Zumiez, Senior Manager of E-Commerce Analytics, 2016 to 2021
Data people actually used
$105M → $131MDigital revenue, up 25% in one yearZumiez had the data and no way to act on it. I turned it into answers six teams used every week, and the work spread from the website into store buying.
- Teams
- Buying, Store Operations, Brand Marketing, Digital Merchandising, Marketing, Executive
- Reach
- 30 people, then buyers and store district managers
- Tools
- Domo, Google Analytics, point-of-sale data
What was broken
There was no digital analytics practice driving decisions. Buyers, marketers and merchandisers spent hours every week pulling reports, and most of them were still stuck sifting through numbers that didn’t answer their questions.
What I did
I started with the questions each team needed answered, not the data we had. I built Domo dashboards, fed by Google Analytics and point-of-sale data, that answered them at a glance. Then I brought the teams together, grouped what they had in common, connected the dots between them, and came to each meeting with recommendations drawn from digital merchandising and marketing.
What changed
Digital revenue grew from $105M to $131M in one year. The 20 hours a week that 30 people spent pulling reports dropped by 95%. And dashboards built for digital teams became the tools buyers and store district managers used too.
Lost demand, found
The data showed something the store reports couldn’t: specific stores were losing sales on product they hadn’t been allocated enough of.
I took that lost demand to the buyers with the numbers behind it. They changed allocation to those stores, and sales went up in store and online. That’s the job in one example: data that changes what a team does next week.
By the numbers
“He is an extraordinarily innovative digital merchandising leader… He was integral to our mutual success.”