An engagement for a national retail group whose e-commerce business unit was operating in degraded mode. Objective: restore the coherence of the e-commerce system, stabilize the customer promise, and give leadership reliable governance capability back.
Steadily declining conversion rate
Unstable customer promise (timelines, messaging, delivery options)
Inconsistent OMS generating phantom stockouts and overselling
Customer service overwhelmed, with over 1,800 open tickets
An isolated inconsistency never stays isolated: it spreads through the whole chain until it degrades the customer experience, operations and margin.
Before fixing anything, you have to understand exactly where the chain weakens, where costs are created and where performance degrades.
Stabilize delivery timelines, product availability, and the information displayed.
Reduce operational errors and dispute-related costs.
Give leadership a clear read of e-commerce performance again.
A deep overhaul of stock rules, fixing inconsistencies and eliminating phantom stockouts to guarantee execution that's reliable and consistent with the customer promise.
Simplifying and securing availability logic to eliminate inconsistencies between the catalog, real stock, and what's displayed.
Aligning displayed timelines with operational capacity to restore the credibility of the customer promise.
Reducing invisible friction in the funnel to improve clarity and restore the conversion rate.
Synchronizing flows to stabilize deliveries and reduce operational incidents.
The CRM had to stop amplifying operational dysfunctions and become a lever of reliability, reassurance and performance.
1,800 support tickets → 0
The main causes of contact removed by stabilising flows and the post-purchase journey.
Conversion stabilised, then relaunched
A clarified journey, a realigned customer promise and far less operational friction.
Delivery incidents sharply reduced
Logistics flows restructured, responsibilities clarified and carrier management strengthened.
Carrier disputes sharply reduced
Better traceability, fewer anomalies and a system that became manageable again.
A turnaround isn't won on the obvious actions, but on the decisions you have to own against the organisation's natural reflex.
With more than 1,800 open tickets, the expected answer was to reinforce customer service: the most visible measure, and the fastest to put in place.
Go back to the source (OMS, stock rules, displayed lead times), accepting that contact volumes wouldn't move for the first few weeks.
Lengthening the lead times shown online means risking orders lost to competitors more aggressive on the promise.
Align the promise with real operational capacity, because a delivery date kept is worth commercially more than one sold and then missed.
Switching off live scenarios means giving up attributed revenue in the short term, which shows immediately in marketing reporting.
Stop the misaligned automations rather than keep amplifying, message after message, problems the customer was already living through.
