Sales, multiplied.
JYSK is the Danish home-retail giant and IKEA's main rival. Its Malta operation engaged Frontleft in what became a three-year fractional Head of Ecommerce seat, working directly with the Managing Director.
The situation.
Everything online ran through one person. The Managing Director was the point of contact and the centre of every digital decision, which meant every decision waited for one calendar. Developers were briefed incorrectly and late, so work shipped wrong and shipped slowly. Customer care ran without SOPs, and the service a customer got depended on who happened to answer.
Reporting told management one thing: daily net sales. They could see the score, but none of the play: average order value, conversion rate, checkout drop-offs, all of it invisible. When sales moved, nobody could say why.
What got installed.
Full-funnel reporting. Average order value, conversion rate, checkout drop-offs, alongside the sales number. Management stopped guessing why performance moved and started seeing it.
A reporting rhythm. The numbers reviewed with management on a fixed cadence, so performance drove decisions week after week instead of surfacing once and being forgotten.
A briefing standard for development. Work specified properly and scheduled ahead of time, so it shipped right the first time instead of bouncing back.
Customer-care SOPs. A written standard for service, so every customer got the same answer whoever picked up.
The seat itself. Three years working alongside management: direction, priorities and process owned in one place, instead of everything routing through the Managing Director's desk.
The numbers.
Sales growth in year one of the engagement.
Year-on-year growth, each year for the three that followed.
The length of the seat: direction, process and priorities held throughout.
What stayed.
The sales got the attention. What proved equally valuable was quieter: the operation stopped being a mess. Developers worked from proper briefs. Customer care ran to a standard. Management read a full picture of the business instead of a single number. Growth like that is loud; an operation that runs calmly underneath it is what makes it repeatable.
Let's talk about your store.
Thirty minutes, straight to calendar. Worst case, you leave with a sharper read on your own store.