In this episode, we dive into the challenges of managing an international ecommerce strategy covering 17 countries in multiple languages with BRG Group’s DTC Manager for EMEA, Myles Sullivan.
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International expansion is front of mind for many ecommerce teams in 2024. In this episode we delve into the complexities of managing a global ecommerce strategy with the DTC Ecommerce Manager at BRG Group brands, which include Breville and Sage Appliances. Myles shares his experience and insights on navigating the intricacies of maintaining multiple websites across 17 countries, including multiple languages.
The conversation starts with the international setup and tech stack, and then covers the fundamental need for localisation of website content and the shopping experience. Myles explains that localising content is not just about translating text; it’s about adapting the user experience to resonate with local cultures, preferences, and behaviours. This involves modifying product descriptions, adjusting imagery, and tailoring marketing messages to align with the expectations and norms of each region. Myles also highlights that true localisation requires a deep understanding of the local market, which often means collaborating closely with local teams or hiring native speakers.
Another key aspect discussed is the importance of standardising the technology stack via central ownership. Myles explains that having a unified platform and centralised control helps ensure consistency, efficiency, and scalability. By standardising on a single ecommerce platform, the brand can streamline operations, manage updates more effectively, and reduce the complexity of maintaining different systems. Central ownership also facilitates better data integration, allowing for more comprehensive analytics and insights across all markets.
However, with centralisation comes the challenge of maintaining a consistently high level of customer service across global teams. Myles candidly discusses the difficulties in achieving uniformity in customer service standards when dealing with diverse teams spread across various time zones and cultural backgrounds. Additionally, leveraging technology such as AI-driven customer service tools can help provide immediate and consistent support, bridging the gap between different regions.
Throughout the podcast, Myles’ insights provide a valuable roadmap for any ecommerce manager looking to navigate the complexities of a global ecommerce strategy, balancing localisation, technological standardisation, and exceptional customer service.
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Discussion guide
- Please give our listeners an intro to what you do, what are the key responsibilities and challenges of your role
- Let’s start with a summary of your DTC setup, how many storefronts do you manage, what ecommerce platform is being used?
- 2024 is seeing more ecom teams reevaluate their tech stack and ecom platform after a quieter 2022/23 > is this on your horizon or is your tech focus elsewhere?
- Which markets do you localise the CX and campaigns for, to what extent and why this focus?
- It’s inevitable we’d ask about AI, to what extent are you embedding AI in your DTC business processes and daily tasks, which areas are you most excited about for the future?
- Delivering a consistently high standard of customer service pre and post sales across countries is really challenging, how do you manage your virtual demo team across countries, where is it in most demand and what tech do you rely on?
- How do you approach standardisation with global platforms vs. selecting tech that’s most appropriate to each country – is there any variance or does everyone use the same platforms and 3rd parties?
- Channel conflict is a common issue for DTC brands also selling through major retailers: how do you differentiate in terms of DTC proposition, product catalogue, service etc. to give customers a reason to shop directly?
- Do you monitor pricing closely to see how other retailers are undercutting through sales campaigns in key media channels? What tool do you use?
- Roadmap planning: what’s next for you and what are your criteria for prioritising, how much is down to revenue potential vs. other benefits like operational efficiency and improving CX?
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