Stage 03 · By stage
Your webstore is 0.5% of revenue.
You are a large, established company. The webstore exists, it works, and next to the rest of the business it is a rounding error. Nobody has ever given it a strategy, a target or an owner — which is exactly why the headroom is so large.
Established business · ecommerce is still a rounding error
the shift that changes what the channel means to the business
+85%
online revenue growth at Kaluste Marsalkka while the whole business grew 50%
Sized first
we model what the channel could be before anyone builds anything
Four things we hear in the first meeting.
This is our third client group, and it looks nothing like the first two. The problem is not that the store underperforms. It is that nobody has ever decided what the store is for.
01
Ecommerce is treated as a side project
It has no P&L of its own, no target and no owner with authority. It reports to whoever happened to have capacity, which is why nothing about it compounds year to year.
02
The store was built for the catalogue, not the customer
It mirrors the ERP: the product hierarchy, the naming, the pricing logic. That structure is correct internally and unusable externally — people do not shop the way a product master is organised.
03
Nobody has modelled what it could be
No one has put a number on what three or five percent of turnover would mean in euros, or what it would take to get there. Without that number the channel can never win an investment argument against anything else.
04
Retail, B2B and online compete instead of compounding
Pricing conflicts, channel conflicts, and no shared view of the customer. Each channel is optimised as if the others did not exist, so the business never sees what a customer is actually worth.
What you get
Before anyone builds anything.
The first deliverable is not a campaign. It is the case for the channel — sized, structured and argued in a form a management team can act on.
A modelled target, not a hope
We size what the channel could realistically be in euros, what it would take in investment and time, and what has to be true for it to work. That model is the thing that wins the internal argument.
A store built for how people buy
Navigation, search, product data and merchandising rebuilt around customer intent rather than the product hierarchy. In catalogue-heavy businesses this is usually the single largest unlock.
Channel economics that stop fighting
Pricing, availability and delivery logic agreed across online, retail and B2B, with one customer view underneath — so growing one channel stops looking like cannibalising another.
An owner and a rhythm
Quarterly OKRs, monthly reporting and a named person on both sides. Ecommerce stops being a side project and starts being a line the board asks about.
Opportunity model
0.5%
→
3.2%
Modelled annual online revenue
€4.1M
A number, not an ambition
What the channel could realistically be worth, with the assumptions visible. This is the thing that wins the internal investment argument — and nothing gets built before it exists.
Product structure
AS IT COMES FROM THE ERP
PRD-4471 → GRP_22 → SUB_08 → VAR_3
Outdoor › Rain jackets › Men’s › Navy
A store built for how people buy
Navigation, search and product data rebuilt around customer intent instead of the product master. In catalogue-heavy businesses this is usually the single largest unlock.
Customer value · 12 mo
Online only
€142
Retail only
€118
Buys in both
€389
One customer, not three channels
Online, retail and B2B joined into a single customer record. This is the number that ends the cannibalisation argument, usually for good.
The first 90 days
Weeks 1–4
Audit and sizing
The store, the data, the product information, the channel economics — and a model of what the channel could be worth. This phase is longer here on purpose: the number is the deliverable.
Weeks 5–6
The case
The opportunity written up as an investment case with the assumptions visible: what it takes, what it returns, what would have to go wrong. Built to survive a management team, not a marketing meeting.
Week 7
Roadmap
A twelve-month sequence with the first quarter at week level. Product data, structure and measurement usually come before any media spend increases.
From week 8
Execution
Build, measure, report. Quarterly review against the model, so the forecast either earns trust or gets corrected early.
What we measure
One number matters more than the rest here, and it is not conversion rate. It is what share of the business this channel represents, and whether that share is moving.
Ecommerce share of total revenue
The headline number. Moving from half a percent to three or five is a different business conversation than any conversion metric will ever be.
Online growth rate vs. total business growth
The channel has to grow faster than the company for the mix to shift at all. If it grows at the same rate, nothing changes.
Contribution margin of the channel
After spend, delivery and returns. Large businesses will fund a channel that is small but profitable far more readily than one that is growing but unexplained.
New customers acquired online
Often the strategic argument that outranks revenue: the store reaches customers the existing channels structurally cannot.
Cross-channel customer value
What a customer who buys both online and offline is worth compared to one who does not. Usually the number that ends the cannibalisation argument for good.
The proof
A client at this exact point.
Kaluste Marsalkka is the mechanic in miniature: the whole business grew 50% while the online channel grew 85% — online growing faster than the company is what shifts the mix.
KALUSTE MARSALKKA · 2023 → 2025
+50% revenue growth · +85% online revenue growth · +9,000 new customers
OKR Leading · Customer Acquisition · Conversion Optimization · Email Marketing
TYPICAL FIT
Custom scope
This starts with a paid audit and sizing phase rather than a monthly retainer, because the first deliverable is a number and an investment case. The ongoing structure is agreed once that exists.
OTHER GROWTH PATHS
Not quite you? Try one of these.
Every path leads to the same team and the same OKR model. What differs is where we start and what the first quarter is aimed at.
STAGE 02
Scale
€3–50M · mid-market, growing, margin under pressure
TEAM D
Own dev team
Technical capacity is not the constraint
TEAM A
No marketing team
Founder-led marketing
→
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