FTC bans fake reviews, but enforcement is the question
Brian opened with news that the FTC issued a rule banning fake online reviews and inflated social media influence, effective October 2024. The rule targets companies that knowingly post fake reviews, requires company insiders to identify themselves, prohibits citing company websites as independent references, and bans threatening negative reviewers. Andy noted that enforcement is the real challenge. Amazon, one of the most sophisticated companies in the world at using AI to manage reviews, still struggles to eliminate the problem. A few high-profile lawsuits may scare some companies, but the rule will be difficult to police at scale.
Why selecting the right SI matters more than selecting the platform
Brian has been on both sides of the systems integrator relationship, first as a VP of ecommerce selecting SIs, and later as a strategy leader at Guidance, an SI. He noted that while selecting the right platform is critical, the day-to-day work of an implementation falls to the SI. They configure, customize, integrate, document, test, and support the system. When things go wrong, which they always do, the SI is the partner who has to see the project through.
The systems integrator really becomes your partner in the effort. You have to select someone who is really going to see you through some of the unforeseen things that always occur during a rollout of a system.
Brian Beck, Master B2B
Andy added that the upfront requirements gathering is often the hardest part. A company may say they need to replace their PIM, but the real issue turns out to be a data problem or a lack of agreement on digital strategy. These projects sometimes end up in lawsuits, so getting the match right matters on both sides.
Word of mouth wins the search
A LinkedIn poll asked practitioners how they search for an implementation partner. The results: 52% start with word of mouth, 31% ask the platform provider, 13% shop at conferences, and only 4% search online. The preference for peer referrals reflects the importance of reputation and the desire for unvarnished opinions. As multiple commenters noted, word of mouth is the starting point, but it has to be followed by an RFP or RFI process that vets the candidate thoroughly.
Red flags from the SI perspective
Brian and Andy gathered feedback from several SIs and distilled the most common red flags. First is inadequate buy-in from senior management. If the CEO does not know the project is happening, the SI is walking into a losing situation. Second is unclear project goals, which lead to scope, budget, and timeline creep. Third is too many competing priorities, where the internal team is already running a PIM implementation, an ERP implementation, and now wants to add ecommerce. Fourth is inadequate progress tracking, where the project starts with a bang but nobody monitors it. Fifth is no planning for organizational change after go-live, including training and how the sales team’s jobs will be affected.
Red flags from the practitioner perspective
Practitioners shared their own concerns. Limited B2B experience is a major one: some SIs assume B2C and B2B are interchangeable, but they are not. Inflexible working styles that do not adapt to the client’s needs are another warning sign. Failure to communicate clearly and regularly is common, especially once the SI is juggling multiple projects. Poor culture fit matters because the SI team becomes an extension of the internal team, and you would not hire someone you did not like to work for you. Finally, defensiveness when challenged is a red flag. If the SI responds to questions by pointing out how much more experience they have, they are missing the point.
The project manager is the most important person
Andy emphasized that the project manager at the SI is often the person who sticks around longest. Consultants cycle in and out, but the PM controls the timeline, the budget, and the relationship. If the PM does not gel with the internal team, the project can fail even if everyone else is strong. Brian agreed: get to know the team, not just the firm. The fact that an SI is a big name like Accenture or Deloitte does not guarantee a good experience. What matters is the specific team assigned to the engagement.
Who cares about the SI? I do not care that it is Accenture or Deloitte. I care about the team I am working with. Those guys could be great or bad. What matters is the team you get, so make sure you get that team before you sign any contracts.
Brian Beck, Master B2B
Expect trade-offs and budget for surprises
Brian noted that every implementation runs into unexpected issues. Practitioners may have to trade functionality to meet timelines or budgets. This is why culture fit matters: both sides need to discuss trade-offs openly. Budgeting for surprises is essential. The project will be more complicated than the initial scope, and the CEO and board need to know there will be a contingency.
Andy added that the SI should be proactive, not just reactive. After a grueling selection process, it is easy to lock everything down and just respond to each other. But the project will change, and the SI should be guiding the practitioner, surfacing ideas, and pushing the project forward.
The practitioner must own it
Nick Ghostguard from Toyota summarized the ownership question in a comment: the SI will cycle out people and eventually leave, so the practitioner cannot outsource ownership. Build strong relationships and treat the SI as part of the team, but keep accountability internal. Joe Aldred, an SI himself, agreed: select a true partner who will own the project as their own, but recognize that you will need much more than systems integration to succeed.