I was talking to an ecommerce leader at B2B Online last week who told me they were 2 years into a PIM implementation. It was the first project they picked to kick off their digital transformation -- but they had missed their deadline twice -- and weren't feeling very confident that they'd hit the next one. I worked in the PIM space for a few years. I consider good product data to be an ecommerce fundamental. It influences so many parts of the buying journey, including quality search results. But often PIM projects can be a little bit like remodeling a house - you make a plan and have a grand vision for what life will be like once it's done, but as soon as you start tearing up walls and floors, you tend to uncover additional problems you weren't expecting, and suddenly find yourself months or years past your original deadline. The end result is almost always worth it, but you never get there according to the original plan. It made me wonder, does it make sense to start a digital transformation with a massive undertaking like fixing bad product data, or should you solve a smaller problem first? It might seem logical to start with the biggest, hairiest project and get it out of the way first. But according to McKinsey, 70% of digital transformations fail, and one of the most common reasons cited is biting off too much, too soon. You stand a better chance of maintaining momentum if you can stack some quick wins and show results that the business can rally around. That's what's so interesting to me about being in the search and product discovery world these days. You genuinely *can* move very quickly (we're talking weeks/months, not years). And it's close to the revenue, so you'll know whether or not it's making an impact, fast. To be clear, eventually, you have to do both. Where would you start?
Jeremy Ziegler
1mo
It seems to me perhaps the client in question has actually done EVERYTHING right except perhaps had some unrealistic deadlines and is now perhaps lacking some patience for the true payoff of having good product data. Per some other responses on this thread - a PIM by itself won't fix bad product data. You need humans - and now AI - to actually do that work, but the PIM is certainly THE key place to start transformation BECAUSE it can take the longest in the timeline to achieve its goals of better product data to produce higher sales. Otherwise a merchant ends up cycling through "easy" projects while continuously deferring the issues of having a rotten foundation of bad product data and I generally ask - if not now - then WHEN?
Carla El Gawly
1mo
Nate, as you know, we see this time and time again in our space. I think one of the biggest misconceptions about launching PIM/PXM (or any ecom impactful tech) is that integrating the tech alone will not solve for the problems. Success, without the people and process side in place is unlikely. Companies find themselves struggling with deadlines because of lack of clear planning and thus disjointed roll out and adoption. I truly enjoy consulting with my clients on how to set up for success beyond just the choice of tech vendor. Setting up the team for the future of digital is really the starting point! Carla Aida Consulting Ltd
Justin King
1mo
Jason Hein and I were discussing this exact problem over dinner. I will let him chime in but there is a better approach then "fixing all bad product data"
Tom Lennon
1mo
I agree with the “quick wins” idea to build momentum / trust in what you’re trying to do. I often find the tech bit is easy, it’s the business adoption and process changes that hold everything up. People need instant value to justify projects else they get bored and lose interest supporting.
Julie Mall
1mo
I’m not convinced anymore you have to do both. Great product discovery can and should take what you have and make it better.
Thanks for the tag Justin King - It’s interesting how frequently PIM/product data initiatives are expected to work miracles by boiling the ocean of bad product data. I encourage people to remember the customers. Ultimately only the product data that customers *engage with* matters. So if customers aren’t engaging with a big portion of your catalog, consider leaving that for later, and prioritizing the products/categories that are driving your business. Start there, create a focused “optimal experience” that your customers are impressed by, and let the lift from more engagement there then power (or even pay for) the other categories you want to grow. Small, strategic bites that are well-chewed avoid indigestion, whether it’s dinner or a digital experience.