What does the business keep?
We put margins and costs in context. Marketing needs to know which products, customers and markets can grow profitably.
P&L, forecasting and strategy.
Where do you want to take the business, and what will it take to get there? We turn the answers into a clear job for marketing and ecommerce.
01 / DIRECTION
A sales target needs a financial plan.
Higher revenue says little about what the business keeps. Product mix, margins, discounts, returns and acquisition costs determine how much room there is to grow. We get that picture clear before deciding what to scale.
A forecast turns ambition into assumptions the team can question. How many new customers do we need? What will existing customers buy? How much stock and cash will those sales require? The answers give the team a plan they can act on.
The questions behind the priorities.
What is the plan based on?
Assumptions about acquisition, order value, repeat purchases and available stock need to fit together. When one changes, its effect on the plan should be clear.
What should the team do now?
Strategy has to become priorities. Which offer should the ads explain? Where does the buying journey need work? What do we need to learn before the next decision?
The numbers need to shape the work.
We take full responsibility for marketing and ecommerce. That means strategy has to guide the creative, the execution and the way we judge results. It starts with P&L and forecasting.
We agree responsibilities, decision rights and scope with the business. First, we need an honest picture of the economics, the existing team and what the founders want to build. Then we work out the right arrangement together.
The thinking behind the work.
Our value is in what we create.
We agree a model based on the value we create together. Ad spend and consulting hours are not how we price the partnership. The details depend on your business and the work it needs.
Tell us what you want to build