Oct 7, 2026
Growing E-commerce Revenue by 500%
Bringing marketplace analytics, advertising, customer service, influencer partnerships and CRM together around the same commercial goal with the Akdağ Doctrine.
E-commerce
E-commerce
Growth
The Question
During my tenure at Loris, e-commerce grew by 500%. This result shows how important it is to approach e-commerce together with the company’s commercial structure.®
What to ask before the ad budget
When e-commerce growth is discussed, the first question is usually the same: “How much should we increase the ad budget?”
Yet there are other questions that need answering before bringing in more visitors.
Does the product page persuade people to buy? Are customers’ questions answered in time? Are marketplace sales actually profitable? Is the influencer reaching the right customer? Why doesn’t the person who placed a first order buy again?
The Akdağ Doctrine’s approach in this case is to manage the customer’s entire path together, from discovery to purchase and repeat purchase.
1. First, we work out the mathematics of growth
We examine e-commerce revenue through three core elements:
Number of visitors × purchase conversion rate × average order value.
Then we separate new customer acquisition from repeat purchases by existing customers. We assess how cancellations, returns and discounts change the sales result.
While looking at revenue, we also work out the economics of the order: product cost, marketplace commission, ad spend, shipping, packaging, payment cost and returns.
This shows us where growth is stuck. If traffic is strong but conversion is weak, we focus on the product page and the checkout process. If sales are high but contribution margin is low, we revisit the offer, advertising and channel economics.
500% growth is not a rate to be promised to every business. It is a result that depends on the starting point, the demand for the product and the company’s capacity to execute.
Marketplaces and Channels
Marketplace analytics thus goes beyond reporting; it determines which product to invest in and which problem to solve first.®
2. We take marketplace analytics down to product and profitability level
We do not see marketplaces as a total sales figure. We examine the conditions under which each product sells.
We assess product views, conversion, ad spend, selling price, commission, cancellations, returns and customer reviews together. We set the depth of analysis according to the data the platform provides.
This review allows us to separate different problems:
If it is viewed but not sold, the product presentation, price, reviews or delivery offer are examined.
If it sells but leaves a low contribution, the cost and advertising structure are reviewed.
If there is demand but it is out of stock, supply and stock allocation are addressed.
If it is returned often, the gap between product expectation and real experience is investigated.
We improve titles, category mappings, product attributes, images and descriptions based on these findings.
3. We define the role of each channel in a multi-channel structure
Your own e-commerce site, marketplaces, social media and stores offer different advantages. We do not give every channel the same job.
Marketplaces can be used to reach new customers and capture on-platform demand. Your own site can develop the brand story and direct customer relationships. Stores can support product experience, delivery and service.
We connect product, inventory and order information to this structure. We assess campaigns, channel costs and pricing policies together.
We create rules that prevent stock running out in one channel while demand is being created in another, and stop the same product from losing margin through uncontrolled discounts.
A multi-channel structure is not built by opening more accounts. It is built by managing each channel’s role and how they relate to one another.
4. We design the product page like a sales representative
We try to answer on the product page the questions the customer would ask.
Who is the product for? Which need does it meet? What are its size, ingredients or way of use? How does it differ from alternatives? When will it be delivered?
Images, video, descriptions, customer reviews and FAQs should all support the same product promise.
We pay particular attention to the mobile experience. We cut unnecessary steps in product selection, variant switching, adding to basket and checkout. We remove the uncertainty created when shipping costs or delivery terms are revealed late.
To raise basket value, we offer customers meaningful options: complementary products, use-together suggestions and economically sensible bundles.
We assess every change by its effect on margin and returns as well as conversion.
Service, Advertising and Influencers
Customer service resolves post-order problems while also reducing pre-purchase hesitation.®
5. We build fast customer service into the sales system
A customer ready to buy can be lost while waiting for an answer to a simple question.
Questions such as “Which product should I choose?”, “If I order today, when will it arrive?” or “How is this product different from the other one?” are part of the purchase decision.
That is why we track first response time, resolution time and unanswered requests. We plan agent capacity around peak hours.
We create a shared knowledge source for the team with up-to-date product information, delivery terms and solutions. We also make sure fast answers are accurate and clear.
Marketplace questions, site chat, email and other contact points are brought, as far as possible, into a shared tracking system. Every request has an owner and a status.
6. We run smart chatbots together with human follow-up
We use chatbots to answer recurring questions, help with product choice and route requests to the right team.
The bot’s answers must be based on current product, inventory, order and service information. On a topic it does not know, it should hand over to an agent rather than produce a definitive answer.
The real critical point is that this handover is actually resolved.
We regularly review unanswered conversations, recurring questions, customers asking for an agent and negative feedback. We turn every failed conversation into a work list the relevant team can see.
The agent continues from the conversation history without making the customer tell the whole story again. Where needed, the customer is contacted again and the request is closed.
These conversations also improve product pages. If the same question keeps being asked, the missing information is added to the page. If a wrong expectation is forming, the product description is corrected.
A chatbot’s value is seen not in the number of answers but in resolved requests and customer relationships that are not lost.
7. We tie Google Ads to product economics and accurate measurement
In ad optimisation, we clarify which sale is being measured. We make sure purchase events are recorded correctly, not counted twice, and, where possible, that the effect of cancellations and returns is taken into account.
We organise product data: title, category, image, price and stock information must be consistent between the ad and the product page.
We make budget decisions together with product margin, stock position and sales performance. We do not apply the same investment approach to every product.
We match search intent, ad message and landing page. If a customer is searching for a specific need, the page they land on must answer that need clearly.
We also assess customers already searching for the brand separately from new customer acquisition. We try to understand how much of the performance shown in campaign reports actually creates new demand.
If the contribution of ad-driven orders is insufficient, we do not just raise the budget; we review the product offer, page, targeting and cost structure together.
8. We choose influencers by customer fit and sales impact
We do not use follower count on its own as a selection criterion.
Does the creator’s audience overlap with our target customer? Can their content explain how the product is used? Do they have a relationship of trust with their followers? How were past collaborations received?
We run small-scale tests with creators suited to the product and audience. We track the visitors, orders, new-customer contribution and cost the content brings to the site.
Alongside fixed-fee collaborations, we also consider commission-based influencer models. We track sales contribution through creator-specific links or codes.
We clearly define which orders the commission is calculated on. We account for cancellations, returns and codes spreading to other channels.
A commission model may not lower total cost in every collaboration. But under the right conditions it can limit upfront cost and strengthen the link between payment and sales performance.
If the content produced is planned to be reused in ads or on product pages, we clarify usage rights from the outset.
CRM, Operations and a Shared Scorecard
When one of these parts stays weak, part of the investment made in the others is lost.®
9. We grow the value of the first order with CRM
After acquiring a new customer, we plan how the relationship will be sustained.
We create post-purchase usage information, complementary product recommendations, repurchase reminders and content matched to the customer’s interests.
We organise SMS and email flows according to shopping behaviour. We do not send unnecessary basket reminders to customers who have already bought. We remove customers with an unresolved service issue from automated sales messages.
We design win-back programmes for customers who have not shopped for a long time. Instead of giving everyone the same discount, we assess the segment’s needs and the cost of the offer.
We manage sends in line with communication preferences and consents, and control frequency across all channels.
We assess CRM performance not only by clicks but by repeat purchase, revenue per customer, contribution margin and unsubscribe rates.
10. We prepare inventory, delivery and returns for growth
If order preparation and customer service capacity fall behind while demand grows, the experience breaks down.
Before campaigns, we check stock availability, preparation capacity and delivery time. We examine the reasons for cancellations and the product-level distribution of returns.
Return reasons feed back to the marketing and product teams. If the product description creates the wrong expectation, it is corrected. If there is an operational problem, the process is addressed.
We manage sales growth together with the ability to keep the promise made to the customer.
11. We bring all teams together on a shared performance scorecard
Marketing, e-commerce, sales, CRM, customer service and operations see the same commercial scorecard. Alongside traffic and orders, conversion, average order value, repeat purchase, contribution margin, cancellations, returns and service times are tracked.
For every performance problem, an owner, an action and a review date are set.
If conversion falls while ad traffic grows, the page and the offer are examined. If questions go unanswered, service capacity is addressed. If margin shrinks while sales rise, channel and product economics are assessed.
Growth becomes the teams’ capacity to solve the same problem together.
Conclusion
The payoff of growth in e-commerce with the Akdağ Doctrine
Marketplace analytics ensures investing in the right product. Advertising brings in the relevant customer. The product page makes decision-making easier. Customer service resolves hesitations. Chatbots expand the reach of the service. Influencer collaborations bring the product to the right audience. CRM maintains the relationship. Operations fulfill the promise made.
Strong growth in e-commerce requires building a commercial system that minimizes these losses throughout the entire customer journey and scales successful practices.
To evaluate the growth opportunities in your e-commerce structure together, contact Gökhan Akdağ or review the consulting services page.
New articles on this topic
My Recent Posts
(Gökhan Akdağ)
©2026
What Is Marketing Consulting? How to Build a Marketing Strategy, Plan, Budget and Management Discipline
Oct 9, 2026
Marketing
What Is Retail Consulting? Store Management, Sales Growth, KPIs, Profitability and Retail Math
Oct 9, 2026
Retail
What Is Commercial Growth Consulting? How to Manage Sales, Marketing, B2B, Export, Organisation and Profitable Growth
Oct 9, 2026
Strategy
FAQ
01
What does GA Consulting do?
02
What is your approach?
03
How do projects progress?
04
What is your focus?
05
Which areas do you work in?
06
What value does it create for companies?
07
Which companies is it right for?
08
How long until a project delivers results?
Oct 7, 2026
Growing E-commerce Revenue by 500%
Bringing marketplace analytics, advertising, customer service, influencer partnerships and CRM together around the same commercial goal with the Akdağ Doctrine.
E-commerce
E-commerce
Growth
The Question
During my tenure at Loris, e-commerce grew by 500%. This result shows how important it is to approach e-commerce together with the company’s commercial structure.®
What to ask before the ad budget
When e-commerce growth is discussed, the first question is usually the same: “How much should we increase the ad budget?”
Yet there are other questions that need answering before bringing in more visitors.
Does the product page persuade people to buy? Are customers’ questions answered in time? Are marketplace sales actually profitable? Is the influencer reaching the right customer? Why doesn’t the person who placed a first order buy again?
The Akdağ Doctrine’s approach in this case is to manage the customer’s entire path together, from discovery to purchase and repeat purchase.
1. First, we work out the mathematics of growth
We examine e-commerce revenue through three core elements:
Number of visitors × purchase conversion rate × average order value.
Then we separate new customer acquisition from repeat purchases by existing customers. We assess how cancellations, returns and discounts change the sales result.
While looking at revenue, we also work out the economics of the order: product cost, marketplace commission, ad spend, shipping, packaging, payment cost and returns.
This shows us where growth is stuck. If traffic is strong but conversion is weak, we focus on the product page and the checkout process. If sales are high but contribution margin is low, we revisit the offer, advertising and channel economics.
500% growth is not a rate to be promised to every business. It is a result that depends on the starting point, the demand for the product and the company’s capacity to execute.
Marketplaces and Channels
Marketplace analytics thus goes beyond reporting; it determines which product to invest in and which problem to solve first.®
2. We take marketplace analytics down to product and profitability level
We do not see marketplaces as a total sales figure. We examine the conditions under which each product sells.
We assess product views, conversion, ad spend, selling price, commission, cancellations, returns and customer reviews together. We set the depth of analysis according to the data the platform provides.
This review allows us to separate different problems:
If it is viewed but not sold, the product presentation, price, reviews or delivery offer are examined.
If it sells but leaves a low contribution, the cost and advertising structure are reviewed.
If there is demand but it is out of stock, supply and stock allocation are addressed.
If it is returned often, the gap between product expectation and real experience is investigated.
We improve titles, category mappings, product attributes, images and descriptions based on these findings.
3. We define the role of each channel in a multi-channel structure
Your own e-commerce site, marketplaces, social media and stores offer different advantages. We do not give every channel the same job.
Marketplaces can be used to reach new customers and capture on-platform demand. Your own site can develop the brand story and direct customer relationships. Stores can support product experience, delivery and service.
We connect product, inventory and order information to this structure. We assess campaigns, channel costs and pricing policies together.
We create rules that prevent stock running out in one channel while demand is being created in another, and stop the same product from losing margin through uncontrolled discounts.
A multi-channel structure is not built by opening more accounts. It is built by managing each channel’s role and how they relate to one another.
4. We design the product page like a sales representative
We try to answer on the product page the questions the customer would ask.
Who is the product for? Which need does it meet? What are its size, ingredients or way of use? How does it differ from alternatives? When will it be delivered?
Images, video, descriptions, customer reviews and FAQs should all support the same product promise.
We pay particular attention to the mobile experience. We cut unnecessary steps in product selection, variant switching, adding to basket and checkout. We remove the uncertainty created when shipping costs or delivery terms are revealed late.
To raise basket value, we offer customers meaningful options: complementary products, use-together suggestions and economically sensible bundles.
We assess every change by its effect on margin and returns as well as conversion.
Service, Advertising and Influencers
Customer service resolves post-order problems while also reducing pre-purchase hesitation.®
5. We build fast customer service into the sales system
A customer ready to buy can be lost while waiting for an answer to a simple question.
Questions such as “Which product should I choose?”, “If I order today, when will it arrive?” or “How is this product different from the other one?” are part of the purchase decision.
That is why we track first response time, resolution time and unanswered requests. We plan agent capacity around peak hours.
We create a shared knowledge source for the team with up-to-date product information, delivery terms and solutions. We also make sure fast answers are accurate and clear.
Marketplace questions, site chat, email and other contact points are brought, as far as possible, into a shared tracking system. Every request has an owner and a status.
6. We run smart chatbots together with human follow-up
We use chatbots to answer recurring questions, help with product choice and route requests to the right team.
The bot’s answers must be based on current product, inventory, order and service information. On a topic it does not know, it should hand over to an agent rather than produce a definitive answer.
The real critical point is that this handover is actually resolved.
We regularly review unanswered conversations, recurring questions, customers asking for an agent and negative feedback. We turn every failed conversation into a work list the relevant team can see.
The agent continues from the conversation history without making the customer tell the whole story again. Where needed, the customer is contacted again and the request is closed.
These conversations also improve product pages. If the same question keeps being asked, the missing information is added to the page. If a wrong expectation is forming, the product description is corrected.
A chatbot’s value is seen not in the number of answers but in resolved requests and customer relationships that are not lost.
7. We tie Google Ads to product economics and accurate measurement
In ad optimisation, we clarify which sale is being measured. We make sure purchase events are recorded correctly, not counted twice, and, where possible, that the effect of cancellations and returns is taken into account.
We organise product data: title, category, image, price and stock information must be consistent between the ad and the product page.
We make budget decisions together with product margin, stock position and sales performance. We do not apply the same investment approach to every product.
We match search intent, ad message and landing page. If a customer is searching for a specific need, the page they land on must answer that need clearly.
We also assess customers already searching for the brand separately from new customer acquisition. We try to understand how much of the performance shown in campaign reports actually creates new demand.
If the contribution of ad-driven orders is insufficient, we do not just raise the budget; we review the product offer, page, targeting and cost structure together.
8. We choose influencers by customer fit and sales impact
We do not use follower count on its own as a selection criterion.
Does the creator’s audience overlap with our target customer? Can their content explain how the product is used? Do they have a relationship of trust with their followers? How were past collaborations received?
We run small-scale tests with creators suited to the product and audience. We track the visitors, orders, new-customer contribution and cost the content brings to the site.
Alongside fixed-fee collaborations, we also consider commission-based influencer models. We track sales contribution through creator-specific links or codes.
We clearly define which orders the commission is calculated on. We account for cancellations, returns and codes spreading to other channels.
A commission model may not lower total cost in every collaboration. But under the right conditions it can limit upfront cost and strengthen the link between payment and sales performance.
If the content produced is planned to be reused in ads or on product pages, we clarify usage rights from the outset.
CRM, Operations and a Shared Scorecard
When one of these parts stays weak, part of the investment made in the others is lost.®
9. We grow the value of the first order with CRM
After acquiring a new customer, we plan how the relationship will be sustained.
We create post-purchase usage information, complementary product recommendations, repurchase reminders and content matched to the customer’s interests.
We organise SMS and email flows according to shopping behaviour. We do not send unnecessary basket reminders to customers who have already bought. We remove customers with an unresolved service issue from automated sales messages.
We design win-back programmes for customers who have not shopped for a long time. Instead of giving everyone the same discount, we assess the segment’s needs and the cost of the offer.
We manage sends in line with communication preferences and consents, and control frequency across all channels.
We assess CRM performance not only by clicks but by repeat purchase, revenue per customer, contribution margin and unsubscribe rates.
10. We prepare inventory, delivery and returns for growth
If order preparation and customer service capacity fall behind while demand grows, the experience breaks down.
Before campaigns, we check stock availability, preparation capacity and delivery time. We examine the reasons for cancellations and the product-level distribution of returns.
Return reasons feed back to the marketing and product teams. If the product description creates the wrong expectation, it is corrected. If there is an operational problem, the process is addressed.
We manage sales growth together with the ability to keep the promise made to the customer.
11. We bring all teams together on a shared performance scorecard
Marketing, e-commerce, sales, CRM, customer service and operations see the same commercial scorecard. Alongside traffic and orders, conversion, average order value, repeat purchase, contribution margin, cancellations, returns and service times are tracked.
For every performance problem, an owner, an action and a review date are set.
If conversion falls while ad traffic grows, the page and the offer are examined. If questions go unanswered, service capacity is addressed. If margin shrinks while sales rise, channel and product economics are assessed.
Growth becomes the teams’ capacity to solve the same problem together.
Conclusion
The payoff of growth in e-commerce with the Akdağ Doctrine
Marketplace analytics ensures investing in the right product. Advertising brings in the relevant customer. The product page makes decision-making easier. Customer service resolves hesitations. Chatbots expand the reach of the service. Influencer collaborations bring the product to the right audience. CRM maintains the relationship. Operations fulfill the promise made.
Strong growth in e-commerce requires building a commercial system that minimizes these losses throughout the entire customer journey and scales successful practices.
To evaluate the growth opportunities in your e-commerce structure together, contact Gökhan Akdağ or review the consulting services page.
New articles on this topic
My Recent Posts
(Gökhan Akdağ)
©2026
What Is Marketing Consulting? How to Build a Marketing Strategy, Plan, Budget and Management Discipline
Oct 9, 2026
Marketing
What Is Retail Consulting? Store Management, Sales Growth, KPIs, Profitability and Retail Math
Oct 9, 2026
Retail
What Is Commercial Growth Consulting? How to Manage Sales, Marketing, B2B, Export, Organisation and Profitable Growth
Oct 9, 2026
Strategy
FAQ
01
What does GA Consulting do?
02
What is your approach?
03
How do projects progress?
04
What is your focus?
05
Which areas do you work in?
06
What value does it create for companies?
07
Which companies is it right for?
08
How long until a project delivers results?
Oct 7, 2026
Growing E-commerce Revenue by 500%
Bringing marketplace analytics, advertising, customer service, influencer partnerships and CRM together around the same commercial goal with the Akdağ Doctrine.
E-commerce
E-commerce
Growth
The Question
During my tenure at Loris, e-commerce grew by 500%. This result shows how important it is to approach e-commerce together with the company’s commercial structure.®
What to ask before the ad budget
When e-commerce growth is discussed, the first question is usually the same: “How much should we increase the ad budget?”
Yet there are other questions that need answering before bringing in more visitors.
Does the product page persuade people to buy? Are customers’ questions answered in time? Are marketplace sales actually profitable? Is the influencer reaching the right customer? Why doesn’t the person who placed a first order buy again?
The Akdağ Doctrine’s approach in this case is to manage the customer’s entire path together, from discovery to purchase and repeat purchase.
1. First, we work out the mathematics of growth
We examine e-commerce revenue through three core elements:
Number of visitors × purchase conversion rate × average order value.
Then we separate new customer acquisition from repeat purchases by existing customers. We assess how cancellations, returns and discounts change the sales result.
While looking at revenue, we also work out the economics of the order: product cost, marketplace commission, ad spend, shipping, packaging, payment cost and returns.
This shows us where growth is stuck. If traffic is strong but conversion is weak, we focus on the product page and the checkout process. If sales are high but contribution margin is low, we revisit the offer, advertising and channel economics.
500% growth is not a rate to be promised to every business. It is a result that depends on the starting point, the demand for the product and the company’s capacity to execute.
Marketplaces and Channels
Marketplace analytics thus goes beyond reporting; it determines which product to invest in and which problem to solve first.®
2. We take marketplace analytics down to product and profitability level
We do not see marketplaces as a total sales figure. We examine the conditions under which each product sells.
We assess product views, conversion, ad spend, selling price, commission, cancellations, returns and customer reviews together. We set the depth of analysis according to the data the platform provides.
This review allows us to separate different problems:
If it is viewed but not sold, the product presentation, price, reviews or delivery offer are examined.
If it sells but leaves a low contribution, the cost and advertising structure are reviewed.
If there is demand but it is out of stock, supply and stock allocation are addressed.
If it is returned often, the gap between product expectation and real experience is investigated.
We improve titles, category mappings, product attributes, images and descriptions based on these findings.
3. We define the role of each channel in a multi-channel structure
Your own e-commerce site, marketplaces, social media and stores offer different advantages. We do not give every channel the same job.
Marketplaces can be used to reach new customers and capture on-platform demand. Your own site can develop the brand story and direct customer relationships. Stores can support product experience, delivery and service.
We connect product, inventory and order information to this structure. We assess campaigns, channel costs and pricing policies together.
We create rules that prevent stock running out in one channel while demand is being created in another, and stop the same product from losing margin through uncontrolled discounts.
A multi-channel structure is not built by opening more accounts. It is built by managing each channel’s role and how they relate to one another.
4. We design the product page like a sales representative
We try to answer on the product page the questions the customer would ask.
Who is the product for? Which need does it meet? What are its size, ingredients or way of use? How does it differ from alternatives? When will it be delivered?
Images, video, descriptions, customer reviews and FAQs should all support the same product promise.
We pay particular attention to the mobile experience. We cut unnecessary steps in product selection, variant switching, adding to basket and checkout. We remove the uncertainty created when shipping costs or delivery terms are revealed late.
To raise basket value, we offer customers meaningful options: complementary products, use-together suggestions and economically sensible bundles.
We assess every change by its effect on margin and returns as well as conversion.
Service, Advertising and Influencers
Customer service resolves post-order problems while also reducing pre-purchase hesitation.®
5. We build fast customer service into the sales system
A customer ready to buy can be lost while waiting for an answer to a simple question.
Questions such as “Which product should I choose?”, “If I order today, when will it arrive?” or “How is this product different from the other one?” are part of the purchase decision.
That is why we track first response time, resolution time and unanswered requests. We plan agent capacity around peak hours.
We create a shared knowledge source for the team with up-to-date product information, delivery terms and solutions. We also make sure fast answers are accurate and clear.
Marketplace questions, site chat, email and other contact points are brought, as far as possible, into a shared tracking system. Every request has an owner and a status.
6. We run smart chatbots together with human follow-up
We use chatbots to answer recurring questions, help with product choice and route requests to the right team.
The bot’s answers must be based on current product, inventory, order and service information. On a topic it does not know, it should hand over to an agent rather than produce a definitive answer.
The real critical point is that this handover is actually resolved.
We regularly review unanswered conversations, recurring questions, customers asking for an agent and negative feedback. We turn every failed conversation into a work list the relevant team can see.
The agent continues from the conversation history without making the customer tell the whole story again. Where needed, the customer is contacted again and the request is closed.
These conversations also improve product pages. If the same question keeps being asked, the missing information is added to the page. If a wrong expectation is forming, the product description is corrected.
A chatbot’s value is seen not in the number of answers but in resolved requests and customer relationships that are not lost.
7. We tie Google Ads to product economics and accurate measurement
In ad optimisation, we clarify which sale is being measured. We make sure purchase events are recorded correctly, not counted twice, and, where possible, that the effect of cancellations and returns is taken into account.
We organise product data: title, category, image, price and stock information must be consistent between the ad and the product page.
We make budget decisions together with product margin, stock position and sales performance. We do not apply the same investment approach to every product.
We match search intent, ad message and landing page. If a customer is searching for a specific need, the page they land on must answer that need clearly.
We also assess customers already searching for the brand separately from new customer acquisition. We try to understand how much of the performance shown in campaign reports actually creates new demand.
If the contribution of ad-driven orders is insufficient, we do not just raise the budget; we review the product offer, page, targeting and cost structure together.
8. We choose influencers by customer fit and sales impact
We do not use follower count on its own as a selection criterion.
Does the creator’s audience overlap with our target customer? Can their content explain how the product is used? Do they have a relationship of trust with their followers? How were past collaborations received?
We run small-scale tests with creators suited to the product and audience. We track the visitors, orders, new-customer contribution and cost the content brings to the site.
Alongside fixed-fee collaborations, we also consider commission-based influencer models. We track sales contribution through creator-specific links or codes.
We clearly define which orders the commission is calculated on. We account for cancellations, returns and codes spreading to other channels.
A commission model may not lower total cost in every collaboration. But under the right conditions it can limit upfront cost and strengthen the link between payment and sales performance.
If the content produced is planned to be reused in ads or on product pages, we clarify usage rights from the outset.
CRM, Operations and a Shared Scorecard
When one of these parts stays weak, part of the investment made in the others is lost.®
9. We grow the value of the first order with CRM
After acquiring a new customer, we plan how the relationship will be sustained.
We create post-purchase usage information, complementary product recommendations, repurchase reminders and content matched to the customer’s interests.
We organise SMS and email flows according to shopping behaviour. We do not send unnecessary basket reminders to customers who have already bought. We remove customers with an unresolved service issue from automated sales messages.
We design win-back programmes for customers who have not shopped for a long time. Instead of giving everyone the same discount, we assess the segment’s needs and the cost of the offer.
We manage sends in line with communication preferences and consents, and control frequency across all channels.
We assess CRM performance not only by clicks but by repeat purchase, revenue per customer, contribution margin and unsubscribe rates.
10. We prepare inventory, delivery and returns for growth
If order preparation and customer service capacity fall behind while demand grows, the experience breaks down.
Before campaigns, we check stock availability, preparation capacity and delivery time. We examine the reasons for cancellations and the product-level distribution of returns.
Return reasons feed back to the marketing and product teams. If the product description creates the wrong expectation, it is corrected. If there is an operational problem, the process is addressed.
We manage sales growth together with the ability to keep the promise made to the customer.
11. We bring all teams together on a shared performance scorecard
Marketing, e-commerce, sales, CRM, customer service and operations see the same commercial scorecard. Alongside traffic and orders, conversion, average order value, repeat purchase, contribution margin, cancellations, returns and service times are tracked.
For every performance problem, an owner, an action and a review date are set.
If conversion falls while ad traffic grows, the page and the offer are examined. If questions go unanswered, service capacity is addressed. If margin shrinks while sales rise, channel and product economics are assessed.
Growth becomes the teams’ capacity to solve the same problem together.
Conclusion
The payoff of growth in e-commerce with the Akdağ Doctrine
Marketplace analytics ensures investing in the right product. Advertising brings in the relevant customer. The product page makes decision-making easier. Customer service resolves hesitations. Chatbots expand the reach of the service. Influencer collaborations bring the product to the right audience. CRM maintains the relationship. Operations fulfill the promise made.
Strong growth in e-commerce requires building a commercial system that minimizes these losses throughout the entire customer journey and scales successful practices.
To evaluate the growth opportunities in your e-commerce structure together, contact Gökhan Akdağ or review the consulting services page.
New articles on this topic
My Recent Posts
©2026
What Is Marketing Consulting? How to Build a Marketing Strategy, Plan, Budget and Management Discipline
Oct 9, 2026
Marketing
What Is Retail Consulting? Store Management, Sales Growth, KPIs, Profitability and Retail Math
Oct 9, 2026
Retail
What Is Commercial Growth Consulting? How to Manage Sales, Marketing, B2B, Export, Organisation and Profitable Growth
Oct 9, 2026
Strategy
FAQ
What does GA Consulting do?
What is your approach?
How do projects progress?
What is your focus?
Which areas do you work in?
What value does it create for companies?
Which companies is it right for?
How long until a project delivers results?