All industries / E-Commerce
E-Commerce · a worked example underneath
Five questions we answer in omni-channel brands.
Open one, or walk through our full process.
Why it persists
Every channel keeps its own ledger and takes its fees its own way. Reconciling them by hand means chasing cents across statements, so most months nobody does, and every channel number carries an asterisk.
How we solve it
- ONEPull every channel’s ledger and the books into one place.
- TWOMatch them line by line, fees included.
- THREEKeep them tied to the cent, automatically.
The end result
Every number downstream stops carrying an asterisk.
Each channel’s own ledger is matched to the books line by line, fees included, and kept tied automatically. The weeks of assembly become something that happens overnight.
Watch it get answered →Why it persists
Revenue dashboards rank channels by sales, but fees, freight, and promos load differently on each one. Fully burdened, the ranking can invert; and without one tied ledger, nobody can burden it fully.
How we solve it
- ONELoad every cost onto the channel that caused it.
- TWOCompute contribution per channel, not revenue per channel.
- THREERe-rank where the next dollar of effort should go.
The end result
Every fulfilment and platform fee lands on the channel that caused it.
Contribution by channel is fully burdened rather than blended, so the mix decision stops being made on revenue. The growth plan reads differently once the fees sit where they belong.
Watch it get answered →Why it persists
Each platform grades its own homework, and none of them can see the customer’s later orders. Payback lives in the join between ad spend and order history, which is exactly the join nobody has.
How we solve it
- ONEJoin the spend to the customers it actually acquired.
- TWOMeasure lifetime value against acquisition cost, per channel.
- THREEFlag what never pays back, and where the budget should move.
The end result
Every order points back to the channel that won the customer.
Spend and repeat behaviour used to live in systems that never met. Each channel carries its own payback now, ranked continuously, so one going underwater is visible the month it happens. The budget has a direction.
Watch it get answered →Why it persists
Discounts get planned by channel and season, but they land on categories, and categories carry very different margins. The spreadsheet that would show where the giveaway concentrates never gets built.
How we solve it
- ONETrace every promo dollar to the category it discounted.
- TWOCross it with each category’s true margin.
- THREEShow where the giveaway lands on the thinnest shelf.
The end result
Every promo dollar is traceable to the line it discounted.
Set a margin floor and the promo sitting beneath it lists itself, so a dollar given away on a thin staple stops costing the same as one given on a rich line. The promo calendar becomes a margin decision, not just a marketing one.
Watch it get answered →Why it persists
The cash is in the stockroom. Inventory buys ahead of the season and receivables lag behind it, and nobody owns the number in between.
How we solve it
- ONEMeasure how many days cash sleeps in stock and receivables.
- TWOSet targets the business has actually hit before.
- THREETrack the release, week by week.
The end result
The cash tied up in stock and receivables is measurable, and movable.
Move either lever and the release is priced instantly, against targets the business has already proven it can hit. Profitable but cash-poor stops being a paradox.
Watch it get answered →