Launching a markdown-optimisation module into the decisions merchandisers, planners and CFOs make
A new markdown module was ready to ship, and buyers were likely to see another dashboard. Research placed it inside the end-of-season markdown decision.
- Challenge
A markdown module about to launch, likely to be read as another dashboard.
- Approach
Product, market and buyer research, then use cases and value framing by role.
- Result
A launched module with a stated position, role use cases and shared assets.
The situation
A retail analytics company that already forecasts demand for fashion and lifestyle retailers is launching a markdown-optimisation module. A head of merchandising thinks in sell-through, a planner in stock cover across stores and online, a CFO in working capital tied up in ageing stock. Released with feature notes, it would sit beside the BI reports buyers already have, leave each buyer to work out its relevance, and miss the end-of-season sale it was built for.
The question that mattered
Where does the new module fit in each buyer's markdown decisions, and what value case makes it worth adopting before the next sale?
What we did
- 1
Build an all-round product and market view
Document what the module does, the data it needs and its limits, alongside the spreadsheet plans, ERP pricing modules and BI tools retailers use today.
- 2
Map buyer decisions and context
Interview merchandising, planning, category and finance leaders on who sets markdown depth and timing, and what late or blanket discounts cost.
- 3
Frame use cases and value
Turn capabilities into use cases for each role, such as setting discount depth by store and style before the sale starts. Tie each to a measure the buyer already tracks.
- 4
Position and prepare the launch
State the position plainly: the module recommends when and how deeply to mark down each style by store before the sale, while BI tools report the margin lost after it. Then build the launch assets.
What we delivered
The evidence and working documents the team kept.
- Product and market fact base, including limits and alternatives
- Buyer decision maps for merchandising, planning, category and finance
- Use-case library with a value frame for each role
- Positioning statement against spreadsheets, ERP pricing modules and BI tools
- Launch kit: product page copy, use-case sheets and a seller briefing
The outcome
Finance heads
joining evaluations early, on the working-capital case for clearing ageing stock
Merchandising heads
testing the module against last season's markdowns
Sellers
opening launch meetings with the buyer's markdown timing
Launch assets
shared by marketing and sales
Evaluations now include the CFO's office from the start, and centre on which styles to mark down, where and when.
What changed in the GTM motion
Product marketing now runs a launch gate: no module ships without a named buyer role, a use case, a value frame and a seller briefing. After each launch, the use-case library adds the questions buyers raised in evaluations.
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