Once the digital switch is flipped, there’s no going back. Especially since digital commerce does more than deliver sales — it brings the organisation closer to the market than ever before. It acts as a real-time pulse of consumer and customer needs, preferences, and behaviours. No other channel provides the same immediacy, granularity, and feedback loop. Used well, digital becomes a continuous insight engine that guides faster, smarter decisions across pricing, product, supply, and service. 

“It’s not just a channel to optimise — it’s the system that helps the entire business steer toward profitable growth,” says Groenink. 

The pressure is on

Digital commerce was once a relatively low-cost strategic bet — a way to expand reach and tap into new channels. But today, digital is no longer optional. It has become core to the business, and its scale is now reshaping P&Ls. 

“Companies can’t switch off digital anymore. But they’re now realising these channels need to stand on their own feet financially,” says Groenink. 

Add to that a backdrop of inflation, supply chain disruption, rising wages, and global volatility — and the focus must shift from growth at all costs to growth that lasts. 

Why it’s not working (yet)

Many companies are still structured for legacy growth models. Digital commerce lives in silos, lacks P&L ownership, and is often powered by disconnected point solutions. Core capabilities in digital intelligence, customer experience, and performance marketing are still underdeveloped in many organisations. 

“You can buy a platform and launch a campaign, but running a digital channel profitably requires more than tech,” Groenink explains. “It takes constant decision-making, analytical thinking, and integration with broader business objectives.” 

Even when the tech stack is in place, companies often lack the talent or governance to make it work. The result? Rising costs, declining margins, and internal complexity that’s hard to unwind. 

Many organisations also struggle with unclear mandates and cost structures. Headquarter allocations and shared services often remain opaque, making it difficult to manage digital with full accountability. 

“This ambiguity in ownership and mandates limits an organisation’s ability to scale or optimise digital commerce to its full potential,” says Groenink. 

What’s needed

To drive profitable growth, companies must manage digital commerce like a full-fledged business unit — with clear KPIs, ownership, and cross-functional integration. This requires specific capabilities: 

• Digital intelligence — Not just dashboards, but predictive, decision-enabling analytics

• Cost-to-serve insights — A clear view of what each digital sale costs — and how to reduce it

• Omnichannel design — Seamless transitions between channels with clear commercial logic

“We need to bring tech, data, strategy, and commercial common sense together — that’s where profitable growth lives,” says Groenink. 

How Metyis helps

Metyis blends strategy, execution, and embedded capabilities to help clients close the gap between ambition and reality. Sometimes that means running digital business units end-to-end. Sometimes it means building new capabilities within existing teams. 

“We don’t just consult — we implement and deliver,” Groenink says. “Whether B2B or B2C, it’s about serving customers and consumers better, smarter, and more profitably.” 

Across industries — from consumer goods to agriculture and energy — Metyis helps clients rewire digital operations to improve margins, streamline cost-to-serve, and unlock new growth. 

For leading fashion and apparel companies, this meant setting up and running their entire brand.com or marketplace business. In the animal feed sector, Metyis integrated eB2B into a more AI-enabled supply and value chain. And for an energy provider, Metyis helped structurally drive superior lead generation and conversion. 

“In each case, Metyis became the insourced strategy & execution partner — fully embedded to make it happen,” says Groenink. 

Why ecosystems matter

Long-term success isn’t about doing it alone. “You don’t need to own everything in-house,” says Groenink. “The best companies double down on their core — and partner elsewhere.” 

Metyis operates on exactly that principle — offering flexible, fit-for-purpose support throughout every stage of transformation. Talent is phased in as needed, precisely matched to the task. 

“We bring the right talent at the right time, with the right mindset — and we stay when it gets tough,” Groenink explains. “That’s what makes the difference”.

What will set winners apart

According to Groenink, the companies that will lead in profitable growth are those that: 

• Truly understand and adapt to customer and consumer needs 

• Build integrated digital capabilities 

• Leverage ecosystems and long-term partnerships 

• Balance efficiency with bold, sustained investment in tools and talent 

“The challenge isn’t controlling everything — it’s creating the conditions for ongoing progress,” Groenink concludes. “That’s where we come in. We stand side by side, through the turbulence, and help make it happen.”