Ethan Giffin advises manufacturers and distributors on improving B2B eCommerce, including making online buying and reordering easier for customers. Giffin's work also includes the book Closing the Digital Revenue Gap and one-on-one eCommerce consultations.
9.3K followersB2B eCommerceBased on 12 posts · latest Oct 2026
Ethan Giffin is most useful for practical advice on fixing B2B buying friction for manufacturers and distributors.
Best for
A B2B eCommerce platform hosting a practical webinar for mid-market manufacturers and distributors.
Not for
A fixed-fee sponsorship package with guaranteed impressions, qualified leads, or exclusive product promotion.
Key takeaways
Test your own buying process as a stranger, using a personal email and timing each step.
Customer service heroics can hide a broken buying process, such as manual password resets.
Self-service should take routine orders; sales reps should take complex growth conversations.
Check first: Ask for recent webinar results and audience data, and confirm event details and commercial terms.
Main ideas
Test your own buying process as a stranger · Customer service heroics can hide a broken buying process · B2B buyers now judge manufacturers by consumer buying experiences
Ethan Giffin advises manufacturers and distributors on B2B eCommerce and making buying easier.
In five LinkedIn posts, they focus on buyer friction: testing the purchase process as an outsider, separating retail and wholesale experiences, and moving routine tasks such as reorders and account updates to self-service.
One post says they wrote Closing the Digital Revenue Gap and describes it as covering ten structural blind spots in B2B eCommerce.
Giffin makes digital-commerce problems tangible by showing where they surface in a buyer’s day.
They recommend using a personal email, searching for a product as a customer would, placing an order, and timing each step.
Another post highlights password resets and order-history requests that customer-service staff handle manually, arguing that these workarounds can hide a frustrating buying process.
This practical, operations-focused lens connects online experience to service workload and sales priorities.
Ethan Giffin’s recurring argument is that B2B manufacturers and distributors lose revenue when buying is harder than it needs to be.
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The priority is to find friction from the buyer’s side, remove routine work from people, and decide which buying tasks actually need a person. They teach this through mystery shopping, self-service fundamentals, the Amazon Effect, a 60/40 split between routine and complex buying, and a maturity model that separates retail and wholesale experiences.
Test your own buying process as a stranger
Ethan Giffin argues that leaders sign off on processes and assume they work, but rarely try buying from their own company.
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Their check is a mystery shop: use a personal email, search for a part as a customer would, place a real order, and time every step.
The key is the “wince”—friction that seemed reasonable internally but pushes buyers toward a competitor with a faster portal.
They connect those moments to structural blind spots from 20 years in B2B eCommerce.
In the post, Ethan Giffin describes requesting a quote and waiting, then hitting a registration form built for internal compliance rather than user experience before placing a first order.
Customer service heroics can hide a broken buying process
Ethan Giffin says praise for customer service can miss what the team is working around.
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Password resets, address changes, adding a user, and order-history lookups shouldn’t need a human.
When skilled service people spend the day rescuing customers from avoidable friction, great service can be evidence that the buying process is hard to use.
That friction spills into sales and makes it harder to buy from the company at all.
The post’s concrete examples are password resets, address changes, adding a user to an account, and pulling up order history.
B2B buyers now judge manufacturers by consumer buying experiences
Ethan Giffin argues that B2B manufacturing customers are people who order on Amazon from their phones at night without talking to anyone.
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When they reorder from a manufacturer, they face long order forms, email clarifications, and pricing delays. They call this gap the Amazon Effect and say it is quietly rewriting what buyers expect from manufacturers and distributors.
The post contrasts Amazon-style ordering with a long form, email back-and-forth, and “let me check with the office on pricing.”
Ethan Giffin promoted a LinkedIn Live titled “The Amazon Effect: Why B2B Buyers Expect More From Manufacturers” for 10/8 at 12 pm ET.
Self-service should take routine orders; reps should take complex growth
Ethan Giffin cites a 60/40 split: 60% of B2B buyers prefer self-service over talking to a rep, while the other 40% need a person for harder work.
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Routine repeat orders and easy re-ups create friction when a human is in the loop.
Complex deals, new relationships, and long-uncalled accounts are where sales reps belong.
Yet many manufacturing sales teams spend their best hours on the routine 60%.
The post’s example splits routine reorders, which go to self-service, from complex deals, new relationships, and long-tail accounts, which reps can focus on.
One site for retail and wholesale serves neither audience well
Ethan Giffin argues that a shared website looks efficient but fails both buyer types.
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Retail buyers from search need product detail, abandoned-cart follow-ups, and a path to buy without creating an account.
Wholesale buyers need login, customer-specific pricing and credit terms, and the ability to reorder from a saved list.
They say a public retail store and a private B2B buyer portal can run on one eCommerce platform with a single ERP integration.
They call this hybrid Stage 3 of the B2B eCommerce Maturity Model.
The post describes two distinct paths: guest checkout and cart recovery for retail; login, pricing, credit terms, and saved reorder lists for wholesale.
Ethan Giffin frames hybrid Stage 3 as often a stepping stone, not a destination.
Start here to see Ethan Giffin’s core diagnostic habit: test the buying path as an outsider, then trace recurring friction to structural causes.
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Ethan Giffin describes marketing leaders who have never tried to buy from their own company.
The post recommends acting like a stranger: use a personal email, search for a part as a customer would, place a real order and time every step.
The goal is to spot small points of friction that seem reasonable inside the business but push buyers toward a competitor with a faster portal.
Giffin calls these points “the wince” and links them to ten structural blind spots identified over 20 years in B2B eCommerce.
For brands planning a campaign
For a webinar on manufacturing digital transformation, this post offers a concrete, low-cost exercise attendees can run before the session. It supports a segment on diagnosing buyer friction, reorder loss and the gap between internal assumptions and actual buyer experience.
Read this to understand Ethan Giffin’s maturity model and their claim that retail and wholesale need different buying experiences, even when they share a back office.
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Ethan Giffin argues that a single website for retail and wholesale customers looks efficient but usually serves neither group well.
Retail buyers arriving from Google need product detail, cart recovery and guest checkout; wholesale buyers need login, pricing and credit terms, and saved reorder lists.
The post recommends a public retail store and a private B2B buyer portal on the same eCommerce platform, with one ERP integration.
Giffin calls this hybrid Stage 3 of the B2B eCommerce Maturity Model and describes it as often a stepping stone, not a destination.
For brands planning a campaign
This is a strong source for a webinar segment on maturity models and segment-specific eCommerce architecture. It frames digital transformation as a buyer-type problem, not a single-platform replacement.
Start here for Ethan Giffin’s critique of service heroics and their argument that routine account tasks should be automated before they reach a person.
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Ethan Giffin says manufacturing leaders praise customer service heroics, but the more revealing question is what the team is working around.
Password resets, address changes, adding a user and pulling order history shouldn’t require a human.
When skilled service people spend the day rescuing customers from avoidable friction, what looks like great service is actually a hard-to-use buying process.
That friction also spills into sales and makes buying harder overall.
For brands planning a campaign
For the webinar, this supports a practical distinction between service quality and system quality. It can anchor a discussion of self-service basics, service-desk workload and the sales cost of unresolved friction.
Read this to see how Ethan Giffin divides buying behavior by task complexity and why they see self-service as a sales strategy, not just a support feature.
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Ethan Giffin cites a 60/40 split: 60% of B2B buyers prefer self-service to talking to a rep, while the other 40% need a person for harder work.
Routine repeat orders and easy re-ups should go to self-service because a human in the loop adds friction.
Sales reps belong on complex deals, new relationships and long-uncalled accounts.
According to the post, many manufacturing sales teams spend their best hours on the routine 60%.
For brands planning a campaign
This makes a clear case for a webinar on sales-team focus and self-service design.
It can support a segment on moving routine reorders online so reps can focus on complex accounts.
The post gives the 60% figure; ask for its source before using it as a standalone statistic.
Open this to see the public-facing event side of Ethan Giffin’s work and their core Amazon Effect framing: B2B buyers now judge manufacturers by consumer buying experiences.
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Ethan Giffin contrasts consumer habits—ordering on Amazon from a phone, at night, without talking to anyone—with B2B reordering that still involves long forms, email clarifications and pricing checks. The post calls this gap the Amazon Effect and announces a LinkedIn Live session on 10/8 at 12 pm ET about why B2B buyers expect more from manufacturers.
For brands planning a campaign
Ethan Giffin’s posts show them hosting a live discussion and framing buyer expectations as a competitive deadline.
This can inform a webinar angle on consumer-grade expectations.
Teaching through diagnostics, live sessions, and follow-up resources5
B2B buying friction and the mystery-shop test1
Customer service heroics that hide broken self-service1
The Amazon Effect and rising B2B buyer expectations1
Self-service for routine orders, reps for complex growth1
One-site retail and wholesale conflict—and the maturity model1
B2B buying friction and the mystery-shop test
Ethan Giffin argues that many marketing and manufacturing leaders have never tried to buy from their own company and are surprised by what they find when they do.
Read more
They recommend a mystery shop: use a personal email, search for a part as a customer would, place a real order, and time every step.
The goal is to find “wince” moments that trace back to structural blind spots from 20 years in B2B eCommerce.
They link these to 10 blind spots in the book Closing the Digital Revenue Gap and offer a complimentary copy plus a one-on-one eCommerce consultation at b2becombook.com.
Mystery-shop as a stranger: time each step and catalogue “wince” moments.
For brands planning a campaign
For a webinar on manufacturing digital transformation, this is a ready-made practical exercise. Ethan Giffin can walk attendees through a buyer-perspective audit and show how to turn observed friction into a prioritization list.
Customer service heroics that hide broken self-service
Ethan Giffin says manufacturing leaders praise customer service saves — password resets, address changes, adding users, and order-history retrieval — that a modern system should handle on its own.
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They treat that manual work as evidence of a frustrating buying process, not proof of great service, and say the same friction spills into sales and makes it harder to buy from the company at all.
Examine what the service team handles manually every day.
For brands planning a campaign
A webinar can connect service-desk symptoms to eCommerce self-service gaps, helping attendees identify hidden friction and estimate the value of removing it.
The Amazon Effect and rising B2B buyer expectations
Ethan Giffin argues that B2B manufacturing customers are people who order on Amazon at night from their phones, then face long order forms, email clarifications, and pricing delays when reordering.
Read more
They call this gap the Amazon Effect and say it is quietly rewriting what buyers expect from manufacturers and distributors. They promoted a LinkedIn Live titled “The Amazon Effect: Why B2B Buyers Expect More From Manufacturers” for 10/8 at 12 pm ET.
For brands planning a campaign
The Amazon Effect is a strong webinar hook. Ethan Giffin has packaged it as an educational session, which a platform company could adapt to focus on what manufacturers can realistically change without replacing core systems.
Self-service for routine orders, reps for complex growth
Ethan Giffin cites a 60/40 split: 60% of B2B buyers prefer self-service over talking to a rep, while the other 40% need a rep for complex deals, new relationships, and long-tail accounts.
Read more
They say manufacturing sales teams spend their best hours on routine reorders that self-service should handle. Shifting routine orders to self-service frees reps to focus on higher-value accounts.
Segment buyers by whether a human adds value.
For brands planning a campaign
A webinar can show where eCommerce self-service should replace manual reordering and where sales involvement still matters, helping manufacturers defend the investment.
One-site retail and wholesale conflict—and the maturity model
Ethan Giffin argues that a single site serving retail and wholesale customers looks efficient on paper but serves neither audience well.
Read more
Retail buyers need product detail, abandoned-cart follow-ups, and a path to buy without creating an account.
Wholesale buyers need login, customer-specific pricing and credit terms, and the ability to reorder from a saved list.
They describe running a public retail store and a private B2B buyer portal inside one eCommerce platform on a single ERP integration as hybrid Stage 3 of a B2B eCommerce Maturity Model.
They direct readers to a diagnostic at b2becommerceagency.com.
Digital maturity diagnostic; separate buyer experiences on one platform.
Ethan Giffin frames hybrid Stage 3 as often a stepping stone, not a destination.
For brands planning a campaign
This offers a concrete architecture topic and a maturity framework. A platform company can invite Ethan Giffin to discuss the tradeoffs of shared versus separate retail and wholesale experiences and how to assess readiness.
Teaching through diagnostics, live sessions, and follow-up resources
Across Ethan Giffin's posts, they name structural blind spots, point to the book Closing the Digital Revenue Gap, promote a LinkedIn Live session, and offer a diagnostic or one-on-one eCommerce consultation.
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Their approach is educational-first: identify hidden friction or a maturity gap, explain what it costs, then offer a resource or conversation to go deeper.
Name the structural problem, show the buyer consequence, then point to a book, live session, diagnostic, or consultation.
For brands planning a campaign
The existing format pairs practical teaching with a consultative follow-up. A platform partner can keep the session educational and offer a defined next step rather than a pitch.
Ethan Giffin's posts point to a B2B eCommerce agency named in a sign-off and linked as a source of paid diagnostics.
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They do not say whether they own, work for, or contract with the business. Ask about their relationship to the agency.
The B2B eCommerce Agency
Disclosed partnership
One post closes with the name "The B2B eCommerce Agency."
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A separate post links to b2becommerceagency.com to book a diagnostic and describes how "we run distributors" on a single ERP integration with a public retail store and a private B2B buyer portal.
The posts promote the diagnostic as a commercial service but do not say whether Ethan Giffin owns the business, works for it, or works with it.
Ethan Giffin writes for people who sell to businesses and want to know why buying feels harder than it should.
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Their clearest entry point is the mystery-shop test: use a personal email, search for a part as a customer would, place a real order, and time every step.
A post on customer service shows how password resets, address changes, and order-history lookups should not need a human.
Another frames the Amazon Effect: B2B buyers compare manufacturers with consumer checkout.
A 60/40 post splits routine reorders from complex sales conversations, while another explains why one website for retail and wholesale customers serves neither well.
Yaqub Hosseini covers wholesale workflow design and how AI is shrinking distributors' information advantage.
Shane Anglade covers ecommerce cash flow, ad payback, and the different cash patterns across product businesses.
Josh Shaw covers Amazon channel control, authorised distributors, and the margin case for running Amazon directly.
Both address the same operational problem: B2B eCommerce for wholesalers and distributors, where ordering, pricing, and order management break down if teams don't map the process before go-live.
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They explain why platform choices fail without workflow design.
Yaqub Hosseini argues that AI is eroding distributors' information advantage and making their businesses harder to replace. Ethan Giffin focuses on buyer-side friction, mystery shopping, and separating retail and wholesale experiences on one platform.
Both work with ecommerce operators and diagnose why growth or cash feels tighter than the headline numbers suggest.
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They use named frameworks to segment businesses by type rather than offer one-size-fits-all advice.
Shane Anglade focuses on financial strategy for DTC and product brands: cash-flow types, ad payback, and real profit after costs. Ethan Giffin focuses on B2B buying processes, self-service, and eCommerce systems for manufacturers and distributors.
Both advise brands on ecommerce channel control and margin.
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They critique intermediary models: authorised distributors competing on Amazon for Josh Shaw, and internal friction or shared retail and wholesale sites for Ethan Giffin.
Josh Shaw focuses on Amazon marketplace strategy for challenger brands and runs an Amazon agency. Ethan Giffin works on B2B eCommerce platforms and the buying journeys of manufacturers and distributors.
Ethan Giffin’s LinkedIn page had 9,328 followers as of 8 October 2026.
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Their posts target people who run or influence B2B manufacturing, distribution, and eCommerce operations, covering mystery shopping the buying process, customer-service friction, the Amazon Effect, self-service versus sales reps, and digital-maturity stages.
The topic match is direct for a manufacturing digital transformation webinar, but the follower count does not show whether those followers are manufacturing decision-makers.
Ask for recent webinar or event registration results and, if available, audience survey data on job roles, company size, geography, and engagement.
LinkedIn followers
9328
LinkedIn account record for Ethan Giffin · 2026-10-08
Giffin’s posts describe no sponsorship packages, sponsor tiers, or rate card.
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They show a working relationship built around Giffin’s own offer: a complimentary copy of Closing the Digital Revenue Gap paired with a private one-on-one eCommerce consultation, plus an invitation to book a digital-maturity diagnostic through a B2B eCommerce agency.
Giffin also announced and ran an educational LinkedIn Live session.
For a platform company considering Giffin as a webinar subject-matter expert, this points to a presenter arrangement rather than a sponsorship.
Giffin has a ready teaching topic—the Amazon Effect, B2B eCommerce maturity stages, and the friction a mystery shop exposes—an audience to invite, and a book and consultation offer promoted at the end of the posts.
Expect them to include that offer in anything they publish, and agree in advance how your brand fits alongside it.
The posts provide no partnership terms, exclusivity wording, pricing, or dedicated partnership inquiry channel.
Negotiate commercial terms directly and confirm them in writing before planning.
Book and one-on-one consultation offer
Buyer requirement
The posts offer a complimentary copy of Closing the Digital Revenue Gap and a private eCommerce consultation for manufacturers and distributors.
They frame the call as a working conversation about the buyer’s own friction, not a pitch.
If Giffin takes part in a webinar or campaign, expect them to promote this offer.
Agree in advance whether the book, the consultation, or both may appear in co-branded promotion, and who follows up with anyone who takes the offer.
Digital-maturity diagnostic
Buyer requirement
A post invites readers to book a diagnostic to establish their operation’s stage of digital maturity.
It also describes running a public retail store and private B2B buyer portal on one platform, with a single ERP integration.
Budget and schedule a scoping session with a defined output.
Agree whether this framework can be presented in your webinar and whether the work is credited to Giffin personally or to the team they describe as running those implementations.
Live educational sessions
Buyer requirement
Giffin announced a LinkedIn Live session, The Amazon Effect: Why B2B Buyers Expect More From Manufacturers, with its own sign-up link, showing they can host a live format on their own channel.
Confirm the date, run of show, and registration location; registration for Giffin’s event was handled by Giffin rather than a brand partner.
The posts include no example of a webinar co-hosted with an outside brand, so define co-marketing mechanics and lead sharing from scratch.
Good editorial fit. Confirm event details and commercial terms before booking.
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Brief
A B2B eCommerce platform wants an expert for a practical webinar on digital buying experiences for mid-market manufacturers and distributors. The host needs a useful post-event action it can own.
Reasons
The subject matches Ethan Giffin’s posts on testing a company’s buying process as a customer, spotting service-desk work caused by clunky systems, and separating routine reorders from sales conversations that need a person.
The material lends itself to practical teaching. In one post, Giffin lays out a mystery shop: search as a customer would, place an order, and time each step. In another, they explain how manual password resets and order-history requests can signal friction in the buying process.
Giffin has promoted an educational LinkedIn Live about changing B2B buyer expectations. The posts support a webinar format, but don’t establish experience co-hosting with an outside brand or results from the live session.
Giffin’s posts also promote a book, consultation, and digital-maturity diagnostic. Agree in advance how those offers fit alongside the host’s follow-up action.
Next step
Ask for relevant event or audience information, agree on the webinar scope and offer-handling, and give the host ownership of a single follow-up action, such as a buyer-journey self-audit.
Risks
Giffin’s posts don’t show a co-hosted brand webinar or provide live-session results. Confirm the proposed format and audience expectations directly.
When to choose a specialist
Poor fit for a campaign requiring a standard sponsorship offer or performance guarantees as written. Giffin’s posts don’t establish a standard sponsorship offer or support performance guarantees.
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Brief
An industrial distributor wants a fixed-fee sponsorship package with a set number of posts, guaranteed impressions and qualified leads, and exclusive promotion of its products.
Reasons
Giffin’s posts show them promoting their own book, consultation, and diagnostic, but don’t describe a sponsorship package, rates, exclusivity, or guaranteed results.
Before promising reach or qualified leads, ask for the audience and performance information needed to assess those guarantees.
The material’s strength is explaining buyer friction and practical changes to digital buying—not simply endorsing a product. A sponsored educational session or consulting project would better match that approach.
Next step
If the distributor is interested, reshape the request as an educational session or defined consulting engagement. Agree on deliverables, disclosures, fees, and any competing offers in writing before proceeding.
A worked campaign example
Angle
Have participants experience their buying process as a stranger would, identify where customers encounter friction, and decide which fixes belong in self-service and which require sales support.
Brief
Webinar: Find and fix friction in the B2B buying journey. Audience: operations, sales, and eCommerce leads at manufacturers and distributors. The host manages registration and attendee follow-up; attendees leave with one action to test their own buying process.
Host action
End with a host-owned next step: invite attendees to complete a short buying-process self-audit and share one friction point they will investigate. Agree beforehand whether Giffin’s book, consultation, or diagnostic will also be mentioned, and clarify who follows up on each action.
Run a mystery shop: search for a product as a customer would, place an order, and time each step. Use points of frustration to identify where the process needs attention.
Look beyond customer-service heroics. Manual password resets, address changes, and order-history requests may indicate friction that also makes buying harder.
Compare the convenience buyers expect in everyday online shopping with the forms, email clarifications, and pricing delays they may face when reordering from a supplier.
Discuss which tasks belong in self-service and which benefit from a salesperson. Giffin’s post presents a 60/40 split but doesn’t cite its source; treat it as a discussion prompt, not a verified benchmark.
Retail and wholesale buyers may need different online experiences, even when one platform serves both. Giffin describes a hybrid setup as a possible stepping stone for distributors.
Choose Yaqub Hosseini when the session should focus on implementation rather than the buying experience.
Read more
The posts argue that most wholesalers and distributors have a workflow problem, not a technology problem: the ordering process was never mapped before go-live, so customers, reps, and admins are never set up properly, and the team quietly returns to email and manual pricing fixes.
That suits a webinar where the audience leaves with an implementation checklist.
The second post offers a different angle: AI is shrinking the information advantage wholesalers held through supplier relationships and pricing knowledge, so they have to compete on ordering ease, delivery speed, transparency about availability, and being hard to replace.
If the platform company wants the audience to rethink why customers stay, this is the closer match.
The posts take the distributor’s operating-model perspective, not the buyer’s journey through a company’s own buying process.
They offer no equivalent of the mystery-shop exercise, the self-service-versus-rep split, or the retail-and-wholesale single-site conflict, so the audience hears about process design and competitive position rather than where buyers give up.
Both posts are LinkedIn essays, and neither shows implementation results.
Ask for audience and event data before relying on live delivery to manufacturing leaders.
Pick Shane Anglade when the webinar needs the money conversation instead of the buying-path conversation.
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The posts show a presenter who separates businesses by how their cash behaves, not by industry label: seasonal businesses tied to assortment bought months ahead, shelf businesses waiting on retailer payment terms, payback businesses where the first order rarely covers acquisition cost, and replenishment businesses where a discount works more like an ad than a sale.
A second post explains why headline ROAS can be smoke and mirrors once cost of goods, returns, fulfilment, and processing fees come out, and why a skincare brand and a jewellery brand can read the same ad result completely differently.
That gives the host a way to sort attendees by their own economics before recommending anything, which suits an invite list weighted toward DTC or omnichannel brands selling through their own site and marketplaces.
The framing is financial, not operational.
It does not cover reorder friction, portal design, account and pricing setup, or the retail-and-wholesale split that a mid-market manufacturer or distributor faces.
The buyer task shifts from making it easier for customers to buy to finding out what ad spend is really returning.
The posts also end with a stated service description and a direct contact route, which could make a platform-hosted session read as a pitch for advisory work.
Ask for client outcomes before relying on the session to demonstrate results.
Choose Josh Shaw when the session is specifically about the Amazon channel.
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The posts explain why authorised-distributor listings on Amazon create problems: several distributors fight for the buy box and undercut each other until one runs out of stock and the price snaps back, while supply-chain leakage adds sellers the brand never approved.
The argument continues that selling B2B to distributors is easier than running Amazon in-house but leaves margin on the table, and that the same pallet could go straight into an Amazon fulfilment centre to capture retail margin and organic demand before ads are layered on top.
That is the most direct alternative if the platform company sells to brands weighing a marketplace model against running their own channel.
The posts are Amazon-specific.
They do not address quote-to-order paths, customer self-service, ERP integration, or the mid-market distribution problems involved in a manufacturing digital-transformation session.
The audience would leave with marketplace insight rather than a manufacturing digital-transformation takeaway.
One of the two posts reintroduces the person and the agency rather than making an argument.
Ask for audience and delivery data before relying on the posts to establish fit for a broader manufacturing session.
Ethan Giffin's five complete LinkedIn posts discuss B2B eCommerce, manufacturing buyer experience, self-service, and retail/wholesale platform design.
The posts do not include publication dates; one references a LinkedIn Live dated 10/8 without a year.
The LinkedIn follower count was 9,328 on 8 October 2026, and the posts describe commercial formats.
The posts here do not include a transcript or recording of the announced live session, publisher material about Closing the Digital Revenue Gap, audience demographics, engagement data, or pricing or partnership terms.
These five posts do not cover Ethan Giffin's full lifetime of posts.
