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Growth Diagnosis

Before moving anything: knowing what is limiting the business.

The economic and commercial diagnosis of your eCommerce. It establishes where the growth is, what is blocking it and what the next intervention should be. 15 working days from the moment we have access.

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The system is called Growth eCommerce Intelligence.

It is the method we work with: it identifies what is limiting the profitable growth of the business and turns that conclusion into an intervention that can be executed and measured. Growth Diagnosis, the diagnosis this page explains, is the first phase of that system.

We don't sell a channel before understanding the business. We use SEO, Ads, CRO and other levers when the data proves they are the right intervention, and we leave them alone when they aren't. The diagnosis is the piece that makes that decision possible, and it is the only product you buy at the start.

What data it uses.

Read-only access, with step-by-step guidance and nothing installed on your site. Whatever cannot be connected is declared as a limit instead of being filled in with an assumption.

  • Your storeOrder history, order lines, customers, catalogue, stock and, if you have it loaded, cost per SKU.
  • AnalyticsGA4: sessions, funnel, channels and buying behaviour.
  • Search enginesSearch Console: demand, positions and entry pages.
  • AdvertisingGoogle Ads: spend, campaigns, search terms and performance by product.
  • FeedMerchant Center: active products, disapproved ones and the reasons they are blocked.
  • Your contextWhat only you know: real margins, decisions in progress and operational constraints.

The first check is whether the data agrees with itself. How many orders your store records that your analytics never sees, in euros, and what is lost to consent — in reporting and in bidding. When something doesn't add up, that itself becomes the first finding.

What it analyses.

Six dimensions of the business. The constraint shows up where they cross, which is why none of them is evaluated on its own.

  1. EconomicsGross margin and contribution margin, always kept apart. Contribution per order, discounts, shipping cost by band, gateway fees and cost of acquisition.
  2. ProductCategories, sales mix, profitability by family, stock, availability, breadth of assortment and strategic products.
  3. CustomersNew versus returning, cohorts by first purchase, repeat rate and time to repeat, frequency, customer value and churn.
  4. AcquisitionSEO, Ads, Shopping, affiliates and marketplaces, with non-brand performance separated from the total.
  5. ConversionOffer, experience, funnel with the leaking step located, average basket, promotion and buying behaviour.
  6. RetentionEmail, automation, loyalty, expected replenishment by product type and growth in customer value.

How the main constraint is chosen.

Spotting problems is easy and worth nothing on its own. The hard part, and what you are buying here, is deciding which of them has to be solved first.

  1. It is located The segment of the business where the problem concentrates: which family, which channel, which type of customer or which order band.
  2. It is ordered With the dependency graph: what unblocks what. If a lever cannot move until another one is resolved, it isn't the first even if it is worth more.
  3. Candidates are dropped The ones that don't survive the evidence, and the ones that do survive but stay blocked by data we don't have yet. Those are declared, not hidden.
  4. One is chosen One dominant constraint, and at most one coupled to it. Attacking everything at once is the most reliable way to move nothing.
  5. The criterion is written down What signal would confirm we got it right, what data would change it and on what date it gets reviewed — all fixed before execution starts.

How we tell facts, estimates and hypotheses apart.

That your traffic lands on out-of-stock pages is a fact. How much you recover by restocking is an estimate. Mixing them would mean lying about one of the two, so every figure is labelled.

  1. MeasuredArithmetic on your own data, with the calculation on view.
  2. EstimatedProjected from your business, as a range and with the assumption written down.
  3. HypotheticalResting on a market benchmark rather than on your data, so it arrives as an open question.
  4. Not evaluableWhat could not be measured, and which data point or access would unblock each gap.

The fourth category is the one almost no report has, and it is the one that stops you making an expensive decision on an invented number.

What you receive.

Four blocks that read in ten seconds from the top and hold up when you go all the way down to the evidence.

The economic map

Where the profit in your business is actually made.

  • Profitability by family and by productSales, margin and stock on the same row. With the family taxonomy built to fit your catalogue, so the business can be compared against itself.
  • Order economicsWhat each order band leaves after shipping, discount and payment gateway. It is where the leak turns up most often.
  • Data reliabilityHow many orders your store records that your analytics never sees, in euros, and what is lost to consent.
  • The boundaryWhat could not be evaluated, and what it would take to evaluate it.

The constraint

What is blocking growth, with its evidence.

  • The segment it concentrates inWhich part of the business is affected, and which part isn't.
  • Causal hypothesisWhy it happens, with the evidence behind it and the alternatives that have been ruled out.
  • Dependency graphWhat unblocks what, and why nothing else moves until this one is resolved.
  • Addressable impactIn euros of margin per month, as a range and split by level of evidence. It is what can be addressed in this cycle, which almost never matches the total potential of the business.

The 90-day plan

What is going to be done, who does it and when it gets reviewed.

  • The priority leverAnd the specific workstreams that attack it, each with its owner.
  • Metric and leading signalWhich number has to move, and which signal anticipates it before the result arrives.
  • Validation and cancellation criteriaWhat would confirm we got it right, and what would make us stop. Written down before we start.
  • What we will NOT do this quarterWith the reason written down, because ruling out is part of the plan too.

The handover

How it arrives and what you keep afterwards.

  • The validation scriptThe questions only you can answer, sent 48 h in advance so you don't have to improvise.
  • The translation sessionLive, in business language, with the awkward follow-up question answered. Plus a short recording for whoever decides alongside you.
  • Your dashboardTwelve months of access, with a date-range selector and coverage declared by source. You keep it even if you don't continue.
  • The actionable tablesIn CSV, ready for your team. For instance the priority restocking table, with the decision columns left empty.

And afterwards: Growth Sprint.

The diagnosis says which the lever is. The sprint is where it moves. Buying it isn't compulsory: you can keep the diagnosis alone and execute it yourself.

  1. We implement We execute directly in the areas that fall within our capabilities: acquisition, conversion, retention, profitability, product and data.
  2. We coordinate We work with your team or your suppliers when the intervention touches technology, operations, logistics or development, with the brief and the success criterion in writing.
  3. We keep control Thirty minutes a month. Monthly is control; quarterly is direction. The decisions we don't delegate reach you with the number beside them.
  4. We give a verdict At 90 days we test what was written down before we started: confirmed, partial or failed. And whatever fails stops consuming your budget.

Which capabilities can be switched on

  • AcquisitionSEO, Google Ads, Shopping, content and landing pages.
  • ConversionCRO, UX, value proposition, offer and funnel optimisation.
  • RetentionEmail, automation, repeat purchase and loyalty.
  • ProfitabilityPricing, promotions, variable costs, basket size and shipping costs.
  • ProductCategories, assortment, availability, stock and merchandising.
  • DataAnalytics, attribution, measurement quality and dashboards.

They aren't standalone packages. They are intervention tools: switched on when the diagnosis proves they are the right answer. Your advertising spend and your tools always sit outside the fee: we never charge a commission on what you invest.

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

The diagnosis needs a business with some track record and with data. Without them it doesn't produce a decision: it produces a report, which is exactly what we don't want to sell you.

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

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 the diagnosis finds nothing material, you don't pay for it.

If by the end we haven't found 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.

What counts as material

That it affects at least 1% of the monthly revenue analysed. Or, if the finding is expressed in profitability, that it is worth at least €2,000/month of contribution margin.

The exact conditions of this guarantee are set out in writing in the proposal, before you sign.

What is measured and what comes as a range

The existence of the finding is measured, with its source on view. Its economic impact comes as a range and with its level of evidence declared.

Because traffic landing on out-of-stock pages is a fact, and what you recover by restocking is an estimate.

And what we don't guarantee

A revenue figure. It depends on decisions and execution we don't control: whether your supplier delivers, whether you approve the spend, or whether you decide not to touch prices.

Before the diagnosis, forty minutes.

We don't propose the diagnosis without talking first. There are three things you cannot see from the outside — your margin, what you are investing in and what you can move this quarter — and if one of them doesn't fit, we tell you on the call.

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