This article was based on the interview with Eric Liedtke of Under Armour by Greg Kihlström, AI and MarTech keynote speaker for The Agile Brand with Greg Kihlström podcast. Listen to the original episode here:
In the rapidly evolving landscape of e-commerce, the integration of brand identity and sales strategy is paramount to achieving success. The insights shared in a recent podcast highlight the complexities and challenges that organizations face when attempting to harmonize these two critical components. The conversation underscores the necessity of fostering a collaborative environment where brand and sales teams can work together to create a cohesive digital shopping experience that resonates with consumers.
Historically, e-commerce was often viewed as a standalone channel, primarily focused on driving transactions. However, as the podcast guest notes, the early days of e-commerce required companies to define their digital presence in a way that expressed their brand identity. This was particularly challenging when social media and other digital platforms were still emerging, limiting the avenues for brand expression. The e-commerce platform became the home base for brands, necessitating a deep understanding of how to present products while simultaneously conveying the essence of the brand.
One of the key takeaways from the discussion is the internal struggle between sales and brand teams. Sales organizations typically prioritize optimizing the site for shopability—ensuring that the customer journey leads to conversions. In contrast, brand teams focus on creating an engaging brand experience that captivates consumers and fosters loyalty. This dichotomy often results in an “arm wrestling match” over various aspects of the e-commerce experience, such as homepage design and product detail pages (PDPs).
The podcast illustrates the importance of establishing clear ownership of e-commerce strategy. In the case discussed, the decision was made to align e-commerce under the brand umbrella, with a commitment to collaborate closely with the sales organization. This alignment allowed the team to prioritize brand expression while still driving sales growth. By identifying the brand as the primary driver of the e-commerce strategy, the organization was able to create a more cohesive and compelling digital experience for consumers.
Moreover, the conversation sheds light on the iterative nature of developing an effective e-commerce platform. The process of refining the digital experience is ongoing, requiring constant evaluation and adaptation. The guest emphasizes that successful e-commerce strategies are not static; they evolve based on consumer feedback, market trends, and organizational goals. This adaptability is crucial in a landscape where consumer preferences can shift rapidly.
The path to successful leadership in e-commerce lies in empowering teams and avoiding the pitfalls of micromanagement. By fostering an environment of trust, collaboration, and innovation, leaders can unlock the full potential of their organizations. As Eric Liedtke’s experiences illustrate, the most effective leaders are those who inspire confidence in their teams, enabling them to take ownership of their work and drive meaningful change. In a world where agility and adaptability are essential, this approach not only enhances individual performance but also contributes to the long-term success of the organization as a whole. The alignment of brand and sales within the e-commerce framework is not merely beneficial; it is essential for cultivating a robust and sustainable digital presence that resonates with consumers and drives business growth.
