Own your orders. Rent the rest.
Every order you win through a channel has a price. We work out what each channel earns you after commission, promotion and fulfilment. Then you decide which customers you own, which you rent and which Gulf market comes next.
Every channel, priced per order
A sample retailer, six months of channel work.
What it costs you to win one order
Own, partner or rent. You see each channel after commission, promotion and fulfilment, then you pick the ones worth holding.
BD 1.9an order
What a rented channel costs you to win one order
Your own channel wins the same order for BD 0.6.
Cost to win one order, BD, by channel
- 1.9Market
- 1.6App
- 0.9Social
- 0.6Own
Of every hundred orders
Won in your own channels 31Par 52
- BD 1.3Saved on each order you win yourself
- 31Orders in a hundred that you own
- 52Par, orders in a hundred
- 4Channels priced side by side
What a market must earn before you commit
Three routes in, each with its capital, its payback and its first twelve months. You choose with the numbers in front of you.
14months
To pay back your entry capital on the route we recommend
You see the payback before you sign a lease.
Where the entry capital goes, BD thousand
- 60Fit-out
- 35Stock
- 25Team
Months to payback, by route
- BD 120,000Capital the entry needs
- 3Routes priced
- 14Months to payback
- 6Gulf markets ranked
How we settle a channel decision
We price every channel
You see what each one keeps after commission, promotion and fulfilment. Own, partner or rent becomes a number.
We rank your next market
Bahrain, the UAE, Qatar, Saudi Arabia, Oman and Kuwait, in the order that pays you back first, with the capital each step takes.
We set up how the shop runs
Storefront, marketplace or ordering platform: who runs it and on whose data. We configure the platform on your account and bring in the merchants and suppliers it needs.
We set the bar before you commit
What a channel or a market must earn before it gets more of your capital.
On your desk
- A channel plan that says which customers you own and which you rent.
- A market-entry case with fulfilment, merchant onboarding and cross-border workflow settled before launch.
- An operating model across channels, including returns, refunds and reverse commerce.
- Unit economics for each channel, with merchandising, stock and sales reporting you read yourself.
You have a channel decision to make
Retailers, direct-to-consumer brands, distributors, restaurant chains and international businesses expanding into the GCC. A channel decision is a capital decision, because each channel takes a different share of your cash and of your customer.
Where it connects
- Network and fleet strategyDelivery becomes your limit the day a channel scales.
- Office of the CFOFunding for the channel plan, and a brief on your desk each week.
- E-commerce market entryThe packaged route into a new Gulf market.
The 15 services in this capability
Each has its own page with who it is for, what you receive and how we work.
- E-commerce business launch and operating model structuringLaunch an online business on a structure the board has chosen, with ownership of customer, stock and cash settled before spend.
- B2C and B2B digital storefront implementationConsumer and trade storefronts with the right price for each buyer and every payment matched to a bank receipt.
- Multi-vendor marketplace implementationMarketplaces built around the commission, settlement and seller rules that let the operator hold the customer and the margin.
- Digital ordering platforms for restaurants and retailDirect ordering for restaurant and retail groups, so the group holds the customer instead of renting it from an aggregator.
- GCC e-commerce expansion assessmentsA board paper ranking the six Gulf markets for an online business by return, capital needed and control retained.
- Market-entry operating and fulfilment coordinationCoordinated operating and fulfilment set-up for a new Gulf market, on contracts the group controls and can change.
- Cross-border commerce workflow setupThe order, shipping, payment and returns flow for selling between Gulf markets, with every handoff owned and costed.
- Local merchant and supplier onboardingA repeatable process to bring local merchants and suppliers onto the group's platform, on terms and data standards it sets.
- Product catalogue and order-management operationsDay-to-day running of the catalogue and order flow, so range, price and stock stay accurate across every channel.
- Commerce platform integrationsStorefront, order, payment, delivery and ledger systems connected so each fact is recorded once.
- Social and conversational commerce workflowsSales made in messaging and social channels brought into the group's order system, with a record, a route and a customer file.
- Omnichannel operating-model structuringThe model for selling across stores, site, marketplaces and apps: which channels the group owns, rents or exits.
- Returns, refunds and reverse-commerce processesReturns, refund and resale processes that set how much margin an online business keeps after goods come back.
- Merchandising, inventory and sales reportingWeekly reporting on margin by product, stock ageing and sales by channel, on one basis across entities and markets.
- Commerce unit-economics analysisWhat one order earns after every cost, by channel, market and customer, so capital goes to the channels that return it.
Related
- Network & Fleet StrategyWhether you own, lease or partner for delivery, and how your network turns a profit.
- E-commerce market entryWhat your first order in a new Gulf market keeps, and what it takes to make it pay.
- The Control DiagnosticA partner-led read of your numbers that ends in one page: where you stand and what to fix first.
Bring last month. Leave with a score.
Sit down with Qasim Abbas. One table, your numbers, and a clear read on where you stand against par.