Expertise
B2C management through P&L connects the contribution of channels, product, CRM, service and marketing with revenue, gross profit, costs and customer economics. This gives leadership visibility into the real financial impact of decisions rather than isolated digital metrics.
Updated: August 2026
In the ORTEKA case, the digital ecosystem was integrated into the business P&L: analytics, attribution, CJM and marketing became tools for managing omnichannel revenue and gross profit.
This section helps quickly assess whether this profile fits the company’s challenge.
When a B2C company has expanded across channels but manages them separately: marketing, e-commerce, retail and CRM use different KPIs that do not reconcile well within the overall economics.
The remit extends beyond marketing to the commercial model, product, customer experience, channels, data, operational control and every initiative’s contribution to P&L.
Higher gross profit, lower inefficient costs, transparent channel contribution, stronger repeat purchases and the ability to reallocate investment quickly.
Access to the P&L, sales data, marketing costs, customer cohorts and the actual processes connecting digital channels, retail and service.
The current P&L shows the business’s actual economics and the contribution of its drivers. The choice of future market, value proposition and business model is covered separately.
First establish the baseline economics, then compare growth scenarios and their requirements for investment, people and execution.
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Roles with responsibility for P&L, growth, commercial strategy, operations and transformation.