Alexander Graf, founder of Spryker and host of the “Kassenzone” podcast, shared ten lessons on e‑commerce at the 10th anniversary of the Berlin Expo, emphasizing the importance of a marginal‑cost mindset for online retailers.
Speed wins.
Speed and technology trump branding
Graf said the first thing that attracted him to e‑commerce was “the speed.” In a traditional store, product cycles can stretch for years, but online, a mistake spotted in the morning can be fixed by noon—or the business collapses. That “real‑time Darwinism” shapes his approach today.
He recalled an early failure that still guides his decisions: believing a strong brand could hide a weak tech foundation. “No matter how great your logo is, if your tech architecture slows you down, the platform economy will eat you for breakfast,” he warned.
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The marginal‑cost rule
The central theme of Graf’s interview is simple: “The marginal cost approach always wins.” He argues that a business model must become cheaper than the competition—usually Amazon or Chinese apps—as it scales. Otherwise, a company remains a placeholder waiting for a more efficient rival to take over.
This principle extends to customer acquisition. Graf misses the low CACs of the early Google/Facebook era, yet he is relieved that the myth of the “omnichannel savior” is fading. The idea that brick‑and‑mortar stores could subsidize online sales, he calls it “an expensive illusion.”
Redefining success and opportunity
Success in e‑commerce, according to Graf, has shifted from pure sales growth and GMV to adaptability. “Success today goes to those who can change their strategy faster than SHEIN lists new products,” he said, adding that long‑term plans are now a recipe for failure across industries.
He sees the biggest opportunity in breaking down entrenched B2B processes. While B2C is dominated by Amazon and Temu, many B2B transactions still rely on fax and Excel. Companies that build frictionless digital ordering platforms could “strike gold.”
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Graf’s own company takes an unconventional stance: it often advises prospects not to buy new technology. He believes many firms mistake a software problem for a flawed business model. By telling customers to “save your money on IT, your model is obsolete,” they build trust more effectively than any sales pitch.
Ownership of technology and future outlook
One non‑negotiable principle for Graf is owning tech IP. “If technology is at the core of your business, you can’t outsource that core or squeeze it into standard templates,” he insists. Compromising on the tech stack, he says, compromises viability.
Looking ahead, Graf predicts the next decade will be defined by rapid market reshuffling. He feels “extremely excited” about the changes ahead, but warns that firms still optimizing for 2015 will face significant challenges.
For future leaders, his message is clear: stop thinking of yourselves as pure retailers. Become technology companies that happen to sell goods, and never underestimate the speed at which platforms like Amazon or Temu can replicate a product cheaper the next day.