Retailer Marks and Spencer used the expansion of its online business into new markets in Europe as a trailblazing agile commerce program. This gave M&S the opportunity to trial new technologies, such as a new e-commerce platform and a range of in-store digital technologies. Isolating pathfinding projects and delivering them in an agile fashion allowed the rest of the organization to learn critical lessons. Showcase progress toward customer outcomes using journey maps.

They also appreciate Valtech’s openness to strengthening solutions, including adapting its commercial models, which they view as evidence of the vendor’s “culture and agility.” Customers would welcome deeper tech expertise in enterprise platforms like SAP. Forrester’s take. Valtech is a good fit for midsize to large multibrand organizations across verticals that want an agile agency partner to implement, integrate, and run a modern technology stack. View Valtech’s detailed scorecard.

A DXP provides the architectural foundation and modular services for developers and practitioners to create, orchestrate, and optimize digital journeys at scale — to drive loyalty and new commerce outcomes across owned and third-party channels. You can use DXPs to create coherent customer experiences, enable developer and practitioner agility, and fuel insights-led optimization and automation.

As the speed of change in commerce tech accelerates, cloud-native solutions support frequent updates from vendors to remove the lengthy upgrades that used to come occasionally and at great cost. Add-ons and apps provide instant-on functionality, as SaaS is the new norm for digital retail in the cloud. As legacy systems complete their migration to the cloud, it’s clear that, with very limited exceptions, SaaS is the home for commerce technology that must maintain flexibility and agility.

This involves employing operating models like agile for swift iteration and lean for process efficiency, boosting performance. Orchestration fosters a learning organization, agile and attuned to customer feedback, evolving to meet changing expectations and ensuring a seamless purchasing experience and customer value.

The Strategic Advantage Of Digital Commerce When Entering New Markets Digital commerce is a key enabler for new geographic market entry, providing businesses with both direct and indirect routes to growth, agility, innovation, and meeting self-service buying needs. It reduces costs, accelerates time to market, and minimizes risks compared to building traditional sales infrastructure.

It includes developing comprehensive training programs and support structures to empower users (i.e., staff, partners) with the necessary knowledge and skills for effective e-commerce platform use. Process optimization and agile management. This capability refines both technology-related and non-technology-related processes to foster agility and innovation in e-commerce operations.

This enables organizations to respond to trial behavior, usage signals, and conversion friction in days rather than months, building a more agile operating model that can scale PLG and PLS systematically. Adapt PLG and PLS to changing buyer behavior and technology. Leaders who sustain PLG and PLS treat every digital commerce interaction as a signal to refine how value is delivered.

GenAI and automation are improving product and content personalization and operational agility across the value chain. Retailers are modernizing legacy systems while adopting AI, edge, and composable commerce. Ongoing trade tensions have created economic uncertainty; despite this, retailers continue to increase cloud spend, citing drivers such as agility, speed, and scalability. Security and compliance remain critical as volumes and attack surfaces grow with increasing migration.

It restricted pricing and distribution agility, delayed product launches, and eroded trust across the airport ecosystem. The outdated operational portal became a bottleneck, undermining service delivery and organizational morale. Disconnected platforms. Managing product distribution across three disconnected platforms — global commerce, global partner, and service delivery — created inefficiencies and delayed go-to-market timelines.