E-commerce has never had so many technological resources at its disposal as it does now. From artificial intelligence-based solutions to marketing automation, including chatbots, real-time data analysis, and smart logistics 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 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 view. In other words, the priority is to protect the bottom line —that last line on the financial statement that reveals the company’s profit. In this sense, the choice of new technologies must be directly tied 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 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 strategically: 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 as needed. In addition to preserving resources, this strategy enhances the return on investment (ROI) and reduces the risk of waste.
Another important point is the suitability of tools to the local context. It’s common for Brazilian companies to adopt solutions recommended by international headquarters that, although well-established globally, don’t fit Brazil’s regulatory and operational processes. This leads to high costs in dollars without proportional returns. In these cases, local managers need to take a more active role and demonstrate that solutions developed by domestic companies can be more effective, faster, and financially more viable.
It’s important to note that seeking efficiency doesn’t 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 must be used in moderation—excess can lead to the dehumanization of the customer experience. That’s why planning is as essential as the tool itself.
In the same vein, the composable architecture model, which allows combining different tools to create customized solutions, is extremely promising—as long as it comes with 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 the customer experience—such as personalization platforms and marketing automation—typically deliver a faster return. More robust technologies, like predictive analytics 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. What matters is identifying what truly moves the indicators and growing intelligently from there.
