Juergen Eppinger is the Managing Director of Rosenbauer E-Commerce and Global Head of Digital Marketing. With a background in media technology and extensive marketing experience, he oversees all digital channels, including social media, websites and newsletters. He drives digital transformation initiatives, such as e-commerce, within the Austrian industrial group. Eppinger's leadership focuses on enhancing digital strategy and customer engagement.
Through this article, Juergen Eppinger discusses the convergence of B2B and B2C in e-commerce and how Austrian company Rosenbauer launched an online shop to bridge the gap. He outlines the technical and strategic challenges faced, the solutions implemented and the critical role of soft skills and stakeholder collaboration in successfully integrating digital sales channels across different customer segments. For decades, the distinction between B2B and B2C has been well-defined, each having distinct characteristics. While necessary specifications still set them apart, the gap from a marketing perspective is shrinking. Today, information-gathering and purchasing behaviours are strikingly similar across both segments. A B2B customer expects the same ease of purchase as a B2C shopper, even if the options differ slightly. The process should be as seamless and intuitive as the buying experiences on platforms like Amazon, Zalando or Alibaba. How is it possible to combine B2B and B2C in e-commerce? What’s the ideal approach? The e-commerce landscape has witnessed an extraordinary surge, particularly since the COVID-19 crisis. Take Amazon, for example, with a staggering annual turnover of $400 billion. E-commerce is no longer just the domain of B2C; it has firmly entered B2B, B2G (business-to-government), and other sectors. Increasingly, companies aim to generate leads through traditional websites and leverage online stores as a direct sales channel. This was precisely the motivation behind Austrian company Rosenbauer’s decision to launch its online shop in the fall of 2021, complementing its existing “classic” sales channels. The shop features a broad range of products for firefighters, including personal protective equipment (helmets, boots, gloves) and technical gear such as hoses, power generators, thermal imaging cameras and even vehicles. Initially launched as a Minimum Viable Product (MVP) with a limited range, the store has since expanded its offerings as product departments gradually added more inventory. The Challenge Rosenbauer serves fire departments and emergency services worldwide, catering to organisations with vastly different needs across countries. The main objective of developing the online shop was to create an experience that resonates equally with B2C and B2B clients. B2B customers, in particular, required more than the standard webshop functionalities; they needed access to detailed information and specialised services. Integrating these additional features, alongside the usual product offerings, into a seamless online sales channel was one of the project's biggest challenges. The Technical Solution The project started with an in-depth persona analysis and a thorough assessment of technical requirements. Following the creation of a prioritised Request for Information (RFI) list, an e-commerce agency was carefully chosen through a rigorous tendering process. The selected technical solution now combines PIMCORE, a Product Information Management System, with Odoo, an open-source ERP (Enterprise Resource Planning) system known for its versatility and cost-effective modules. A crucial requirement was maintaining complete control over the fulfilment process with an in-house solution, a need that Odoo effectively addresses. We considered various solutions for a technical e-commerce system, including Magento and Shopify. However, the Odoo solution, with its ERP capabilities and a separate PIM system, proved to be the best fit for us. PIMCORE serves as middleware for data enrichment, such as photos and PDFs. While not strictly necessary, this PIM offers significant advantages, such as allowing for preliminary data checks before forwarding it to Odoo. We have implemented interfaces with our current internal ERP system and SAP. All significant processes, including invoicing, logistics, merchandise management and accounting, are managed within Odoo. Technical Overview Odoo: figure of web shop functionality Quotation system Prices (individual prices) Stock level Customer base PIMCORE: Enrichment of products for web presentation CMS Contents VUE Storefront (vue.js - Framework): Web frontend PWA (Progressive Web App for optimal display on mobile devices, among others). It is a possible counterpart for app or voice commerce, etc. The most important processes were developed and integrated into a Minimum Viable Product (MVP). After an intensive testing phase, the go-live was successful. Beyond expanding the MVP's features, the following steps include rolling out to new countries, introducing new configuration options and implementing innovative online sales ideas. The online shop serves as a B2C sales channel and a key information hub, offering additional features such as an automated inquiry list, a helmet configurator and more. With the added 'request list' feature, we offer customers the ability to order directly and request specific quotes. Similar to a wish list on platforms like Amazon, this request list is routed directly to sales staff, dealers and partners via Odoo. It's a crucial B2B lead generation tool that was quickly and easily integrated, receiving positive feedback and driving additional sales. However, it's often not just about having suitable systems and ideas; soft skills are also essential for successfully implementing B2C and B2B ideas in collaboration with sales and other departments. Key takeaways from the project and essential considerations include: • Strategy: A business plan, whether in a business canvas model or as a Word document, etc., is essential for a successful start. • Stakeholder Management: In a project of this size, all relevant departments must be involved, especially in large companies. • Project Management: Several systems were used. JIRA was the core for implementing the MVP. Based on EPICs, the respective working groups and tasks were summarised and managed there. They then switched to Trello for testing and used Asana for selection. For internal overviews, a classic Excel or Microsoft Projects board was utilised. • Legal: Promptly address all legal issues, such as e-commerce laws and contracts with payment providers. • Documentation: With many points, tasks and decisions, thorough documentation with an overall process overview is essential. • Teamwork: Without teamwork, nothing works! The entire project was implemented digitally, meaning that all meetings took place online except for a few logistics training sessions. The Rosenbauer online shop was launched as a start-up within the company, with all related processes managed by a dedicated e-commerce unit. This setup enables quicker and more effective implementation of new ideas, innovations and sales strategies while facilitating collaboration with other departments to gather requirements and ideas as needed. We are currently working on expanding functionality for different target groups like B2B and B2C. There will be some new ways to order, communicate and inform. This is an ongoing process to present new things to customers via Odoo.