E-commerce has never had as many technological resources available as it does now. From AI-based solutions to marketing automation, chatbots, real-time data analysis, and intelligent logistic systems. The sector is experiencing a moment of accelerated evolution. And the data proves it: according to Nuvei, e-commerce sales are expected to jump from $26.6 billion in 2024 to $51.2 billion in 2027 – a 92.5% increase over the period, driven by the advancement of digital transformation and the growing desire for personalization in the purchasing journey.
But with so many options, the inevitable question arises: which tools are really worth investing in? In times of tight margins, marketing, technology, or innovation directors should adopt a profitability-centered view. In other words, the priority is to safeguard the bottom line – that final line of the financial statement that reveals the company’s profit. In this sense, the choice of new technologies should be directly linked to the measurable impact they have on the business.
Many companies make the mistake of investing in tools that do not align with their operational reality or that are implemented hastily and without planning. The result? Overloaded teams, decentralized data, and a series of stalled processes that hinder decision-making. Therefore, a more effective approach – especially for small and medium-sized enterprises – is to scale strategically: adopting one technology at a time, focusing on solving real and specific problems.
This approach allows for precise monitoring of the impact of each solution, making adjustments as necessary. In addition to preserving resources, this strategy favors increased return on investment (ROI) and reduces the risk of waste.
Another important point is the adequacy of tools to the local context. Brazilian companies often adopt solutions recommended by international headquarters that, although globally consolidated, do not fit into Brazil’s regulatory and operational processes. This leads to high costs in dollars without proportional return. In these cases, the local manager needs to take on a more active role and demonstrate that solutions developed by national companies can be more effective, faster, and financially more viable.
It is important to highlight that seeking efficiency does not mean giving up innovation. Chatbots, for example, are proven solutions in reducing costs with customer service, with the potential to cut up to 30% of these expenses. However, automation should be used in balance — excess can lead to dehumanization of the customer experience. Therefore, planning is as essential as the tool itself.
Following the same line of thought, the composable architecture model, which allows combining different tools to create customized solutions, is extremely promising — as long as it is accompanied by clarity in objectives and digital maturity. Following this logic, the ideal is to seek solutions that meet multiple needs with the fewest possible number of contracts. This reduces integration effort, simplifies management, and improves operational efficiency. Solutions focused on customer experience — such as personalization platforms and marketing automation — generally deliver quicker returns. On the other hand, more robust technologies, like predictive analysis and logistics optimization systems, can be adopted in later phases as the business matures.
In summary, technology should be a growth lever, not a financial or operational burden. The secret lies in making conscious choices based on data, clear objectives, and the actual operation of each company. Not everything available in the market is applicable to all businesses. The key is to identify what really drives the indicators and then grow intelligently.
