Agree the commercial boundary.

Choose the market, categories, stores and period in scope. State whether a number describes merchandise sales, platform fee income or owned-product revenue. Align those definitions with the finance team before comparing performance.

Use a short connected set of measures.

Start with retained orders, net value, identified first-time purchasers, existing purchasers and a matured repeat-purchase cohort. Add acquisition and service costs. A click count helps explain discovery, but it does not replace a purchasing-customer measure.

Show pressure as well as progress.

Acquisition cost may rise as a programme reaches a wider audience. Delivery and support costs can grow with orders. A useful scorecard shows those trade-offs and tests whether the resulting contribution supports the next stage of investment.

Keep programme and company profit separate.

A selected category can improve while the overall company faces costs outside the programme. Explain which expenses are included and which are not. Use complete company accounts for any company-wide profitability claim.

THE NEXT CALL IS YOURS

Bring a real question.
Be ready to challenge the plan.

Put the customer need, the evidence and the commercial outcome on the table. A recommendation should be able to defend its place.

Put your brief forward

An original strategic framework. No completed client study or measured brand result is claimed.