Технології для електронної комерції потрібно підбирати з фокусом на результатах, а не тільки на тенденціях моменту

E-commerce has never had access to so many technological resources as it does now. From AI-powered 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 projected to jump from US$26.6 billion in 2024 to US$51.2 billion in 2027 – a 92.51% increase over the period, driven by the advancement of digital transformation and a growing desire for personalization in the customer journey.

But faced 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 vision centred on profitability. In other words, the priority is to safeguard the Bottom line — That final line on the financial statement showing the company's profit. In this context, the choice of new technologies should be directly linked to the measurable impact they have on the business.

Many businesses 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, decentralised data, and a host of stalled processes that hinder decision-making. Therefore, a more effective path – especially for small and medium-sized enterprises – is strategic scaling: 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, enabling adjustments as needed. Furthermore, this strategy preserves resources, promotes increased 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 parent companies, which, although globally established, don't fit the Brazilian regulatory and operational processes. This generates high costs in US dollars, with no proportionate return. In such 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 financially more viable.

It's important to highlight that seeking efficiency doesn't mean abandoning 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 – excessive use can lead to the dehumanization of the customer experience. Therefore, planning is just as essential as the tool itself.

Using the same reasoning, the architectural model складанийThis allows combining different tools to create custom solutions, which is extremely promising – provided it comes with clear objectives and digital maturity. Following this logic, the ideal approach 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 – generally deliver a quicker return. More robust technologies, like predictive analytics and logistics optimisation systems, can be adopted later, as the business matures.

In summary, technology should be a growth lever, not a financial or operational burden. The key lies in making conscious choices, based on data, clear objectives, and the actual operations 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.