Diagnosis, decision and execution system

We find what is limiting your eCommerce and execute what has to come first.

We cross-read sales, margins, products, customers, acquisition, conversion, repeat purchase and stock to find the main opportunity and turn it into one intervention, with an owner and a signal that validates it at 90 days. The goal is more revenue and more profit.

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For eCommerce businesses already selling, with order history, active acquisition spend and real capacity to implement changes this quarter.

The conclusion of a growth diagnosis
Connected and cross-read
  • Sales
  • Margins
  • Traffic
  • Advertising
  • Catalogue

A single economic map of the business

You have data, campaigns and suppliers. What you don't have is a decision.

We don't start from a channel: we start from the business. First we establish what it needs, then we bring in and execute whichever disciplines that requires.

What you have today
  • An SEO agency looking for SEO opportunities.
  • An Ads agency looking to optimise campaigns.
  • A consultancy that can analyse everything and hand you a report.
  • Each one showing you their own metric in green.
  • And the decision about what to move first, on your desk.
What there is once a cycle closes
  • One main constraint, and the segment it lives in.
  • A causal hypothesis that explains why it happens.
  • One intervention, and what gets ruled out, with the reason.
  • An owner for each workstream, with a date.
  • An impact that is validated at 90 days.

We start from a different question: what is limiting this business's profitable growth right now?

  • We don't give every eCommerce the same answer.
  • We don't turn every problem we find into a priority.
What a marketing agency covers
  • SEO
  • Ads
  • CRO
And all of this, which also decides profitable growth
  • Margin
  • Pricing
  • Stock
  • Assortment
  • Repeat purchase
  • Shipping costs
  • Order economics

The answer can sit on either side. A good part of those levers is executed by no marketing agency.

One product, three phases.

The diagnosis is the way in; the full product is deciding, executing and validating one growth lever every 90 days. It isn't an open-ended retainer: it's a decision, its execution, and the next cycle only if the first one worked.

  1. Growth Diagnosis

    The diagnosis 15 working days

    We build the economic and commercial picture of the eCommerce to establish where the growth is, what is blocking it and what the next intervention should be.

    What the deliverable contains
    • Economic map of the business
    • The segment where the problem concentrates
    • Main constraint
    • Causal hypothesis
    • Priority lever
    • Impact targeted
    • 90-day plan
    • What is not worth doing yet

    One payment, fixed scope, no lock-in. It can be the only product you buy. That is fine by us.

  2. Only if the diagnosis proves there is a lever to execute

  3. Growth Sprint

    The first intervention 90 days

    We implement the main lever identified and measure its effect on revenue and profitability. This is where the work gets done: it isn't a monthly meeting handing out instructions.

    Where the execution can come from
    • SEO
    • Ads
    • CRO
    • Analytics
    • Email and repeat purchase
    • Pricing and promotions
    • Category architecture
    • Merchandising
    • Stock and availability
    • Order economics

    What goes into the sprint is decided by the diagnosis, not by a package chosen in advance.

  4. Only if the previous cycle moved revenue or profitability

  5. Growth Cycles

    The next cycle 90 days · renewable

    Once the first constraint is resolved or validated, we open a new cycle on the next growth opportunity.

    Every cycle starts with a decision and ends with a verdict on what was written down at the start. It is a sequence of interventions, not an open-ended agency fee.

The diagnosis is a paid product, with scope and price fixed and given to you in writing on the admission call. That call costs nothing. We never charge a commission on your advertising spend.

The brake is almost never where you are looking for it.

When an eCommerce stalls, the conversation always goes to traffic. The money is usually stuck somewhere else.

  • In the warehouse Part of the traffic you already pay for lands on out-of-stock product pages. Whoever measures the traffic isn't looking at the inventory.
  • In the costs The product you scale hardest is the one leaving the least margin. That needs cost of goods line by line.
  • In shipping What you charge for shipping and what the carrier charges you don't follow the same rule. It appears in no marketing report.
  • In repeat purchase Your customers come back later, or some of them no longer come back. You only see it with the order history.
  • And on your desk You end up pulling the big levers yourself: restocking, negotiating, changing a price. With nobody telling you which one first, or what it is worth.

That is why we work in this order.

No intervention starts before we know what justifies it. This circuit is the system we work with, Growth eCommerce Intelligence, and it applies the same way in every case.

  1. We diagnose We locate the main constraint by cross-reading your economic and commercial data, not one channel's metric.
  2. We decide We choose the lever that moves the business now. Not the one we are best at, and not all of them at once.
  3. We implement We execute directly in the areas that fall within our capabilities. We don't stop at recommending.
  4. We coordinate We work with your team or your suppliers when the intervention touches technology, operations, logistics or development.
  5. We measure We check the impact on revenue and profitability, and that is what decides the next cycle.

How we get from a data point to a decision.

The whole path on a worked example. It is the piece that closes the diagnosis: one constraint chosen, one decision and a plan.

Worked example · illustrative narrative

The traffic you already pay for lands on pages that cannot sell.

  1. Observed dataPart of the traffic already being paid for lands on out-of-stock lines, and some of them are among the most visited in organic.
  2. ConstraintThe funnel leaks before conversion, so every extra euro in acquisition arrives somewhere that cannot collect it.
  3. Decision Restock the lines with demand and redistribute traffic towards the ones that are available. Raise the Ads budget this quarter: it would feed the same broken funnel.
  4. 90-day planWorkstreams, an owner for each one and dates. Leading signal: conversion on the recovered lines. Written down before we start.

Every figure is labelled for what it is: measured on your data, estimated as a range, hypothetical from a market benchmark, or not evaluable. The four are never mixed. See the full diagnosis →

A conclusion isn't enough. It has to be provable.

We don't turn every issue into an opportunity, or every correlation into a decision. For a limitation to enter the plan it must affect a material share of sales or margin, be backed by data, be locatable in a specific segment, and translate into an intervention whose effect can be measured.

The diagnosis engine cross-reads economic, commercial and operational information. Interpretation and prioritisation are reviewed by hand: you don't get an automatically generated report, or a standard list of recommendations.

  1. What is happening The data point and the specific segment it shows up in.
  2. Why it matters Its relationship with sales, margin or the ability to grow.
  3. What we believe is causing it Separating what has been measured from the hypothesis still to be validated.
  4. What must be done first A specific intervention, with its scope and its owner.
  5. How we will know whether it worked A signal to track and a criterion to continue, correct or drop it.

When the intervention requires a specialist capability, we coordinate its implementation with the right professionals or with the suppliers already working in the business.

We analyse the eCommerce as a whole business.

Six dimensions. The constraint shows up where they cross, not by looking at each one on its own.

Diagram of the six dimensions and their crossings. In this page's example, the constraint appears where Product and Acquisition cross.
In the example above the constraint didn't live in any of the six: it lived where Product and Acquisition cross. Out of stock on the pages receiving the traffic already being paid for.
  1. EconomicsMargin, contribution per order, discounts, shipping, payment gateways and cost of acquisition.
  2. ProductCategories, mix, profitability, stock, availability, assortment and strategic products.
  3. CustomersNew versus returning, cohorts, repeat purchase, frequency, value and churn.
  4. AcquisitionSEO, Ads, Shopping, affiliates, marketplaces and other channels.
  5. ConversionOffer, experience, funnel, basket size, promotion and buying behaviour.
  6. RetentionEmail, automation, loyalty, replenishment and growth in customer value.

None of the six is decided without the other five in front of it. That is what makes it possible to say what to stop doing, not only what to do.

What we can switch on to solve it.

The diagnosis establishes what the business needs. These are the capabilities we can switch on.

All six ship switched off. None comes on unless the diagnosis justifies it.

  • Acquisition
    • SEO
    • Google Ads
    • Shopping
    • Content
    • Landing pages
  • Conversion
    • CRO
    • UX
    • Value proposition
    • Offer
    • Funnel
  • Retention
    • Email
    • Automation
    • Repeat purchase
    • Loyalty
  • Profitability
    • Pricing
    • Promotions
    • Variable costs
    • Basket size
    • Shipping costs
  • Product
    • Categories
    • Assortment
    • Availability
    • Stock
    • Merchandising
  • Data
    • Analytics
    • Attribution
    • Measurement quality
    • Dashboards

They aren't standalone packages. They are intervention tools: switched on when the data proves they are the right answer, and left alone when they aren't.

When the obvious answer is the wrong one.

The value of the diagnosis is not in finding more things, it is in not executing the obvious intervention when the data says otherwise.

  1. What it looked like An eCommerce apparently limited by its organic performance: SEO generated a lot of traffic, but a smaller share of revenue. The immediate reading was to invest more in acquisition.
  2. What the analysis showed That the first question wasn't about traffic, but about how much each new sale leaves after shipping, discount and payment fees. Until that was checked, investing more in acquisition was a blind bet.
  3. The conclusion It wasn't "do more SEO". It was to establish first whether each new sale generated enough contribution.

Scaling acquisition without knowing what each order leaves doesn't solve the problem: it can multiply it. And the channel metric would keep improving even if the business did not.

Who it is for, and who it isn't for.

We put it in writing so you don't spend a call if you don't fit. Saying no in time is part of what you are buying.

It is for you if

  • Your eCommerce is already selling
  • You invest in acquisition, or you are able to
  • You have order history
  • You have several products, categories or channels
  • You don't know which area should be prioritised
  • You have revenue, but you are not clear where the profit is made
  • Your suppliers optimise their own areas with no overall view
  • You need help implementing, not only a report
  • Whoever decides on catalogue, pricing or stock will be involved in the project

It isn't for you if

  • You haven't validated the product yet
  • You only want a store built from scratch
  • You only want to buy loose hours
  • You cannot provide minimum business data
  • There is no capacity to implement changes
  • You are looking for an automatic formula for guaranteed growth

If you don't fit, we will tell you on the first call, not in month four.

What you are not buying here.

Five things you would expect from a marketing supplier and will not find here.

  • A package of channels. What you buy is the decision about what to move, and then the execution that decision requires.
  • A report nobody implements. The diagnosis exists to produce an intervention; if it ends up filed away, we count that as our failure.
  • Traffic without profitability. Raising visits on an order that leaves no contribution makes the business worse with the metric in green.
  • An endless list of tasks. One constraint per cycle, and whatever is left out is declared with its reason. Attacking everything at once is the most reliable way to move nothing.
  • Growth promised without data. It depends on decisions and execution we do not control. Anyone who guarantees you a number will then have to claim credit for any rise that happens, and that reasoning is exactly what we are here to take off your hands.

What we do guarantee

If your data does not allow us to find a material, provable opportunity, you don't pay for the diagnosis.

The exact wording, so that it doesn't rest on an interpretation: if the diagnosis does not find at least one material lever or discrepancy —supported by evidence measured on your own data and documented with its source and its calculation— we refund the amount in full. The exact conditions of this guarantee are set out in writing in the proposal, before you sign.

The diagnosis first. Then, if there is a fit, the sprint.

We check whether there is enough information, volume and execution capacity for the diagnosis to produce a useful decision. If there is, you leave the call with the full scope and price. If there isn't, you leave with a no and the reason.

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