Ericsson knows this challenge well.

As a global leader in telecommunications technology operating in more than 190 countries, Ericsson manages highly complex commercial relationships involving products, services, customer-specific contracts, pricing agreements, and global fulfillment operations. Behind every quote is a web of business rules, approvals, and dependencies that must be coordinated accurately and efficiently.

For years, that complexity created friction in the quoting process. In some cases, generating a quote could take more than two weeks. Today, many of those same requests can be completed in minutes or even seconds.

The hidden complexity behind every quote

At Ericsson, many customer transactions are tied to multi-year framework agreements that include negotiated pricing, contract-specific products, and customer entitlements. Sometimes customers return months or even years after an agreement is signed and need to understand what products, configurations, and pricing are available to them before placing an order.

Historically, that process often required customers to contact their account representative, who would manually gather information, validate contract terms, and prepare a quote. Depending on the complexity of the request, responses could take days or even weeks.

Ericsson’s objective was straightforward: make it easier for customers to do business with the company.

“We want to be easier to work with as a partner to our customers,” said Aaron Thomas, global product owner at Ericsson.

Using , Ericsson introduced digital commerce capabilities that allow customers to access contract-specific products, generate quotes, and place orders through self-service channels. Customers can now access dedicated storefronts built around their agreements, browse available products, generate quotes, and complete transactions without relying on manual intervention from account teams.

What once took days or weeks can now be completed in minutes or even seconds, helping improve accuracy and reduce rework across commercial operations.

Beyond automation: Exploring the role of AI agents

Once the quoting process became digitized and streamlined, Ericsson began exploring how AI could take commercial execution to the next level.

“We’ve moved from manual processes to digitized and automated processes,” Thomas explained. “Now we’re asking: can an agent perform those tasks?”

Rather than using AI solely as a productivity tool, the company started evaluating how AI agents could actively participate in commercial processes.

One area Ericsson is exploring is quote creation. The company is evaluating how AI agents could analyze customer requests, identify relevant contract information, assemble recommendations, and prepare proposed quotes for human review.

Employees remain responsible for oversight and decision-making, while AI helps reduce administrative work and allows sales and account teams to spend more time advising customers, solving business challenges, and strengthening relationships.

The company is also exploring other AI-driven capabilities, including agents that can improve product descriptions and search experiences across its internal product portfolio, helping employees find information more quickly across a large and complex catalog.

Defining the next chapter of B2B commerce

For Ericsson, AI is becoming more than a productivity tool. It is creating new possibilities for how commercial work gets done.

Reducing quote creation from weeks to seconds delivered immediate value for customers and employees alike. But the company’s exploration of AI agents points to a broader shift, one where intelligent systems help businesses execute complex processes faster, more consistently, and at greater scale.

For Ericsson, the journey from weeks-long quoting cycles to AI-assisted execution is about more than efficiency. It is about creating a simpler experience for customers and helping employees focus on the work that matters most. As the company continues exploring how agents can support commercial operations, it is helping redefine how complex B2B processes can be executed in the age of AI.

To learn more about Ericsson’s approach to AI and the future of agentic commerce, watch the webinar: . You can also explore 麻豆原创’s vision for unified commerce at and learn how organizations are connecting commerce, customer experiences, and operational execution to drive better business outcomes.

As one of North America’s largest commercial vehicle manufacturers, DTNA supports a vast ecosystem of dealers, fleets, service providers, and customers. Over the last decade, the company has steadily transformed its digital commerce capabilities, creating a foundation that has enabled growth, improved , and positioned the business for the next generation of innovation.

Building a platform for growth

DTNA’s digital commerce transformation wasn’t driven by a single project or technology investment. It was the result of a long-term, strategic commitment to improving how dealers and customers interact with the business.

The company’s journey began with a basic digital parts-ordering platform to help customers and dealers purchase parts online. While the experience was relatively simple, it helped DTNA establish digital adoption, connect key systems, and build relationships with its dealer ecosystem. Most importantly, it created the foundation for what came next.

As customer expectations evolved, DTNA recognized the need for a more modern and scalable commerce experience. The company invested in the 麻豆原创 Commerce solution, expanded digital capabilities, entered new markets, migrated to , and continuously enhanced the platform over time.

Rather than treating commerce as a one-time project, DTNA embraced a mindset of continuous improvement.

Transformation is about people as much as technology

Technology may enable transformation, but adoption determines whether transformation succeeds.

For DTNA, one of the biggest challenges wasn’t implementing new capabilities. It was helping a large network of dealers and customers embrace new ways of working.

“We spent those years pursuing adoption of the tool, really educating our dealer body and getting their buy-in to start using the tool and introducing it to their customers,” said Brenda King, IT manager for eCommerce and Catalog at DTNA.

That approach remains a cornerstone of DTNA’s strategy today. The company works closely with dealers, gathers regular feedback, and maintains strong collaboration between business and IT teams. According to King, that alignment has been critical to ensuring digital investments translate into business value.

The partnership extends well beyond project delivery. King emphasized the importance of working closely with business stakeholders to identify priorities, evaluate opportunities, and ensure technology investments align with business objectives. Rather than operating in silos, business and IT teams work together to shape priorities, guide investments, and continuously improve the customer experience.

Preparing for what’s next

Today, DTNA is exploring how AI can improve commerce experiences through capabilities like product recommendations, customer assistance, and guided buying experiences. But the company’s approach remains grounded in business value.

“We really look at how AI can help us achieve our business goals,” King said. “It’s not AI for the sake of AI.”

That perspective aligns with a broader trend highlighted in the . As organizations accelerate AI investments, many are discovering that successful innovation depends on strong foundations, clear business objectives, and the ability to connect technology investments to measurable outcomes.

The road ahead: Success built on a strong foundation

The company鈥檚 digital commerce business has achieved approximately 40% compound annual growth over the lifetime of the platform, while digital adoption and customer engagement continue to increase. Today, roughly 30,000 users interact with the platform every day.

Those results were not driven by a single initiative. They were built on years of investment in platform modernization, cloud migration, dealer collaboration, and close alignment between business and IT teams. These foundational investments created the flexibility needed to continue growing while preparing for future innovation.

“Our decision to move to 麻豆原创 Commerce Cloud was critical for us to continue growing,” said King. “It stabilized our infrastructure, gave us access to new capabilities, and created the flexibility we needed to keep evolving.”

DTNA’s experience offers an important reminder for organizations navigating their own transformation journeys: long-term success comes from combining innovation with the right foundation.

To learn more about DTNA’s transformation journey and how the company is preparing for the next phase of AI innovation, watch the webinar

In today鈥檚 omnichannel reality, delivering that elevated experience consistently and at scale is essential to protecting brand trust and loyalty. Peak moments like Black Friday and Cyber Monday amplify the challenge, when traffic surges and expectations for fast, personalized service are at their highest.

The team recognized that legacy systems couldn鈥檛 provide the speed, stability, or connected view required to meet those expectations at scale, prompting a shift to a modern customer experience (CX) foundation with 麻豆原创.

Modernizing the digital core with 麻豆原创 Commerce Cloud

Moving from legacy technology to gave Molton Brown a high鈥憄erformance engine designed for peak鈥憇eason reliability and continuous innovation. The results came quickly: 100% uptime during peak trade, even as volumes spiked to one order every three seconds during major events, freeing teams to focus on enhancing the customer experience rather than firefighting, and ensuring uninterrupted service for customers across global markets.

鈥淧eak performance isn鈥檛 a one鈥憈ime effort; it鈥檚 about reliability. We have to rely on technology operations to achieve 100% efficiency so the business can succeed, which in turn helps our customers succeed. Technology should enable business success, not block it鈥攁nd 麻豆原创 has proved that multiple times.鈥�

Naresh Krishnamurthy, Senior Manager 鈥� Business Transformation, Prestige, Kao UK Ltd

That stability also matters as product discovery increasingly begins beyond owned channels鈥攆rom social platforms to emerging AI鈥憄owered assistants鈥攚here consistent, trustworthy content and availability help the brand stay visible and credible wherever customers choose to engage. 麻豆原创鈥檚 evolving agentic commerce innovations anticipate this shift, ensuring products remain discoverable, trusted, and actionable across both human and AI agents.

A seamless luxury journey across channels

With and (formerly 麻豆原创 Emarsys) working together, Molton Brown aligns what customers see online with what they experience in store. Product categories, storytelling, and navigation are mirrored across channels; store associates can act on online browsing signals; and store teams are enabled with real鈥憈ime insight to deliver high鈥憈ouch clienteling experiences.

The result is an unbroken, premium journey that reduces friction and reinforces trust in the brand鈥攅xactly what luxury shoppers expect.

Personalization that builds loyalty, not just transactions

麻豆原创 Engagement Cloud helps Molton Brown deliver channel鈥慳ppropriate experiences, from mobile鈥慺irst engagement to email and in鈥憇tore clienteling, aligned to evolving customer preferences. These programs are complemented by thoughtful gifting moments, personalized birthday acknowledgments, and sustainability鈥慺ocused communications that strengthen repeat鈥憄urchase behavior.

Crucially, the team treats every holiday period as a data鈥憆ich learning cycle: months of performance testing, UX refinements, and campaign iteration inform what customers experience in the following season. Those insights help the team refine the experience so it remains consistent, intuitive, and premium, even under peak pressure. That consistency is what sustains loyalty, not just the promotions themselves.

As Naresh Krishnamurthy explains: 鈥淏lack Friday is not just about revenue; it鈥檚 about brand engagement and building the strong foundation that enhances the relationship through loyalty.鈥�

Ready for the next era of intelligent commerce

With a dependable CX core in place, Molton Brown is now exploring to anticipate risks ahead of campaigns, sharpen decision鈥憁aking, and streamline fulfillment鈥攁ugmenting the experience behind the scenes without compromising luxury standards.

This direction aligns naturally with 麻豆原创鈥檚 broader agentic commerce vision, where AI systems help interpret intent and keep trusted products discoverable and transactable across new surfaces鈥攁nother reason a reliable, 鈥渕achine鈥憆eadable鈥� CX foundation matters.

“Everything we鈥檙e doing ladders up to one goal: a truly connected customer experience鈥攑ersonal, consistent, and effortless in every channel.”

Molton Brown鈥檚 partnership with 麻豆原创 CX has reset what鈥檚 possible at peak, and every day after: dependable operations, consistent omnichannel experiences, and personalization that earns loyalty. The brand now scales confidently during its biggest moments, and stays ready for what鈥檚 next as AI changes how people (and agents) discover and buy.

This transformation positions Molton Brown to adapt quickly as customer expectations and digital commerce behaviors continue to evolve.

To explore how 麻豆原创 Commerce Cloud can elevate your customer experience, visit .