--- title: "Non, votre eCommerce ne cannibalise pas vos ventes téléphoniques" description: "Les clients numériques ne déplacent pas le chiffre d'affaires du téléphone — ils commandent plus souvent et plus loin dans le catalogue." url: "https://humanafterall.ca/fr/insights/no-your-ecommerce-isnt-cannibalizing-phone-sales/" language: "fr" markdown_index: "https://humanafterall.ca/api/md/index.md" --- ## TL;DR A $2B food distributor found that all of its profit came from eCommerce customers, and a $25B distributor found platform adopters grew 20% faster across more than 100,000 accounts. If this were channel shift the profitability would match; it doesn't. ![Non, votre eCommerce ne cannibalise pas vos ventes téléphoniques](https://humanafterall.ca/images/insights/heroes/no-your-ecommerce-isnt-cannibalizing-phone-sales.webp) L’infolettre Quoi faire lundi. Des articles comme celui-ci, deux fois par mois. 2 050+ praticiens la lisent. Deux courriels par mois. Désabonnement en un clic. Partager [](https://www.linkedin.com/sharing/share-offsite/?url=https%3A%2F%2Fhumanafterall.ca%2Ffr%2Finsights%2Fno-your-ecommerce-isnt-cannibalizing-phone-sales%2F)[](mailto:?subject=Non%2C%20votre%20eCommerce%20ne%20cannibalise%20pas%20vos%20ventes%20t%C3%A9l%C3%A9phoniques&body=https%3A%2F%2Fhumanafterall.ca%2Ffr%2Finsights%2Fno-your-ecommerce-isnt-cannibalizing-phone-sales%2F) Cet article n’est pas encore traduit. La version anglaise est affichée ci-dessous. En bref A $2B food distributor found that all of its profit came from eCommerce customers, and a $25B distributor found platform adopters grew 20% faster across more than 100,000 accounts. If this were channel shift the profitability would match; it doesn't. ![](https://humanafterall.ca/images/insights/substack/no-your-ecommerce-isnt-cannibalizing-phone-sales/no-your-ecommerce-isnt-cannibalizing-phone-sales-1.webp) The most common objection I hear from CFOs about B2B eCommerce investment: **“You’re just moving orders from the phone to the website. That’s not growth. That’s a channel shift.”** I used to struggle to answer this. Then I saw the data. _A note: I can’t name the companies below. But every number is real, shared directly by the people who ran these businesses._ **The data that proved it wrong.** At a $2B+ food distributor, the eCommerce leader ran the full analysis. Segmented every customer. Controlled for region, category, buying habits. The result: all of the company’s profits came from eCommerce customers. Not most. All. If this was just channel shift—phone orders moving online—the profitability would be the same. It wasn’t. **The pattern repeats everywhere.** A $25B distributor analyzed over 100,000 accounts. Customers who adopted their B2B platform grew 20% faster than those who didn’t. Same regions. Same categories. Same customer profiles. The only difference was digital adoption. At a large electrical distributor, online customers spent 5% more on average. I used that stat constantly at Sonepar to justify digital investment. At a distributor where I led digital, we saw the same thing. Online customers ordered more frequently and bought deeper into the catalog. L’infolettre · Deux fois par mois Recevez la prochaine avant LinkedIn. De vraies implémentations B2B. Des intégrations PIM, ERP et eCommerce qui fonctionnent. Quoi faire lundi, dans votre boîte de réception. 2 050+ praticiens. Désabonnement en un clic. This isn’t channel shift. These customers are spending more money. # **Why eCommerce creates sales the phone never could.** ### **1\. The phone doesn’t cross-sell.** Amazon let slip years ago that a third of their revenue came from recommendations. Customers came to buy one thing, left with 1.33x. Your sales rep is focused on the urgent request. They’re not thinking “hey, you ordered industrial lubricant—need rags with that?” The platform does. Automatically. On every order. ### **2\. The phone has business hours.** > When a customer can reorder at 11pm, they order more often. When they can check inventory without waiting for a callback, they don’t call your competitor instead. > > **Friction kills frequency. The phone is friction.** ### **3\. The phone doesn’t scale discovery.** Your rep knows maybe 200 SKUs well. Your catalog has 50,000. Every SKU your customer doesn’t know about is revenue you’re leaving on the table. Search and browse behavior online exposes customers to products they’d never think to ask about on a call. **The real question isn’t “phone vs. online.” **It’s: what happens to customer behavior once they adopt digital? They order more often. They buy more per order. They discover products they didn’t know you sold. That’s not channel shift. That’s growth. ## **What to do Monday morning.** Run the analysis yourself: 1. Segment customers by digital adoption (online orders vs. phone only) 2. Compare order frequency, average order value, and margin 3. Control for company size, region, and category Then show your CFO. **“eCommerce is just channel shift” is an assumption. “Digital customers spend 20% more” is a budget conversation.** **The companies that figured this out aren’t debating anymore.** They’re not asking “should we invest in eCommerce?” They’re asking “how fast can we move our remaining offline customers online?” Because every customer you convert becomes more profitable. That’s not theory. That’s what the data shows. ## Les questions qu'on me pose FAQ Isn't this just channel shift? No. Controlled for region, category and buying habits, digital customers are more profitable and grow faster than comparable phone customers. Why does digital create sales the phone can't? The phone doesn't cross-sell, it has business hours, and it can't scale discovery. A rep knows maybe 200 SKUs well; the catalog has 50,000. What should a CFO measure instead? Not orders moved online, but what happens to customer behaviour after adoption — order frequency, basket depth and margin per account. RA Rudy Abitbol Passé des campagnes L'Oréal et Club Med à la direction du commerce B2B chez Sonepar et chez un distributeur médical de 30 M$. Conseille aujourd'hui des distributeurs et fabricants de 5 M$ à 1 G$ sur les données produit, Shopify B2B et la recherche par IA. Montréal. [LinkedIn](https://www.linkedin.com/in/rudyabitbol/) [Infolettre](#newsletter) [Aussi publié dans l'infolettre](https://b2becommerce.substack.com/p/no-your-ecommerce-isnt-cannibalizing) ## Plus sur _Distributeurs._ [Les 9 articles →](https://humanafterall.ca/fr/insights/?topic=distributors) [ Distributeurs ### Guide eCommerce B2B Le guide définitif du eCommerce B2B pour fabricants et distributeurs. Sélection de plateforme, intégration ERP, meilleures pratiques, stratégie IA et études de cas réelles d'un opérateur qui l'a fait. 20 avr. 2026 · 12 min de lecture ](https://humanafterall.ca/fr/guide-ecommerce-b2b/)[ Distributeurs ### Modernisation eCommerce B2B Comment moderniser le eCommerce B2B : remplacer les commandes manuelles par Shopify Plus, Akeneo PIM et l'intégration ERP. Guide pratique pour fabricants et distributeurs de 10 M$ à 500 M$ de CA. 24 mars 2026 · 10 min de lecture ](https://humanafterall.ca/fr/modernisation-ecommerce-b2b/)[ Distributeurs ### La mort du preneur de commandes Les acheteurs n'ont jamais été l'obstacle à l'adoption du eCommerce B2B — c'est le plan de commission des ventes. 16 mars 2026 · 6 min de lecture ](https://humanafterall.ca/fr/insights/death-of-the-order-taker/) Distributeurs ## Envie de le construire avec votre équipe ? Libre-service, alignement des ventes et la longue traîne qui n’appelait déjà plus. [Voir le service →](https://humanafterall.ca/fr/industries/distributeurs/) Portée, échéancier et ce que votre équipe possède à la fin. ## FAQ ### Isn't this just channel shift? No. Controlled for region, category and buying habits, digital customers are more profitable and grow faster than comparable phone customers. ### Why does digital create sales the phone can't? The phone doesn't cross-sell, it has business hours, and it can't scale discovery. A rep knows maybe 200 SKUs well; the catalog has 50,000. ### What should a CFO measure instead? Not orders moved online, but what happens to customer behaviour after adoption — order frequency, basket depth and margin per account.