2026
Loris Parfüm: Growth Is a Commercial System
Growth is not a campaign; it is a commercial system.
A 2024–2026 transformation case that brings perfume retail, multi-country trade, store performance, e-commerce, product and CRM into one performance logic. Told from the perspective of Gökhan Akdağ's tenure as Deputy General Manager for Sales and Marketing and Acting Chair of the Executive Board.
Commercial Growth
Perfume Retail
Starting Point
The starting question: how does a large network grow more efficiently?
The sum of departments is not company growth
In retail companies with a large store network, the core risk is seeing growth as the sum of separate departments. Stores want more sales; marketing produces visibility; e-commerce buys traffic; product teams launch new SKUs. Each unit can hit its own target. But that does not mean the company's total commercial efficiency has risen.
The core issue I worked on at Loris was bringing these different areas into a shared performance logic. Sales, brand, product, category, retail, CRM, e-commerce and international channel management were separate chapters of the same commercial story.
Approach
Connecting decisions, not channels.
A shared performance logic across five axes
The first axis was store performance. It meant looking not only at total sales, but at the revenue and unit performance of existing stores, product mix, units per transaction, price architecture and team productivity. Building a reading discipline that did not let new openings overshadow growth was essential.
The second axis was the portfolio. Categories, collections and products were not judged through the same lens. Whether a product brought traffic to the store, raised basket value, carried prestige for the brand and generated repeat purchase were different questions. It was important to assess products with sales potential not only through past data, but together with consumer behaviour and usage context.
The third axis was digital commerce. E-commerce was treated not as a rival to physical retail, but as a separate channel in dialogue with it. The understanding that product pages, media investment, marketplaces, conversion optimisation, stock and after-sales experience are parts of the same system was at the forefront.
The fourth axis was the customer relationship. CRM's job was not just to collect phone numbers. It was to read when customers come back, what they respond to, which product combinations they gravitate to and how repeat purchase can be strengthened.
The fifth axis was international expansion. Across a retail and partnership network reaching different countries, brand standards had to be considered together with the realities of local trade.
Results
Indicators must be read together, not one by one.
Results: indicators that must be read together
According to career data shared by Gökhan Akdağ, the following results were achieved during the transformation period:
107% growth in net sales revenue.
65% growth in existing-store revenue and 22% in existing-store units sold.
500% growth in e-commerce revenue.
135 new store openings in about 18 months.
International brand presence expanded from 70 to 103 countries.
43% increase in customer lifetime value; customer retention rose from 58% to 74%.
Each of these results belongs to a different measurement; they cannot be added to one another directly and cannot all be reduced to the outcome of a single action. Period, base and accounting scope should be evaluated together.
Management Lesson
Scale alone is not success; the quality of sales, customer value and operational discipline within that scale must grow together.
Management lesson
The most important lesson of this experience is that growth is not the victory of a single department. When the store team cannot find the product, the impact of marketing investment falls. When brand perception and price drift apart, discount dependency grows. If the customer relationship doesn't develop as e-commerce accelerates, customer acquisition cost rises again.
That is why I do not define growth only as the number of new stores, new campaigns or new countries. Real transformation is being able to run the company's separate commercial decisions on the same performance logic.
The core idea of the case: scale alone is not success; the quality of sales, customer value and operational discipline within that scale must grow together.
Frequently Asked Questions
What was the core logic of growth in the Loris Parfüm case?
Treating growth not as the sum of departments, but as a commercial system that brings store, portfolio, e-commerce, CRM and international channel decisions into a shared performance logic.
Why was like-for-like (LFL) store performance tracked separately?
New store openings can grow total revenue while hiding erosion in existing stores. Reading existing-store revenue and unit performance separately measured the quality of growth.
How was e-commerce connected to physical retail?
E-commerce was treated not as a rival to the physical store but as a separate channel in dialogue with it; product pages, media investment, marketplaces, stock and after-sales experience were seen as parts of one system.
Can the results in the case be added together?
No. Each result belongs to a different measurement; they cannot be summed directly or reduced to a single action. Period, base and accounting scope should be evaluated together.
Related reading
Let's build your company's commercial growth system together. Let's talk on WhatsApp or review the consulting approach.
Note: The results are declared career data from Gökhan Akdağ's management tenure at the company concerned; they are not an independent audit report and do not guarantee future consulting outcomes.
Author: Gökhan Akdağ — Commercial Growth Architect; founder of GA Consulting.
More Works
(Gökhan Akdağ)
©2026
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?
2026
Loris Parfüm: Growth Is a Commercial System
Growth is not a campaign; it is a commercial system.
A 2024–2026 transformation case that brings perfume retail, multi-country trade, store performance, e-commerce, product and CRM into one performance logic. Told from the perspective of Gökhan Akdağ's tenure as Deputy General Manager for Sales and Marketing and Acting Chair of the Executive Board.
Commercial Growth
Perfume Retail
Starting Point
The starting question: how does a large network grow more efficiently?
The sum of departments is not company growth
In retail companies with a large store network, the core risk is seeing growth as the sum of separate departments. Stores want more sales; marketing produces visibility; e-commerce buys traffic; product teams launch new SKUs. Each unit can hit its own target. But that does not mean the company's total commercial efficiency has risen.
The core issue I worked on at Loris was bringing these different areas into a shared performance logic. Sales, brand, product, category, retail, CRM, e-commerce and international channel management were separate chapters of the same commercial story.
Approach
Connecting decisions, not channels.
A shared performance logic across five axes
The first axis was store performance. It meant looking not only at total sales, but at the revenue and unit performance of existing stores, product mix, units per transaction, price architecture and team productivity. Building a reading discipline that did not let new openings overshadow growth was essential.
The second axis was the portfolio. Categories, collections and products were not judged through the same lens. Whether a product brought traffic to the store, raised basket value, carried prestige for the brand and generated repeat purchase were different questions. It was important to assess products with sales potential not only through past data, but together with consumer behaviour and usage context.
The third axis was digital commerce. E-commerce was treated not as a rival to physical retail, but as a separate channel in dialogue with it. The understanding that product pages, media investment, marketplaces, conversion optimisation, stock and after-sales experience are parts of the same system was at the forefront.
The fourth axis was the customer relationship. CRM's job was not just to collect phone numbers. It was to read when customers come back, what they respond to, which product combinations they gravitate to and how repeat purchase can be strengthened.
The fifth axis was international expansion. Across a retail and partnership network reaching different countries, brand standards had to be considered together with the realities of local trade.
Results
Indicators must be read together, not one by one.
Results: indicators that must be read together
According to career data shared by Gökhan Akdağ, the following results were achieved during the transformation period:
107% growth in net sales revenue.
65% growth in existing-store revenue and 22% in existing-store units sold.
500% growth in e-commerce revenue.
135 new store openings in about 18 months.
International brand presence expanded from 70 to 103 countries.
43% increase in customer lifetime value; customer retention rose from 58% to 74%.
Each of these results belongs to a different measurement; they cannot be added to one another directly and cannot all be reduced to the outcome of a single action. Period, base and accounting scope should be evaluated together.
Management Lesson
Scale alone is not success; the quality of sales, customer value and operational discipline within that scale must grow together.
Management lesson
The most important lesson of this experience is that growth is not the victory of a single department. When the store team cannot find the product, the impact of marketing investment falls. When brand perception and price drift apart, discount dependency grows. If the customer relationship doesn't develop as e-commerce accelerates, customer acquisition cost rises again.
That is why I do not define growth only as the number of new stores, new campaigns or new countries. Real transformation is being able to run the company's separate commercial decisions on the same performance logic.
The core idea of the case: scale alone is not success; the quality of sales, customer value and operational discipline within that scale must grow together.
Frequently Asked Questions
What was the core logic of growth in the Loris Parfüm case?
Treating growth not as the sum of departments, but as a commercial system that brings store, portfolio, e-commerce, CRM and international channel decisions into a shared performance logic.
Why was like-for-like (LFL) store performance tracked separately?
New store openings can grow total revenue while hiding erosion in existing stores. Reading existing-store revenue and unit performance separately measured the quality of growth.
How was e-commerce connected to physical retail?
E-commerce was treated not as a rival to the physical store but as a separate channel in dialogue with it; product pages, media investment, marketplaces, stock and after-sales experience were seen as parts of one system.
Can the results in the case be added together?
No. Each result belongs to a different measurement; they cannot be summed directly or reduced to a single action. Period, base and accounting scope should be evaluated together.
Related reading
Let's build your company's commercial growth system together. Let's talk on WhatsApp or review the consulting approach.
Note: The results are declared career data from Gökhan Akdağ's management tenure at the company concerned; they are not an independent audit report and do not guarantee future consulting outcomes.
Author: Gökhan Akdağ — Commercial Growth Architect; founder of GA Consulting.
More Works
(Gökhan Akdağ)
©2026
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?
2026
Loris Parfüm: Growth Is a Commercial System
Growth is not a campaign; it is a commercial system.
A 2024–2026 transformation case that brings perfume retail, multi-country trade, store performance, e-commerce, product and CRM into one performance logic. Told from the perspective of Gökhan Akdağ's tenure as Deputy General Manager for Sales and Marketing and Acting Chair of the Executive Board.
Commercial Growth
Perfume Retail
Starting Point
The starting question: how does a large network grow more efficiently?
The sum of departments is not company growth
In retail companies with a large store network, the core risk is seeing growth as the sum of separate departments. Stores want more sales; marketing produces visibility; e-commerce buys traffic; product teams launch new SKUs. Each unit can hit its own target. But that does not mean the company's total commercial efficiency has risen.
The core issue I worked on at Loris was bringing these different areas into a shared performance logic. Sales, brand, product, category, retail, CRM, e-commerce and international channel management were separate chapters of the same commercial story.
Approach
Connecting decisions, not channels.
A shared performance logic across five axes
The first axis was store performance. It meant looking not only at total sales, but at the revenue and unit performance of existing stores, product mix, units per transaction, price architecture and team productivity. Building a reading discipline that did not let new openings overshadow growth was essential.
The second axis was the portfolio. Categories, collections and products were not judged through the same lens. Whether a product brought traffic to the store, raised basket value, carried prestige for the brand and generated repeat purchase were different questions. It was important to assess products with sales potential not only through past data, but together with consumer behaviour and usage context.
The third axis was digital commerce. E-commerce was treated not as a rival to physical retail, but as a separate channel in dialogue with it. The understanding that product pages, media investment, marketplaces, conversion optimisation, stock and after-sales experience are parts of the same system was at the forefront.
The fourth axis was the customer relationship. CRM's job was not just to collect phone numbers. It was to read when customers come back, what they respond to, which product combinations they gravitate to and how repeat purchase can be strengthened.
The fifth axis was international expansion. Across a retail and partnership network reaching different countries, brand standards had to be considered together with the realities of local trade.
Results
Indicators must be read together, not one by one.
Results: indicators that must be read together
According to career data shared by Gökhan Akdağ, the following results were achieved during the transformation period:
107% growth in net sales revenue.
65% growth in existing-store revenue and 22% in existing-store units sold.
500% growth in e-commerce revenue.
135 new store openings in about 18 months.
International brand presence expanded from 70 to 103 countries.
43% increase in customer lifetime value; customer retention rose from 58% to 74%.
Each of these results belongs to a different measurement; they cannot be added to one another directly and cannot all be reduced to the outcome of a single action. Period, base and accounting scope should be evaluated together.
Management Lesson
Scale alone is not success; the quality of sales, customer value and operational discipline within that scale must grow together.
Management lesson
The most important lesson of this experience is that growth is not the victory of a single department. When the store team cannot find the product, the impact of marketing investment falls. When brand perception and price drift apart, discount dependency grows. If the customer relationship doesn't develop as e-commerce accelerates, customer acquisition cost rises again.
That is why I do not define growth only as the number of new stores, new campaigns or new countries. Real transformation is being able to run the company's separate commercial decisions on the same performance logic.
The core idea of the case: scale alone is not success; the quality of sales, customer value and operational discipline within that scale must grow together.
Frequently Asked Questions
What was the core logic of growth in the Loris Parfüm case?
Treating growth not as the sum of departments, but as a commercial system that brings store, portfolio, e-commerce, CRM and international channel decisions into a shared performance logic.
Why was like-for-like (LFL) store performance tracked separately?
New store openings can grow total revenue while hiding erosion in existing stores. Reading existing-store revenue and unit performance separately measured the quality of growth.
How was e-commerce connected to physical retail?
E-commerce was treated not as a rival to the physical store but as a separate channel in dialogue with it; product pages, media investment, marketplaces, stock and after-sales experience were seen as parts of one system.
Can the results in the case be added together?
No. Each result belongs to a different measurement; they cannot be summed directly or reduced to a single action. Period, base and accounting scope should be evaluated together.
Related reading
Let's build your company's commercial growth system together. Let's talk on WhatsApp or review the consulting approach.
Note: The results are declared career data from Gökhan Akdağ's management tenure at the company concerned; they are not an independent audit report and do not guarantee future consulting outcomes.
Author: Gökhan Akdağ — Commercial Growth Architect; founder of GA Consulting.
More Works
©2026
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?