Oct 7, 2026
Omnichannel Retail Marketing
Building an integrated commercial system from store, e-commerce, CRM and inventory with the Akdağ Doctrine.
Retail
Omnichannel
CRM & Inventory
Disconnection
A customer sees a product on Instagram. Explores it on the website. Tries it in the store. A few days later, buys it on their phone. Comes back to the store to exchange it. In the customer’s eyes, this is a single shopping journey.®
Inside the company, however, the same journey can be split across the reports of different departments: marketing reach, store traffic, e-commerce orders, CRM conversion and returns.
Marketing says it created the interest. The store believes it prepared the customer to buy. E-commerce records the order as its own success. The CRM team sends the next campaign. The inventory team manages product allocation through a separate plan.
While the customer builds a relationship with a single brand, the company works in fragments internally.
The core challenge of omnichannel retail marketing is to reassemble these pieces around the customer.
What is omnichannel retail marketing?
Omnichannel retail marketing brings the physical store, e-commerce, mobile communication and other sales channels together in a structure where the customer can move forward without interruption.
In this structure, the customer can continue in one channel a transaction started in another. The company, in turn, can track the customer, sellable inventory and order status across the relevant systems.
Having several channels does not create this unity on its own. Alongside integration, processes, responsibilities, targets and performance measures must be designed together.
The Akdağ Doctrine: Uniting channels around a shared commercial outcome
The principle of the Akdağ Doctrine in this application model is to unite the company’s decisions around the same commercial outcome: reaching the customer, meeting demand and sustaining a profitable relationship.
To do this, five layers are addressed together:
Customer: Understanding who they are, their needs and their relationship with the brand.
Data and technology: Connecting customer, product, inventory and order information.
Operations: Keeping the delivery and service promises made.
Organisation: Structuring responsibilities, targets and team collaboration.
Commercial performance: Measuring margin, cost and customer retention alongside sales.
This case model explains how these layers can be built together in retail.
Customer, CRM and Inventory
The CRM becomes a commercial memory that remembers the customer’s relationship with the company and supports the next right action.®
1. We map the customer journey and the company’s disconnects
We do not start by choosing software. We examine the process from the moment the customer discovers a product to the moment they buy again.
Which channels does the customer come from? Where do they look for information? Where do they try the product? At which point do they decide to buy? At which stage do they give up?
Then we map what this journey corresponds to inside the company.
Can a store employee see past purchases? Can the website show store inventory? Can a digital campaign be applied in store? When is a returned product put back on sale?
We define responsibilities on the same map. Who follows up on a delayed order? Who approves inventory preparation before a campaign? Which team resolves a customer complaint?
This work makes the disconnects the customer experiences visible and sets the priorities of the transformation.
2. We build a single customer profile in the CRM
We build a structure that recognises that the person shopping in store and the customer on the website are the same person.
We organise identifiers such as phone, email and customer number. We define how duplicate records are merged and how uncertain matches are checked.
Within a single customer profile, purchases, returns, category preferences, service requests and communication preferences can be assessed together.
We turn this data into commercially meaningful groups: first-time buyers, repeat buyers, customers who have not shopped for a long time, those interested in specific categories, or those who use both the store and the digital channel.
We limit access rights by role. Store staff see the information needed for service; marketing sees the information needed for segmentation.
3. We build inventory tracking around sellable stock
The reliability of an omnichannel system depends on the reliability of inventory information.
We match product codes, barcodes and variants across the ERP, the store point-of-sale system and e-commerce. We make sure options such as size, colour or volume refer to the same product in every system.
We define at which moment store receipts, sales, transfers, reservations and returns change the stock record.
We separate physical stock from sellable stock. Damaged, reserved or pending-inspection items do not appear in customer-facing stock. Where needed, we define safety stock.
We monitor count discrepancies, delayed updates and movements not transferred between systems. We define which sales options are temporarily paused when the data connection is lost.
We also connect product allocation to this structure. Moving products to stores with strong demand, using slow-moving stock in other channels and securing availability before campaigns become part of a shared plan.
The goal is that the product shown to the customer can actually be found and prepared within the promised time.
E-commerce, Store and Communication
If the system built at headquarters has no counterpart in the store, the transformation does not happen.®
4. We connect e-commerce to the store network and the order system
We turn a model in which e-commerce runs only from the central warehouse into one that can also use the capacity of suitable stores.
The order management layer weighs together where the product is, inventory accuracy, picking capacity, delivery time and cost.
We do not open every store to the system at once. We select locations where operating conditions are right and set capacity limits and order routing rules. We also account for the extra cost of shipping one order from different locations.
This structure supports three services:
Buy online, pick up in store: The product is reserved, the store completes preparation and pickup details are sent to the customer.
Order what is not in store: The employee routes sellable stock from another location to the customer’s address or chosen store.
Return online purchases in store: Order, payment and product condition are checked; the return and the stock movement are recorded.
We also make prices, campaigns and service terms visible across channels. Where a different policy applies, we make sure the customer understands it before the transaction.
5. We redesign in-store work and the employee experience
Employees must be able to search products, make reservations, create remote orders and track deliveries easily. We run training with real customer scenarios.
What option is offered when the requested size is unavailable? How is an uncollected order handled? What information is given to a customer coming in for a return?
We define who prepares orders, the preparation time and the handover check. We track workload and capacity so that digital orders do not disrupt service to customers in the store.
We create rules that make the store’s contribution visible in targets and incentives. A digital order created or a delivery prepared by an employee never becomes work whose effort is lost.
Using the new system must also be meaningful and practical for employees.
6. We tie SMS and email marketing to customer behaviour
We design communication according to the customer’s relationship, needs and shopping stage.
After a first purchase, usage or care information can be sent. A customer approaching their repurchase time can be reminded of the relevant category. A customer can be notified when a product they showed interest in is back in stock.
A separate win-back flow can be created for customers who have not shopped for a long time. But instead of giving every customer an automatic discount, the segment’s needs and the commercial return of the offer are assessed.
We do not automatically include customers with a return or an unresolved complaint in new sales messages. We first make sure the service process is completed.
We use SMS for time-sensitive, short communications and email for product stories, usage tips and personalised content. We manage sends in line with the customer’s communication preferences and consents.
When a purchase is completed, we make sure unnecessary reminders stop. We control message frequency across all channels and prevent different teams from sending back-to-back campaigns to the same customer.
We measure performance not only by opens and clicks but by purchases, repeat purchases, margin and unsubscribe rates. In suitable campaigns we use control groups to assess the incremental effect of communication.
7. We bring marketing and sales into a shared decision system
We prepare campaigns together with the marketing, sales, retail, e-commerce and inventory teams.
Which customer group will be reached? Which product will be featured? Which stores have enough stock? Can employees explain the product? How does the campaign price affect margin? Is order capacity sufficient?
We resolve these questions before the campaign starts.
Within the shared plan, the communication calendar, product availability, in-store execution, digital pages and CRM flows are connected to each other.
Customer objections from the store feed back into communication. Digital searches and product views are treated as demand signals. Sales and return data feed product, inventory and campaign decisions.
We keep channel reports. On top of them we add shared commercial measures: net sales, contribution margin, conversion, repeat purchase and service performance.
We make sure the same order is counted once in the company total, while each channel’s contribution is assessed separately.
Shared Decisions, Rhythm and Scale
Omnichannel is these decisions working with awareness of one another.®
8. We set up the management rhythm and performance tracking
Once integration is complete, we define how the system will be managed.
Daily operations tracking addresses delayed orders, stock errors and delivery problems. The weekly commercial review examines campaign, store, e-commerce and CRM results together.
Each decision has a clearly named owner and completion date. Reports are used to produce action.
If delivery costs rise, returns increase or store workload becomes unmanageable while sales grow, these enter the same performance review.
The quality of growth depends on operations and economics working alongside sales.
9. We validate with a pilot, then roll out
We start with selected stores, products and customer groups.
We record the pre-pilot baseline. We track inventory accuracy, stock-related cancellations, preparation time, on-time delivery, sales recovered in store and cost per order.
On the CRM side, we assess repeat purchases and the incremental effect of campaigns. In store, we track workload, system usage and the problems employees face.
Based on the results, we refine order rules, training and communication flows. Once the pilot is shown to work operationally and economically, we expand the scope.
How do all the layers work in the same customer journey?
A customer examines a product on the website. When they come to the store, the variant they want is not available. The employee sees the product at another suitable location and offers the customer a delivery option.
When the order is created, the product is reserved. The preparation task is sent to the relevant location. The customer can track their order. The purchase is reflected in the CRM profile and unnecessary sales reminders are no longer sent.
After delivery, usage information or a related product recommendation can be offered at the right time. If a service problem arises, the communication flow changes accordingly.
The store’s contribution is recorded. The order is counted once in the company total. Management can see delivery cost and customer retention alongside sales.
Conclusion
The commercial structure established with the Akdağ Doctrine
CRM knows the customer. The inventory system supports the promise made. E-commerce expands access. The store completes the experience and service. Marketing creates the demand. Sales meets this demand. Management establishes the responsibilities and common goals of all these parts.
Single customer, all channels, shared growth: This is the equivalent of omnichannel retail marketing within the Akdağ Doctrine.
The starting point for your business
Contact Gökhan Akdağ to identify the disconnections between your store, e-commerce, CRM, and inventory structure; and to evaluate priority customer journeys, integration needs, and commercial goals together. You can review how omnichannel transformation is managed on the consultancy service 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
Omnichannel Retail Marketing
Building an integrated commercial system from store, e-commerce, CRM and inventory with the Akdağ Doctrine.
Retail
Omnichannel
CRM & Inventory
Disconnection
A customer sees a product on Instagram. Explores it on the website. Tries it in the store. A few days later, buys it on their phone. Comes back to the store to exchange it. In the customer’s eyes, this is a single shopping journey.®
Inside the company, however, the same journey can be split across the reports of different departments: marketing reach, store traffic, e-commerce orders, CRM conversion and returns.
Marketing says it created the interest. The store believes it prepared the customer to buy. E-commerce records the order as its own success. The CRM team sends the next campaign. The inventory team manages product allocation through a separate plan.
While the customer builds a relationship with a single brand, the company works in fragments internally.
The core challenge of omnichannel retail marketing is to reassemble these pieces around the customer.
What is omnichannel retail marketing?
Omnichannel retail marketing brings the physical store, e-commerce, mobile communication and other sales channels together in a structure where the customer can move forward without interruption.
In this structure, the customer can continue in one channel a transaction started in another. The company, in turn, can track the customer, sellable inventory and order status across the relevant systems.
Having several channels does not create this unity on its own. Alongside integration, processes, responsibilities, targets and performance measures must be designed together.
The Akdağ Doctrine: Uniting channels around a shared commercial outcome
The principle of the Akdağ Doctrine in this application model is to unite the company’s decisions around the same commercial outcome: reaching the customer, meeting demand and sustaining a profitable relationship.
To do this, five layers are addressed together:
Customer: Understanding who they are, their needs and their relationship with the brand.
Data and technology: Connecting customer, product, inventory and order information.
Operations: Keeping the delivery and service promises made.
Organisation: Structuring responsibilities, targets and team collaboration.
Commercial performance: Measuring margin, cost and customer retention alongside sales.
This case model explains how these layers can be built together in retail.
Customer, CRM and Inventory
The CRM becomes a commercial memory that remembers the customer’s relationship with the company and supports the next right action.®
1. We map the customer journey and the company’s disconnects
We do not start by choosing software. We examine the process from the moment the customer discovers a product to the moment they buy again.
Which channels does the customer come from? Where do they look for information? Where do they try the product? At which point do they decide to buy? At which stage do they give up?
Then we map what this journey corresponds to inside the company.
Can a store employee see past purchases? Can the website show store inventory? Can a digital campaign be applied in store? When is a returned product put back on sale?
We define responsibilities on the same map. Who follows up on a delayed order? Who approves inventory preparation before a campaign? Which team resolves a customer complaint?
This work makes the disconnects the customer experiences visible and sets the priorities of the transformation.
2. We build a single customer profile in the CRM
We build a structure that recognises that the person shopping in store and the customer on the website are the same person.
We organise identifiers such as phone, email and customer number. We define how duplicate records are merged and how uncertain matches are checked.
Within a single customer profile, purchases, returns, category preferences, service requests and communication preferences can be assessed together.
We turn this data into commercially meaningful groups: first-time buyers, repeat buyers, customers who have not shopped for a long time, those interested in specific categories, or those who use both the store and the digital channel.
We limit access rights by role. Store staff see the information needed for service; marketing sees the information needed for segmentation.
3. We build inventory tracking around sellable stock
The reliability of an omnichannel system depends on the reliability of inventory information.
We match product codes, barcodes and variants across the ERP, the store point-of-sale system and e-commerce. We make sure options such as size, colour or volume refer to the same product in every system.
We define at which moment store receipts, sales, transfers, reservations and returns change the stock record.
We separate physical stock from sellable stock. Damaged, reserved or pending-inspection items do not appear in customer-facing stock. Where needed, we define safety stock.
We monitor count discrepancies, delayed updates and movements not transferred between systems. We define which sales options are temporarily paused when the data connection is lost.
We also connect product allocation to this structure. Moving products to stores with strong demand, using slow-moving stock in other channels and securing availability before campaigns become part of a shared plan.
The goal is that the product shown to the customer can actually be found and prepared within the promised time.
E-commerce, Store and Communication
If the system built at headquarters has no counterpart in the store, the transformation does not happen.®
4. We connect e-commerce to the store network and the order system
We turn a model in which e-commerce runs only from the central warehouse into one that can also use the capacity of suitable stores.
The order management layer weighs together where the product is, inventory accuracy, picking capacity, delivery time and cost.
We do not open every store to the system at once. We select locations where operating conditions are right and set capacity limits and order routing rules. We also account for the extra cost of shipping one order from different locations.
This structure supports three services:
Buy online, pick up in store: The product is reserved, the store completes preparation and pickup details are sent to the customer.
Order what is not in store: The employee routes sellable stock from another location to the customer’s address or chosen store.
Return online purchases in store: Order, payment and product condition are checked; the return and the stock movement are recorded.
We also make prices, campaigns and service terms visible across channels. Where a different policy applies, we make sure the customer understands it before the transaction.
5. We redesign in-store work and the employee experience
Employees must be able to search products, make reservations, create remote orders and track deliveries easily. We run training with real customer scenarios.
What option is offered when the requested size is unavailable? How is an uncollected order handled? What information is given to a customer coming in for a return?
We define who prepares orders, the preparation time and the handover check. We track workload and capacity so that digital orders do not disrupt service to customers in the store.
We create rules that make the store’s contribution visible in targets and incentives. A digital order created or a delivery prepared by an employee never becomes work whose effort is lost.
Using the new system must also be meaningful and practical for employees.
6. We tie SMS and email marketing to customer behaviour
We design communication according to the customer’s relationship, needs and shopping stage.
After a first purchase, usage or care information can be sent. A customer approaching their repurchase time can be reminded of the relevant category. A customer can be notified when a product they showed interest in is back in stock.
A separate win-back flow can be created for customers who have not shopped for a long time. But instead of giving every customer an automatic discount, the segment’s needs and the commercial return of the offer are assessed.
We do not automatically include customers with a return or an unresolved complaint in new sales messages. We first make sure the service process is completed.
We use SMS for time-sensitive, short communications and email for product stories, usage tips and personalised content. We manage sends in line with the customer’s communication preferences and consents.
When a purchase is completed, we make sure unnecessary reminders stop. We control message frequency across all channels and prevent different teams from sending back-to-back campaigns to the same customer.
We measure performance not only by opens and clicks but by purchases, repeat purchases, margin and unsubscribe rates. In suitable campaigns we use control groups to assess the incremental effect of communication.
7. We bring marketing and sales into a shared decision system
We prepare campaigns together with the marketing, sales, retail, e-commerce and inventory teams.
Which customer group will be reached? Which product will be featured? Which stores have enough stock? Can employees explain the product? How does the campaign price affect margin? Is order capacity sufficient?
We resolve these questions before the campaign starts.
Within the shared plan, the communication calendar, product availability, in-store execution, digital pages and CRM flows are connected to each other.
Customer objections from the store feed back into communication. Digital searches and product views are treated as demand signals. Sales and return data feed product, inventory and campaign decisions.
We keep channel reports. On top of them we add shared commercial measures: net sales, contribution margin, conversion, repeat purchase and service performance.
We make sure the same order is counted once in the company total, while each channel’s contribution is assessed separately.
Shared Decisions, Rhythm and Scale
Omnichannel is these decisions working with awareness of one another.®
8. We set up the management rhythm and performance tracking
Once integration is complete, we define how the system will be managed.
Daily operations tracking addresses delayed orders, stock errors and delivery problems. The weekly commercial review examines campaign, store, e-commerce and CRM results together.
Each decision has a clearly named owner and completion date. Reports are used to produce action.
If delivery costs rise, returns increase or store workload becomes unmanageable while sales grow, these enter the same performance review.
The quality of growth depends on operations and economics working alongside sales.
9. We validate with a pilot, then roll out
We start with selected stores, products and customer groups.
We record the pre-pilot baseline. We track inventory accuracy, stock-related cancellations, preparation time, on-time delivery, sales recovered in store and cost per order.
On the CRM side, we assess repeat purchases and the incremental effect of campaigns. In store, we track workload, system usage and the problems employees face.
Based on the results, we refine order rules, training and communication flows. Once the pilot is shown to work operationally and economically, we expand the scope.
How do all the layers work in the same customer journey?
A customer examines a product on the website. When they come to the store, the variant they want is not available. The employee sees the product at another suitable location and offers the customer a delivery option.
When the order is created, the product is reserved. The preparation task is sent to the relevant location. The customer can track their order. The purchase is reflected in the CRM profile and unnecessary sales reminders are no longer sent.
After delivery, usage information or a related product recommendation can be offered at the right time. If a service problem arises, the communication flow changes accordingly.
The store’s contribution is recorded. The order is counted once in the company total. Management can see delivery cost and customer retention alongside sales.
Conclusion
The commercial structure established with the Akdağ Doctrine
CRM knows the customer. The inventory system supports the promise made. E-commerce expands access. The store completes the experience and service. Marketing creates the demand. Sales meets this demand. Management establishes the responsibilities and common goals of all these parts.
Single customer, all channels, shared growth: This is the equivalent of omnichannel retail marketing within the Akdağ Doctrine.
The starting point for your business
Contact Gökhan Akdağ to identify the disconnections between your store, e-commerce, CRM, and inventory structure; and to evaluate priority customer journeys, integration needs, and commercial goals together. You can review how omnichannel transformation is managed on the consultancy service 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
Omnichannel Retail Marketing
Building an integrated commercial system from store, e-commerce, CRM and inventory with the Akdağ Doctrine.
Retail
Omnichannel
CRM & Inventory
Disconnection
A customer sees a product on Instagram. Explores it on the website. Tries it in the store. A few days later, buys it on their phone. Comes back to the store to exchange it. In the customer’s eyes, this is a single shopping journey.®
Inside the company, however, the same journey can be split across the reports of different departments: marketing reach, store traffic, e-commerce orders, CRM conversion and returns.
Marketing says it created the interest. The store believes it prepared the customer to buy. E-commerce records the order as its own success. The CRM team sends the next campaign. The inventory team manages product allocation through a separate plan.
While the customer builds a relationship with a single brand, the company works in fragments internally.
The core challenge of omnichannel retail marketing is to reassemble these pieces around the customer.
What is omnichannel retail marketing?
Omnichannel retail marketing brings the physical store, e-commerce, mobile communication and other sales channels together in a structure where the customer can move forward without interruption.
In this structure, the customer can continue in one channel a transaction started in another. The company, in turn, can track the customer, sellable inventory and order status across the relevant systems.
Having several channels does not create this unity on its own. Alongside integration, processes, responsibilities, targets and performance measures must be designed together.
The Akdağ Doctrine: Uniting channels around a shared commercial outcome
The principle of the Akdağ Doctrine in this application model is to unite the company’s decisions around the same commercial outcome: reaching the customer, meeting demand and sustaining a profitable relationship.
To do this, five layers are addressed together:
Customer: Understanding who they are, their needs and their relationship with the brand.
Data and technology: Connecting customer, product, inventory and order information.
Operations: Keeping the delivery and service promises made.
Organisation: Structuring responsibilities, targets and team collaboration.
Commercial performance: Measuring margin, cost and customer retention alongside sales.
This case model explains how these layers can be built together in retail.
Customer, CRM and Inventory
The CRM becomes a commercial memory that remembers the customer’s relationship with the company and supports the next right action.®
1. We map the customer journey and the company’s disconnects
We do not start by choosing software. We examine the process from the moment the customer discovers a product to the moment they buy again.
Which channels does the customer come from? Where do they look for information? Where do they try the product? At which point do they decide to buy? At which stage do they give up?
Then we map what this journey corresponds to inside the company.
Can a store employee see past purchases? Can the website show store inventory? Can a digital campaign be applied in store? When is a returned product put back on sale?
We define responsibilities on the same map. Who follows up on a delayed order? Who approves inventory preparation before a campaign? Which team resolves a customer complaint?
This work makes the disconnects the customer experiences visible and sets the priorities of the transformation.
2. We build a single customer profile in the CRM
We build a structure that recognises that the person shopping in store and the customer on the website are the same person.
We organise identifiers such as phone, email and customer number. We define how duplicate records are merged and how uncertain matches are checked.
Within a single customer profile, purchases, returns, category preferences, service requests and communication preferences can be assessed together.
We turn this data into commercially meaningful groups: first-time buyers, repeat buyers, customers who have not shopped for a long time, those interested in specific categories, or those who use both the store and the digital channel.
We limit access rights by role. Store staff see the information needed for service; marketing sees the information needed for segmentation.
3. We build inventory tracking around sellable stock
The reliability of an omnichannel system depends on the reliability of inventory information.
We match product codes, barcodes and variants across the ERP, the store point-of-sale system and e-commerce. We make sure options such as size, colour or volume refer to the same product in every system.
We define at which moment store receipts, sales, transfers, reservations and returns change the stock record.
We separate physical stock from sellable stock. Damaged, reserved or pending-inspection items do not appear in customer-facing stock. Where needed, we define safety stock.
We monitor count discrepancies, delayed updates and movements not transferred between systems. We define which sales options are temporarily paused when the data connection is lost.
We also connect product allocation to this structure. Moving products to stores with strong demand, using slow-moving stock in other channels and securing availability before campaigns become part of a shared plan.
The goal is that the product shown to the customer can actually be found and prepared within the promised time.
E-commerce, Store and Communication
If the system built at headquarters has no counterpart in the store, the transformation does not happen.®
4. We connect e-commerce to the store network and the order system
We turn a model in which e-commerce runs only from the central warehouse into one that can also use the capacity of suitable stores.
The order management layer weighs together where the product is, inventory accuracy, picking capacity, delivery time and cost.
We do not open every store to the system at once. We select locations where operating conditions are right and set capacity limits and order routing rules. We also account for the extra cost of shipping one order from different locations.
This structure supports three services:
Buy online, pick up in store: The product is reserved, the store completes preparation and pickup details are sent to the customer.
Order what is not in store: The employee routes sellable stock from another location to the customer’s address or chosen store.
Return online purchases in store: Order, payment and product condition are checked; the return and the stock movement are recorded.
We also make prices, campaigns and service terms visible across channels. Where a different policy applies, we make sure the customer understands it before the transaction.
5. We redesign in-store work and the employee experience
Employees must be able to search products, make reservations, create remote orders and track deliveries easily. We run training with real customer scenarios.
What option is offered when the requested size is unavailable? How is an uncollected order handled? What information is given to a customer coming in for a return?
We define who prepares orders, the preparation time and the handover check. We track workload and capacity so that digital orders do not disrupt service to customers in the store.
We create rules that make the store’s contribution visible in targets and incentives. A digital order created or a delivery prepared by an employee never becomes work whose effort is lost.
Using the new system must also be meaningful and practical for employees.
6. We tie SMS and email marketing to customer behaviour
We design communication according to the customer’s relationship, needs and shopping stage.
After a first purchase, usage or care information can be sent. A customer approaching their repurchase time can be reminded of the relevant category. A customer can be notified when a product they showed interest in is back in stock.
A separate win-back flow can be created for customers who have not shopped for a long time. But instead of giving every customer an automatic discount, the segment’s needs and the commercial return of the offer are assessed.
We do not automatically include customers with a return or an unresolved complaint in new sales messages. We first make sure the service process is completed.
We use SMS for time-sensitive, short communications and email for product stories, usage tips and personalised content. We manage sends in line with the customer’s communication preferences and consents.
When a purchase is completed, we make sure unnecessary reminders stop. We control message frequency across all channels and prevent different teams from sending back-to-back campaigns to the same customer.
We measure performance not only by opens and clicks but by purchases, repeat purchases, margin and unsubscribe rates. In suitable campaigns we use control groups to assess the incremental effect of communication.
7. We bring marketing and sales into a shared decision system
We prepare campaigns together with the marketing, sales, retail, e-commerce and inventory teams.
Which customer group will be reached? Which product will be featured? Which stores have enough stock? Can employees explain the product? How does the campaign price affect margin? Is order capacity sufficient?
We resolve these questions before the campaign starts.
Within the shared plan, the communication calendar, product availability, in-store execution, digital pages and CRM flows are connected to each other.
Customer objections from the store feed back into communication. Digital searches and product views are treated as demand signals. Sales and return data feed product, inventory and campaign decisions.
We keep channel reports. On top of them we add shared commercial measures: net sales, contribution margin, conversion, repeat purchase and service performance.
We make sure the same order is counted once in the company total, while each channel’s contribution is assessed separately.
Shared Decisions, Rhythm and Scale
Omnichannel is these decisions working with awareness of one another.®
8. We set up the management rhythm and performance tracking
Once integration is complete, we define how the system will be managed.
Daily operations tracking addresses delayed orders, stock errors and delivery problems. The weekly commercial review examines campaign, store, e-commerce and CRM results together.
Each decision has a clearly named owner and completion date. Reports are used to produce action.
If delivery costs rise, returns increase or store workload becomes unmanageable while sales grow, these enter the same performance review.
The quality of growth depends on operations and economics working alongside sales.
9. We validate with a pilot, then roll out
We start with selected stores, products and customer groups.
We record the pre-pilot baseline. We track inventory accuracy, stock-related cancellations, preparation time, on-time delivery, sales recovered in store and cost per order.
On the CRM side, we assess repeat purchases and the incremental effect of campaigns. In store, we track workload, system usage and the problems employees face.
Based on the results, we refine order rules, training and communication flows. Once the pilot is shown to work operationally and economically, we expand the scope.
How do all the layers work in the same customer journey?
A customer examines a product on the website. When they come to the store, the variant they want is not available. The employee sees the product at another suitable location and offers the customer a delivery option.
When the order is created, the product is reserved. The preparation task is sent to the relevant location. The customer can track their order. The purchase is reflected in the CRM profile and unnecessary sales reminders are no longer sent.
After delivery, usage information or a related product recommendation can be offered at the right time. If a service problem arises, the communication flow changes accordingly.
The store’s contribution is recorded. The order is counted once in the company total. Management can see delivery cost and customer retention alongside sales.
Conclusion
The commercial structure established with the Akdağ Doctrine
CRM knows the customer. The inventory system supports the promise made. E-commerce expands access. The store completes the experience and service. Marketing creates the demand. Sales meets this demand. Management establishes the responsibilities and common goals of all these parts.
Single customer, all channels, shared growth: This is the equivalent of omnichannel retail marketing within the Akdağ Doctrine.
The starting point for your business
Contact Gökhan Akdağ to identify the disconnections between your store, e-commerce, CRM, and inventory structure; and to evaluate priority customer journeys, integration needs, and commercial goals together. You can review how omnichannel transformation is managed on the consultancy service page.
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