The challenge
People don't buy a sectional or a refrigerator the way they buy a phone case. They need to know it fits, when it arrives and who installs it. Customers need confidence in product fit, financing, inventory, delivery, installation, service and return expectations. The digital experience also has to work with stores and operations rather than behave like an isolated channel.
My role
I built and scaled the ecommerce channel over more than 20 years. My responsibilities grew with the business to include ecommerce revenue and budgeting. I coordinated ecommerce priorities across the business. I provided regular performance and strategy updates to executive leadership.
What the work required
- Building teams across product, UX, merchandising, SEO, analytics and digital marketing.
- Connecting customer acquisition and site experience to inventory, pricing, financing, fulfillment and stores.
- Turning customer behavior and commercial performance into investment priorities.
- Modernizing the technology platform while sustaining day-to-day operating performance.
- Creating an ecommerce operating model inside a broader retail organization.
The result
The channel grew from its early catalog and transactional stages into the No. 310 retailer among North America’s largest online retailers by web sales in Digital Commerce 360’s 2023 ranking.
What transfers to other companies
A strong ecommerce experience depends on alignment across the website, inventory, delivery and stores.