FlatGrid - from insight to execution

O2O Commerce Enablement

Of each channel When roles and positioning are clearly defined, Brands can connect through a single experience.

Integrated commerce starts with clearly positioning
online commerce and offline stores.

A fashion brand’s digital marketer was facing the same issue every time an online campaign was launched.

“Every time we run online marketing, stores file complaints saying price discount offers are not acceptable.
We also have KPIs to hit, but there’s nothing we can actually execute.”
— Digital Marketer, Fashion Brand

New member signup benefits and online coupons were perceived as price discounts, which triggered instant pushback from stores.
Without clear guidelines, both online and offline teams were pushing for their own sales targets, and the conflict kept escalating.

The core issue was not “discounts” themselves, but the fact that online and offline were operated in completely separate structures.
Customers saw the online store and physical stores as one brand, but data and discount policies were being run independently by channel.

As a result, the following issues kept occurring:

Different prices by channel led to a decline in brand trust from the customer’s perspective.

Conflicts between stores and HQ continuously restricted the execution of digital marketing.

Within the store-centric revenue structure, there was no operational foundation to support digital expansion.

What this brand needed was not just to “be careful” with online campaigns,
but to redefine the entire operating model so that online and offline could grow together.

We summarized the essence of the problem as follows:

Customers do not distinguish between channels.
→ The brand experience must be unified.

Stores should not remain as simple sales channels,
→ they must evolve into brand showrooms and experience channels.

The key to co-growth is not “matching prices,” but
→ building an operating model that integrates inventory, fulfillment, and benefit policies.

• • •

Our Solution

We started by aligning store concerns with the direction of digital transformation,
then redesigned inventory and systems, fulfillment processes, and campaign policies into a structure where online and offline could grow together.

Through the four steps below, online campaigns were reframed not as something that cannibalizes sales,
but as a driver of growth in partnership with stores.

• • •

Listening to Store Feedback & Building a Joint Governance Structure

We first heard directly from stores about their concerns and real difficulties, and identified in detail how online campaigns were affecting day-to-day operations.
We transparently shared the direction of digital transformation and the need to improve customer experience, and created a governance structure where the goal was not to persuade stores, but to set the direction together.
We established regular meetings and feedback channels so that store input could be reflected from the campaign planning stage.

Inventory Integration & System Unification

We integrated store-centric inventory with the online store so that real-time inventory lookup and accurate order processing became possible across channels.
This eliminated the “disconnected structure” where online and offline had no impact on each other, and ensured that the same inventory baseline was applied regardless of which channel the order came from.
This integrated inventory data became the foundation for connecting into fulfillment processes and campaign policies.

Establishing Store-Based Fulfillment Processes

We designed processes in which online orders would either be fulfilled directly from stores with available inventory, or connected to in-store pickup (Click & Collect) flows.
This allowed stores to recognize online orders as “orders linked to my sales,” significantly reducing complaints that “online is stealing store revenue.”
We redefined roles so that online and offline no longer competed, but functioned as partners complementing each other’s sales.

Redefining the Role of Online Campaigns & Benefit Policies

Instead of simply banning online discounts, we worked with stores to clearly define each campaign’s purpose, target, and benefit scope.
For example:
- First-purchase benefits for new customers
- Using online-only categories or online-only inventory
- Limited benefits for specific membership tiers, etc.
This reduced the store’s sense of “uncontrolled discounts,” while preserving enough freedom to experiment and operate online campaigns effectively.

• • •

In a traditional store-centric structure, lack of clear policies during digital transformation
can lead not only to internal conflict,
but also to the brand being perceived as falling short of customer expectations.

It is crucial to make swift decisions, establish collaboration structures,
and build a structural co-growth model in which online and offline jointly design the customer experience.

hello@flatgrid.io

(+82) 050-6998-1669

Mapo-gu, Seoul, Korea