Why is Canada ranked as a global eBusiness “Player”, but not a “Leader” among G20 countries? Are Canadian businesses, rather than Canadian consumers, holding back eBusiness development in Canada? And what are some of the specific challenges and opportunities from the perspective of the Canadian eBusiness / eCommerce Manager? In the winter of 2013, ePath Consulting conducted a survey of Canadian eBusiness / eCommerce Managers to gain insight into some of these questions. The survey was also created to help shape the development of the new eBusiness / eCommerce Management Certificate program at the University of Toronto’s School of Continuing Studies – a unique professional development program to help Canadian eBusiness Managers better compete with their global peers.

1. eBusiness
in
Canada:
Pushing
beyond
“good
enough”
How
Canadian
eBusiness
Leaders
are
preparing
to
meet
global
compe==on
March
2013
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2. Why
this
Survey?
Why
now?
In
a
landmark
2012
report1,
the
Boston
Consul=ng
Group
sized-­‐up
the
$4.2
Trillion
growth
opportunity
of
the
eBusiness
industry
sector
across
the
G-­‐20.
Based
on
measures
such
as
%
of
GDP
and
annual
growth
rates
of
the
eBusiness
sector,
Canada
was
determined
to
be
a
“Player”,
not
a
“Leader”,
ranking
significantly
behind
countries
such
as
the
UK
and
the
US.
This
despite
the
fact
that
Canadians
consume
more
online
content
per
capita
than
any
na<on
in
the
world2;
despite
almost
half
of
Canadian
internet
users
indica=ng
that
they
have
engaged
in
eCommerce2.
So
where
is
the
disconnect?
A
Federal
Government
report2
alludes
to
an
underinvestment
by
Canadian
businesses
in
ICT
solu=ons.
Are
Canadian
businesses
holding
us
back?
If
so,
how?
To
gains
some
insight,
ePath
conducted
this
survey
of
Canadian
eBusiness
and
eCommerce
managers,
including
some
of
the
largest
and
most
prominent
Canadian
eBusinesses.
1
the
Internet
Economy
in
the
G-­‐20.
The
Boston
Consul:ng
Group.
March
2012
2
Ecommerce
in
Canada:
Pursuing
the
Promise.
Report
of
the
Standing
CommiEee
on
Industry,
Science,
and
Technology.
May
2012
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3. Survey
Methodology
A
snapshot
of
Canada’s
eBusiness
and
eCommerce
enterprises,
with
primary
focus
on
mid-­‐size
and
large
organiza=ons.
Who:
• 69
eBusiness
Mgrs.
with
financial
or
opera=onal
accountability
for
some
or
all
elements
of
their
online
business
within
their
Canadian-­‐based
company
or
business
unit
When:
• Survey
was
taken
between
Dec
2012
and
Jan
2013
How:
• Online
na=onal
survey,
by
invita=on,
averaging
23
minutes
in
length
Company
Size
Company
Type
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4. ePath
and
UofT
SCS
In
2012
ePath
was
tasked
by
University
of
Toronto
School
of
Con<nuing
Studies
(SCS)
to
develop
a
cer=ficate
program
in
eCommerce
/
eBusiness
Management
for
business
professionals3.
The
results
of
this
survey
will
be
used
to
shape
the
eBusiness
/
eCommerce
Management
program
at
the
University
of
Toronto
SCS,
and
to
help
both
current
and
future
eBusiness
/
eCommerce
managers
beFer
compete
and
excel
in
the
global
marketplace.
ePath
is
a
Canadian
eBusiness
strategy
consultancy
focused
on
improving
the
online
performance
of
medium-­‐sized
and
large
eBusinesses.
www.epathconsul=ng.com
epath@epathconsul=ng
@epathconsul=ng
3
hEp://learn.utoronto.ca/courses-­‐programs/business-­‐professionals/cer:ficates/cer:ficate-­‐ebusiness-­‐ecommerce-­‐management
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5. Execu=ve
Summary:
Findings
and
Recommenda=ons
This
slide-­‐deck
provides
key
excerpts
and
data
points
from
the
survey.
To
see
how
to
turn
these
survey
findings
into
ac=onable
insights
for
your
Canadian
eBusiness,
download
our
“Findings
and
Recommenda=ons”
report,
a
concise
Execu=ve
Summary.
To
download
your
copy
of
the
report,
go
to:
hFp://bit.ly/YIauzZ
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6. Profiling
the
Canadian
eCommerce
/
eBusiness
Manager
Highlights
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7. In-­‐Charge
and
In-­‐Control
Most
Canadian
eBusiness
/
eCommerce
Managers
have
been
empowered
with
broad
responsibili<es,
including
strategic,
opera=onal,
and
financial
aspects
of
their
online
business.
As
expected,
this
scope
increases
with
the
size
of
the
company,
with
over
71%
of
eBusiness
Managers
from
large
companies
claiming
P&L
responsibility
for
their
eBusiness.
Ques=on:
In
our
company,
the
role
of
eBusiness
Manager
involves
the
following
responsibili=es:
(Choose
all
that
apply)
Ques=on:
Q1
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8. In-­‐Charge
and
In-­‐Control
(cont’d)
Edited
excerpts
from
1:1
Interviews:
• “Although
I
have
full
control
of
my
eCommerce
group,
I’m
quite
constrained
by
corporate
strategy.
The
tradi=onal
“bricks”
part
of
the
business
s=ll
determines
the
overall
business
strategy.
They
set
my
budgets.”
• “The
challenge
I
have
is
gepng
them
(corporate
management)
to
buy
into
the
online
opportuni=es.
Make
the
needed
investments.
Unfortunately
we’re
typically
Canadian.
We
don’t
like
risk.”
• “I
would
like
to
be
able
to
find
beFer
ways
to
pitch
the
benefits
of
eBusiness
to
upper
management.”
Ques=on:
Q1
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9. Skilled
across
func=onal
areas
Most
Canadian
eBusiness
/
eCommerce
Managers
claim
a
broad
range
of
skills,
including
strategic,
marke=ng
&
sales,
technology,
and
opera=onal
aspects
of
their
online
business.
As
expected,
this
range
of
skills
increases
with
the
size
of
the
company,
with
100%
of
eBusiness
Mgrs.
from
large
companies
claiming
that
their
posi=on
requires
skillset
in
Strategic
Visioning
and
Planning.
Ques=on:
The
most
important
skillsets
for
the
eBusiness
Manager
role
in
our
company
are:
(Choose
all
that
apply)
Ques=on:
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10. Educated
and
Skilled
(cont’d)
Edited
excerpts
from
1:1
Interviews:
• “I
was
hired
in
large
part
for
my
ability
to
set
eBusiness
strategies.
Strategies
to
help
us
beFer
succeed
online.
My
biggest
challenge
is
not
developing
the
strategies,
but
to
actually
sell
those
strategies
to
the
execu=ve
team.
And
it
seems
that
the
only
way
to
do
that
is
by
clearly
demonstra<ng
ROI.”
• “Running
an
eBusiness
requires
broad
skills.
Having
an
MBA
definitely
helps”
Addi=onal
Insight:
• 32%
of
the
surveyed
eBusiness
Managers
at
large
companies
(over
500
employees)
have
an
MBA
Ques=on:
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11. Trained
On-­‐the-­‐Job
Less
than
37%
of
Canadian
eBusiness
/
eCommerce
Managers
have
received
formal
educa=on
in
eBusiness.
In
contrast,
77%
have
amassed
their
eBusiness
skills
through
on-­‐the-­‐job
training.
Ques=on:
I
possess
the
following
educa=onal
qualifica=ons
for
the
eBusiness
manager
role:
(Choose
all
that
apply)
Ques=on:
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12. Trained
On-­‐the-­‐Job
(cont’d)
Edited
excerpts
from
1:1
Interviews:
• “Most
of
us
backed
into
this
job.
We
come
from
a
variety
of
backgrounds.
We
had
to
learn
on
the
job.
There
was
no
other
op=on
available.”
• “Learning
the
job
on-­‐the-­‐go
is
not
always
the
most
efficient.
It’s
difficult
to
get
exposed
to
best-­‐prac=ces.”
• “eBusiness
coverage
was
quite
limited
in
my
MBA.
“Online”
is
a
different
world,
and
I
don’t
believe
that
execu<ve
educa<on
is
keeping
pace.”
Addi=onal
Insight
from
an
Execu=ve
Search
Consultant:
• “It’s
tough
to
find
top-­‐=er
eCommerce
Execu=ves
in
Canada.
There
is
a
rela=vely
small
talent
pool
in
Canada
with
deep
experience.”
Ques=on:
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13. Confident
or
Over-­‐confident?
74%
of
Canadian
eBusiness
/
eCommerce
Managers
(85%
of
eBMs
in
large
organiza=ons)
believe
they
have
the
qualifica=on,
skills,
and
experience
to
handle
all
current
and
near
future
challenges
in
their
role
as
eBusiness
/
eCommerce
Managers.
This
despite
a
rapidly
changing
eBusiness
environment
and
growing
global
compe==on.
Are
Canadian
eBusiness
Managers
too
confident?
Does
this
s=fle
new
thinking
and
new
ideas?
Ques=on:
For
my
posi=on
as
eBusiness
Manager:
(Pick
the
one
best
answer)
Ques=on:
Q9
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14. Confident
or
Over-­‐confident?
(cont’d)
Edited
excerpts
from
1:1
Interviews:
• “How
can
you
be
totally
confident
that
you
have
all
the
skills
and
exper=se
if
you
don’t
know
what’s
around
the
corner?
I
don’t
know
of
another
business
where
technology,
business
models,
customer
expecta=ons
change
so
rapidly!”
• “I
keep
thinking
of
that
quote
from
Andy
Grove
of
Intel:
“Only
the
paranoid
survive!””
Ques=on:
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15. Benchmarking
Compensa=on
Over
61%
of
eBMs
in
Large
Companies
receive
less
than
$150K
a
year
in
total
compensa=on.
Only
26%
earn
more
than
$200K.
Ques=on:
My
compensa=on
last
year,
inclusive
of
bonuses,
was:
(Choose
the
one
best
answer)
Ques=on:
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16. Benchmarking
Compensa=on
with
the
US
(cont’d)
Addi=onal
Salary
Range
Insight:
Salary
Range4
for
eCommerce/
eBusiness
Manager
–
Canada
$38K
$110K
$76K
Salary
Range4
for
eCommerce/
eBusiness
Manager
-­‐
US
$52K
US
$177K
US
$97K
US
Addi=onal
Insight
from
an
Execu=ve
Search
Consultant:
• “When
comparing
eBusiness
Manager
salaries,
so
much
depends
on
job
scope,
size
of
company,
and
the
size
of
the
online
opportunity.
However,
all
else
being
equal,
from
my
perspec=ve
Canadian
eBusiness
Managers
are
equitably
compensated
in
comparison
with
their
US
counterparts”
4
Based
on
March
2013
data
from
various
sources,
including
salary.com,
payscale.com,
glassdoor.com,
and
indeed.com.
Range
based
on
recent
open
job
lis:ngs,
which
may
not
be
a
sta:s:cally
representa:ve
sample
of
the
actual
industry
salary
range.
Ques=on:
Q5
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17. Profiling
Canadian
eCommerce
/
eBusiness
Teams
Highlights
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18. Plen=ful
Supply
of
eBusiness/
eCommerce
Skills
Internal
development
(75%)
and
direct
hiring
(67%)
are
the
most
common
techniques
to
bring
the
required
eBusiness
skills
onboard.
Surprisingly
only
16%
of
Canadian
eBusiness
/
eCommerce
Managers
(15%
of
eBMs
in
large
organiza=ons)
are
frequently
unable
to
source
the
eBusiness
/
eCommerce
skills
and
experience
they
need.
This
is
in
stark
contrast
to
US/UK
findings,
and
raises
the
ques=on:
“Are
most
Canadian
eBusinesses
really
hiring
top
eBusiness
talent”?
Ques=on:
To
acquire
the
skills
I
need
on
my
team
I:
(Choose
all
that
apply)
Ques=on:
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19. Plen=ful
Supply
of
eBusiness/
eCommerce
Skills
(cont’d)
In
contrast,
2011
eConsultancy
research5
(with
primary
focus
on
US
and
UK)
reported
a
digital
talent
skills
shortage:
“Par=cipants
in
the
survey
specified
that
the
challenge
of
finding
staff
with
suitable
digital
skills
was
a
poten<al
barrier
to
progress,
and
further
iden=fied
specific
skill
areas
that
are
perceived
to
be
the
most
difficult
to
recruit
for.
Web
analy=cs
and
data
was
at
the
top
of
the
list,
followed
by
social
media,
content
marke=ng,
SEO,
website
design
and
build,
and
mobile.
It
is
clear
that
there
is
already
a
poten=al
skills
shortage
in
these
areas.”
5
Digital
Marke:ng:
Organiza:onal
Structures
and
Resourcing
–
Best
Prac:ces
Guide.
eConsultancy.
Dec
2011
Ques=on:
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20. Plen=ful
Supply
of
eBusiness/
eCommerce
Skills
(cont’d)
Edited
excerpts
from
1:1
Interviews
re:
on-­‐the-­‐job
training:
• “On-­‐the-­‐job
training
is
inefficient.
We
struggle
to
keep
everyone
up
to
speed.
Suppliers
help.
Professional
development
courses
help.
But
it’s
piecemeal.”
• “As
eCommerce
head,
I’m
a
liFle
lost
when
it
comes
to
judging
highly
specialized
eCommerce
talent.
I
don’t
understand
the
intricacies
of
SEO,
of
web
analy=cs.
And
if
I’m
lost,
my
HR
department
is
even
more
lost!”
• “eBusiness
is
a
team
sport.
My
challenge
is
not
only
how
to
best
develop
individual
skills,
but
how
to
develop
them
as
a
high-­‐performance
team.”
Ques=on:
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21. Low
skill
Turnover
Only
31%
of
eBusiness
Managers
are
loosing
their
key
employees
to
compe==on.
Most
are
able
to
successful
retain
their
top
talent
without
special
incen=ves.
Ques=on:
As
manager
of
an
eBusiness
team,
I
am:
(Choose
all
that
apply)
Ques=on:
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22. Canadian
eCommerce
/
eBusiness
Priori<es
Highlights
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23. Canadian
eBusiness
/
eCommerce
Priori=es
In
Canada,
Analy=cs,
Social
Media,
Customer
Experience
Management,
and
SEO
are
the
top
eBusiness
thrusts
to
grow
the
business.
Ques=on:
The
most
important
techniques
that
we
will
use
to
grow
our
online
business
will
be:
(Choose
all
that
apply)
Ques=on:
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24. Canadian
eBusiness
/
eCommerce
Priori=es
Edited
excerpts
from
1:1
Interviews:
• On
Analy<cs:
“Managing
your
eBusiness
‘by
the
numbers’,
that’s
the
new
name
of
the
game.
The
beFer
your
web/customer/
opera=onal
data,
the
beFer
your
business
decisions”.
• On
Customer
Analy<cs:
“Big
Data
and
Customer
Analy=cs
are
the
new
buzz.
But
most
of
it
is
coming
from
the
suppliers
of
data
solu=ons.
It’s
difficult
to
know
where
to
start.”
• On
Customer
Experience
Management:
“This
is
becoming
cri=cal
as
we
beFer
integrate
online
with
offline.
It’s
important
to
map
the
en=re
customer
experience
throughout
the
customer
lifecycle”.
• On
Social
Media:
“The
challenge
in
Social
Media
is
s=ll
finding
ROI
that
the
execu=ve
team
will
accept”
Ques=on:
Q15
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25. Canadian
eCommerce
/
eBusiness
Challenges
Highlights
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26. Challenge:
Limited
Exposure
to
Global
Compe==on
The
majority
of
eBusinesses
58%
are
not
exposed
to
interna=onal
market
condi=ons.
This
is
even
more
pronounced
in
large
companies,
with
67%
of
large
eBusiness
repor=ng
a
geographic
focus
limited
to
Canada.
Are
Canadian
eBusinesses
too
insulated
from
global
compe==ve
forces?
Ques=on:
As
eBusiness
Manager,
the
geographic
scope
of
my
responsibili=es
includes:
(Choose
the
one
best
answer)
Ques=on:
Q2
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27. Challenge:
Limited
Exposure
to
Global
Compe==on
Edited
excerpts
from
comments/
1:1
Interviews:
• “eBusiness
in
Canada
is
behind
the
curve.
I
generally
use
the
US
eBusiness
industry
to
shape
projects”.
• “It’s
not
about
bea=ng
US
compe==on.
It’s
s=ll
about
outperforming
your
Canadian
compe=tor.”
• “The
incen=ve
to
take
risk
isn’t
there.
So
why
take
risk?”
Addi=onal
Insight
from
an
Online
Strategy
Consultant:
• “Canada’s
sleepy.
There’s
a
small
group
of
hi-­‐level
eCommerce
execu=ves.
They
all
move
to
the
same
tune.
They
need
to
break
out.”
Ques=on:
Q2
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28. Challenge:
Online
/
Offline
Integra=on
The
majority
(53%)
of
eBusinesses
within
bricks
&
clicks
opera=ons
are
either
not-­‐at-­‐
all
or
only
“loosely
integrated”
with
their
offline
businesses.
This
rela=vely
poor
integra=on
is
even
more
dominant
in
large
business,
with
a
full
65%
indica=ng
that
online
and
offline
components
do
not
share
organiza=ons
or
goals.
Ques=on:
In
our
company:
(Choose
the
one
best
answer)
Ques=on:
Q3
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29. Challenge:
Online
/
Offline
Integra=on
Edited
excerpts
from
1:1
Interviews:
• “The
offline
part
of
the
business
s=ll
drives
the
company.
That’s
where
the
big
investment
is.
Online
is
more
of
a
“have
to”
rather
than
a
“want
to””.
• “Integra=on
is
tough.
For
a
bricks
&
clicks
business,
there
are
a
lot
of
legacy
technology
and
processes
on
the
offline
side.”
• “Offline
and
online
is
so
blurry.
Showrooming.
ROPO
(research
online,
purchase
offline).
Mobile.
The
dis=nc=on
from
the
customer’s
perspec=ve
gets
blurred.”
Addi=onal
Insight
from
an
Online
Strategy
Consultant:
• “As
long
as
online
and
offline
are
not
well
integrated,
can
an
eBusiness
really
offer
breakthrough
value
for
customers?”
Ques=on:
Q3
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30. Challenge:
Business
Model
Innova=on
Most
Canadian
eBusinesses
(56%
of
large
eBusinesses,
and
62%
of
all
eBusinesses
surveyed)
do
not
have
a
formal
innova=on
program
or
process.
This
is
stunning
since
eBusiness
and
eCommerce
are
rapidly
evolving
markets
with
a
constant
influx
of
discon=nuous
and
revolu=onary
innova=on.
How
are
Canadian
eBusinesses
expected
to
compete
and
lead
globally
with
such
a
staid
approach
to
business
model
innova=on?
Ques=on:
Our
approach
to
eBusiness
innova=on
is
that:
(Choose
the
one
best
answer)
Ques=on:
Q17
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31. Challenge:
Business
Model
Innova=on
Edited
excerpts
from
1:1
Interviews:
• “Everybody
wants
to
be
innova=ve.
Who
doesn’t?
But
do
we
have
a
process
for
producing
innova=on?
No!”
• “Innova=on
only
happens
when
you
have
an
execu=ve
who
supports
innova=on”
• “Here
(in
Canada),
the
preferred
approach
is
to
let
someone
else
be
the
pioneer.
Sit
back,
and
when
the
idea
is
proven,
and
the
market
demands
it,
then
add
it
to
your
offering.
Simply
put,
we
don’t
like
risk”
Ques=on:
Q17
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32. Challenge:
Moving
beyond
Price
&
Delivery
The
rela=vely
high
cost
of
shipping
in
Canada
is
a
strong,
recurring
theme
in
this
survey,
as
highlighted
by
this
ques=on
and
many
direct
comments
from
par=cipants.
Granted,
shipping
costs
are
higher
in
Canada.
But
a
focus
on
price
&
delivery
is
not
a
sustainable
strategy
for
Canadian
eBusinesses
that
do
not
have
the
“scale”
advantages
of
their
larger
US-­‐based
and
global
compe=tors.
Ques=on:
Our
greatest
challenges
associated
with
the
online
business
environment
in
Canada
are:
(Choose
all
that
apply)
Ques=on:
Q22
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33. Challenge:
Moving
beyond
Price
&
Delivery
Edited
excerpts
from
1:1
Interviews:
• “Let’s
face
it.
Online
shoppers
are
looking
for
price
&
delivery.
That’s
it.
End
of
story!”
• “High
shipping
costs
are
our
biggest
challenge.
How
are
we
specifically
going
to
address
the
costs
to
ship
in
Canada?
How
we
can
get
it
more
inline
with
the
US?”
• “Everyone
in
Canada
complains
about
shipping
costs.
At
our
company
we
try
to
make
them
transparent
for
customers.
And
we
focus
on
building
overall
value
for
the
total
price
the
customer
pays.”
• “Whining
about
shipping
costs
is
an
excuse.
If
that
is
what
your
customers
complain
about,
what
they
are
really
saying
is
that
they
perceive
your
product
to
be
a
commodity.”
Ques=on:
Q22
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34. Get
your
Execu=ve
Summary:
Findings
and
Recommenda=ons
This
Execu=ve
Summary
references
and
builds
on
the
survey
results,
by
providing
addi=onal
insight
and
recommenda=ons
based
on
ePath’s
15+
years
experience
in
the
Canadian
eBusiness/
eCommerce
space
as
both
consultants
and
educators.
The
Execu=ve
Summary
groups
insights
from
the
survey
into
four
broad
ac<onable
opportuni<es:
1. Crea=ng
the
Management
Condi=ons
for
eBusiness
Success
2. Innova=ng
beyond
“Price
and
Delivery”
3. Accelera=ng
the
implementa=on
of
CEM
and
Data
Analy=cs
Ini=a=ves
4. Building
High
Performance
eBusiness
Teams
To
download
your
copy
of
the
report,
go
to:
hFp://bit.ly/YIauzZ
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35. A
BIG
thank
you
to
the
eBusiness
and
eCommerce
Managers
across
Canada
who
took
=me
out
of
their
very
busy
schedule
to
provide
us
with
their
insights.
We
all
share
the
same
goal:
to
help
Canada
beFer
compete
in
an
increasingly
compe==ve
global
online
environment.
Thank
You!
www.ePathConsul=ng.com
epath@epathconsul=ng.com
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