E-Commerce
Category Analysis | Digitec Galaxus AG
As Category Marketing Manager at Digitec Galaxus I was in charge of over 50 different subcategories within the computing department.
Challenge
1. Identify the Subcategory Needing Attention
I was in charge of over 50 subcategories, but it was unclear which one(s) most urgently required improvement based on performance metrics such as conversion, traffic, and stock turnover.
2. Determine the Type of Improvement Needed
Once the target subcategory was chosen, the next step was to assess whether its problems stemmed from structural (site organization, data fields, filters, sorting) or assortment (product variety, depth, availability) issues—or a combination of both.
Goal:
Increase conversion rates and reduce user drop-off by making the most impactful changes to the subcategory in question. This involved either refining the shop’s data structure and navigation or broadening and optimizing product selection, depending on which approach delivered the best return on effort and investment.
Key Insights:
It is hard to choose where to spend time optimizing a subcategory
There is a proxy missing to guide all sorts of optimizations
Solutions & Analysis:
We observed a clear correlation between product price and conversion rate, which makes intuitive sense. Higher-priced items generally involve a longer decision-making process—customers take more time to compare options, read reviews, and carefully evaluate their choices—whereas lower-priced, everyday products often prompt faster, more spontaneous purchases.
By plotting average price against average conversion rate, we identified specific data points that deviated from the overall trend. These outliers highlighted a category deserving further investigation, enabling us to conduct a deeper analysis of the factors influencing their unusual performance.
Within each category, we analyzed various price ranges and discovered certain “blind spots” in our assortment, revealing opportunities to broaden the product offering and meet untapped consumer demand.
50
1
not measurable