ABOUT THE COMPANY:

SpiritsUp is an Austrian distributor of alcoholic beverages. B2B website: https://spiritsup.at. Retail startup: https://redundweiss.at.

MY TASKS AT THE START:

• The main task (90% of allocated efforts): to form a marketing strategy for a startup - an e-commerce store. Plan development, budget.
• Assemble and coordinate a marketing team.
• Ensure the start of sales of the online store within 3 months from the start of my work.
• Redesign the current B2B website. Enable digital lead generation channels (10% of allocated efforts).

RESULTS ACHIEVED IN 3 MONTHS:

• An analysis of the market, competitors, and preliminary indicators of the prototype site for the last 2 quarters was conducted.
• A full-fledged marketing strategy for an online store for the Austria geo was formed and substantiated for 2 quarters ahead. A marketing funnel was developed. A Customer Journey Map was drawn.
• A marketing team was assembled from scratch: a developer agency (1); a promotion agency (web analytics, PPC, targeting) (1); an assistant marketer (1); an SMM manager / videographer (1). Task management was established.
• A pricing strategy for retail was formed in coordination with the financial department. Data from automatic price monitoring of direct competitors was used.
• An e-commerce site https://redundweiss.at was launched.
• A basis for a promotion strategy for both B2B directions was created: Wholesale-Austria and Wholesale-Export.
• A redesign plan for the current B2B site was prepared.

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Upon request, I will provide contact information for receiving recommendations from the company's management.

ABOUT THE COMPANY:

"Rehabilitolog School" is a leader in the national market of educational services in manual therapy. The essence of the services is holding offline and online seminars (95% of the business); selling video recordings of seminars (5%); ecommerce - selling printed books (5%). Websites: rehabilitolog.com and rehabilitolog.kz (main); online.rehabilitolog.com; shop.rehabilitolog.com.

MY TASKS AT THE START AND FURTHER:

• Ensure the growth of turnover and profitability of the company's projects by means of marketing. Create conditions for scaling the business.
• Form a department from scratch; set KPIs for subordinates and effectively manage the created team.
• Budget the expenses of the marketing department.
• Prescribe a realistic marketing strategy for four company projects. Agree with the sales department. Fit into the overall business strategy. Successfully implement.
• Bring the business to a new geomarket - Central Asia.

ECONOMIC RESULTS:

• The main project is rehabilitolog.com (Ukraine). Monthly turnover at the start is $18,000. Brought to a minimum of $58,000 per month. At the peak - $132,000. Lead generation has doubled. The average cost of a lead has been reduced during the first year from $5 to $3. Average occupancy of seminars by students: increased from 70% to 87%.
• The second most important project is rehabilitolog.kz (Kazakhstan). Implementation time: 01.2023 - present. Monthly turnover at the start is $2,000. Brought to a minimum of $29,000 per month. Average cost of a lead since launch has been reduced from $8 to $5.
• Budgets for key paid channels of both geoprojects: Meta - $7000-$11000 / month; Google Ads - $2000-$2500 / month.
• E-commerce project shop.rehabilitolog.com. Implementation time: 05.2023-10.2023. The goal is to sell out warehouse stocks, ensure a profitable sales boost. Facebook and Google Shopping (Performane Max) launched. Facebook: average monthly ROAS - 560%. Google Ads: ROAS - 840%. Total income from Digital for the first month - $2700 (x30-growth relative to the start). At the peak - $3870.

KEY MEANS OF ACHIEVING RESULTS:

• In-depth surveys of representative samples by customer segments were conducted. Analytics and sales department data were analyzed. Target audience portraits have been created for each seminar product. > Targeting parameters and appeals have been optimized.
• SWOT analysis has been conducted, USPs of the brand as a whole and each seminar product separately have been described. > New accents have been set in marketing communications.
• Customer Journey Map has been built for each geomarket. > Target campaign goals and types of appeals on landing pages have been rebuilt for geospecifics. For example, for Kazakhstan, the focus is on Instagram and WhatsApp.
• The attitude towards the loyal audience has been revised, and efforts to increase LTV have been intensified. > Marketing mailings have been activated. Email autofunnels, a personal account on websites, and a loyalty program (cashback) have been implemented.
• The logic of price sales incentives has been revised. > A clear annual plan for seasonal promotions has been built, with long-term planning. The logic of targeted promotions for seminar products has been implemented. Teachers as part of the seminar product are involved in marketing > For the first time in the niche, product webinar funnels have been implemented.
• A department has been formed from scratch. Management has been automated. In-house: PPC targeting specialist (1); content SMM specialists (3), video content manager (1). Freelance: medical copywriter, literary editor. Outsourcing agencies (3): website development; setting up Digital analytics, targeting, PPC (then delegated in-house); CRM implementation.

ABOUT THE COMPANY:

"Ukraflora" is a leading distributor of flowers, bouquets, indoor plants, floristry products in Ukraine. Wholesale and retail trade. B2B, retail - ecommerce and offline (showroom). Website: ukraflora.ua.The reason for the sudden termination of work is the beginning of the war on 02/24/2022.

MY TASKS AT THE START:

• In coordination with the Sales department, reach the fulfillment of the income plan in the ecommerce-retail direction in the next quarter.
• In the first quarter, maintain the indicators for Transactions, Average check, Number of purchased items at 100% of the same months last year. From the second quarter - ensure an increase of 30%.
• Conduct key seasonal promotional activities for flower retail in the near future - Black Friday, Valentine's Day, March 8. Ensure effective ROAS.
• Increase the efficiency of the Digital department. Optimize costs.
• In coordination with the sales department, draw up a plan for the implementation of CRM Reports, including end-to-end analytics.

ECONOMIC RESULTS:

• Fulfillment of the e-commerce turnover plan: 12.2021 (the first full month of my work) - 105% due to Black Friday; 01.2022 - 88% of the plan. 02.2022 - 120% of the plan fulfillment for the first 3 weeks due to the seasonal boom on Valentine's Day; 4th week - the beginning of the war.
• Transactions - on average 500 / month. (100% retention). Average check - ~1700 UAH. (130%). Number of items - ~7500 - month. (72%).

KEY MEANS OF ACHIEVING RESULTS:

• Based on web analytics and feedback from the sales department, target audience portraits were segmented for key product categories. > Optimized targeting parameters in Google Ads, calls to action.
• Conducted SWOT analysis in the industry, spelled out the USP of the brand as a whole and key product categories. > Set new accents in e-commerce communications.
• Conducted an audit of the work of current members of the Digital team. Analyzed web metrics. Identified errors, missed opportunities in all key channels. Reorganized the team (below).
• PPC - removed the freelancer and promptly, temporarily, took over the management of Google Ads - the key sales generation channel. Budget - $5000-7000 / month. Average monthly ROAS - 400% (last click; and excluding traffic from incoming calls ~50% of requests). Created brand campaigns and proved their success. Transferred Shopping Campaigns to Performance Max, proving their potential (as of November 2021, they were still in beta testing). At the same time, I started selecting an agency to delegate functions.
• Website technical support, improvements, UX/UI - the contractor agency was replaced. Brought in a more expert in OpenCart and more affordable partner from my previous place of work. > Improved the performance of both versions of the site in PageSpeed. Optimized the user path on the site. Fixed bugs. Implemented a bouquet calculator.
• SEO - removed the freelancer and temporarily took over the management. Updated the semantics for priority product categories. Expanded the in-house team by two copywriters. Compiled a technical task for writing SEO texts on the category pages of the site. At the same time, I started selecting an agency to delegate functions.
• SMM - optimized and expanded targeting tasks for the in-house specialist. > Created new audiences, Look-Alike; revised target audience portraits in targeting settings; enabled Facebook Shopping.

ABOUT THE COMPANY:

"Midsun" is the leader in the Ukrainian market in the field of aromatization of business premises. The main direction: B2B aromatization (midsun-aroma.com - 75% of turnover). Related B2B project: creation of custom-made batches of branded aroma diffusers (uaphilanthrop.com - 15%). Third project: retail, ecommerce - water ionizers (akvalekar.com - 10%).

MY TASKS AT THE START:

• Form a Digital department from scratch; set KPIs for subordinates and effectively manage the team.
• Start with the retail project akvalekar.com. Launch from scratch on the basis of an already created website. Form a successful Digital promotion strategy. Ensure a favorable ROAS value from the 2nd quarter.
• The second priority set is uaphilanthrop.com. Active stages of promotion - plan for the 2-3 quarters of my work. Launch the website. Develop a marketing strategy for B2B, but also test B2C. Provide the Sales Department with B2B orders from the 3rd quarter.
• Core business - midsun-aroma.com. Active promotion stages - 3-4 quarters. Increase lead generation by 50% from the 4th quarter.

ECONOMIC RESULTS:

• Project akvalekar.com (water ionizers). In the 2nd quarter, reached a positive ROAS of 320% with average monthly turnover of $2400 (with a markup of 100%). Maintained an average of 290% for the next 2 quarters.
• Project uaphilanthrop.com. Reached an effective result in the Sales Department - 5 successful B2B transactions per month - with a quarter behind the plan.
• Project midsun-aroma.com. The number of validated leads has increased by 37% since Q4; the cost per lead has been reduced from $0.7 to $0.38.

KEY MEANS OF ACHIEVING RESULTS:

During the first quarter, I gradually assembled a mix team and distributed tasks. In-house: content and SMM specialists (3), each divided into their own project; PR manager (1). Outsourcing agency: development, technical support of websites (1). Freelance (1): SEO. Took on: targeting, PPC.

Akvalekar project (water ionizers; retail):

• A SWOT analysis was conducted, the brand's USP was described. Potential client segments were outlined. > According to the hypotheses, targeting parameters and calls to action were correctly set.
• Semantics were collected, which became the basis for both PPC and SEO. > Optimized search ads. Up-to-date terms of reference for copywriting. As a result, the site was able to rise from the top 40 to the top 10 Google in a year based on 7 priority customer queries.
• Tested key paid e-commerce channels for sales boosting: Google Ads Smart Shopping Campaigns vs. Facebook Shopping. > Determined the effectiveness of PPC, smart shopping, vs. complete ineffectiveness of Meta-targeting in our case.
• Optimized presence on marketplaces (Prom, Rozetka) > reconfigured ProSale campaigns; improved SEO settings for product cards.

UA Philanthrop project (aroma diffusers; B2B):

• SWOT analysis was conducted, USPs were written down. Potential B2B segments were outlined.
• Tested retail - PPC, targeting, marketplaces > Unsuccessful result, price is higher than the market price for retail. A conclusion was made about a 100% bet on small wholesale, Private Label.
• In B2B, PPC, targeting, and mailings were tested > Remarketing to loyal customers in the core area - room aromatization - brought success.
• PR - offline business exhibitions worked great.

Midsun-Aroma project (aromatization services; B2B):

A SWOT analysis was conducted, USPs were written down. B2B segments were rethought. > Targeting parameters and calls in Google Ads were redefined. Current campaigns were optimized.

ABOUT THE COMPANY:

The nursery "Lotos K" is one of the companies of the UBI holding. Growing and wholesale of decorative outdoor, indoor plants; also - seedlings of berry plants. B2B. B2C - only order in batches. Website: lotosk.com.ua.

MY TASKS AT THE START:

• Ensure that the Sales Department increases sales in the following B2B segments: landscape designers, interior designers, farms.
• Increase brand awareness in retail, in order to increase the efficiency of distribution to local retail chains (Epicenter, Fora, MegaMarket, Leroy Marlin).
• Provide informational Digital support for PR events of the brand: webinars, offline exhibitions.
• Fulfill the plan for the annual autumn sale of berry seedlings in retail.
• Form a marketing strategy for each product line for 2021.

ECONOMIC RESULTS:

• In the 2nd quarter, we managed to double the average frequency of orders from loyal customers in the main target segment of "landscape designers".
• The distribution plan to partner hypermarkets in Kyiv and the region was fulfilled in the 1st quarter by 85%, in the second - increased to 93%.
• The nursery's participation in 3 landscape design exhibitions in the 2nd quarter brought 12 new B2B clients to the company, who made 1 to 2 orders.
• The plan for the autumn sale of berry seedlings in retail was 100% fulfilled.

KEY MEANS OF ACHIEVING RESULTS:

• Based on web analytics and feedback from the Sales Department, clear target audience segments were formed for each business area: 1) landscape designers; 2) interior landscapers, phytodesigners; 3) farms. In the latter case, there was detailed data on the market capacity and market shares. > The UX of the site was rebuilt taking into account each segment. The user path was adjusted.
• A SWOT analysis was conducted in the industry, the USP of each trade direction was described for each segment of the target audience. > Clear accents were set in e-commerce communications to emphasize the strengths of the brand. For example, the company is a convincing leader in the range of aquatic ornamental plants.
• A 100% redesign of the site was carried out to meet the requirements of UX/UI, SEO, Mobile, taking into account the developments in USP, SWOT, competitive analysis.
• All the tools that make up the Digital ecosystem were competently reconfigured: web analytics (at that time still Google Universal Analytics), SMM (Facebook, Instagram), PPC (Google Advertising), SEO (Search Console; Google My Business; semantics collected), email (MailChimp), YouTube channel.
• An obvious conclusion was made about the key role of Direct Marketing in retention for B2B. > Regular email newsletters were launched for the first time: both information about the product range and specific price incentives for sales. Success was achieved in the "landscape designers" segment.
• The brand's reputation in retail was increased primarily by thoughtful posting in the retail section of Facebook Pages. > The work of the subordinate SMM specialist was reorganized. A content plan, previously absent, was approved. To implement the task of autumn sale of seedlings in retail, targeting was set up in Facebook, Google Advertising, advertising in OLX. 83% of sales volume was provided by Facebook campaigns.

ABOUT THE COMPANY:

KatranGun store is a leading store selling underwater diving equipment (underwater hunting, diving, freediving, swimming pool). A confident leader in Ukraine in the niche of "underwater hunting equipment". Ecommerce. 2 offline points. Website: katrangun.com.ua.

MY PATH IN THE COMPANY:

Ecommerce consultant manager + website administrator (first 4 years) > ecommerce manager (last 2 years).

MY TASKS AT THE STAGE OF ECOMMERCE MANAGEMENT:

• Fulfill sales plans set for the ecommerce department.
• Build effective work of managers, optimize operational work, build motivation.
• Optimize interaction between the contact center and the logistics department (subordinate to the commercial director).
• Carry out the final migration from Prom to OpenCart.
• Ensure proven e-commerce results from the new site from the 2nd quarter after its rollout. Compare the indicators for Transactions, Revenue with the original Prom site from the 3rd quarter. Double from the 4th quarter.
• Do not use paid promotion at all. Bring sales only through organic channels.

ECONOMIC RESULTS:

• Sales plans were fulfilled in the 1st year in 6 months out of 12. The lower limit of fulfillment is 75%. In 2 "seasonal" months - exceeded by 65%. 2nd year of work: sales plans were fulfilled in 9 months. The lower limit is 83%.
• It was possible to exceed the number of transactions and turnover from the new site already within the 2nd quarter.
• All results were achieved exclusively through organics.

KEY MEANS FOR ACHIEVE RESULTS:

Management and sales:

• The work algorithm of the managers (3-4 people) of the contact center has been completely rebuilt. > Based on Excel tables, a visualized (with pictures) product ABC-guide with ready-made scenarios for up-sell and cross-sell, comparative characteristics of key products has been created. The manager received a convenient hint-reference for effective consultation, working with objections.
• Recruiting failures and staff turnover have been corrected by changes in the approaches to hiring and onboarding. > The text of the vacancy has been rewritten for the desired target audience; the time of candidate interviews has been shortened; adaptation has been simplified and accelerated.
• The sales cycle has been accelerated. The accuracy of sales analysis has been increased. > In coordination with the Logistics Department, the TorgSoft trade accounting system (2016) has been successfully implemented; synchronization with OpenCart has been configured. Expanded with some CRM functions (2019). IP telephony implemented (2016).
• Simplified tracking of dumping by other dealers. > Monitoring of prices of key products was automated by scripts in Google Sheets.

Digital Marketing:

• A team of content managers (3) was formed, among whom tasks were distributed.
• Large-scale work was carried out in content SEO. > A detailed semantic core was collected. SEO texts were compiled for pages of product categories, product cards. The Blog was launched and regularly filled with articles. As a result, within a year, the new OpenCart site intercepted top 10 positions from the original Prom site for key customer queries.
• The UX/UI of the site was thought out, especially the main page (bestsellers, promotions, new products, menu). The user path was improved.
• A vigorous work was launched to generate useful video content in SMM in two key channels of our target audience: Facebook and YouTube. > Non-stop filming: reviews of new products; unpacking; top 10 products; video reviews of satisfied customers in offline points.

MY ROLE:

MARKETING, PARTICIPATION IN SALES:

• All content management, SEO-optimization of the studio website.
• Filling the YouTube channel with new video material. Maintaining a VKontakte group.Analysis of the competitive environment, development of pricing policy, promotions.
• Conducting advertising campaigns in Google Ads (search) and targeted advertising on VKontakte.
• Design and ordering of printed materials: business cards, banners for placement on bulletin boards in universities and in transport.All interactions with new and current clients: incoming calls; social networking; counseling. Building trusting relationships with a permanent audience.
• Conducting group and individual lessons.

MANAGEMENT, ADMINISTRATIVE FUNCTIONS:

• Search for new coaches; adaptation and control of work (subordinate to 3-4 trainers).
• Rent of premises. Accounting for customer statistics, analysis of income and expenses. Organization of master classes, corporate events; coordination with art directors of performances of dancers.

RESULTS:

• Created from scratch and successfully promoted his own project in the field of the fitness industry and show business - a choreography and dancer services studio - Kings Studio (2 branches in Kyiv). The project was profitable from the first month and lasted 7 years.
• Brought the website of the studio kings.kiev.ua to the top 10 organic search results in Google in the relevant niche - hip-hop dancing, pj-style; target audience - beginners.
• Achieved growth in the reputation of the dance studio among current and potential customers. Growth was achieved in terms of: customer retention in the studio; requests for private lessons; recommendations to friends and acquaintances.
• I tried different promotion channels (outdoor advertising, online) and determined the right vector for Digital development: website SEO, backlinks, YouTube channel, VK community development, Google Ads search advertising and VK targeting.
• Picked up the optimal promotional strategy, which allowed to overcome the seasonal decline in sales.
• Established loyal relationships with the owners of the premises in which the halls were rented, which ensured exclusive low rental prices. Built a stable team of dance studio teachers and PJ-dancers who were passionate about their work.

Worked remotely, in parallel with studying at the university. Translated large volumes of texts from English into Russian.