{"id":25282,"date":"2024-10-30T15:58:53","date_gmt":"2024-10-30T14:58:53","guid":{"rendered":"https:\/\/brandpit.nl\/?p=25282"},"modified":"2024-10-30T15:59:26","modified_gmt":"2024-10-30T14:59:26","slug":"what-makes-a-good-ecommerce-manager","status":"publish","type":"post","link":"https:\/\/brandpit.nl\/en\/blogs\/what-makes-a-good-ecommerce-manager\/","title":{"rendered":"what makes a good e-commerce manager?"},"content":{"rendered":"

By Danne de Vries and Tjallin Melgers<\/em><\/p>\n

\u201cE-commerce is the activity of electronically buying or selling products on online services or over the Internet.\u201d (source: Wikipedia)<\/p>\n

This description is somewhat outdated and doesn\u2019t do the title justice. So, it\u2019s time to see if we should adjust the description of a role that largely determines how we experience the customer journey on the worldwide web.<\/p>\n

who is the e-commerce manager and what do they do?<\/h3>\n

Or are we all a bit of an e-commerce manager? Different companies have various ideas about what an e-commerce manager is, does, and manages. The focus is no longer solely determined by the industry but by the expectations and needs of consumers. \u201cCustomer journey mapping helps outline the customer experience across industries. This insight, combined with the organization\u2019s e-commerce maturity, gives focus and direction to the course the e-commerce manager needs to navigate.\u201d However, not all organizations with e-commerce integrate this thoroughly within their existing structures. Companies that are digital-only, without legacy (in both mindset and architecture), find it easier to integrate this.<\/p>\n

Some companies believe e-commerce management is a marketing function; others see it as an IT function. For some, the role of the e-commerce manager has already evolved to the point where the CMO or CCO oversees the entire online business. In short, the organizational context is crucial in defining the role. Furthermore, digital and technology applications in customer offerings and experience depend increasingly on leadership, vision, focus, and flexibility.<\/p>\n

Despite these variables, one thing is clear: ownership of the entire customer journey and the commercial online offering is crucial. The e-commerce manager\u2019s role is still necessary. The name we give to the role is another matter; we\u2019ll come back to that later.<\/p>\n

good e-commerce managers have specific competencies:<\/h3>\n

An e-commerce manager is data-driven. Previously, sales took precedence, but data now leads. \u201cAn e-commerce manager is sales-driven and highly dependent on data to make informed decisions. Although the ultimate goal is sales-driven, the approach is often analytical. To refine and implement strategies they analyze sales patterns, customer behavior, and web analytics.\u201d It’s essential to note that it’s all about interpreting data\u2014understanding what data is available, what\u2019s needed, and how it can work for us. \u201cAs an e-commerce manager, you can\u2019t operate without a clear vision on data collection and use in e-commerce. For example, together with the marketing department, you devise strategies to collect first-party data. Or, by analyzing customer feedback, you identify a friction point in the customer journey and initiate a new A\/B test to improve it.\u201d<\/p>\n

Beyond being data-savvy and sales-driven, the e-commerce manager also gives online shape to various marketing-related matters and realizes them on a sound technical platform.<\/p>\n

For e-commerce to assume the role intended within the organization, the e-commerce manager should not be a programmer, marketer, or web developer but rather familiar with each of these roles\u2014a jack of all trades. Does this mean that the e-commerce manager should know each function in-depth? No. The keyword is \u2018understanding.\u2019 The e-commerce manager has a good grasp of each department’s responsibilities and how they fit into the bigger picture. They are the connector, the educator, and the inspirer. It\u2019s a comprehensive role and a driver of innovation. Yet, the role remains underestimated, often lost in the hierarchy of organizations. Where the role still lacks attention, it can be an uphill battle to get everyone on board. It\u2019s an extensive, multidisciplinary role and crucial for commercial success.<\/p>\n

Companies must consider the role that e-commerce holds (or will hold) within the organization and what responsibilities and powers they want to assign to this position. This defines the “weight” of the role and the type of individual required.<\/p>\n

We\u2019re not referring to static organizational charts here. But e-commerce managers need to have access to the \u201ccontrols\u201d of success. After all, how else can they influence services, returns, inventory management, etc.? They must be able to move seamlessly between departments to facilitate the creation and management of e-commerce. \u201cIn an omnichannel or unified commerce environment, complexity increases further. The landscape is even more extensive with additional stakeholders and touchpoints, both online and offline. The customer expects a consistent experience and no longer distinguishes between online and offline. However, behind the scenes many organizations still haven\u2019t adjusted to this reality. There\u2019s work to be done!\u201d<\/p>\n

additional requirements for an e-commerce manager:<\/h3>\n