A couple of months ago, more than 3,000 executives from the world’s leading enterprises gathered at Mirakl’s Platform Pioneer Summit with the shared belief that the time is now to adopt enterprise marketplaces. Industry data illustrates the urgency: enterprise marketplaces are the largest and fastest-growing drivers of eCommerce growth, growing at twice the rate of overall eCommerce during some of the most remarkable quarters of online sales ever. Mirakl is fortunate to work hand-in-hand with more than 300 pioneering organizations as they embrace this fast-accelerating opportunity by building, launching, and scaling successful enterprise marketplaces of their own, powered by Mirakl.
These industry leaders tell us that they choose Mirakl not only for our best-of-breed enterprise marketplace SaaS platform but also for the unparalleled expertise of our team of 150+ full-time marketplace experts. At the same time, they recognize that the enterprise marketplace model represents a new way of doing business – one that requires a brand-new playbook, with a distinct set of best practices that can make or break the success of an enterprise marketplace.
Today, with the introduction of the 11 Essential Best Practices from Leading Enterprise Marketplaces, we are sharing these best practices with each of you. This brand-new resource synthesizes the key learnings and successes from more than 300 leading enterprise marketplaces, operating on the Mirakl platform in 40+ countries, across industries in retail, wholesale, manufacturing, and procurement. It goes far beyond the theoretical: each best practice offers a real-world perspective with case studies, examples, and insights from the leading Platform Pioneers that have lived them.
The best practices fall into three categories:
Your strategic vision creates the foundation for a successful launch and drives the continued growth that defines the world’s most successful marketplaces. In 11 Essential Best Practices, Conrad Electronic shares the impact of treating your marketplace as a business-wide priority with executive sponsorship, and Carrefour and Campadre offer their insights on how they’ve designed their assortment and seller strategies to accelerate marketplace growth.
Key operational decisions
The operational decisions surrounding your enterprise marketplace will determine how your buyers experience it, and ultimately whether they’ll come back for more. 11 Essential Best Practices from Leading Enterprise Marketplaces unpacks the careful balance needed between curation and scale, with perspectives on Catch and Express. Meanwhile, spotlights on Liverpool and Sprinter illuminate the ways that your channel and marketing strategy underpin the success of your marketplace.
Enablers and change management
Growth enablers and change management are focused on fostering, monitoring, and responding to marketplace success by creating the right conditions for scale. In 11 Essential Best Practices, Decathlon demonstrates the value of bringing stakeholders to the table, The Kroger Co. offers its perspective on putting the right marketplace team in place, and Toyota Material Handling shares how data from its marketplace has enabled more informed decision-making across the organization.
Taken together, these best practices, as told by leading enterprise marketplace operators from across the globe, form the foundation of success in this new, innovative way of doing business. Whether you are a retailer or a manufacturer, a digital native or a century-old family company, in the earliest stages of developing your marketplace vision or many years into your marketplace strategy, 11 Essential Best Practices from Leading Enterprise Marketplaces will give you new ideas and perspective on how to create the conditions for marketplace growth.
Discover them for yourself at mirakl.com/marketplace-best-practices.
Written by Adrien Nussenbaum
Graduated from HEC Paris, Adrien Nussenbaum started his career with Paribas in Hong-Kong. He then went on to co-found All Instant, an instant messaging solution that was later sold in 2003. While with Deloitte, as part of the restructuring team, he advised many retailers who were in the throes of company turnarounds and transformations until 2005.