In our first webinar, we discussed how composable commerce has developed, why it exists, and how clean data drives modern architectures. In this part, we will discuss the practical aspects of composable B2B commerce in a panel discussion.

Customer needs and initial motivation

Many B2B companies start the process of re-platforming or implementing a new commerce platform already feeling stressed. They are concerned about timelines and budgets and don't want to regret their purchase. They don't focus on complex architectures or structures. Companies often start with broad objectives, such as launching a new website or improving product management, rather than delving into specific technical structures.

The challenge for companies is balancing the desire to retain unique legacy features with the need for standard eCommerce features, while keeping the project within scope and budget.

The definition of a minimum viable solution varies greatly, especially for customers with different levels of digital maturity. Companies starting from scratch already benefit from basic functionalities such as catalogs and customized price lists before they can scale up further.

Build, buy, or collaborate

When choosing between building, buying, or partnering for B2B e-commerce, most organizations take a hybrid approach that combines all three strategies. The goal is to build unique, competitive capabilities, buy off-the-shelf functionality to save time and resources, and partner with specialized experts for specific needs.

Companies must focus on building and investing in what gives them a competitive advantage in their industry, such as unique product developments within the manufacturing industry.

It is important to enter into partnerships in order to retain technical expertise and avoid complete dependence on third parties. This allows companies to retain some internal responsibility for governance and security.

Although companies retain control over core processes, they often rely on partners for specialized components such as PIM, ERP, or search functions. In this setup, the commerce platform acts as the central component that brings everything together.

However, management must prioritize people and processes over technology when making decisions. It is more important that the technology aligns with business needs and customer workflows, rather than technology driving the strategy itself. This allows organizations to effectively balance internally developed capabilities, external collaborations, and strategic acquisitions to build a robust, flexible, and sustainable platform.

Regional compliance and market priorities

Companies in Europe and the US approach e-commerce from different perspectives. European customers prioritize strict data compliance and regulation. This is often driven by the GDPR and country-specific rules that require data residency, auditability, and supplier compliance. These requirements make both composable and decomposable architectures essential, as they enable companies to maintain the necessary flexibility and control over their data.

In contrast, customers in the US are often more focused on growth and market opportunities. Compliance is usually a secondary concern, unless companies operate in highly regulated industries. For American companies, the most important goal is speed and scalability in order to quickly capture market share.

Although European regulations make platform flexibility almost a requirement, including hosting in multiple regions and robust data management functionalities, American customers usually prioritize speed and opportunities above all else.

This highlights the importance of platforms that offer different hosting options, such as private cloud, public cloud, and on-premises solutions. This flexibility enables companies to scale up globally without having to rebuild their solutions. It also makes them agile in a rapidly changing market.

Ultimately, both regions need a platform that supports their specific priorities: compliance and regulation in Europe, and growth and opportunity in the US. But they all need the ability to scale and adapt as they expand into new markets.