Driven by the need to enhance its product discovery strategy, the well-established brand needed to address several problems simultaneously. Marga Franklin, the Senior Manager of Global Digital Merchandising and Content at Burton, identified several key obstacles: irrelevant search results, limited control over merchandising tools, personalization, and a high dependence on IT. 

From a search perspective, Burton lacked search features and algorithms that could return relevant results. Because of this, search optimization was too manual, leading the merchandising team to rely heavily on IT to change algorithms, synonyms, autosuggestions, and the look and feel of search and category pages. The biggest challenge here is that Burton is a global brand with over 33 different catalogs spread across regions, which made it impossible to tailor search globally for different localized languages and read analytics for quick insights. 

At the same time, Burton’s merchandising team dealt with processes that had become too manual as the company continued to scale. A final key concern was the need for personalized experiences at the geographic level, particularly for specific rider segments like mountain riders, backcountry riders, or park riders. However, Burton struggled to deliver search results at the product page or category level tailored to these distinct customer types. All these roadblocks underscored the need for a more advanced AI-powered ecommerce search engine — a project championed by Franklin, who had previously experienced success with Bloomreach Discovery.

While GrandVision might be best known for its 7,000+ brick-and-mortar stores, it is obvious to see that a great digital experience will play a larger role in the company’s success moving forward. This includes both digital commerce and the omnichannel effect of digital strategies influencing in-person sales.

GrandVision conducted deep research into the journey of their customers to determine pain points and unmet needs. The company identified what was needed to enable a unique and creative customer experience for each brand using a single underlying tech stack.

One significant criteria that stood out was the need for a front-end customer experience layer that is decoupled from the business logic layer. This would allow GrandVision to give its 30+ brands across 40+ countries the freedom to create their own identity while keeping the back end consistent for easy maintenance and scaling.

Topdanmark is forging ahead in digital with Bloomreach Content.

Topdanmark faced challenges that many FinServ companies run into, such as cumbersome legacy systems full of customer data and the need to create custom customer elements quickly. When deciding on a platform for their digital experience, Topdanmark was determined to find a solution that met three key criteria — continuous development of the product, an easier way to share content across multiple brands, and putting customer focus at the front and center of the online experience.

When the COVID-19 pandemic struck in 2020, Carrefour was experiencing order volumes and rising demand like never before.

How did its teams cope? With a little help from Bloomreach Content.

As Amazon drives industry trends, it’s essential that B2B brands like Bosch don’t fall behind.

With Bosch Power Tools operating multiple global sites, the organization understood that its customers inherently expect the same tailored digital experience. This was the business unit’s main challenge — creating multiple unique experiences at the country level, while promoting and aligning holistic experiences globally.

Kyocera SENCO is a wholesaler selling SENCO products worldwide. It operates in a traditional B2B market, but finds itself in a niche product market as it focuses mainly on fastening solutions.

As digital commerce soared and B2B buyers began to look online for their products, Kyocera SENCO needed to create a digital experience that would suit its buyers’ needs and drive revenue. It needed to innovate its digital presence because it no longer wanted to rely solely on the traditional B2B way of selling products through partners and dealers.

That meant investing in digital branding, increasing its online presence, and making an effort to create personalized content for customers. The company began to notice that its brand was important not only to the dealers it was selling its products directly to, but the end users that the dealers were in business with as well.

That made tapping into the partnership between SQLI Digital Experience and Bloomreach to reach more customers and promote future growth even more important.