When Barbara Berenpas started at Mepal over two years ago, product information was scattered across Excel files, systems and internal knowledge. A recognizable situation for many companies in e-commerce, but one that carries risks.
"I asked where I could find my product data? The answer was, "Good question." This fragmentation led to inconsistencies: different color names, different product features and unclear information towards the customer. Especially for a brand that works with relatively few product models, but many variants, this turned out to be a structural problem."
The challenge increased when Mepal made the move to personalization. Where previously standard products were the focus, customers were now given the option to put together lunch boxes themselves, with different lids, trays, knobs and colors.
What seemed like an intuitive choice at the front end meant an exponential increase in complexity at the back end. "You're dealing with dozens of parts and hundreds of possible combinations. You have to make that manageable. Then if you don't manage your data centrally, things go wrong at the detail level. And the customer notices that." This shifts the issue from product development to data management. Not the product itself, but the structure behind it became decisive.
That's why help was sought from XSARUS. According to Maarten Buth, the root of the problem often lies in the speed with which changes must be implemented. "Organizations want to innovate quickly, but skip an important step: getting their product data in order. The tendency is to take everything you know internally to the customer," says Martin.
That shift led to a redefinition of product information at Mepal. Instead of recording everything, it looked critically at relevance. What attributes are needed? What information actually helps in the buying process? The result is a structured data set that is not only complete, but above all comprehensible.
- Maarten
The implementation of a central PIM system brought that structure together in one environment. All product data was recorded at once and then transferred consistently to all channels. This prevents errors that used to occur, such as contradictory information about product properties. All variants are now managed centrally. As a result, everything remains consistent: no matter where it is displayed. The principle of a single source of truth turns out to be not only technically relevant, but also commercially: it increases trust and makes the customer journey clearer."
The impact of this centralization is immediately noticeable in the operation.New product variants build on existing data, which means that much of the information is already pre-completed. Manual work decreases, as does the likelihood of errors.
Total workload is estimated to have dropped by about 45 percent. But more importantly, processes become scalable. New markets, languages or product lines can be added more quickly without additional complexity.
- Barbara
External developments are also better accommodated, Barbara explains. "When regulations around the use of the term "BPA-free" changed, this information had to be changed everywhere. In a fragmented environment a time-consuming job within the PIM a simple intervention." Martin adds: "You adjust it once and it's implemented everywhere. This underlines the role of product data as a control mechanism in an ever-changing market."
The real power of the system becomes apparent with personalized products. Within the PIM, not only final products are managed, but also all individual components and their interrelationships. Which components are mandatory? What combinations are possible? This logic forms the basis for the configurator that the customer sees. Maarten: "If the structure is correct, it automatically becomes logical at the front end. What is a smooth experience for the user is in reality the result of a carefully constructed data structure."
A notable organizational choice at Mepal is shifting ownership. Whereas product data was previously in e-commerce or sales, it is now housed in product management. A logical move, according to Barbara. "Product data belongs to the product. So also with product management. This shift creates more consistency and clear responsibility within the organization."
With the foundation in order , there is room for further development. International expansion becomes easier because data can be arranged flexibly for each market.In addition, Mepal is expressly looking at the use of AI. But there too: no smart applications without good data. "AI only works if your foundation is right," Maarten concludes.
Mepal's case shows that digital innovation rarely starts with technology alone. It starts with structure. With choices. And with taking something seriously that is often underestimated. Product data is thus no longer a supporting component, but a strategic building block for future growth. Or as Barbara Berenpas sums it up. "This is not an end point. This is just the beginning."