Balancing e-commerce brand control with digital

If the word “replatforming” strikes a note of fear in your heart, it’s because it’s a bear. A big bulky bear. For this reason, many companies have migrated to headless trading.

But what happens when a company outgrows even highly scalable headless models?

This is when e-commerce businesses often turn to composable commerce – going deeper into process customization with a focus on modular architecture, open ecosystems, and linking certain business-centric components together. in a unified solution.

“Headless was really referring to a time when the e-commerce platform was abstracted by [application programming interfaces (APIs)]Jamus Driscoll, CEO of Elastic Path, told Karen Webster of PYMNTS. “You can run any experiment on top of the APIs. What headless didn’t do, and what composable does, is it allows a lower level of control than what it called ” monolithic trading platforms”.

Speaking to Webster, Driscoll said that in 2022, delivering great e-commerce experiences at scale requires reimagining engagement across different channels and using systems that offer personalized control over the customer journey. end-to-end buyer.

Consulting with customers throughout the pandemic, Elastic Path has repeatedly been told that the digital shift has quickly evolved into something greater than the sum of its parts. Businesses have constantly transformed to stay ahead of innovations in merchandising, marketing and customer experience.

“Digital is no longer a channel,” he said. “It’s the means by which we will run our business now and for the foreseeable future.”

See also: Composable Commerce Company Elastic Path Raises $60M

Keep the “brand touch”

If digital is no longer a channel, but rather a necessary “medium” for companies, the challenge is to maintain the brand image while differentiating among countless similar companies.

“Every experience with every consumer for every brand requires the brand touch,” Driscoll said. “That’s one of the other big changes we’ve seen over time. It used to be just about opening an online store and selling that you were going to expose your business to 25% to 35% growth – now it’s about “Great, I’m online, but how can I differentiate myself?”

He cited the example of an Elastic Path customer who sells windows, noting that the expensive nature of actual window shopping – i.e. buying windows – is not a job for Headless or other trade platforms lacking in customization allowing, for example, a timely transfer to save a sale.

“This buyer often wants a brand associate to come in to measure and make sure the windows are correct,” Driscoll said. “A digital experience that started on a website now transitions to a remote sales agent who can pick up your in-flight experience, measure your windows, maybe make recommendations, and then fill it out online.”

This illustrates how composable can handle transactions more adeptly, given that these platforms are modular, tailored to product, buyer, competition – all nine. As composable progresses, it transforms ideas into new solutions for ever-changing needs.

“What used to be an idea that we might one day be able to achieve is now a reality,” Driscoll said. “We’ve seen a confluence of both a resetting of priorities, as well as technologies advancing to the point where now aspirations that once had to stay on the whiteboard are now jumping off the whiteboard and into reality.”

Read more: “Composable commerce” enables digital transformation 3.0

Benefits of a Ideal architecture for me

Emphasizing greater control over what happens in digital channels, Webster asked if companies that relied on platform transparency were ready to take it on themselves.

“For brands that have been in digital for, call it five years, they’re ready for more control,” Driscoll said. “Provided you’re a business that’s been online for a little while and you know what your vision is and what you want to achieve, then you’re ready to take the reins.”

It then becomes a question of how brands calculate return on investment (ROI) on technology investments.

Acknowledging that different brands and industries have varying ROI calculations – often revolving around a twin axis of growth and ease of use – he said: “With a composable commerce approach, you choose the best components from an ecosystem.”

This higher state of customizable control translates to “revenue growth through a brand implementing its own vision, and bottom-line savings in the ability to drive the architecture with the selection of components that suit them,” he said.

That “more control” means at or below the experience level, in some element of business logic or process, Driscoll said brands should be clear about this before proceeding.

“You get what is generally referred to as a ‘best for me’ architecture,” he said. “In this ‘best for me’ architecture, the brand has the control to select all components to decide if they want to edit search, edit cart, or edit catalog.”

Related: 60% of merchants enable digital profiles for consumers



On: Forty-two percent of US consumers are more likely to open accounts with financial institutions that facilitate automatic sharing of their bank details upon sign-up. The PYMNTS study Account opening and loan management in the digital environmentsurveyed 2,300 consumers to explore how FIs can leverage open banking to engage customers and create a better account opening experience.

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