£6.5m
P&L managed
+19%
Non food share of business profit
9
Websites traded
5
Countries
Ecommerce
Trading and optimisating end to end experience.
Own Brand
Product sourcing and development
Management
People development.
Process Improvement
Implementing new, efficient, ways of working.
Non-Food Category Development
The non-food categories had been expanded without a clear plan, heirarchy, or view on end to end profitability.
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A category by category good-better-best structure was created, with a targeted approach to the best and most profitable customer focused ranges to be introduced.
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A clear analysis of net contribution was made for each range, including logistics and stock holding impacts.
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New partners were sourced and relationships that were previously damaged with existing parters were healed.
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This included both branded and own brand ranges, with suppliers in the UK, Europe and Far East.
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Online layouts and category structures were reviewed in line with this, to ensure both new and existing ranges were as easy to shop as possible.
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Non-food became over 40% of the company profit, a rise of almost 20%.
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Promotional Planning
To drive sales and create engagement with customers, a clear promotional plan was introduced. This was structured to give variety and tie in with seasonal events.
This was a mix of manufacturer funded and self funded promotions, after a analysis was conducted to understand whether the uplift would drive incremental profit.
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A selection of promotional email layouts were trialled to understand impacts and analyse click through, bounce rate and sales.
Kokoba Brand Stock Recovery
Due to a huge purchase of low quality own brand product prior to appointment, there was a significant stock problem which was causing logistics and financial problems within the business.
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Due to ongoing costs of storage from 3PL warehousing the total range was costing more to store than the profit from sales.
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A detailed analysis was done to understand CBM and the cost associated with storage on a line level basis, which was then compared to sales rates.
Different categories of stock were created with separate exit strategies to generate the best return.
CEO level presentation and sign off of plans was required.
Overall recovery rate of circa 75% vs business original expectation of sub 10%.
