FTC bans fake online reviews
The FTC announced new rules banning fake online reviews and AI-generated reviews claiming to be real, with enforcement beginning in October. The rules target companies that knowingly post fake reviews rather than those generating them. Company insiders must identify themselves when posting reviews, and companies cannot claim their own websites as independent references.
The hosts questioned enforcement feasibility. Amazon, one of the most sophisticated companies in the world, struggles to eliminate fake reviews despite significant investment in AI detection and dedicated teams. The hosts noted that a few demonstration cases and large fines may scare some companies, but eliminating fake reviews entirely remains practically impossible.
As soon as you pass a law or establish a rule, it automatically works. We will look forward to this working as well. Good luck with enforcement.
Andy Hoar, Master B2B
The SI relationship matters more than the platform
Selecting an ecommerce platform is critical, but the systems integrator determines whether that platform delivers value. The SI configures, customizes, and integrates the platform with ERP systems and other enterprise applications. They handle systems design, component selection, data integration, documentation, testing, and ongoing support.
The hosts emphasized that unforeseen challenges always occur during implementations. The SI relationship determines whether those challenges get resolved constructively or derail the project. Brian Beck, who spent 17 years as a practitioner and three years at guidance as an SI, noted he has worked with 15 to 20 different SIs and experienced both excellent and failed partnerships.
How practitioners find SIs
A Master B2B LinkedIn poll asked practitioners how they search for implementation partners. Word of mouth led at 52%, followed by platform provider recommendations at 31%, conference shopping at 13%, and online searching at only 4%. Practitioners Tricia Kusey and Matt Emman noted that word of mouth is essential but must be supplemented with formal RFP and RFI processes.
The dominance of word of mouth reflects practitioner trust in peer opinions over marketing materials. At the VP or director level, practitioners go to colleagues who have lived through implementations. This is why practitioner communities create value. Questions about SI quality and recommendations flow constantly through such networks.
Red flags from the SI perspective
The hosts gathered perspectives from Techmates Group, American Eagle, Atre, and Luminos Labs on what makes SIs walk away from opportunities. Inadequate executive buy-in tops the list. When the CEO does not know the project is happening, trouble follows. Unclear project goals create scope, budget, and timeline creep that harm both parties.
Too many competing priorities signal organizational dysfunction. Companies running simultaneous PIM, ERP, and ecommerce implementations with the same team spread themselves too thin. Inadequate progress tracking means problems go undetected until they become crises. Finally, no planning for post-implementation training and organizational change dooms adoption regardless of technical success.
The really savvy SIs figure out first why we are here and then figure out realistically what we can do. Because there is nothing worse than coming back and being way off on scope and budget.
Brian Beck, Master B2B
Red flags from the practitioner perspective
Practitioners reported warning signs when evaluating SIs. Limited B2B experience is common. Many SIs claim B2C expertise transfers easily, but B2B complexity around pricing, approval workflows, and customer hierarchies differs substantially. Inflexible working styles signal trouble, as implementations require adaptation when circumstances change.
Failure to communicate regularly correlates with project failure. SIs juggling multiple engagements may start strong but communication lapses as attention shifts. Culture fit matters because SI teams become extensions of internal teams. If you would not hire someone to work for you, do not hire their SI firm. Finally, defensive responses when challenged suggest the SI cannot handle the collaborative problem-solving implementations require.
Best practices for selection
The hosts recommended talking to references and asking hard questions about technical expertise. One practitioner story illustrated the risk. An SI claimed expertise in a specific technology, but when a third party reviewed the code, it revealed the SI had faked competency through workarounds. References help surface such problems before contracts are signed.
Getting to know your specific team matters more than the SI firm’s overall reputation. The individuals assigned to your project determine outcomes. The project manager deserves particular scrutiny because they control timeline, budget, and communication while remaining on the project as consultants cycle out. A strong strategy cannot overcome poor project management.
I do not care that it is Accenture or Deloitte or whoever. I care about the team I am working with. Those people could be great or bad. What matters is the team you get. Make sure you get that team before you sign any contracts.
Brian Beck, Master B2B
Expect tradeoffs and surprises
Every implementation encounters unexpected challenges. The culture match and relationship quality determine whether those challenges get resolved constructively. Practitioners may need to trade functionality for timeline or budget constraints. Open, transparent relationships enable honest discussion of tradeoffs.
Budgeting for surprises is essential. Executives approve project budgets expecting specific outcomes. Reality delivers complications. Smart practitioners build contingency into timelines and budgets rather than pretending precision exists where it does not. As one commenter noted, do not choose an SI. Select a true partner who will own the project as their own.