialforeffectivechangemanagement.Foreveryonetobeonboardwithdigital

transformation,itisimportanttodevisea

strategicapproachtochangemanagement.

Thismustincludebuildingavisionfor

thelongterm,creatingmock-upsearly

intheprocess,aligningobjectives,

involvingstakeholders,andcollaboratingcross-functionally.

TheVoiceofDigitalLeadersinManufacturing2024

2324

02.

Businessstrategiesforfuturechange

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TheVoiceofDigitalLeadersinManufacturing2024Chapter2

25

Interestinginsights

Concernsaboutnewentrantsinthe

markethaveincreasedby23%comparedtolastyear.

Thetopdigitalbusinessgoalfor82%oforganizationsin2024isincreasingtheshareofwalletandrevenuegrowthfromexistingcustomers.

Twooutofthreerespondentsareinvestingincustomerportalsthisyearcomparedtothe50%ofrespondentsfromlastyear.

Valtech|Copperberg

Chapter2

Newequipmentandproductsdrivethe

mostrevenuethroughdirectsalesfor61%oforganizations.

Thenumberoforganizationsrelyingonecommerceforaftermarketserviceshasmorethandoubledfrom7%lastyearto15%thisyear.

51%ofrespondentsareconcernedthat

risingcostsofoperationswillposeathreattotheirdigitalsuccessinthenewyear.

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Businessstrategiesforfuturechange26

Threeoutoffourorganizationsexpect

ecommercetodrivethemostrevenuegrowth

in2024.

TheVoiceofDigitalLeadersinManufacturing2024

27Chapter2

In2024,organizationsaresteeringtheirstrategiestowardclearobjectivesconsistentwithlastyear’s.For82%ofrespondents,thetopbusinessgoalindigitaltransformationthisyearisshareofwallet

andrevenuegrowthfromexistingclients.Thisemphasizesahugeopportunitymanyseeingrowingbusinesswithintheexistingcustomerbasebyupsellingandcreatingdigitalservicesintheaftermarketthatcanbemonetized.It’sconsistentwithlastyearwhenthetopfocus

wasonupsellingandcreatingaddedvaluefor

thecustomerbasethroughadditionalservices.

Additionally,two-thirdsofrespondentsplanto

focusoncostefficiency,revenue,profitprotection,andcustomersatisfaction.

However,certainobjectivesfordigital

transformationareverylowontheprioritylistthisyear.Thelimitedfocus,indicatedbyonly2%interestinbrandrecognitionandemployeeengagement,under-scorestheimportance

traditionallyplacedonbuildinganonlinepresence

Themostimportantbusinessgoalofdigitaltransformation(topscoreis6)inmyorganizationin2024is:

5.4

5.3

5.3

4.9

3.2

2.9

1

0

12

Revenuegrowthexistingclients(ShareofWallet)

Costefficiency,Revenueorprofitprotection(efficienciesandGM)

Customersatisfaction(multipleunderlyingfactors)Revenuegrowth(newcustomers/products)

3

4

Brandrecognition

Employeeengagement

Other

56

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Valtech|Copperberg

Businessstrategiesforfuturechange

andnurturingahybridworkforce,taskstypically

handledbyMarketingandHRdepartments.

Consideringtheinflationarylandscapethatdefinedthelastyearformostorganizations,thiswasto

beexpected.Manyturnedtheirattentiontomore

short-termbusinessgoals,suchasrevenuegrowth,efficiencygains,andlowercosts.

Thisalsoexplainswhyopinionsvaryconsiderablyregardingrevenuegrowthfromnewcustomersandproducts.Acquiringnewcustomerscan

1Source:CustomerRetentionVersusCustomerAcquisition

TheVoiceofDigitalLeadersinManufacturing2024

28

costfivetimesmore1thanretainingexisting

customers—andthisisstillmerelyanoffline

ende