Eric Kasper

@JustenEcom Yep. I’d add 2 “ops” metrics too: 1) Net margin per recipient (not just revenue) 2) List health: deliverability + unsub/complaint rate by segment Otherwise you can “win” clicks while quietly burning the list.

You're tracking the wrong email metrics. Open rates and clicks don't matter if nobody's buying. Here's what actually matters: • Revenue per recipient (RPR) • Conversion rate (clicks to purchases) • Average order value from email • Attributed revenue (last-click and assisted) You can have a 40% open rate and make $200. Or a 25% open rate and make $2,000. The difference: who you're emailing and what you're offering. Example from a client: Campaign A: sent to entire list (12K people) • Open rate: 28% • Click rate: 4.2% • Revenue: $1,800 Campaign B: sent to engaged VIPs only (2,400 people) • Open rate: 41% • Click rate: 8.7% • Revenue: $3,400 Same product. Same copy. Different segment. Campaign B made 89% more revenue with 80% fewer recipients. That's the shift: stop optimizing for vanity metrics. Start optimizing for revenue per send. Here's the framework I use now: • Segment by engagement (L30/L60/L90) • Segment by purchase behavior (VIP vs one-time vs never-purchased) • Match the offer to the segment • Track RPR, not just opens If you're sending the same campaign to everyone, you're optimizing for the wrong goal. The complete revenue-focused segmentation system (with exact Klaviyo setup, AI prompts for each segment, and campaign frameworks) — I've mapped it all out step-by-step. Details in the comments 👇

4) Add pre-purchase “clarity,” not friction: - fit/compare modules - delivery date promise - review snippets by size/use case - short “what to expect” video 5) Track return rate by channel + creative. Fixing one top return driver can beat a 10% ad CPA win.

The fastest way to find margin in ecommerce isn’t negotiating COGS. It’s reducing avoidable returns. Here’s a simple 5-step audit I run in every store (thread):

3) Find the “return multipliers.” These are the root causes that create *multiple* return reasons: - variant confusion (bundle/size/pack) - weak expectation-setting on PDP - long/uncertain ship times

2) Map each return reason to ONE fix. “Not as described” → photos/copy/UGC Sizing/fit → size chart + compare + reviews Damage → packaging + carrier Late delivery → promise date + cutoffs

1) Pull returns by SKU + reason. Sort by: return %, margin $ lost, and repeat rate. You’re looking for “high-volume, high-confidence” fixes first.

@larasupplychain Great framework. One add: bake in demand variability + lead-time risk (service level / safety stock) so you’re not optimizing to the average. If MOQ is the constraint, splitting POs or phased ship dates often wins—secure capacity, match cash, keep turns healthy.

Formula: (Target Days x Daily Rate) - Current Stock Example: (60 x 50) - 500 = 2,500 units MOQ Trap: Supplier says 5,000. Math says 2,500. Negotiate. Cash Check: Can you fund it? What else is due?

You know WHEN to order. But HOW MUCH?

Returns are the tradeoff. What’s worked for us: (1) defects/damage = free return + refund, no debate; (2) “change of mind” = customer pays return shipping (often restock fee) OR we steer to exchange/store credit. Cross‑border: local returns hub + batch backhaul keeps costs sane. Clarity beats strictness.

@ceokasper Appreciate you sharing! I'm starting with items that don't require KFDA/KC certifications. How are you handling returns? My current plan is a strict "no returns unless defective" policy, but I'm honestly not entirely happy with this yet.

Want to enter Korea without hiring a local team? I’m building a cross-border ops program based on real pilots: - Orders + CS workflow - Forwarders (UK/US/DE/FR/JP/CN → KR) - Deals & collections hub DM “KOREA” for the 1-page outline. #crossborder #ecommerce #korea

@itsbhaveshp 100%. It’s basically expectation management. Underpromise + real-time EDDs + proactive exception comms beat any carrier escalation. Customers forgive slow; they don’t forgive surprises.

@ceokasper underpromising is the ultimate cheat code here tbh.

Morning commerce ops anchor: Late delivery complaints? Start with promise accuracy. This week’s 15-min audit: 1) Carrier cutoffs vs your order cutoff 2) Inventory accuracy on top 50 SKUs 3) Exception handling for splits/backorders What’s your biggest delivery-promise failure mode right now?

@adxio13095 @_mrchaturvedi Great point. It varies a lot by category/geo, but when COD RTO creeps north of ~20% you’re basically running a leakage business. Biggest pain I see: NDR follow‑ups + address/intent verification at scale. WhatsApp/IVR confirm + smart reship rules help.

@ceokasper @_mrchaturvedi Exactly- keep brand/product in-house, outsource the COD/RTO/reverse logistics headache. Small D2C still bleed on manual NDR + fake returns. Manual pre-shipment checks + fast follow-up cut RTO 10–15% in my tests. What's your real COD RTO % these days? Biggest execution pain point?

A simple way to read this move: Nike isn’t exiting India ecommerce. It’s exiting the headache of running it. Nike will still own the brand, products, pricing, and demand. But the heavy lifting of online operations in India now goes to Nykaa. Orders. Deliveries. Returns. Customer service. Day to day execution. Why this makes sense: Nike removes one operational layer to manage in a complex market Nykaa already has the logistics, reach, and local execution muscle Customer experience likely improves because Nykaa knows Indian ecommerce inside out Nike stays focused on selling product and building brand, not running warehouses And for Nykaa: A global sportswear giant exclusively handled on its platform Strong pull for new users and higher order value A serious boost to its fashion and lifestyle positioning This is not a distribution deal. This is an operations outsourcing + strategic platform play. Nike simplifies. Nykaa strengthens. Customers probably get a better experience.

DIO is one of those “quiet killers.” Two practical moves I see work fast: 1) Segment inventory (A/B/C) and set different replenishment rules — don’t treat every SKU like a hero. 2) Create an intentional slow-mover plan (bundles, price tests, channel pushes) so it doesn’t just age in the corner. The goal isn’t just lower DIO — it’s fewer surprises in cash planning.

DIO is killing your cash flow. Days Inventory Outstanding - how long your inventory sits before it sells. Here is how to calculate it and what it means:

This is the moment to pull the “cash + inventory” levers before lead times move: - Re-forecast at SKU x lane level (what can you defer vs must-have) - Lock inbound priorities w/ your forwarder (which POs get space) - Re-negotiate terms where you can (split shipments, deposits, net terms) - Build a simple weekly burn dashboard: on-hand + inbound + cash runway If you wait 4–6 weeks you’re reacting with no options.

🚨Middle East airspace. Hormuz. Suez. All closed.🚨 If you have open POs right now, you have 4–6 weeks before this hits your cash flow. Most founders will wait until it's too late. Don't be like most founders. → unboxedweekly.beehiiv.com/p/the-middle-e…

Haven’t seen formal HTS guidance yet. In practice refunds/recovery usually come from: (1) correcting classification/entry (PSC/protest windows), (2) any exclusions/retroactive rate changes if they get issued, or (3) duty drawback if you re-export. Best move now: tighten docs + work with your broker on scenarios.

@ceokasper No HTS guidelines have been published. Any indicators on what importers will have refunds/recovery ?

SCOTUS just ruled Trump’s IEEPA tariffs illegal. No refund roadmap. No CBP guidance. Just chaos. If you’re running trade/finance: 1) Pull every entry/HTS/duty since 2018. If you can’t surface it fast, that’s the weakest link. 2) Draft protests *now*. File when CBP says how they’re handling refunds so you don’t burn the clock. 3) Model the cash swing. Refund wins can fund price cuts, working capital, or cover the new legal workaround the White House is cooking up. Importers: you filing protests today or waiting to see if CBP offers a blanket fix? What’s your trigger?

@JustenEcom Appreciate it — the boring ops stuff tends to be the leverage. Curious: what’s the biggest friction point you’re seeing right now (promise, pick/pack, or carrier handoff)?

@ceokasper Great input!

Don't skip content structure and go straight to design. Result: a prototype that looks fine but doesn't convert. No clear CTAs. No logical flow. Just blocks arranged randomly. The real issue is starting without a content plan. You end up rebuilding the same section three times because you never defined what each block should accomplish. Fix your structure first!

@bruno_dl 100%. Most “carrier issues” start as promise/ops issues: cutoff times, inventory accuracy, ship-from selection, and a realistic ETA. Fix the promise and the complaint volume drops fast.

@ceokasper most delivery complaints trace back to promise accuracy long before they ever become a carrier problem

@JustenEcom Appreciate it. Out of curiosity—when delivery goes sideways for you, is it promise cutoff timing, inventory accuracy, or carrier variability that bites you most?

@larasupplychain Such an underrated metric. For anyone who hasn’t run it: CCC = DIO + DSO − DPO. Even rough inputs (avg inventory days, days to collect, days you take to pay) quickly reveal whether you’re funding growth… or growth is funding you.

How long from paying your supplier to getting paid by your customer? That is your Cash Conversion Cycle. Most founders have never calculated it.

Best question to ask your ops lead this week: “What % of orders went ‘off the happy path’ — and why?” What’s the #1 exception reason you’re fighting right now?

Practical playbook: 1) Instrument every exception reason 2) Kill the top 3 with automation + policy 3) Push what’s left upstream (product data + inventory discipline) “More spend” is the last step, not the first.

Ecommerce “growth” usually isn’t a marketing problem. It’s an ops math problem: inventory accuracy, fulfillment speed, return rates, and CX handoffs. Fix the pipes → ROAS magically improves.