Hycom.digital ads

Do nowego portalu klienta Orange Energia w pierwszych tygodniach zalogowało się prawie 10 000 klientów. Zapraszano ich etapami, więc start nie zasypał działu obsługi zgłoszeniami. Zobacz, jak zbudowaliśmy ten portal.

Osadkowski, a family-owned agricultural distributor with over 30 years of history, launched a B2B self-service platform that served about 90,000 users 3 months after launch. Traffic grew by nearly 130% year over year. The platform is fully integrated with the existing ERP and CRM. See the case study.

Firma Osadkowski zaopatruje rolników od ponad trzydziestu lat. W Hycom zbudowaliśmy dla niego samoobsługową platformę B2B. Trzy miesiące po starcie korzystało z niej około 90 000 użytkowników. Jeśli w Twojej branży obsługa klienta jest oparta na telefonach, zobacz, jak można to zmienić.

Cerrad uruchomił nowoczesną platformę B2B na Słowacji w 7 dni. Wcześniej takie przedsięwzięcie mogło trwać nawet pół roku. Zobacz, jak ją zbudowaliśmy.

SmartOSA reads incoming messages, finds the contract number and routes each case to the right person. The team no longer sorts mail by hand, and its efficiency rose by 30% in the first weeks. See how we built it with Osadkowski.

One thing I have learned from B2B digital transformation projects: You cannot separate technology from the way a particular industry actually does business. And agriculture is a very good example. Farmers - and the distributors, dealers and garden centers who serve them - don't buy the way customers buying screws, spare parts or office supplies buy. 👉 A wrong product can mean a lost season, not simply a return. 👉 Delivery time is not a convenience feature. It is a business condition. 👉 Product selection depends on agrophage, soil, composition and grain type - not brand or color. 👉 Expertise can matter more than the discount. So the business question isn't simply: How do we move sales online? It is: How do we create a digital channel that customers will actually choose to use? For Osadkowski, that meant starting with the customer, not the catalog. 🟣 Customer journey mapping across key segments. 🟣 Workshops with sales, service and management to align business priorities. 🟣 Prototypes tested with real farmers before any code was written. 🟣 A "Knowledge" section and direct contact with a sales representative built into the experience - because expertise is part of the value proposition. 🟣 A headless OroCommerce platform on MACH architecture, integrated with Comarch ERP XL and Microsoft Dynamics 365. 🟣 A loyalty program that dynamically recalculates order value based on the customer's purchase history. The results: ➕ Full implementation in under 9 months. ➕ ~90,000 users served within the first 3 months of launch. ➕ ~130% traffic growth year over year. ➕ 24-hour delivery on most of the assortment. For me, there is a broader lesson here that goes far beyond agriculture. Digital channels create business value when they reflect how customers actually make decisions. In agriculture, that means timing, availability, expertise and trust. In another industry, those factors will be different. That's why copying a generic B2B or B2C blueprint rarely creates a real competitive advantage. The companies that get this right don't simply digitize sales. They build a digital model around the way their customers actually work. Learn more about how Hycom supports agricultural companies: https://lnkd.in/eX8HgziM Read the full case study: https://lnkd.in/dsWCacZD