Real-World Tactics for Winning in B2B eCommerce with Samantha Schwartz, Digital Experience Expert

Aaron: Welcome back to the B2B Uncut podcast, sponsored by OroCommerce. I’m your host, Aaron, and today I’m joined by Sam – Samantha Schwartz. Did I get that right?

Samantha: Yep!

Aaron: Sam has an impressive background in B2B, serving in various digital commerce and customer experience roles. She’s been at this a long time and has a lot of valuable insights to share. Sam, thanks for being here.

Samantha: No problem, Aaron. I’m excited to be here.

Aaron: I teed things up by mentioning your resume, but instead of listing off titles, why don’t you walk us through your background? Where have you worked, what have you done, and why should our listeners care about what you have to say about B2B eCommerce?

Samantha: Sure! I’ve spent the last 15 years working in digital transformation and customer experience for B2B distributors and manufacturers. I’ve worked with companies like McMaster-Carr, Zoro, ISN, and Jensen Precast.

My focus has been on digitizing relationships – not just with customers, but also internally with colleagues. I’ve led strategy for major tech implementations like PIM, CRM, and eCommerce platforms, as well as on-site search and digital analytics. On top of that, I’ve worked on user experience improvements, digital merchandising, and optimizing website functionality. So, in short, I’ve been deeply involved in making digital work for B2B businesses in a meaningful way.

Aaron: You’re actually the second guest in a row with a background at McMaster-Carr. We just had Jason Hein on a couple of weeks ago. I met him back when he was at Bloomreach, but of course, he was also at McMaster-Carr. If you’re ever on a call with Jason, he’s still got some of their catalogs sitting behind him on a shelf. I don’t think that episode has aired yet, but by the time this one goes live, it will be. For anyone who missed it and isn’t familiar with McMaster-Carr, can you explain what they do and why they’re so well-regarded? And maybe share a bit about your experience there? Jason had a lot of great things to say about the company.

Samantha: First of all, I’m jealous that Jason still has one of those catalogs. They’re hard to come by, and if you ever get a chance to look at one, you should – they’re really cool.

So, McMaster-Carr is one of the largest MRO distributors in the U.S. They stock around 700,000 items, warehoused across multiple locations. They’re known for having some of the best customer service and product content in the industry.

What makes McMaster so good at what they do comes down to a few things. First, they put customers first. They truly understand their customers’ needs, anticipate them, and respond in a way that aligns with their brand and capabilities. They make it incredibly simple to do business with them. Second – and I’m sure Jason touched on this – they understand the foundational importance of data. Specifically, product data. Their competitors and customers alike recognize McMaster-Carr as having the best product content and shopping experience, both online and in their catalog. But that level of quality doesn’t happen by accident – they put a ton of effort into carefully curating their content and gathering product data.

Aaron: Right – Jason is basically Mr. Product Data.

Samantha: Exactly! He spends a lot of time talking about making sure data is clean and consistent, and McMaster-Carr is a great example of how that pays off. They recognize that an excellent shopping experience – including things like search and SEO – starts with solid product data.

The third thing they do exceptionally well is ensuring that their processes and technology support their customers, employees, and business objectives. They’re always looking for ways to improve, but they also understand that technology and processes are just tools. It’s about making people’s jobs easier – whether that’s customers finding what they need quickly or employees having the right systems in place to serve customers better.

When you have great search, great content, and great tools, everything just works better. Your customers have a smooth experience, your employees can be more efficient, and ultimately, it supports the company’s growth.

Aaron: That makes a lot of sense. You touched on something interesting – the shopping experience and the value of digital commerce. You and I were talking before we started recording about how B2B eCommerce can mean very different things depending on the company. At Oro, we see customers using our platform in all sorts of ways – multiple channels, different ways of presenting information, different interactions between buyers and sellers. It all falls under the digital umbrella, but what B2B eCommerce actually is varies a lot. You’ve worked in different companies that have approached it in different ways. So, how do you define B2B eCommerce? Would you say it looks the same for manufacturers and distributors, or does it serve a different purpose for each?

Samantha: That’s a great question. Honestly, I think B2B eCommerce manifests differently depending on the industry and company because customer needs vary so much. If you’re doing digital right, it means you’re solving specific problems for your customers, which means it’s not going to look the same everywhere.

But the way I like to think about it is as empowered, connected commerce. Digital isn’t just about transactions – it’s about connecting the customer journey across every touchpoint, no matter when or where they engage with you. A lot of companies used to think about their customer journey as a neat, linear progression – but that’s just not how people interact anymore. They’re bouncing around, researching, learning, making decisions, revisiting options. They might go back and forth between you and your competitors multiple times before committing.

Our job in digital is to be there at the right moment – to make sure customers can find us when they need to, and to ensure that every interaction is easy and frictionless. That’s what empowers customers and makes them feel connected to your brand. That’s why eCommerce isn’t just about the platform or an add to cart button. It’s about solving real problems and making it easier for customers to do business with you.

Aaron: That’s a great way to frame it. And it reminds me of something we’ve all experienced – calling customer service and getting bounced around between different people.

Samantha: Exactly! We’ve all had that moment where we call for help, only to get transferred seven times, having to re-explain the problem every single time. It’s frustrating. B2B eCommerce should solve problems like that. It should ensure that everyone in your business has full visibility into the customer’s journey – what they’ve done recently, what they’ve asked about before, what they need now. It should empower employees with the tools and information to solve issues immediately, rather than making customers jump through hoops.

At the same time, it should give customers confidence that they can rely on you. If someone calls about an order issue, they don’t want to hear, Oh, I can’t help you with that – you need to talk to shipping. They want to feel like they’re dealing with a company that has its act together. Yes, B2B eCommerce is about buying, but it’s also about every other interaction customers have with you before, during, and after a purchase.

Aaron: Totally agree. I’ve had this conversation before where eCommerce gets treated like a separate branch of the business – like a digital storefront with its own P&L. Companies look at it like they would a physical location and judge its success based purely on revenue.

But the reality is, the things you build for eCommerce often benefit the entire organization – from the returns desk to the shipping department to customer service. You were the VP of eCommerce at Jensen Precast. What does Jensen Precast sell? The name wasn’t immediately obvious to me.

Samantha: Jensen Precast manufactures and sells underground infrastructure – the stuff you never actually see. Things like sewer systems, electrical vaults, septic tanks, and water infiltration systems. It’s the infrastructure that municipalities need to provide utilities like power and clean water.

Aaron: Got it. And I imagine it’s a pretty complex product catalog.

Samantha: Definitely. And the sales process can be long. Some projects can take years from the initial request for a quote (RFQ) to final purchase. On top of that, customers don’t always know exactly what they need. They might have a general idea but need guidance from a sales rep or product manager to make sure they’re selecting the right solution. So, the buying journey isn’t just about adding something to a cart – it’s about education, consultation, and building confidence in the purchase.

Aaron: That makes sense. Looking at your LinkedIn, I saw that you worked on everything from PIM and CRM implementations to digital marketing and SEO at Jensen. Based on how you described eCommerce earlier, it sounds like you see it as more than just a sales channel – it’s every digital touchpoint that connects to acquiring and serving the customer.

Samantha: Exactly. That’s why my role spanned across different areas. eCommerce isn’t just about what happens on the website – it’s about making sure the right product data is in place, that customers can find what they need, that sales teams have the tools to assist them, and that post-purchase support is smooth. That’s why things like product discovery are so critical. Going back to our McMaster-Carr discussion – the reason their shopping experience is so good is because they invest heavily in product data. That makes search and navigation seamless, which leads to better customer confidence and conversions.

Beyond that, digital touches everything post-purchase too – CRM integrations ensure that customer service reps have access to relevant order details. Help desk and case management systems mean that when a customer calls, they don’t have to wait while someone digs through a spreadsheet.

Aaron: Right – and in some cases, whether or not a purchase happens on the website is almost irrelevant. Digital still supports the entire customer experience.

Samantha: Exactly. The add to cart experience is great when it makes sense, but in B2B, there are a lot of cases where other calls to action are more relevant. For us at Jensen, it was all about making the buying process easier. Some customers needed a quick quote, while others were working on massive infrastructure projects that required long-term planning. We focused on empowerment and visibility – making sure customers and internal teams had access to the right data, pricing, and tools to keep things moving. For example, we implemented faceted search, better product merchandising, and richer product content. Even though customers couldn’t check out online yet, we still saw a 30% year-over-year increase in RFQs after launching the new site.

Aaron: Wow. That’s a huge jump.

Samantha: Right? Even I was like, Wait, is this real? Are these actual people submitting quotes?

Aaron: Just to clarify for listeners – Sam is saying that if you build eCommerce, you automatically get a 30% increase in quote requests.

Samantha: Please don’t quote me on that! (laughs) But for us, it worked because we were giving customers what they needed – clear data, better search, and an easier way to engage with us.

Aaron: That makes so much sense. There’s a ton of research showing that B2B buyers start their journey online. Even if they’re not making the final purchase there, they’re researching, comparing, and evaluating suppliers before reaching out. People talk about Amazon all the time in this space, but for a company like Jensen Precast, Amazon Business isn’t really a competitor, right?

Samantha: Yet.

Aaron: Yet. (laughs) That’s fair. And funny enough, Jason Hein was part of Amazon Business, so we can thank him for that.

But your point is spot on. Customers might start by searching for a product rather than a specific company. If you don’t have an SEO and paid strategy, you’re invisible when they begin their research. Even once they find potential suppliers, they want to compare options. If your site doesn’t clearly show that you have what they need, they’ll move on – and you’ll never even know they were considering you.

Samantha: Exactly. And honestly, we saw that firsthand. We had competitors who weren’t fully digitized yet, and it gave us a massive opportunity to capture customers. Especially with SEO – if you can establish yourself as the best source of information, you’re going to win traffic. And traffic leads to trust. I’ve seen it happen at multiple companies – people don’t necessarily go with the cheapest option. They go with the company that gives them confidence in what they’re getting. If your product data and content are the most complete and reliable, you have a huge advantage.

Aaron: That’s such a great point. If you look like you’ve put in the work digitally, customers assume you put in the work operationally too – on fulfillment, customer service, everything.

Samantha: Exactly. And another example – beyond just selling online, we also digitized services to improve internal operations. For instance, we built a digital invoicing and payment portal. Some customers got invoiced with 30-day terms, while others had to pay upfront. But before, there was no way for them to pay online – everything was manual. Once we launched the portal, it saved 45 hours a week in manual entry. No more typing in credit card numbers over the phone. It also reduced invoice payment times by four to five days. That freed up our sales, AR, and collections teams to focus on more complex situations instead of just processing transactions.

Aaron: That’s huge. And it completely aligns with something we’re seeing at Oro. We’re actually releasing an invoice portal next month because so many customers have requested it. A lot of B2B payments happen after checkout – net 30, net 60 terms, consolidated invoices. The more you can digitize that process, the faster you move from quote to cash.

Samantha: Exactly. And it solves the swivel chair problem too – where employees are constantly flipping between systems, re-entering data, or relying on spreadsheets. That’s why digital transformation isn’t just about customers. It’s also about internal efficiency. When your systems talk to each other, everything moves faster, and employees can focus on value-added tasks instead of manual work.

Aaron: I love that point. Digital transformation isn’t just about selling – it’s about making the entire business run more smoothly.

Now, shifting gears a bit, I want to go back to another company you worked for – Zoro Tools. I think most listeners have heard of Zoro, and certainly of Grainger. You were there pretty early on and had multiple roles as the company grew. What was the magic behind Zoro? And I have to ask – I originally thought Zoro was acquired by Grainger, but you corrected me on that. What’s the actual story?

Samantha: Right – a lot of people assume that, but Zoro actually started as an internal startup within Grainger.

Grainger has always been great at serving large enterprise customers, but at the time Zoro was founded, Amazon Supply was starting to gain traction. Grainger needed an answer for the small business and mid-market space – a way to reach customers who weren’t necessarily placing huge bulk orders. Zoro was born out of that need. It was designed to be fast, flexible, and accessible.

Aaron: And you joined early on?

Samantha: Yep – I wasn’t there on day one, but I came in about seven or eight months after launch.

Aaron: So what made Zoro work? What was the philosophy behind it?

Samantha: There were a few key principles that really drove Zoro’s success:

1. Be where your customers are. Don’t wait for them to come to you – go find them.
2. Make it easy to do business with you. Remove unnecessary friction.
3. Test, learn, and fail fast. If something doesn’t work, move on quickly.

A big example of this was guest checkout. Now, guest checkout seems like a no-brainer, but at the time, a lot of B2B businesses resisted it. There was this fear that it would hurt customer relationships. But at Zoro, we saw it as an easy way for customers to try us out. If someone just needed a single bolt and we had it, why make them jump through hoops? Let them buy it. And that mindset extended across everything we did. It wasn’t about rigid processes – it was about removing barriers and making decisions based on data.

Aaron: That makes so much sense. It’s interesting because Grainger has always been focused on those larger enterprise customers. When you go to industry trade shows, you always see the biggest names on stage – the ones with massive budgets and brand recognition. But their strategies don’t always apply to smaller businesses. Zoro’s approach seems way more accessible to the average distributor or manufacturer who doesn’t have billion-dollar resources.

Samantha: Exactly. And that’s what I loved about it. Zoro proved that you don’t need to be huge to succeed digitally – you just need the right mindset. It’s really about action-oriented thinking. Companies that succeed in digital don’t overanalyze every decision – they move, test, iterate, and keep going.

Aaron: I love that phrase – action-oriented thinking. That might have to be the title of this episode.

Samantha: (laughs) It really is the key. You have to take risks, and you can’t be afraid of failure. If something doesn’t work, fine – try something else. When we first launched on eBay, there were skeptics. People thought industrial supplies wouldn’t sell there, or that it might hurt the brand. But leadership believed in being where the eyeballs were, so we tested it. And it worked – it became a significant revenue stream.

Aaron: That’s such a great lesson. So many companies focus on the risks and all the reasons something won’t work, but they don’t consider the upside of trying. If you only plan for avoiding failure, you’re not really planning for growth.

Samantha: Exactly. Growth requires risk. And the companies that embrace that mindset are the ones that win.

Aaron: That’s such a great takeaway – plan for growth, not just for avoiding failure.

Now, before we wrap up, I always like to ask guests for advice. You’ve worked in a variety of roles at different B2B companies. What advice would you give to someone who’s just been promoted to VP of eCommerce or Director of Digital at a company that’s new to digital sales?

Because I’ve met a lot of people who got tapped on the shoulder and told, Congratulations, you’re leading eCommerce now! – even if they’ve never done it before. And sometimes, leadership isn’t even sure what the role should be. How should someone in that position approach their new job? How do they build the right relationships and sell the value of digital inside their company?

Samantha: That’s a great question. First – and you touched on this – find a community outside your company.

There are tons of people who have been in your shoes. Groups like the B2B eCommerce Association are great because they connect you with other practitioners who have already solved the problems you’re facing. I’m part of it myself, and I highly recommend joining. Second, build relationships inside your company – both with leadership and with customers. At the end of the day, buy-in is what makes digital successful. And that starts by deeply understanding your customers’ needs. If you can show your internal teams that you get what customers are trying to do, it builds credibility and trust.

Aaron: That makes a lot of sense.

Samantha: I’ll give you an example. When I was at ISN, we worked with some big names in the automotive repair industry. We thought we had a good understanding of their needs, but every time we actually talked to customers, they surprised us.

I remember one company that relied on a specific brand of tools. They had issues with quality and tried reaching out to the brand directly, but got nowhere. So they came to us – their distributor – and asked us to advocate for them. That built trust. And it also gave us insight into a pain point we didn’t even know existed.

Aaron: That’s such a great point. Talking to customers isn’t just about selling – it’s about uncovering hidden opportunities.

Samantha: Exactly. And inside your company, the same principle applies. Find your champions – the people who believe in digital and want to see it succeed. Work with them to get some quick wins. At the same time, learn from the skeptics. Why are they resistant? Have they had bad experiences with digital projects before? What would convince them?

Aaron: And usually, that’s results, right?

Samantha: Yep. If you can show tangible results – revenue, efficiency, customer engagement – even the biggest skeptics will start paying attention.

Aaron: That’s great advice. And it ties back to what you said earlier – action-oriented thinking. Try things, test, and iterate.

Okay, final question. I know you’re currently looking for your next big role, and I imagine you’ve been doing a lot of interviews lately. What’s a question you wish companies would ask you in interviews but never do? Or, what’s a question you like to ask them to figure out if they actually understand digital?

Samantha: Ooh, good one. I always ask companies, Why is eCommerce important to you right now? Their answer tells me everything – whether they see digital as just another sales channel, or if they truly understand its strategic value.

Aaron: And what kind of responses do you get?

Samantha: It varies. Some companies say things like, Well, it’s just branch 999 and it’s not performing, so we need to fix it. That tells me they’re thinking of eCommerce like a physical store – which usually means they don’t fully grasp its broader impact. The best answers are the ones that talk about customer experience, operational efficiency, and long-term digital growth.

Aaron: That’s such an important takeaway – hiring managers need to realize that if they want to attract experienced digital leaders, those candidates are evaluating them just as much as they’re evaluating the candidates.

Samantha: 100%. If a company doesn’t really believe in digital, it’s not going to set its eCommerce leader up for success.

Aaron: Love that. Okay, now for my final, non-serious question. I ask every guest to name one book, TV show, podcast, or piece of media they’ve consumed recently that they’d recommend. And I should note – a lot of people default to business books here, but honestly, if you’ve been binge-watching Succession or something, I want to hear that too.

Samantha: (laughs) I’ve actually been on a Lord of the Rings kick lately. But if I had to recommend something specific, I’d go with a short book by John Cleese – yes, Monty Python John Cleese – on creativity.

Aaron: Oh, interesting.

Samantha: It’s all about how creativity requires space. You can’t just force ideas into an eight-hour workday. You need time to let ideas form and evolve. It really resonated with me because I think in both professional and personal life, people get so caught up in productivity that they don’t realize sometimes you need to be unproductive to be truly creative.

Aaron: That’s a great insight. And I might borrow that line next time my boss asks why I’m staring out the window.

Samantha: (laughs) Please do.

Aaron: Sam, this has been such a great conversation. I love the concept of action-oriented thinking and the idea that eCommerce isn’t just another sales channel – it’s a fundamental part of how a business operates. Thanks for sharing your insights, and best of luck in finding the next company that gets to benefit from them.

Samantha: Thank you! This was really fun. I’m so glad we did this.