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GPTW Retail 2025 survey highlights companies that have outperformed Brazilian GDP growth

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GPTW Retail 2025 survey highlights companies that have outperformed Brazilian GDP growth

Great Place To Work (GPTW), a global consulting reference in organizational culture and healthy work environments, has just released the 12th edition of the Ranking of the Best Companies to Work for 2025. The study was attended by 294 companies, impacting more than 555 thousand employees throughout the country.

All in all, and, 60 Organizations they have been recognized for their consistent people management practices.Among the awardees, they are 10 Small businesses, 20 Medium sized, 20 Large size and 10 classified as super large.

The winning companies are distributed in 16 Brazilian states. Sao Paulo leads with 15 award-winning companiess, followed by Parana and Rio Grande do Sul, with seven each. Saint Catherine appears with six organizations recognized, while Ceara and Federal District count with five each.Mato Grosso and Minas Gerais somam three companies each awarded, and the Rio de Janeiro records two. already Alagoas, Amazonas, Goias, Maranhao, Pernambuco, Rondonia and Roraima have an award-winning company each.

According to the survey, the Best Companies to Work for in Retail showed growth of 16% in revenue in 2025, surpassing the advance of 3.4% of the Brazilian Gross Domestic Product (GDP) in the same period. 

Age profile

The analysis revealed specific changes in the age distribution of employees in 2025 45 And 54 years they came to represent 12% of the total, with light change of one percentage point, while the share of those aged 55 and over grew by 2% over the previous year 35 To 44 years remained stable, concentrating 24% of employees. On the other hand, the group of 26 To 34 years, which was majority in 2023 with 33%, presented four percentage point decline, reaching 29% in 2025. Already the professionals with up to 25 years they have remained the largest group among the award-winning companies in the industry, representing 30% of the total, even with an oscillation of one percentage point compared to the previous year.

Home time

The length of stay in companies reinforces the high turnover characteristic of the retail sector, which leads among the segments with the highest concentration of professionals with little time home. In 2025, the, 49% of employees had up to two years of company, an increase of 5 percentage points compared to 2024. The participation of professionals with two to five years the company has also grown, going from 22% to 24%. The group with six to ten years recorded slight advance, reaching 14%.

On the other hand, there was a reduction in the share of employees with longer time at home: those with 11 To 15 years they fell nine percentage points compared to the previous year.And professionals with long trajectories remain in the minority, with only 3% focusing on the tracks from 16 to 20 years or over 20 years of company.

Profile by gender 

In this cut, the research shows that the retail companies recognized in the GPTW ranking stand out for greater female representation, with 53% of women in their frames. This percentage places retail among the three sectoral rankings with the highest presence of women. Still, the index is two percentage points below that recorded in 2023. 

Leadership

The analysis of the relationship between gender and management levels reveals advances in female participation in 2025 high leadership, women passed occupying 28% of the positions, one five percentage point growth compared to the 23% registered in 2023.

Na middle leadership, there was slight increase by one percentage point, returning to the level of 2023, with 43%. Already in the other leadership positions, the advance was more significant, with female participation reaching 49% in 2025.

The data indicate that, although the companies awarded in the GPTW Retail 2025 ranking stand out compared to most sectoral lists for the greater female presence in leadership positions, there are still challenges to be overcome to strengthen gender diversity at all levels of management.

Innovation Index (IVR)

In 2025, 42% of the award-winning companies operate in the functional stage of innovation, which, advance of four percentage points in relation to the previous ranking and 12% with respect to 2023. However, the study also identified a reduction of three percentage points (14%) compared to the last ranking, which, of companies in the accelerated stages of innovation.The research reinforces that the capacity for adaptation and innovation has been strengthening among the awarded companies, despite the organizations in friction stage still represent the majority with 44 Percentage points. 

Permanence factors

The research identified that a remuneration presented five-point growth percentages compared to 2024 and seven percentage points compared to 2023 quality of life it also made progress, with four percentage point increase from 2024 to 2025, while the stability has grown two points percentages in the same period.

The alignment of values remained stable, with 10% growth opportunity, although it remains the main reason for permanence among the employees of the awarded companies, cited by 36% of respondents, it decreased by 11 percentage points regarding 2024.

Check the ranking at this link:

https://conteudo.gptw.com.br/estudo-ranking-varejo-2025

Mother's Day increases luxury sales and accelerates premium operations in e-commerce, says Infracommerce

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Mother's Day increases luxury sales and accelerates premium operations in e-commerce, says Infracommerce

Mother's Day 2026 reaffirmed the importance of the date for Brazilian retail, especially in the premium and luxury segment, in which experience, convenience and perception of value follow among the main factors of purchase decision Infracommerce, leader in Full Commerce solutions in Latin America, the premium and luxury brands of its ecosystem registered growth of approximately 15% in revenues compared to the same period of 2025. The advance was accompanied by an increase of about 48% in the volume of orders and 34% in the amount of items sold. Among the categories with greater prominence were beauty, jewelry and accessories of high standard, such as bags, wallets and sandals.

In the high luxury segment, revenue advanced from R$3.39 million to R$4.53 million in the annual comparison. The average ticket also showed evolution, reaching R$9.67 thousand. Already in the luxury segment, the average value spent per consumer rose from R$924 to R$1.10 thousand. The beauty and premium cosmetics portfolio moved R$5.4 million in the period, compared to R$4.7 million registered in the previous year, driven by the expansion in the number of transactions carried out during the commemorative date.

To meet the increase in demand, Infracommerce reinforced the logistics, service and omnichannel strategies in its e-commerce operations. Among the main initiatives were the expansion of shipping times, the operation in an extended regime in the ten days prior to Mother's Day, performance on the two Saturdays preceding the date and the use of dedicated vehicles for same-day deliveries in the state capital and in cities in the interior. The company also intensified deliveries next day in strategic regions, such as Minas Gerais, Federal District and southern states of the country.

“In a market guided by exclusivity and high level of demand, factors such as curation, customization and operational efficiency continue to be decisive for conversion and loyalty. More than price, the consumer seeks added value, emotional connection and trust throughout the purchase journey”, the company said, camila Dulman, commercial and executive director of luxury at Infracommerce, said.

Commercial and experience strategies also played a relevant role in the performance of the date. Among the highlights were campaigns with exclusive gifts, launches developed especially for the period, promotional incentives for payments via Pix and initiatives aimed at convenience, such as fast and guaranteed delivery modalities for purchases made close to the celebration.

The integration between physical stores stocks and digital channels has become even more important to avoid disruptions and expand the availability of exclusive products or with lower volume of circulation. Other factors, such as intuitive navigation on the sites, transparency in delivery times, exchange and return policies, as well as product customization, special packaging for gifts and customized cards, contributed to a more efficient and satisfactory purchase journey.

Performance indicators also reinforce the operational efficiency of operations. Currently, Infracommerce's NPS with the end consumer exceeds 80%, while the OTD index exceeds 95%, reaching more than 97% in luxury operations.

Among the companies served by the company are names such as Dior, Swarovski, Hugo Boss, Armani, Estee Lauder and Mac Cosmetics, reinforcing the company's expertise in managing digital operations aimed at the high-end market and building experiences aligned with the expectations of this consumer.

“Tax reform will not kill those who depend on marketplace, but will bring down the amateur”, says e-commerce expert

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“Tax reform will not kill those who depend on marketplace, but will bring down the amateur”, says e-commerce expert

Brazilian digital retail is facing a transformation: the Tax Reform, with gradual implementation until 2027. The promise is of simplification, but the new model also represents a risk for companies that sell in marketplaces without a tax and operational structure prepared. For Lucas Schwichtemberg, founder and CEO of HimmelCorp, the diagnosis is straightforward. “The reform will not kill small businesses that depend on e-commerce, but will bring down the amateur”.

HimmelCorp actively follows more than 659 operations on platforms such as Mercado Livre and Amazon.The identified pattern repeats itself regardless of size: these are sellers who do not distinguish between billing and cash; who do not control payment and receipt term, and who operate in improvisation.


The heart of change is in the split payment. Today, the seller receives the full amount of the sale, uses the money in the business spin and pays the tax the following month. An informal credit cycle that most operations use as oxygen, albeit without realizing it. With the new method of tax collection, the company,

the tax is withheld at the time of the transaction. Thus, the money enters the seller's account without the amount earmarked for the tax.

“The impact will be systemic”, points out Schwichtemberg. “There are surveys that indicate that the payment of taxes directly at the time of purchase, only the ten largest publicly traded retailers in the country will equal R$ 12 billion annually passed directly to the government 40% of the total taxes of these companies, an approximate amount of R$ 30 billion taken from the cash flow of retail”.

There is still a risk that few are openly discussing: the solidarity responsibility of the platforms.With the new legislation, if the seller owes the tax, the marketplace responds together.The practical effect is immediate 'OD platforms such as Mercado Livre and Shopee start to have a direct interest in demanding tax compliance of their sellers.

“Brazil's historical tax burden has pushed entire generations to improvisation.Much of the at-risk sellers operate with some informality ”NOT out of dishonesty, but out of survival. Now marketplaces will turn the eyes of the government on these operations.”

Open window | And this gradualness, for Schwichtemberg, is good news, since it is taken advantage of.“Who acts in 2026 has more exits than who expects 2027 to arrive.”

For the medium term, Schwichtemberg organizes the path on three fronts:

  • Simulate before deciding. The choice between Simple, Presumed Profit and Simple Hybrid depends on the profile of each operation. There is no right answer in the generic. Making this decision without simulation is a guarantee of paying more than necessary DOR or losing competitiveness in B2B. The deadline for this is 2026, not 2027.
  • Build “open door” now. HimmelCorp's term for the operating reserve that separates the company's cash from the tax cash. The rule of thumb: do not buy inventory that takes 60 days to sell if you need to pay the supplier in 30. This imbalance breaks operations with positive margin.
  • Spend less on advertising and sell more. Who measures success by billing without looking at the acquisition cost and the margin per product will see the reform corrode what is left. In a scenario of lower cash turnover, each real badly spent on ads is a real that is needed in the next supplier payment.

Conversion can grow up to 5x when operation connects and map reveals real complexity of e-commerce 

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Conversion can grow up to 5x when operation connects and map reveals real complexity of e-commerce 

Between click and delivery, a chain of simultaneous and integrated decisions supports each request without margin for failure. A model presented at the Quality Digital booth during VTEX Day 2026 transformed the digital operation into a station map and showed that automation has increased the speed of operations, while increasing the dependence between systems. Applications presented at the event indicate that integration between different fronts of the journey can boost results, with cases such as Osklen, which record growth of up to five times in the conversion of order recovery into conversational channels by connecting data, service and execution throughout the process. Each order runs simultaneously a consistent sequence of decisions executed in a way that runs through a continuous sequence of decisions. 

Inspired by the logic of transport networks, the model organizes e-commerce as a structure in which different flows operate in a parallel and interdependent manner. B2C, B2B, D2C, marketplace and omnichannel appear as lines that intersect along the journey and connect to critical points that support the execution. Decisions related to catalog, price, availability, payment, order management, logistics and delivery cease to act in isolation and become an integrated network, in which performance depends on the consistency between data and systems. 

The proposal presented displaces the traditional reading of digital commerce, which for a long time was organized sequentially. By positioning the request as a central element, the model shows that the continuity of the journey depends on the coordination between multiple layers that operate at the same time. “Sale is no longer an isolated event and has become data-driven throughout the operation. When this base is organized, it is possible to measure direct impact on conversion, average ticket and recurrence”, says Julio Britto, CEO of Quality Digital.  

The expansion of channels and integrations has raised the level of operational complexity in companies. Commerce platforms, order management systems, payment methods, logistics solutions and customer relationship tools have started to act simultaneously, requiring continuous synchronization. With the reduction of manual intervention, response time decreases, while inconsistencies tend to spread with greater speed throughout the operation. 

The discussions presented at the event indicate that e-commerce performance is increasingly associated with the ability to execute. Demand generation loses relevance when the operational structure does not sustain the journey to delivery. Inaccurate information at checkout, inventory divergences and logistical misalignments affect the consumer experience, increase costs and impact the perception of brand value. 

According to Roberto Ave Faria, director of Quality Digital, the execution of the journey needs to combine operational precision with capacity to adapt to demand.“The concept of delivery promise works as a delivery deadline contract and is decisive for the finalization of the purchase, after all any deviation directly impacts the conversion and consumer confidence”, he says. The executive also highlights the need for evolution in the way retail works the hyperpersonalization of the experience. “In the concept of home for you, the digital showcase starts to be assembled according to the profile, history and customer interest.It is no use to offer everything to everyone. 

The consolidated reading throughout the event indicates that the sustainable growth of e-commerce depends less on the increase in volume and more on the ability to coordinate decisions in an integrated way. With the expansion of digital channels and the increase in the connections necessary to sustain each order, operational efficiency begins to define the limit between growth with profitability and loss of performance. By making this structure visible, the model presented contributes to a more accurate understanding of the factors that determine the result in digital commerce. 

Shopee and Viih Tube show strength of social commerce with live that moves R$ 125 thousand in an hour and exceeds 250 thousand views

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Shopee and Viih Tube show strength of social commerce with live that moves R$ 125 thousand in an hour and exceeds 250 thousand views

Driven by the advancement of social commerce, the beauty category at Shopee has been registering strong expansion and change in shopping habits. An example of this happened last Tuesday, May 12, in a live brand Spoiler, the influencer Viih Tube, at Shopee, which in just 1 hour it recorded more than 250 thousand views, averaging 15 minutes of display time per user. During live too, more than 1.3 thousand items were sold, generating revenues of R$ 125 thousand.

Transmission performance reinforces the consolidation of social commerce as one of the main growth engines of the beauty category on the platform. 35 Million people monthly and recorded growth of 55% in orders in comparison between April 2025 and April 2026. The highlight is also the accelerated growth of live commerce, which advanced more than 300% in the number of broadcasts carried out by sellers and beauty brands in a year.

In May, in addition to Spoiler's live stream, a series of live content featuring brands and creators reinforced this movement, with programming such as Aura Beauty with Jade Picon and Salon Line with ambassador and singer Melody.

“The universe of beauty in the Shopee reflects the strength of the social commerce in Brazil, where content, creators and purchases connect in the same environment. Live broadcasts expand this experience by bringing brands and consumers closer in real time, favoring the discovery and acquisition of products in a more interactive and dynamic shopping journey”, he says Felipe Piringer, Marketing Director at Shopee.

Creators drive beauty discovery and consumption

O social commerce it consolidates as a trend in the beauty category at Shopee, which has as its essence to offer a fun and personalized shopping experience, especially within the application.In this environment, content, recommendations and real-time interactions guide the journey, with creators taking a central role in the influence of this ecosystem.

According to the Creators & Business 2025 YouPix Survey, the beauty segment concentrates 25,73% of creators, being the area with the greatest participation among these professionals. This data demonstrates the speed with which trends gain reach and influence consumption decisions.

Among the effects of this behavior, some subcategories also stand out. The splashes body, for example, item on the rise in perfumery in recent years they recorded a 4x growth in sales between 2024 and 2025, according to Shopee data, consolidating as high-turn products, strongly driven by creators and digital trends.

In one year, the volume of transmissions made by sellers and brands in the Shopee segment more than quadrupled, from approximately 2 thousand lives in January 2025 to more than 12 thousand in January 2026, representing a growth of more than 300%. Since the launch of Shopee Live in 2022, the functionality already adds more than 8 billion views and 40 billion likes.

“When we created Spoiler, it was never just about selling, it was always about connection, feeling and intuition. Social commerce comes exactly there: people do not just want to buy, they want to trust real people. They want to see someone using, testing and indicating. For me, social commerce is an extension of our community, where the brand comes alive in lives, videos and reviews. This is where we exchange, listen and build together. And the most amazing thing is that anyone can be part and grow with us. Spoiler ceases to be just ours and from everyone, says” Viih Tube, influencer and entrepreneur at the head of Spoiler.

Lives bring more authenticity and proximity, allowing the consumer to see the product in real use and ask questions quickly. “It is a format that makes the decision more agile, informed and conscious demonstrating our goal as a platform, to provide the best online shopping experiences for consumers”, and in a, comments Felipe Piringer.

AI agents on WhatsApp already account for 10% of Probel's digital sales

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AI agents on WhatsApp already account for 10% of Probel's digital sales

A Probel, a pioneer Brazilian brand with more than eight decades of experience in the mattress market, started generating about 10% of its digital sales through WhatsApp after adopting conversational artificial intelligence solutions in customer service. OmniChat, a leading platform in chat commerce and WhatsApp Business Solution Provider (BSP), also allowed to automate 83% of interactions, reduce the average response time from a few hours to a few seconds and achieve a conversion rate of 8.5% even in a purchase process considered complex.

The change marked an inflection in the company's digital strategy, which began to structure WhatsApp not only as a relationship channel, but as an effective point of sale, capable of operating 24 hours a day and capturing opportunities outside business hours. Today, one in three sales by the Meta app already occurs between 18h and 23h, a range historically difficult to meet with traditional teams.

Before implementation, Probel faced common challenges to the retail of durable goods, such as the difficulty of scaling digital service without expanding teams, the high volume of contacts concentrated in the night and the consumer's resistance to complete online the purchase of a product that traditionally involves face-to-face experimentation. There were still limitations in the automation of processes such as recovery of abandoned carts and the integration between service and e-commerce.

“The main learning was to understand that technology does not replace strategy, but enhances it. Artificial intelligence has helped us improve the customer experience and make more informed decisions from the data generated by conversations,”, says Ricardo Pinto, Head of Ecommerce at Probel.

The strategy adopted involved the implementation of a conversational sales operation supported by artificial intelligence, especially Whizz Agent, OmniChat's autonomous agent. The technology was structured from the mapping of more than 500 frequently asked questions from the sales and SAC areas, starting to answer technical and advisory questions, conduct personalized services and operate continuously, 24 hours a day.

In addition to accounting for a significant share of digital sales, the drastic reduction in response time contributed to accelerate decision making and reduce losses due to lack of service, especially outside business hours, as well as positively impacting the consumer experience, with a drop in returns, attributed to more accurate recommendations, and recovery of abandoned carts with positive financial return.

“The Probel experience shows how artificial intelligence can take a central role in the buying journey, going beyond basic customer service.When well trained and integrated into business processes, AI starts to operate as an effective relationship and sales channel,”, says Mauricio Trezub, co-founder and CEO of OmniChat.

As next steps, Probel aims to advance personalization initiatives, test promotional campaigns directly through WhatsApp, and scale up the use of AI as part of its digital growth plan.

With a high of 43% in sales in e-commerce, “Dias de Beleza” gains prominence in the retail calendar of the Boticario Group

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With a high of 43% in sales in e-commerce, “Dias de Beleza” gains prominence in the retail calendar of the Boticario Group

“Dias de Beleza”, the proprietary campaign of Grupo Boticario, arrives at its third consolidated edition as one of the main dates of the company's commercial calendar. Held from May 18 to 24, the initiative reinforces its relevance after registering, last year, growth of 43% in e-commerce sales in relation to the previous year. In the digital channel, the campaign is already among the most important moments for Grupo 2 it is behind Beauty November in revenue and in 2025 demonstrated its commercial strength by surpassing in 17% the performance of the first week of Consumer Week.

This year, “Dias de Beleza” brings together seven brands from the Group's ecosystem: Apothecary, Who Said, Berenice?, Vult, Eudora, TRUSS, O.U.i Paris and Dr. JONES, with discounts of up to 60% on more than 500 products, with, reinforcing the look of the brand ecosystem from the diversity of categories of the company. The strategy maintains its consistency and advances in the international context with The Apothecary, brand that participates in another edition of the campaign in Portugal with a selection of products with discounts up to 50%.

“We created Dias de Beleza with the aim of strengthening our brands in the digital segment, attracting new consumers to our products and services. More than a promotional campaign, we offer the consumer quality products in an omnichannel journey, with customization, assertive content and convenience of purchase”, he comments Livia Masiero, Executive Director of e-commerce at Grupo Boticario.

Present on all channels

One of the main pillars of the strategy is omnichannel performance, connecting e-commerce, physical stores, direct selling and B2B in a fluid journey. The integration is also reflected in the logistics operation, especially the delivery model Click & Remove, which allows order pickup within three hours & % with the expectation that 60% will be available within 30 minutes. In addition, the Group has expanded multichannel by allowing Boticario stores to function as a withdrawal point for products from other brands in the portfolio, such as Who Said, Berenice? and Eudora. In delivery, the company maintains competitive deadlines, with an average of 2 working days and 70% of deliveries made within one business day, with, in addition to testing even more agile modalities, such as deliveries within three hours in cities such as Barueri, Campo Grande, Niteroi, Osasco, Sao Goncalo, Maceio and Uberlandia.

The digital experience also gains prominence with the use of artificial intelligence. The Group's proprietary virtual assistant, called Beauty Expert AI developed with Amazon Web Services (AWS) technology, it acts as a facilitator of the buying journey, making, offering personalized recommendations and directing the consumer to relevant offers within the campaign. During the period, the tool has a exclusive shortcut to “Dias de Beleza”, connecting the customer to a dynamic curation of products and promotions.

The value proposition to the consumer is also expanded through benefits such as freebies on all participating brands, offers with full size items on selected stocks, plus advantages in the loyalty program, which includes free shipping to gold customers, points accumulation and cashback.

Another highlight is the investment in content and engagement. During the promotional period, the lives play a strategic role in connecting with the public, functioning as a dynamic showcase for presenting a curation with the best offers and products of the campaign. Transmissions will take place in profiles of the brands Boticario and Eudora, over 7 days, totaling, on average, 8 lives and 4 retransmissions, distributed in different schedules and formats.

The action also extends to partner marketplaces of Grupo Boticario, with emphasis on the campaign in the Mercado Livre. The strategy also includes the recent arrival of the brands to the Shopee Official Stores, with the realization of two broadcasts in partnership with the platform, focused on Eudora, Who Said, Berenice? and Vult. At the TikTok Shop, the initiative brings together different formats of lives, with the protagonism of brands Apothecary and Eudora.

For Grupo Boticario, the “Dias de Beleza” now plays a strategic role in consolidating its own date capable of generating anticipation, engagement and recurrence. The expectation is that the campaign will continue to evolve as one of the main moments of the calendar, with the potential to become an event increasingly awaited by Brazilian consumers.

Human interaction becomes a differential for companies

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Human interaction becomes a differential for companies

In a world increasingly taken by integrations with artificial intelligence and surrounded by the so-called “bots” of service, some companies are finding the opposite way a way to stand out: human service.

According to a survey by Opinion Box released in April this year, consumers said they were willing to wait about 5 minutes, 32%, for a response in an interaction with companies, after that, they leave for another and close with those who respond faster, 19% of respondents wait only one minute:

“Esse is the challenge, to understand that the consumer wants a quick and assertive response in less than 5 minutes, but prefers to be served by a human than to answer questions from a” bot, says Thiago Andrade, social media manager at KAKOI Communication.

Andrade says that the presence of WhatsApp in all mobile devices has brought a false sense of ease at work, which has relegated service to something accessory and not paramount and, while brands invest in ads to increase demand generation, do not invest in personalized service:

“Just remember the old role of the operator.Serving the customer was something so important that people were assigned only to this function, something that hardly occurs with the service in WhatsApp. Few companies have a department focused on this, prefer to invest in artificial intelligence with bots, gain in scale, lose in the” experience, he explains.

VIP Experience

Some companies in Europe are already starting to invest in personalized customer service experiences, depending on their customer profile: if you have the gold level, for example, you are entitled to human service; bronze falls in an artificial intelligence center:

“It is important to note that the use of AI is here to stay and should be applied to facilitate service, both by companies and by the consumer side, but creating experiences that reward loyalty, such as a concierge, for example, should be the closest way to union between these worlds”, concludes Andrade.

70% of digital transformations fail and the problem is rarely software 

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70% of digital transformations fail and the problem is rarely software

Data consolidated in April 2026 by TI Inside and corroborated by McKinsey indicate that 70% of digital transformation initiatives in companies fail.For Virgilio Marques dos Santos, PhD in Engineering from Unicamp and founding partner of FM2S Education and Consulting, the problem is not necessarily in the technology adopted, but in the way organizations lead the change.

According to the expert, there are three recurring illusions that lead to the collapse of these projects: the belief that technology replaces process strategy, the misalignment between incentives and operation, and the use of digital transformation as a symbol of modernization, without real structural changes. 

The first illusion is to believe that implementing technology is equivalent to transforming processes. “The most common mistake of leadership is to superimpose modern systems on dysfunctional and highly bureaucratic organizational structures.In this scenario, the company only creates an electronic bureaucracy. Automating an inefficiency does not solve the problem; it only increases the speed with which waste happens”, says Santos. 

Institutional redesign needs to come before technological implementation. Without reviewing flows, responsibilities and operational bottlenecks, digitalization tends only to sophisticated old problems.

McKinsey data shows that companies that actively engage employees during the change process are up to eight times more likely to succeed. Still, many organizations implement new tools without reviewing metrics, goals, or forms of evaluation.

“Leadership imposes a new tool from top to bottom, completely changes the routine of those who operate value generation, but maintains the same charges and indicators of the previous model.The worker perceives operational risk and creates parallel mechanisms to ensure the delivery”, he explains.

According to Santos, it is in this context that the so-called“hidden spreadsheets and informal controls arise, which coexist with official corporate systems.”O the system fails because incentives remain misaligned. Technology changes, but organizational logic remains the same“, he points out.

The third illusion, according to the manager, is deeper and involves the corporate culture itself.“Transforming a company requires facing internal conflicts, dismantling power fiefdoms, admitting vulnerabilities and going through a temporary period of lost productivity.

In this scenario, the acquisition of great technological solutions can work as a kind of symbolic shortcut. “Signing a millionaire contract with a big tech generates the immediate sense of modernization. The purchase of technology becomes a comfortable alibi to avoid the wear and tear of the management of the CHANGE”, he says.

In Santos“ assessment, digital transformation only produces sustainable results when it is treated as a broad organizational change ¡ ̄ and not just as a technological update.”The illusion of transformation is bought so as not to have to pay the price of the real effort”, he states. Without alignment between culture, operation and strategy, digitalization risks only expanding existing inefficiencies under an appearance of modernization

E-commerce: conversion can grow up to 5x with integration between data, operation and service 

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E-commerce: conversion can grow up to 5x with integration between data, operation and service 

Between click and delivery of e-commerce, a chain of simultaneous and integrated decisions supports each order and there is no room for failure. Applications analyzed by Quality Digital indicate that integration between different fronts of the journey can boost results, with cases such as Osklen, which record growth of up to five times in the conversion of order recovery into conversational channels by connecting data, service and execution throughout the process. Each order runs a continuous sequence of decisions executed simultaneously so that the journey works consistently.

Inspired by the logic of transport networks, the digital operation of Quality Digital organizes e-commerce as a structure in which different flows operate in a parallel and interdependent manner. B2C, B2B, D2C, marketplace and omnichannel appear as lines that intersect along the journey and connect to critical points that support the execution. Decisions related to catalog, price, availability, payment, order management, logistics and delivery cease to act in isolation and begin to compose an integrated network, in which performance depends on the consistency between data and systems. 

The proposal defended displaces the traditional reading of digital commerce, which for a long time was organized sequentially. By positioning the request as a central element, the model shows that the continuity of the journey depends on the coordination between multiple layers that operate at the same time. “A sale is no longer an isolated event and has become data-driven throughout the operation. When this base is organized, it is possible to measure direct impact on conversion, average ticket and” recurrence, says Julio Britto, CEO of Quality Digital.  

The expansion of channels and integrations has raised the level of operational complexity in companies. Commerce platforms, order management systems, payment methods, logistics solutions and customer relationship tools have started to act simultaneously, requiring continuous synchronization. With the reduction of manual intervention, response time decreases, while inconsistencies tend to spread with greater speed throughout the operation. 

E-commerce performance is increasingly associated with the ability to execute. Demand generation loses relevance when the operational structure does not sustain the journey to delivery.Inaccurate information at checkout, inventory divergences and logistic misalignments affect the consumer experience, increase costs and impact the perception of brand value. 

According to Roberto Ave Faria, director of Quality Digital, the execution of the journey needs to combine operational precision with the ability to adapt to demand.“The concept of delivery promise works as a delivery deadline contract and is decisive for the finalization of the purchase, after all, any deviation directly impacts the conversion and consumer confidence”, he says. The executive also highlights the need for evolution in the way retail works the hyperpersonalization of the experience. “In the concept of home for you, the digital showcase starts to be assembled according to the profile, history and customer interest. 

Currently, in the digital commerce scenario, the sustainable growth of e-commerce depends less on the increase in volume and more on the ability to coordinate decisions in an integrated way. With the expansion of digital channels and the increase in the connections necessary to support each order, operational efficiency begins to define the limit between growth with profitability and loss of performance. By making this structure visible, the model presented contributes to a more accurate understanding of the factors that determine the result in digital commerce.

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