A shared picture
The diagnosis reveals how demand, assortment, product, marketing, CRM, operations, and financial results connect. The owner sees a few constraints that truly determine channel economics instead of scattered symptoms.
What e-commerce consulting solves
The result is a management decision on how the online business should grow, rather than an interface audit.
Choosing priorities
Initiatives are compared by impact mechanism, investment, dependencies, risk, and speed of testing. The roadmap retains actions with owners and KPIs rather than a long wish list from functions.
Moving to execution
The target model becomes a plan for the first 90 days. The team understands which data to collect, processes to change, product hypotheses to test, and where an owner’s decision is required.
When an external review is needed
The format is useful when growth has slowed and functions offer conflicting explanations.
Revenue grows without profit
Promotions, marketing, and delivery support turnover while order contribution margin falls. Healthy growth must be separated from subsidized growth.
Online and retail conflict
Teams compete for the customer and attribution while no one owns the total B2C result. Shared rules are needed for orders, inventory, incentives, and P&L.
The roadmap is disconnected from the business
Product and IT are busy, but management cannot explain which task will change conversion, retention, service, or margin, or when it can be tested.
Execution breaks the promise
Cancellations, inaccurate stock, slow assembly, delivery, and returns consume the value of traffic. The customer and order journeys need one integrated review.
What the engagement covers
The exact scope depends on the question, but the entire system capable of changing the decision is tested.
P&L and unit economics
Revenue, margin, discounts, CAC, LTV, fulfillment, delivery, returns, and service cost by category and scenario.
Commercial and product
Assortment, pricing, promotions, marketplaces, funnel, UX, mobile scenarios, content, and product-portfolio prioritization.
Customers and CRM
Segments, cohorts, repeat purchases, loyalty, communications, customer journey, and post-order service quality.
Operations and technology
Inventory, OMS, assembly, delivery, returns, SLA, data, analytics, team roles, and constraints of the current technology landscape.
Three engagement formats
Price is determined by the scale and depth of the task after a short introduction to the context.
E-commerce diagnosis
1–2 weeks · from RUB 150,000. Baseline, key losses and growth opportunities, priorities, and a plan for the first 90 days. Suitable when the question itself still needs to be framed correctly.
Growth strategy and plan
3–5 weeks · from RUB 350,000. Choice of growth arena, target model, economics, initiative portfolio, KPIs, and a 12–24 month roadmap.
Digital-channel transformation
Project engagement · from RUB 500,000. Participation in redesigning management, processes, products, data, and omnichannel execution when recommendations alone are insufficient.
How the project works
The work moves from facts and choices to a target model and a managed launch.
1. Question and baseline
The owner’s expectations, current economics, channel dynamics, available data, and decisions that cannot be postponed are clarified.
2. Interviews and order journey
Functional positions, customer journey, and operating process are reviewed. Disagreements become testable hypotheses.
3. Economics of constraints
Losses and opportunities are assessed by size, confidence, effort, and dependencies. Unknown data is recorded as assumptions.
4. Target model
The roles of channels, customer, product, operations, data, technology, and owners of the overall result are defined.
5. Roadmap and launch
A portfolio of initiatives, KPIs, owners, checkpoints, and first actions is created. Hypotheses receive scaling and stopping criteria.
What the business receives
- a shared baseline and causal map of metrics;
- a description of key losses and constraints;
- a target commercial and operating model;
- economics and priorities for the initiative portfolio;
- owners, KPIs, and a plan for the first 90 days.
The artifacts are designed for the team’s regular work, not for a presentation archive.
When this format is not suitable
Consulting does not replace website development, an SEO audit, CMS configuration, advertising management, or marketplace content production. If the decision has already been made but no one can manage execution, the business needs a transformation format or business management audit before expanding the scope. Impact cannot be guaranteed before data analysis and the team’s work.
Operating experience
These are results from my work inside companies, not testimonials about consulting services.
ORTEKA
E-commerce share increased from 14% to 22%+, gross profit by +24.8%. The portfolio included product, CRM, mobile scenarios, marketplaces, and an omnichannel model.
SUNLIGHT
E-commerce sales grew from RUB 5.6 bn to RUB 13 bn, while order assembly accelerated from 4–6 hours to 30–60 minutes.
Kenguru
E-commerce grew x2+, app revenue increased by 75%, and CRM campaigns generated RUB 40m+.
Questions about e-commerce consulting
Answers about starting, data, and outcomes.
What data is needed at the start?
P&L, sales and margin, funnel, marketing, CRM, inventory, fulfillment, and service. If some data is unavailable, this is recorded as a constraint and a separate task.
Can we start with one problem?
Yes. Diagnosis suits a focused question when its cause may cross functions. The scope expands only where it changes the decision.
Who should participate?
The owner or CEO and the owners of affected functions. Without access to decisions and data, the project becomes a review rather than a working change program.
Related pages
Discuss an e-commerce challenge
Describe the current scale and economics of the online channel, its main constraint, and the decision that must be made. At the first meeting, we will determine whether diagnosis, strategy, or transformation is the right format.