E-commerce has never had as many technological resources at its disposal as it does now. From artificial intelligence-based solutions to marketing automation, through chatbots, real-time data analysis, and intelligent logistics systems. The sector is experiencing a period 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 in the period, driven by the advancement of digital transformation and the growing desire for personalization in the shopping journey.
But with so many options, the inevitable question arises: which tools are truly worth the investment? In times of tight margins, marketing, technology, or innovation directors must adopt a profitability-centered vision. In other words, the priority is to protect the bottom line —that last line of the financial statement that reveals the company’s profit. In this sense, the choice of new technologies must be directly linked to the measurable impact they generate on the business.
Many companies make the mistake of investing in tools that don’t align with their operational reality or that are implemented hastily and without planning. The result? Overburdened teams, decentralized data, and a series of stalled processes that hinder decision-making. Therefore, a more effective approach—especially for small and medium-sized businesses—is to scale with strategy: adopting one technology at a time, focusing on solving real and specific problems.
This approach allows for precise tracking of the impact of each solution, making adjustments whenever necessary. In addition to preserving resources, this strategy improves return on investment (ROI) and reduces the risk of waste.
Another important point is the suitability of tools to the local context. It is common for Brazilian companies to adopt solutions recommended by international headquarters that, although globally established, do not fit Brazil’s regulatory and operational processes. This generates high costs in dollars without proportional returns. In these cases, local managers must take a more active role and demonstrate that solutions developed by national companies can be more effective, faster, and financially more viable.
It’s important to note that seeking efficiency does not mean giving up innovation. Chatbots, for example, are proven solutions for reducing customer service costs, with the potential to cut up to 30% of these expenses. However, automation should be used with balance—excess can lead to the dehumanization of the customer experience. That’s why planning is as essential as the tool itself.
Following the same reasoning, the composable architecture model, which allows combining different tools to create customized solutions, is extremely promising—as long as it is accompanied by clear objectives and digital maturity. Following this logic, the ideal is to seek solutions that meet multiple needs with the fewest possible contracts. This reduces integration effort, simplifies management, and improves operational efficiency. Solutions focused on customer experience—such as personalization and marketing automation platforms—usually deliver faster returns. More robust technologies, such as predictive analytics and logistics optimization systems, can be adopted in later stages, 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 each company’s real operations. Not everything available in the market is applicable to all businesses. The key is to identify what truly moves the indicators and, from there, grow smartly.
