In omnichannel businesses, the most valuable digital outcome is often not a transaction. If it is not measured, digital gets underfunded on principle.
Each figure is a measured band against the pre-engagement baseline stated beside it. Ranges are used because the underlying numbers are real and anonymised, not rounded into a single headline claim.
Digitally influenced store revenue newly measured
4.6× reported ecommerce revenue
Baseline: Previously unmeasured; ecommerce P&L line only
First full quarter of instrumentation
High-intent journey completion
+18% to +25%
Baseline: Baseline completion of locator, stock-check and appointment paths
One quarter post-rebuild
Local discovery visibility in priority catchments
+29% to +37%
Baseline: Baseline non-brand local impression share
Two quarters post-engagement
Digital budget re-prioritised
≈40% of local spend
Baseline: Baseline allocation by historic revenue rather than catchment potential
At planning cycle
Presented as
"Ecommerce is a small percentage of revenue, so digital cannot be the priority."
The real constraint
Measurement scope. Digitally influenced store revenue was invisible, so the business was making budget decisions against a fraction of digital's actual contribution — and internal channel conflict was making it worse.
Digital was reported as an ecommerce P&L line. Store revenue was reported by location. There was no measure of the journeys that started online and finished in a store, which is how most of the category's customers actually behave.
Local and category discovery position by catchment, store locator and stock-visibility journeys, appointment and enquiry paths, matched-catchment demand and revenue patterns, and how store and online teams were incentivised.
Local discovery was weak in several strong catchments and strong in weaker ones, with no relationship to investment. High-intent journeys — stock availability, locator, appointment booking — carried significant friction. Incentives actively discouraged staff from supporting online-originated demand.
A digitally influenced revenue measure was defined and instrumented, local discovery investment was prioritised by catchment potential rather than history, the high-intent journeys were rebuilt as a first-class experience, and incentives were adjusted so store teams benefited from online-originated demand.
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