How to Justify B2B eCommerce in 2025: A Guide for Boards, CEOs, and CFOs

In 2025, the conversation around digital transformation has shifted. It’s no longer if your organization needs to modernize—it’s how quickly you can do it, and whether the investment is justified.

At the center of that transformation is B2B eCommerce.

More than just a digital storefront, B2B eCommerce is now a core capability for revenue growth, operational efficiency, and customer experience. But with budget scrutiny at an all-time high, leadership teams are asking: Will it deliver measurable ROI?

This article outlines both the strategic case and the financial framework for justifying B2B eCommerce as a board-level investment in 2025.

Part 1 - The Strategic Imperative: Why Now?

In 2025, organizations are doubling down on digital transformation (DX) as a core business strategy.

Among digital leaders, 85% say DX is a primary pillar of their business strategy (vs. 44% of laggards) .

This strategic focus is driven by an evolving landscape where agility, innovation, and resilience are essential for survival .

Importantly, the top DX goals for 2025 have shifted inward: replacing or upgrading legacy IT systems and enhancing employee productivity now tie for the #1 goal, even slightly overtaking improving customer experience.

Businesses recognize that modernizing core systems and boosting efficiency are prerequisites to delivering superior customer engagement.

At the same time, improving customer experience remains critical (ranked #3), alongside reducing operational inefficiencies and transforming business processes . In short, companies seek to balance internal optimization with external customer-centricity.

B2B Buyer Behavior is Going Digital:

These priorities align directly with the rise of digital commerce in B2B markets. Organizations increasingly view online channels as strategic assets for growth.

By the end of 2025, an estimated 80% of all B2B sales interactions between suppliers and buyers will occur via digital channels , and over half of B2B revenue (56%) is projected to come from digital channels . This marks a dramatic leap from just a few years ago (32% in 2020 to 56% in 2025).

B2B buyers – many of them millennials accustomed to seamless online shopping – now expect the same convenience and efficiency in their professional purchases.

In fact, 83% of B2B buyers prefer ordering or paying through digital commerce platforms over traditional methods.

They value speed, self-service, and personalized experiences, to the point that...

87% are willing to pay a premium for a supplier who provides an excellent digital experience.

This trend is evident across industries: for example, fully half of manufacturers in a recent survey said they are targeting eCommerce as a key part of their digital transformation efforts. In aggregate, B2B eCommerce has moved from a niche experiment to a mainstream sales channel, often outpacing in-person sales.         

(McKinsey notes that among B2B companies that offer eCommerce, it has become the top revenue-generating channel, accounting for over one-third of revenue on average.)

Strategic Alignment

Given this context, investing in B2B eCommerce squarely aligns with 2025’s digital transformation priorities.

It directly addresses the need to modernize technology (through updated digital platforms), drives employee productivity (through automation and streamlined processes), and elevates customer experience (through convenient digital service).

In essence, a B2B eCommerce initiative can be the intersection of internal efficiency and external customer value – exactly what forward-looking digital strategies aim to achieve. C-suite leaders and boards focused on growth and competitiveness are increasingly viewing robust B2B digital channels not as optional, but as fundamental to staying relevant.

With digital leaders more likely to increase tech spending in 2025 (75% of DX leaders plan to boost spend, vs. 47% of laggards) , the stage is set for organizations to leverage that momentum into scalable B2B commerce capabilities.

The situation is clear: the market and technological conditions are primed for B2B eCommerce to be a strategic growth driver.        

Legacy, Talent, and ROI Pressures Threaten Progress

Outdated Systems and Siloes: Despite recognizing these priorities, many organizations face significant complications that hinder execution. Chief among them is the burden of legacy technology. Years of accumulated technical debt and siloed systems make it difficult to deliver seamless digital experiences.

Indeed, the #1 challenge cited in the TEKsystems 2025 State of Digital Transformation report is the complexity of the current IT environment and siloed mindsets that resist change. Outdated ERP systems, disjointed order entry tools, and manual workflows can stifle productivity and prevent the integration needed for a successful eCommerce platform.

Replacing or upgrading these legacy systems is not just a goal on paper – it’s a prerequisite to digital transformation, yet it can be costly and disruptive to tackle. This creates a classic catch-22: modernizing core systems would enable efficiency and new capabilities like online sales, but the complexity and risk of doing so can slow down progress.

Talent Gaps and Digital Skills Shortage

In parallel, companies are grappling with a shortage of skilled talent to drive these initiatives.

A striking nine out of ten organizations report lacking the necessary talent to successfully execute digital transformation. Critical skill gaps exist in areas central to B2B eCommerce implementation and operations – including cybersecurity, data analytics, and AI/ML for personalization.

Simply put, the people needed to build and run new digital commerce systems are in short supply.         

Half of companies say it takes them more than six months to fill mission-critical tech roles , which can delay projects and inflate costs. Moreover, existing staff need upskilling: 82% of digital leaders (versus 57% of laggards) are focused on reskilling their workforce to be productive with digital tech.

If a company lacks eCommerce expertise – from developers to digital marketers – that talent gap complicates the execution of an online channel and the realization of its benefits. Recruiting and training become as important as the technology itself. This talent challenge is further compounded by organizational culture; creating a culture of continuous learning/upskilling is itself a top-three challenge for transformation.

Without addressing the human capital aspect, even a well-funded eCommerce project can falter.

Economic and ROI Pressures

Beyond technology and people, economic uncertainty is adding pressure to show results. Inflation and rising costs have made boards and CFOs more cautious with large investments. Many organizations are scrutinizing capital expenditures and demanding a clear, rapid return on any digital project.

Notably, high or unforeseen costs are reported as the #2 challenge in digital transformation initiatives.

There is often internal debate: How quickly will this pay off?

TEKsystems’ research highlights a misalignment in expectations – C-suite leaders are twice as likely as line managers to expect ROI from transformation investments in six months or less.

This compressed timeframe can be unrealistic for complex endeavors like implementing B2B eCommerce, which typically yield the greatest benefits over a multi-year horizon once adoption grows. The impatience for immediate ROI can complicate funding approval and stakeholder buy-in.

Companies stuck in “laggard” mode may even choose to cut budgets on digital initiatives; in fact, digital laggards were 5x more likely to reduce transformation spending amid uncertainty, whereas digital leaders doubled down with confidence in ROI.

This highlights a critical complication: organizations know they need to invest (or risk falling behind), but fear of high upfront costs or delayed payback can lead to hesitancy or half-measures.        

Productivity Paradox: Meanwhile, there is intense pressure to improve productivity and do more with less – often with the very goal of freeing up resources for growth. Enhancing employee performance/productivity is now tied as the top digital goal , yet companies struggle to achieve it when burdened by inefficient legacy processes. It’s a paradox: you need new tools (like eCommerce automation) to significantly boost productivity, but implementing them demands investment and change that in the short term can actually strain capacity (employees must adapt to new systems, IT must manage implementation, etc.). Additionally, change management emerges as a complication – getting teams to adopt new digital processes can meet resistance. If sales teams or channel partners are accustomed to traditional methods (phone orders, EDI, sales reps manually handling accounts), shifting to an eCommerce model may face pushback or slow adoption, which in turn delays the anticipated efficiency gains.

In summary, the path to B2B eCommerce is paved with real-world complications: legacy infrastructure to overhaul, scarce talent to acquire or develop, and financial stakeholders to convince amid economic headwinds.

These factors can cause even well-intentioned digital strategies to stall. Executives must navigate these challenges by crafting a compelling plan that mitigates risk – for example, phasing technology upgrades, investing in talent development, and setting realistic ROI expectations. The complication is not whether to modernize – it’s how to do so pragmatically given internal and external constraints.

How Can We Achieve ROI on Digital Transformation?

Given the situation and complications, the critical question for leadership becomes: How can we align a major digital investment – such as B2B eCommerce – with our strategic goals and overcome these obstacles to deliver tangible ROI? In other words, is investing in a B2B eCommerce platform the right move to modernize our operations and drive growth, and if so, how do we justify it in light of legacy challenges, talent gaps, and cost pressures? This question would likely be top-of-mind for any CEO or CFO evaluating large-scale digital initiatives in 2025. They must consider:

• Strategic Fit: Will B2B eCommerce directly support our top business priorities (e.g. efficiency, customer satisfaction, revenue growth)?
• Risk vs. Reward: Can we manage the known complications (technology overhaul, skills, budget) well enough that the benefits outweigh the risks? What does success look like, and what happens if we do nothing?
• Return on Investment: What is the business case for this investment? How soon will it pay back, and what financial and operational returns can we expect over time? How will we measure success (e.g. cost savings, new revenue, market share gains)?

For an executives, this essentially boils down to:

“Why B2B eCommerce, and why now?”

Answering this question requires connecting the dots between the macro trends (digital buyer behavior, competitive pressures), the organization’s internal reality (goals and challenges), and the solution’s promised outcomes. The board and C-suite will be looking for a clear justification that investing in a B2B eCommerce capability is not just an IT project, but a strategic business move that will drive efficiency and growth, positioning the company for the future.

B2B eCommerce as the Catalyst for Efficiency, Experience, and Growth

Investing in a B2B eCommerce platform emerges as a high-impact answer to the above question – it directly tackles many of the stated priorities and challenges. A well-executed B2B eCommerce initiative can transform core aspects of the business, delivering value on multiple fronts: internal efficiency gains, improved customer experience, and scalable growth opportunities. Here’s how a B2B eCommerce solution addresses the needs of 2025:

• Modernizes and Integrates Legacy Systems: At its core, launching B2B eCommerce often entails upgrading or interfacing with back-end systems – an opportunity to finally address legacy IT pain points. An eCommerce platform becomes a unifying digital hub that can integrate with ERP, CRM, and inventory systems, breaking down silos. This modernization aligns with the top-ranked DX goal of replacing outdated systems . Instead of sales orders sitting in fax machines or emails, orders flow directly through a modern, automated system. For companies burdened by fragmented order processes, this is a chance to streamline and tackle technical debt by consolidating onto a platform built for extensibility (cloud-based, API-driven). Over time, this reduces maintenance costs and IT complexity. In short, B2B eCommerce acts as a catalyst to clean up and connect legacy infrastructure, paving the way for agility. (Notably, TEKsystems highlights “tackle technical debt” as a key action for digital success – eCommerce projects can be a practical driver of that effort.)
• Drives Internal Efficiency and Productivity: B2B eCommerce automates what were once labor-intensive manual tasks. This directly boosts employee productivity, hitting the other top DX goal . For example, customers can self-service their orders, quotes, and product research online 24/7, which frees sales and customer service teams from re-keying orders or handling routine inquiries. Fewer errors occur as orders go directly from the customer into the system (eliminating transcription mistakes from phone/email orders). Sales reps spend less time on clerical work and more on value-adding activities like consultative selling or managing strategic accounts. Operationally, the cycle time from order to fulfillment improves, as digital orders can trigger automated workflows in real-time. The net effect is a leaner, faster sales operations process – doing more with the same or fewer resources. This addresses the pressure to improve productivity and reduce operational inefficiencies (30% of organizations cited reducing inefficiency as a priority) . Concretely, companies have seen metrics like orders-per-employee rise significantly after eCommerce implementation. For instance, Grainger, an industrial supplier, now processes approximately 70% of its total sales volume through digital channels, handling over $5 billion in online revenue with improved operational leverage . That kind of productivity leap is only possible through a robust eCommerce engine. In an era where talent is scarce, leveraging technology to multiply the impact of each employee is a smart force multiplier.
• Enhances Customer Experience and Engagement: B2B buyers increasingly demand consumer-like experiences, and eCommerce delivers exactly that. Providing a rich online portal or storefront improves the customer experience (CX) in several ways: it offers transparency (customers can see real-time product information, stock levels, and pricing), convenience (ability to place orders or check order status at any time), and personalization (tailored recommendations, contract pricing, etc., based on customer data). This directly ties to the enduring DX goal of improving customer experience and engagement . The ROI of better CX is higher customer loyalty and potentially increased share of wallet – in fact, 87% of B2B buyers are willing to pay more to suppliers with an excellent online experience . An eCommerce platform can also support richer engagement through features like online chat support, detailed product content, and even community forums or knowledge bases, all of which deepen the relationship with the customer. Critically, meeting customers where they want to buy reduces the risk of losing business to competitors. Today’s B2B customers will switch if a supplier’s digital experience is lacking; according to McKinsey, buyers are increasingly ready to walk away if they don’t get a sophisticated buying experience from their vendors . By investing in eCommerce, a company signals to its customers that it is easy to do business with, responsive to modern needs, and committed to service excellence. This not only defends existing revenue by increasing stickiness, but can also attract new customers who find the company online. In summary, a strong B2B eCommerce presence is a direct investment in customer satisfaction – and happy customers tend to buy more and stay longer, driving top-line growth.
• Enables Scalable and Data-Driven Growth: Once in place, a digital commerce channel provides a foundation for scalable operations. Unlike purely manual sales processes, an online platform can handle increased order volumes and a growing customer base with relatively low incremental cost. This means the business can grow revenue without a linear growth in headcount or overhead – a key to improving profit margins. For example, if order volume doubles over three years, a well-architected B2B portal can accommodate that surge with minimal additional staff, whereas a traditional model might require significantly more sales and support personnel. Scalability also applies to expanding market reach: eCommerce opens doors to serving new regions or smaller customers that would be cost-prohibitive to cover with a field sales team. It effectively “flattens” geography. Additionally, digital channels generate a wealth of data. Every interaction can be tracked and analyzed – from browsing behavior to purchase patterns – enabling data-driven decision making. Companies can use these insights to optimize pricing, forecast demand, and personalize marketing, creating a virtuous cycle of improvement. This analytical advantage ties into innovation goals (using data and AI to innovate services) and can even spark new business models (such as subscription sales, online marketplaces, or direct-to-consumer experiments for B2B2C firms). In TEKsystems’ survey, 26% of organizations aimed to introduce new revenue streams or business models through digital transformation – a B2B eCommerce ecosystem can be a platform for such innovation, whether it’s an app store for add-ons, value-added digital services, or partnering with other providers. Moreover, embracing eCommerce keeps the company in stride with competitors and disruptors. Many competitors are already investing in their digital sales capabilities (recall that 65% of U.S. B2B companies offer eCommerce in some form ). Digital-native entrants and giants like Amazon Business (now driving roughly $35 billion in B2B sales annually) are redefining convenience . To remain competitive and relevant, scaling up a proprietary eCommerce channel is almost mandatory. It ensures the company isn’t left behind in a market where over half of revenue is expected to come from digital sources by 2025 .
• Improves Internal Collaboration and Agility: An often overlooked benefit of pursuing B2B eCommerce is the cross-functional alignment it fosters. Success requires tight collaboration between IT, sales, marketing, finance, and operations. When done right, this breaks down the very silos that were identified as a top challenge. Early involvement of the right mix of stakeholders is something digital leaders do well (80% of DX leaders include the right IT and business voices in planning, vs. only 47% of laggards) . A B2B eCommerce project can become a focal point for this kind of collaboration, forcing teams to jointly rethink processes (for example, pricing strategy between sales and finance, or customer data integration between marketing and IT). The result is not just a new website, but a more agile organization that can respond faster to market needs. Additionally, implementing eCommerce often necessitates training and upskilling employees in new tools – which contributes to building the “modern workforce” needed for digital transformation. It can even aid talent attraction/retention: top tech talent and forward-thinking salespeople often want to work at companies with modern systems and a vision for digital innovation, not those stuck with outdated tools. Thus, investing in eCommerce can have positive secondary effects on the company’s ability to nurture a digital-ready culture.

From these angles, B2B eCommerce stands out as a multifaceted solution: it aligns with strategic priorities (modern systems, productivity, CX), addresses complications (by forcing tech upgrades and encouraging skill development), and positions the company for long-term competitive advantage. It effectively answers the board’s question by saying: we will invest in B2B eCommerce because it delivers the efficiency gains and customer value our strategy calls for, and it does so in a way that is scalable and future-proof.

However, to truly satisfy an executive audience, this answer must be backed by a solid financial rationale. Leadership will expect a rigorous business case demonstrating how these benefits translate into ROI. The next section outlines how to construct that justification.

Part 2 – Executive ROI Guide

Building the ROI Case: Framework for Justification

To gain approval and ensure alignment, it’s crucial to articulate a clear return on investment for the B2B eCommerce initiative. Below is a structured framework (a mini “ROI template”) that a company can use to build its own business case. This approach breaks the task into key steps and components:

1. Define Strategic Objectives and Scope: Start by linking the eCommerce project to the company’s high-level goals. For example, is the primary aim to drive revenue growth (through new customer acquisition or higher share-of-wallet), to improve margin (through cost efficiency and automation), or to enhance the customer experience (leading to higher retention and lifetime value)? Clearly state the objectives, such as “Increase total sales by 15% over 3 years by enabling online channels” or “Reduce order processing cost per order by 30% in the first year.” A defined scope and objective set will guide all ROI calculations and keep the business case focused on outcomes that leadership cares about. Notably, digital leaders emphasize defining desired business outcomes before starting major initiatives (76% of DX leaders do this vs. 53% of laggards) – following that best practice ensures the eCommerce investment is outcome-driven from day one.
2. Identify and Quantify Benefits: Break down the expected benefits of B2B eCommerce into measurable categories. Consider both revenue upside and cost savings:
3. Identify and Quantify Costs: Next, tally the full cost of ownership for the eCommerce initiative. Be comprehensive and realistic to build credibility:
4. Calculate ROI Metrics and Timeline: With benefits and costs outlined, build a simple financial model to calculate key metrics:
5. Address Risks and Mitigation (Financial and Execution): A strong business case will also discuss key risks that could affect ROI and how to mitigate them. For example, “Risk: slower customer adoption than expected – Mitigation: invest in customer onboarding and marketing campaigns, leverage sales reps to educate customers on the new platform.” Or “Risk: project cost overruns – Mitigation: use an agile implementation approach with phase gates, and include a 15% contingency in the budget.” Acknowledging risks actually increases credibility of the ROI case, because executives know no project is without challenges. Show that even with these risks, the investment is prudent (perhaps the ROI still holds in a downside scenario, or the risks are manageable with specific actions). This risk lens ties back to the earlier complications and shows that the plan isn’t blind to them but rather incorporates ways to handle them (e.g., a talent strategy to close skill gaps, or choosing a phased rollout to manage change in stages).
6. CapEx/OpEx Planning and Funding Model: Finally, connect the investment to how it will be funded and accounted for. Many boards will want to know, is this a capital expenditure (CapEx) or operating expense (OpEx), and what’s the plan for budgeting? B2B eCommerce projects often have a mix of CapEx (e.g., one-time development or software purchase which can be capitalized) and OpEx (e.g., cloud subscriptions, ongoing support). Work with finance early to optimize this mix. TEKsystems advises clearly articulating the value streams and aligning costs appropriately to CapEx vs. OpEx buckets – for example, initial build costs might be amortized, while ongoing SaaS fees hit Opex. Ensuring the CFO is comfortable with the accounting treatment can remove a potential roadblock. Additionally, identify if any external funding or incentives are available (for instance, some organizations fund digital projects through an innovation budget or can get vendor financing). This section of the framework is about showing the initiative is financially well-structured, not just an IT experiment.

Using this framework, a company could create a slide or memo for each section, eventually painting a full picture: “We will invest $X over Y years, expect $Y in benefits by year Z, achieving an ROI of A% and a payback in B years. This is based on these assumptions… Here’s our worst-case and best-case. The plan supports strategic goals 1, 2, 3 and mitigates key risks. Therefore, we recommend proceeding with the B2B eCommerce investment.” Such a data-driven, structured justification speaks the language of CFOs and board members. It provides the evidence and confidence needed to green-light the project.

A Strategic Bet for Long-Term Value

In conclusion, B2B eCommerce is more than an IT upgrade – it’s a strategic initiative that can drive transformative value across the organization. By aligning with the top digital transformation priorities of 2025 (modernizing systems, improving productivity, and enhancing customer experience), a B2B eCommerce investment addresses the core needs of today’s competitive environment. It directly responds to the macro trends of digital-first buyer behavior and positions the company to thrive as online channels become dominant.

Yes, there are challenges to navigate – legacy technology to modernize, teams to upskill, and careful ROI planning required – but these are surmountable with a clear vision and roadmap. In fact, embarking on an eCommerce project can be the very mechanism to overcome those challenges, acting as a rallying point to upgrade outdated processes and build new digital capabilities. The data and examples discussed show that companies who have invested in B2B eCommerce are reaping rewards: from efficiency gains (streamlined operations, lower costs) to increased revenue (higher customer spend and new markets) to competitive insulation (meeting customer expectations so they stay loyal). Digital leaders in various industries are already proving this out, whether it’s a traditional supplier moving 70% of sales online or half of manufacturers making eCommerce central to their strategy . The cost of inaction is rising – organizations that delay may find themselves losing ground to more digitally savvy competitors and even jeopardizing their relevance to a new generation of B2B buyers.

For the executive team and board, the message is clear: Investing in B2B eCommerce is a prudent, data-backed decision to secure our company’s future growth and efficiency. It is a solution that tackles present pain points (inefficiency, customer demands, siloed data) and sets the foundation for scalable operations and innovation. By following a rigorous ROI framework, we can ensure this investment is justified with tangible metrics and aligned with our financial goals. In doing so, we convert the abstract idea of “digital transformation” into a concrete business case with measurable outcomes. This is the kind of initiative that not only delivers return on investment, but also return on innovation – positioning us as a digital leader rather than a laggard.

In summary, B2B eCommerce is the right bet for 2025 – it’s where our customers are headed, where efficiency gains are found, and how we will future-proof our business. With careful planning and execution, this investment will pay dividends in both the near-term and long-term, driving internal productivity and external growth. The recommendation is to move forward confidently with building out our B2B eCommerce capabilities, supported by the justification and roadmap outlined above. The companies that leverage this momentum will be the ones defining their markets in the years ahead, and we intend to be among them.