E-commerce has never had so many technological resources available as it does now. From AI-based solutions to marketing automation, including chatbots, real-time data analysis, and intelligent logistics systems. The sector is experiencing a period of rapid 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 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 should adopt a profitability-centered approach. In other words, the priority is to protect thebottom line- that last 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 generate 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 times, decentralized data, and a series of bottlenecked 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 monitoring of the impact of each solution, making adjustments whenever necessary. In addition to conserving resources, this strategy promotes an increase in return on investment (ROI) and reduces the risk of waste.
Another important point is the suitability of the 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 return. In these cases, the local manager needs to take a more active role and demonstrate that solutions developed by national companies can be more effective, faster, and more financially viable.
It is important to highlight that seeking efficiency does not mean giving up innovation. Chatbots, for example, are proven solutions in reducing customer service costs, with the potential to cut up to 30% of these expenses. However, automation should 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 reasoning, the architecture modelcomposable, which allows combining different tools to create customized solutions, is extremely promising — as long as it is accompanied by clarity of objectives and digital maturity. Following this logic, the ideal is to seek solutions that meet multiple needs with the smallest possible number of contracts. This reduces integration effort, simplifies management, and improves operational efficiency. Solutions focused on the customer experience — such as personalization and marketing automation platforms — generally deliver a faster return. More robust technologies, such as predictive analysis and logistics optimization systems, can be adopted in later phases as the business matures.
In summary, technology should be a lever for growth, not a financial or operational burden. The secret is to make conscious choices based on data, clear objectives, and the actual operation of each company. Not everything available on the market is applicable to all businesses. The important thing is to identify what truly drives the indicators and, from there, grow intelligently.
