1. Complex Product Structures

Industrial products often come with intricate hierarchies, configurations, and technical specifications. PIM systems originally designed for retail struggle to model these deep structures without heavy customization. From configurable parts to multi-level BOMs, these complexities deter straightforward implementation.

2. Dispersed Ownership of Product Content

Unlike in retail, where marketing typically owns product content, these sectors divide responsibilities. Engineering holds technical specs, marketing manages descriptions, regulatory handles compliance, and sales demand channel-specific content. This fragmented ownership makes governance and alignment around a single source of truth difficult.

3. Overreliance on ERP and PLM

Many manufacturers have historically leaned on ERP or PLM systems to manage product data. While these systems handle internal operations well, they fall short in syndicating rich product content externally. Still, teams resist introducing a “new system” for what they perceive as duplicate work.

4. Limited Digital Commerce Maturity

These industries have been slower to embrace digital commerce. Without a pressing need to syndicate rich content across channels, investment in PIM often takes a back seat. Traditional reliance on distributor relationships has also slowed the urgency to modernize.

5. Low Market Pressure — Until Now

Only recently have distributors and digital marketplaces begun requiring richer, more standardized content. Players like Amazon Business, Grainger, and Fastenal are raising expectations. As that pressure grows, so too will the need for structured content delivery—and PIM adoption.

6. Change Management and Legacy Processes 

Long-tenured teams often operate within rigid, spreadsheet-based or homegrown systems. PIM introduces new workflows, governance, and roles—changes that can seem disruptive without clear executive support or a burning business need.

7. Unclear ROI Without Direct Commerce Link

In sectors not selling directly online, it’s harder to connect PIM investments to top-line growth. Without a clear link to sales acceleration, PIM can be seen as an operational burden rather than a strategic advantage.