Front 1

Strategy and operations

Strategy and operations is the business's commercial system: deciding what to move, organizing customers, reaching them at the right moment, getting them to come back and bringing in partners. Five services that work as a loop and are measured on a single dashboard.

North team · Updated October 7, 2026 · 4 min read

5connected services

4analysis methods

1dashboard for everything

30 daysresults guarantee

The loop

Each round leaves data that improves the next one. That is why it pays to turn them on in this order.

Strategywhich number to move
Dataone database, with consent
Activationemail and partnerships
Loyaltygetting them back
Measurementwhat worked
New strategythe next round

What this front makes possible

Each service opens up several concrete options. These are the most used ones, with the data or tool that makes each one possible.

StrategyFunnel diagnosisreach → inquiry → bookingWhere the sale gets lost, channel by channel, with the rate at each stage.

StrategyUnit economicsLTV ÷ CACHow much a customer brings in and how much you can pay to acquire one.

StrategyFraming testA/B with a small ad budgetTwo messages with the same spend. The one that brings more inquiries stays.

DataUnified databaseE.164 phone + emailOne profile per person with bookings, purchases, conversations and consents.

DataAd audiencesSHA-256 → Meta and GoogleYour encrypted database, used to reach similar people and leave out those who already bought.

LoyaltyCard in the walletApple Wallet · Google WalletStamps, points or tiers with no app, with an on-screen notice when the pass changes.

EmailEvent-based flowsbooking → arrival → reviewEmails that go out on their own before and after each visit.

EmailMeasured reactivation90% receive · 10% controlHow many came back because of the message and how many would have come back anyway.

PartnershipsPackages with partnersUTM link + codeA stay with dinner, linked points or collections, with sales attributed to each partner.

Methods

The analysis tools we use to make decisions, with an example of each.

Unit economics: what a customer is worth and what it costs to get one

Before investing in new customers, you need to know whether each one brings in more than they cost. It is calculated from four figures almost every business has.

LTV and CAC calculationcalculation

Average ticket           $2,400
Visits per year          3.2
Years of relationship    2
Margin                   35%

LTV = 2,400 × 3.2 × 2 × 0.35        = $5,376
CAC = $450,000 ÷ 90 new customers   = $5,000
LTV / CAC                           = 1.08

Recommendation. With a ratio close to 1, each new customer barely pays for itself. Invest first in frequency and retention, and only then in acquisition. A common industry benchmark is 3 to 1.

RFM segmentation: who to talk to first

Each customer gets a score from 1 to 5 in recency (how long since they bought), frequency (how many times) and monetary value (how much they spent), based on which fifth of the database they fall into. The combination defines the segment.

RFM score for three customerstable

customer   R  F  M   segment
cus_8f21   5  4  4   Loyal
cus_2a90   2  5  5   At risk: used to buy a lot and hasn't come in for a while
cus_7c13   1  1  2   Dormant

Recommendation. Start with "At risk": these are your highest-value customers who are leaving, and they usually respond better than dormant ones.

Control group: how much a campaign really added

The campaign goes to 90% of the segment, and a randomly chosen 10% is held back. The difference between the two groups is what the campaign generated; the rest would have happened anyway.

Reading a control group testcalculation

Received the campaign   54,000   bought 1,134   2.1%
Control group            6,000   bought    54   0.9%

Lift   2.1% − 0.9% = 1.2 pts
Purchases generated by the campaign  ≈ 54,000 × 1.2% = 648 (not 1,134)

Recommendation. Every campaign to the database gets a control group. Without one, it gets credit for sales that would have come in anyway.

Partnership attribution

Each partner gets a link with UTM parameters and its own code. The link measures what comes through the website; the code measures what is paid in person or over the phone.

A partner's sales for the quartercalculation

Through the link (web)       utm_source=fuegolento   17 bookings
Through the code (WhatsApp)  FUEGO10                 21 bookings
Partner total                                        38 bookings
Without the code, only 17 would have been counted (45%).

Recommendation. Measure both paths. In hospitality, a large share of partnership sales closes over WhatsApp or on site.

What we recommend in each case

If this is happening	We recommend	Why
Lots of followers and few sales	Unify the database and turn on email flows before increasing ads	The demand already exists: what is missing is a clear path to purchase
Customers who come once and don't come back	Stamp card and an automatic reminder when a customer takes longer than their usual interval	Frequency is the cheapest lever on LTV
Empty days or time slots	A specific offer for that window, sent to past customers with a control group	It fills capacity that isn't selling today and measures the real effect
Low average ticket	A partnership that builds a package (stay + dinner, a joint collection)	It raises the ticket without lowering the price
You don't know which channel sells	UTMs, codes per channel and a dashboard with MER (total sales ÷ total marketing spend)	Measure first, then decide where to invest

Strongest case studies

The strongest results in this area. Each one has a step-by-step analysis.

1.4Musers in the first monthDutch Bros · Loyalty +675%in email revenue from the first to the second quarter of 2020Grind · Email marketing ~10,000coffee shops in the United States in four yearsOatly · Brand partnerships USD 263Min retail sales in 2023, the third straight year of triple-digit growthLiquid Death · Strategy +28%open rate on emails with the customer's nameRip Curl · Customer data

The operations dashboard

This is what a quarter looks like with the loop running.

Commercial operations · quarterIllustrative example

Active customers6,840 ▲ 22%purchased in 90 days

Repeat purchase46% ▲ 11 ptscome back within 60 days

Revenue per customer$4,120 ▲ 18%annual average

Sales from partnerships87 ▲ 87in the quarter

Revenue per month, last 6 months (millions)

Month 1Month 6

Contribution of each service

Service	Metric	Before	Now
Strategy	Occupancy Tue. and Wed.	42%	61%
Data	Reachable contacts	31,000	81,600
Email	Bookings per campaign	9	36
Loyalty	60-day repeat purchase	35%	46%
Partnerships	Sales per month	0	29

Maturity model

In the diagnosis we place your business at one of these four levels. The plan moves up one level at a time.

Level	Data	Communication	Returning customers	Measurement
1 · Scattered	Separate lists	Posts with no goal	By chance	Followers and likes
2 · Organized	One database, with duplicates	One-off campaigns	Occasional promotions	Sales per month
3 · Connected	Single database with consent	Automated event-based flows	Stamp program	Sales by channel
4 · System	Segments that update on their own	Message by segment and moment	Program with data and partnerships	CAC, LTV and return by service

Services in this front

Strategy and operationsStrategyWe analyze visibility, content, audience and partners, and look for the most effective framing.Strategy and operationsCustomer dataBookings, forms and social media organized in one permission-based database.Strategy and operationsLoyaltyCustomers who come back, with a stamp card on their phone.Strategy and operationsEmail marketingCampaigns to your own customers, measured in bookings and sales.Strategy and operationsBrand partnershipsWe bring brands together so they sell together.

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