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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
SurveyReport
Valtech|Copperberg
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.
SurveyReport
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%
SurveyReport
Valtech|Copperberg
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.—
SurveyReport
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.
SurveyReport
Valtech|Copperberg
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
SurveyReport
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
SurveyReport
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
SurveyReport
Valtech|Copperberg
TheVoiceofDigitalLeadersinManufacturing2024Chapter2
25
Interestinginsights
Concernsaboutnewentrantsinthe
markethaveincreasedby23%comparedtolastyear.
Thetopdigitalbusinessgoalfor82%oforganizationsin2024isincreasingtheshareofwalletandrevenuegrowthfromexistingcustomers.
Twooutofthreerespondentsareinvestingincustomerportalsthisyearcomparedtothe50%ofrespondentsfromlastyear.
Valtech|Copperberg
Chapter2
Newequipmentandproductsdrivethe
mostrevenuethroughdirectsalesfor61%oforganizations.
Thenumberoforganizationsrelyingonecommerceforaftermarketserviceshasmorethandoubledfrom7%lastyearto15%thisyear.
51%ofrespondentsareconcernedthat
risingcostsofoperationswillposeathreattotheirdigitalsuccessinthenewyear.
SurveyReport
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
SurveyReport
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
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