Details anonymised at client request.
Business Situation
Following a growth investment, the leadership team had ambitious revenue targets but limited alignment on where profitable growth would come from. Marketplace sales were increasing, but customer acquisition costs were rising, repeat purchase behaviour remained inconsistent, and the owned website contributed less than expected. Different teams were using different definitions of channel performance, making it difficult for leadership to separate sustainable growth from promotional volume.
What the Consultant Did
An independent strategy consultant built a unified view of customer, SKU, and channel economics across the business. The engagement included cohort analysis, contribution-margin modelling, customer interviews, and a review of marketplace and owned-channel performance. Three growth scenarios were evaluated with particular focus on retention behaviour, hero-SKU dependency, bundle structure, and channel roles across acquisition and repeat revenue.
What Changed
The leadership team approved a profitable-growth plan centred on a smaller set of core products, stronger retention journeys, and clearer channel responsibilities. Low-margin promotional activity was reduced, selected bundles were redesigned for the owned website, and marketing investment shifted toward customer cohorts with stronger repeat behaviour.
Evidence, not adjectives.
The measurable changes recorded during or following the engagement.
Repeat purchase rate increased from 24% to 33% within six months
Owned-channel revenue contribution increased from 18% to 27%
Contribution margin improved by 4.6 percentage points
Unified commercial scorecard adopted across leadership teams
