The Club brings together 53 Circles across 11 Domains and four Pillars. Start with the part of the business closest to your work, or go directly to any Circle you want to explore.
Wherever you enter, you can see how your Circle sits within the wider Club and follow the connections beyond it.
Browse by Pillar, Domain or Circle.
CIRCLES
Start with one Circle. Discover the whole Club.
Each of us begins with one Circle connected to the work we do. It gives us a clear way into the Club and connects us first with the people, questions and opportunities closest to our work.
That first Circle is simply where we begin. It does not limit where we can take part or what we can explore. After our membership is confirmed, we can change our primary Circle and add up to three others as our work and interests develop.
THE SECOND EFFECT
No Circle stands alone.
A decision may begin in one part of the business, but its consequences rarely stay there. A change in service can affect inventory and labour. A technology choice can reshape roles and investment. A commercial decision can create pressure somewhere entirely different.
We call this the Second Effect: what one decision sets in motion elsewhere.
Across the Club, our Circles help us see those connections. We can start from the decisions closest to our own work, then connect with people whose experience reveals consequences we might otherwise miss.
What moves in one Circle can create movement in another.
Governance, people, skills, leadership and trusted change.
DOMAIN 1 · 1 CIRCLE
Sustainability Governance & Credibility
Sustainability | Governance & Credibility Circle
What evidence, ownership and timing make sustainability commitments credible enough to defend and practical enough to act on?
This Circle brings together members strengthening the evidence, ownership and decision controls behind sustainability commitments, claims and actions. We explore what can credibly be said, who remains accountable and when an organisation is genuinely ready to move.
Who owns ESG decisions, who supplies evidence, who may challenge or escalate and who remains accountable?
369DI Playbook: Clarifying Who Owns ESG Decisions >
Retail Summit: Main Stage · People, Culture & Leadership >
ESG Decision Timing & Readiness
When is waiting justified, what must still be prepared and which signals show that delay has become dangerous?
369DI Playbook: Making ESG Decisions at the Right Time >
Retail Summit: Main Stage · Profitability, Cash & Transformation >
Across Retail Summit
This Circle does not belong to one specialist stage. Its questions connect several parts of Retail Summit because evidence, ownership and timing influence decisions across functions.
The Second Effect
Where these decisions may become visible next
Supplier Proof & Sustainability Data · Roles & Decision Ownership · Transformation Investment & Value Realisation
People & Leadership | Workforce Planning & Flexibility Circle
Workforce Planning & Flexibility
Which roles need stability, where can capacity flex and how should permanent, temporary, internal and external workforce models work together?
This Circle brings together members planning workforce demand and availability and deciding which roles need stable capacity and where labour can flex.
People & Leadership | Skills & Future Capability Circle
Skills & Future Capability
How can people build and apply the skills needed as products, technology, service and roles change?
This Circle brings together members connecting onboarding, continuous learning, reskilling, knowledge and mobility so people can perform as work changes.
People & Leadership | Skills & Future Capability Circle
Skills & Future Capability
How can people build and apply the skills needed as products, technology, service and roles change?
This Circle brings together members connecting onboarding, continuous learning, reskilling, knowledge and mobility so people can perform as work changes.
People & Leadership | Frontline Work Design Circle
Frontline Work Design
How can frontline roles, workloads, priorities, tools and support be designed so people can perform reliably?
This Circle brings together members designing frontline roles, workload, priorities, communication, tools and local support so work can be performed reliably.
Often relevant to
HR operations · Employee experience · Organisation and work design · Store, warehouse, field and customer-service operations · Frontline technology · Operational excellence
Decision Area
Frontline Work Design & Support
369DI Playbook
Designing Frontline Work People Can Perform Reliably >
The Second Effect
Managers & Team Leadership · Warehouse, Transport & Labour Capacity · Customer Service & Recovery
People & Leadership | Managers & Team Leadership Circle
Managers & Team Leadership
What must be removed, clarified or supported so managers have the time, decision space and capacity to lead?
This Circle brings together members improving managerial priorities, workload, decision space, coaching and support so managers can remain close to teams and operations.
Often relevant to
Leadership effectiveness · Management development · Operations · Regional and site leadership · Organisation design · Employee experience · Transformation
People & Leadership | Roles & Decision Ownership Circle
Roles & Decision Ownership
As work changes, who does the work, owns the process, may decide or challenge and remains accountable?
This Circle brings together members clarifying who performs the work, owns the process, may decide or challenge and remains accountable as work changes.
People & Leadership | Change Adoption & Trust Circle
Change Adoption & Trust
How can new technologies and working methods become trusted, repeated daily practice rather than isolated pilots or announcements?
This Circle brings together members turning new technology, processes and working methods into trusted and repeated daily practice.
Often relevant to
Change and transformation · Organisational development · Employee experience · Internal communication · Digital and AI transformation · Programme delivery · Operational leadership
Decision Area
Change Adoption, Trust & Culture
369DI Playbook
Turning Change into Trusted Daily Practice >
The Second Effect
Skills & Future Capability · Transformation Investment & Value Realisation · Adoption & Value Realisation
This Pillar brings together the choices that determine where the business is going, what it can afford, where value is being created and which commitments deserve capital and management attention.
DOMAIN 1 · 3 CIRCLES
Executive Strategy
Cross-sector executive perspectives on Changing Markets, Changing Business and Changing Conditions.
Strategic focus
Changing Markets > Changing Business > Changing Conditions >
What should food retailers protect, change or invest in as markets, business models and operating conditions shift?
This Circle brings together senior leaders shaping the direction of food retail as consumer behaviour, competition, business models and external conditions change.
Often relevant to
CEO and board leadership · General management · Strategy · Commercial · Operations · Finance · Transformation · Investment
The Second Effect
Capital Allocation · Integrated Planning · Shopper Value
Executive Strategy | Food Retail Circle
Food Retail Circle
What should food retailers protect, change or invest in as markets, business models and operating conditions shift?
This Circle brings together senior leaders shaping the direction of food retail as consumer behaviour, competition, business models and external conditions change.
Often relevant to
CEO and board leadership · General management · Strategy · Commercial · Operations · Finance · Transformation · Investment
The Second Effect
Capital Allocation · Integrated Planning · Shopper Value
Executive Strategy | Non-Food Retail Circle
Non-Food Retail Circle
Where should non-food retailers invest, adapt or exit as customer demand shifts and categories, formats, channels and physical assets evolve?
This Circle brings together senior leaders shaping the direction of non-food retail across categories, formats, channels, assets and changing customer demand.
Often relevant to
CEO and board leadership · General management · Strategy · Commercial · Operations · Finance · Property · Transformation · Investment
The Second Effect
Footprint & Asset Strategy · Profitable Digital Growth · Capital Allocation
Executive Strategy | FMCG & Consumer Goods Circle
FMCG & Consumer Goods Circle
Where should brands and manufacturers compete, how should retailer relationships evolve and which capabilities deserve investment as markets change?
This Circle brings together senior leaders in brands and manufacturers addressing changing markets, retailer relationships, operating models, investment and capability.
Often relevant to
CEO and board leadership · General management · Strategy · Sales · Category · Brand · Supply chain · Finance · Transformation · Investment
Profit, Cash & Value | Cash Flow & Working Capital Circle
Cash Flow & Working Capital
Where is cash trapped, and how can it be released without weakening inventory, supplier relationships, service or future growth?
This Circle brings together members releasing cash across inventory, receivables, payables and commercial terms without weakening service, suppliers or flexibility.
Profit, Cash & Value | Cash Flow & Working Capital Circle
Cash Flow & Working Capital
Where is cash trapped, and how can it be released without weakening inventory, supplier relationships, service or future growth?
This Circle brings together members releasing cash across inventory, receivables, payables and commercial terms without weakening service, suppliers or flexibility.
Profit, Cash & Value | Risk & Decision Readiness Circle
Risk & Decision Readiness
Which scenarios, signals and thresholds should trigger decisions before certainty arrives?
This Circle brings together members connecting enterprise risk, scenarios, early signals, thresholds and ownership so decisions are prepared before certainty arrives.
Profit, Cash & Value | Risk & Decision Readiness Circle
Risk & Decision Readiness
Which scenarios, signals and thresholds should trigger decisions before certainty arrives?
This Circle brings together members connecting enterprise risk, scenarios, early signals, thresholds and ownership so decisions are prepared before certainty arrives.
How should competing investments be compared, and what should be funded, held, redesigned, released, exited or stopped?
This Circle brings together members comparing competing uses of capital and management capacity and deciding what should be funded, redesigned, released or stopped.
Often relevant to
CFO · CEO and board leadership · Strategy · Investment committees · FP&A · Corporate development · Business-unit leadership · Transformation · Property · Technology · Operations
Decision Area
Capital Allocation: Where to Invest & What to Stop
Physical footprint commitments, property strategy and decisions about transforming, retaining or exiting assets.
Real Estate | Footprint & Asset Strategy Circle
Where should the physical network grow, and which existing assets should be transformed, retained, repurposed or exited?
This Circle brings together members deciding where physical networks should grow and which existing assets should be transformed, retained, repurposed or exited.
Often relevant to: Real estate · Expansion · Network strategy · Leasing · Property acquisition · Development · Asset management · Finance · Operations · Investment committees · Country leadership
Connected to this Circle
This Circle brings together two closely connected decisions.
Physical Footprint & Expansion
Where does physical expansion still create real incremental value after catchment, cannibalisation, lease, logistics and operating constraints are considered?
369DI Playbook: Choosing Where Physical Expansion Still Makes Sense >
Asset Transformation & Modernisation
Which existing retail assets justify full transformation, limited refit, continued operation, repurposing or exit?
369DI Playbook: Deciding Which Retail Assets to Transform >
Across Retail Summit
This Circle does not belong to one specialist stage. Its questions connect across Retail Summit because physical-asset decisions sit between investment, operating capacity and what those assets ultimately need to enable.
The Second Effect
Where these decisions may become visible next
Capital Allocation · Warehouse, Transport & Labour Capacity · Store Experience, Service & Assisted Selling
Plan, operate and strengthen the value chain across supply, fulfilment and sustainable operations.
DOMAIN 1 · 6 CIRCLES
Supply Chain
Integrated planning, inventory, response, logistics operating models, capacity and service across the supply chain.
RETAIL SUMMIT CONNECTION
Supply Chain Plenary
Retail Summit connection >
Supply Chain | Integrated Planning Circle
Integrated Planning
How can demand, supply, commercial and financial assumptions become one credible plan with clear ownership and decisions?
This Circle brings together members connecting demand, supply, commercial and financial priorities and turning S&OP or IBP into clear, owned decisions.
How can demand, supply, commercial and financial assumptions become one credible plan with clear ownership and decisions?
This Circle brings together members connecting demand, supply, commercial and financial priorities and turning S&OP or IBP into clear, owned decisions.
Supply Chain | Inventory, Working Capital & Service Levels Circle
Inventory, Working Capital & Service Levels
How much inventory should the business hold, where should buffers sit and how can cash, availability and service be balanced?
This Circle brings together members deciding how much inventory to hold, where to position buffers and how to balance cash, availability and service.
Often relevant to
Inventory and demand planning · Supply chain finance · Commercial and category teams · Operations · Replenishment · Service-level management · Working capital
Decision Area
Inventory, Working Capital & Service-Level Trade-Offs
369DI Playbook
Balancing Inventory, Working Capital and Service Levels >
The Second Effect
Cash Flow & Working Capital · Fulfilment & Delivery · Profitability & Business Performance
Supply Chain | Scenario Planning & Response Circle
Scenario Planning & Response
Which early signals should trigger action, who should own the response and how can the business act before volatility becomes cost or service failure?
This Circle brings together members using early signals, scenarios, thresholds and response ownership to act before supply disruption becomes service failure.
Often relevant to
Supply chain planning · Risk and resilience · Procurement · Logistics · Operations · Control towers · Supplier management · Business continuity
Decision Area
Scenario Planning, Early Signals & Response Readiness
Which logistics capabilities should the business own, outsource or combine, and how can control, flexibility and service be protected?
This Circle brings together members choosing and governing in-house, outsourced and hybrid logistics models while protecting control, flexibility and service.
Which logistics capabilities should the business own, outsource or combine, and how can control, flexibility and service be protected?
This Circle brings together members choosing and governing in-house, outsourced and hybrid logistics models while protecting control, flexibility and service.
How much usable logistics capacity do we need, how flexible should it be and where can automation strengthen it without creating new fragility?
This Circle brings together members matching warehouse, transport and labour capacity to demand and deciding where automation strengthens usable capacity.
Often relevant to: Warehouse and transport operations · Labour planning · Network and capacity planning · Automation · Logistics engineering · Procurement · Finance · Operational excellence
Connected to this Circle
This Circle brings together two closely connected decisions.
Warehouse, Transport & Labour Capacity
How can warehouse, transport and labour capacity be matched to changing demand without excess fixed cost or peak failure?
369DI Playbook: Matching Warehouse, Transport and Labour Capacity to Demand >
Warehouse & Intralogistics Automation
Where should warehouse automation be applied, and what must be ready in the process, data, facility and workforce before it can work reliably?
369DI Playbook: Making Warehouse Automation Work >
Supply Chain | Service Levels & Cost-to-Serve Circle
Service Levels & Cost-to-Serve
Which service levels should be offered to different customers and channels, and what do they truly cost to deliver?
This Circle brings together members differentiating logistics service according to customer value, operating complexity and cost-to-serve.
Often relevant to
Logistics service design · Transport and warehouse operations · Commercial finance · Customer operations · Service management · Cost-to-serve analytics
Decision Area
Service Levels & Cost-to-Serve
369DI Playbook
Matching Logistics Service Levels to Cost-to-Serve >
Fulfilment and delivery promises, returns and value recovery, and continuity of post-click service.
RETAIL SUMMIT CONNECTION
eRetail & Omnichannel Logistics
Retail Summit connection >
Omnichannel Logistics | Fulfilment & Delivery Circle
Fulfilment & Delivery
What can be promised to customers across channels, and can stock, capacity, partners and cost-to-serve support it reliably?
This Circle brings together members setting customer-facing fulfilment and delivery promises that stock, capacity, stores, partners and last-mile operations can keep.
Often relevant to
eCommerce and omnichannel operations · Fulfilment · Last mile · Stores · Delivery partners · Customer experience · Logistics · Service design
Decision Area
Omnichannel Fulfilment & Delivery Promise
369DI Playbook
Setting Omnichannel Delivery Promises You Can Keep >
The Second Effect
Inventory, Working Capital & Service Levels · Store Operations, AI & Automation · Service Levels & Cost-to-Serve
Omnichannel Logistics | Returns & Value Recovery Circle
Returns & Value Recovery
How can returns remain customer-friendly while more product, inventory and financial value is recovered?
This Circle brings together members preventing avoidable returns and recovering more product, inventory and financial value from the returns that remain.
Omnichannel Logistics | Returns & Value Recovery Circle
Returns & Value Recovery
How can returns remain customer-friendly while more product, inventory and financial value is recovered?
This Circle brings together members preventing avoidable returns and recovering more product, inventory and financial value from the returns that remain.
Sustainable Operations | Low-Emission Logistics & Infrastructure Circle
Low-Emission Logistics & Infrastructure
Which low-emission logistics routes are operationally feasible, and what do fleet, energy, infrastructure, cost and service conditions allow?
This Circle brings together members testing the operational feasibility of low-emission logistics across fleet, fuel, charging, energy and infrastructure.
Often relevant to
Transport · Fleet · Logistics · Energy · Infrastructure · Facilities · Sustainability · Finance · Property · Network planning
Decision Area
Low-Emission Logistics, Energy & Infrastructure Feasibility
Which digital growth routes create real contribution after channel costs and complexity, and where should the business scale, redesign or stop?
This Circle brings together members deciding which digital growth routes, channels and markets create real contribution rather than revenue and complexity alone.
Often relevant to
eCommerce strategy · Digital growth · Commercial finance · Marketplaces · Channel leadership · Unit economics · Cost-to-serve · Business development
Decision Area
Profitable Digital Growth & Channel Economics
369DI Playbook
Making eCommerce Growth Profitable >
The Second Effect
Profitability & Business Performance · Marketplace Strategy & Control · Service Levels & Cost-to-Serve
Which digital growth routes create real contribution after channel costs and complexity, and where should the business scale, redesign or stop?
This Circle brings together members deciding which digital growth routes, channels and markets create real contribution rather than revenue and complexity alone.
Often relevant to
eCommerce strategy · Digital growth · Commercial finance · Marketplaces · Channel leadership · Unit economics · Cost-to-serve · Business development
Decision Area
Profitable Digital Growth & Channel Economics
369DI Playbook
Making eCommerce Growth Profitable >
The Second Effect
Profitability & Business Performance · Marketplace Strategy & Control · Service Levels & Cost-to-Serve
eRetail | Digital Shelf & Product Discovery Circle
Digital Shelf & Product Discovery
How can product information remain accurate, trusted and discoverable across digital shelves, search and AI shopping interfaces?
This Circle brings together members making product information dependable, discoverable and trustworthy across digital shelves, search and AI interfaces.
Often relevant to
Product data · PIM · Digital shelf · eCommerce content · Search · SEO · Marketplaces · Brands · Data governance · AI discoverability
Decision Area
Product Truth, Digital Shelf & AI Discoverability
369DI Playbook
Making Products Findable and Trustworthy Online >
The Second Effect
Category, Assortment & Shelf Conversion · Marketplace Strategy & Control · Commerce AI & Automation
Transaction → Connected Systems → Automation
Retail Summit connection >
eRetail | Checkout & Payments Circle
Checkout & Payments
How can checkout and payment friction be removed while valid orders, revenue and transaction trust remain protected?
This Circle brings together members turning genuine purchase intent into a confirmed and protected order through reliable checkout, payment and fraud controls.
Marketplace Control → Platform Visibility → Social Commerce
Retail Summit connection >
eRetail | Marketplace Strategy & Control Circle
Marketplace Strategy & Control
How can marketplace growth be achieved while protecting pricing, margin, brand presentation, reseller control and customer ownership?
This Circle brings together members growing through marketplaces while retaining control of resellers, pricing, margin, content, brand representation and customer ownership.
eRetail | Platform Visibility & Retail Media Circle
Platform Visibility & Retail Media
Which retail media and platform-visibility investments create incremental demand rather than margin leakage or dependency?
This Circle brings together members deciding when paid platform visibility and retail-media investment creates genuine incremental demand rather than simply increasing cost or dependence on paid reach.
Often relevant to
Marketplace and eCommerce marketing · Retail media · Performance marketing · Brand · Media investment · Analytics · Finance · Commercial teams
Decision Area
Platform Visibility & Retail Media
369DI Playbook
Making Retail Media Investment Pay Off >
The Second Effect
Marketing Effectiveness & Investment Decisions · Digital Shelf & Product Discovery · Profitability & Business Performance
How can creators, social content and live formats become a repeatable sales model without weakening margin, fulfilment or trust?
This Circle brings together members turning creators, social content and live formats into a repeatable commerce model that protects margin, fulfilment quality and customer trust.
eRetail | Loyalty, Membership & Partnerships Circle
Loyalty, Membership & Partnerships
How can loyalty and membership create lasting value beyond repeated discounts, with benefits, partners and funding that can endure?
This Circle brings together members designing loyalty and membership propositions that create lasting value through the right benefits, partners and funding rather than repeated discounting.
How can self-service, automation and human support be combined to resolve problems without losing trust?
This Circle brings together members resolving customer problems through the right combination of self-service, automation, human support and escalation.
Shopper value, category and activation, store operations, service, experience and buying behaviour.
RETAIL SUMMIT CONNECTION
In-Store Shopper Value & Activation
Value → Choice → Execution
Retail Summit connection >
In-Store | Shopper Value Circle
Shopper Value
How can price, promotion and private-label value remain clear and credible without training deal dependence or eroding margin?
This Circle brings together members aligning price, promotion, private label, trade investment and communication so shopper-facing value remains clear and credible.
How can price, promotion and private-label value remain clear and credible without training deal dependence or eroding margin?
This Circle brings together members aligning price, promotion, private label, trade investment and communication so shopper-facing value remains clear and credible.
In-Store | Category, Assortment & Shelf Conversion Circle
Category, Assortment & Shelf Conversion
How can category roles, assortment, shelf space and product communication make products easier to find, understand and choose?
This Circle brings together members turning category roles, assortment, shelf space and physical product communication into a clear choice environment.
In-Store | Retailer-Brand Activation & Store Execution Circle
Retailer-Brand Activation & Store Execution
How can retailer-brand plans survive handover, local adaptation and store execution, with the readiness and evidence to prove they worked?
This Circle brings together members making retailer-brand activation executable through clear roles, handover, local adaptation, readiness and verification.
Often relevant to
Shopper and trade marketing · Brand and retailer collaboration · Field sales · Store operations · Activation planning · Materials · Stock readiness · Execution
Decision Area
Retailer-Brand Activation & Store Execution
369DI Playbook
Making Retailer-Brand Activation Work in Stores >
The Second Effect
Frontline Work Design · Store Operations, AI & Automation · Marketing Effectiveness & Investment Decisions
In-Store | Store Operations, AI & Automation Circle
Store Operations, AI & Automation
How can stores turn signals and exceptions into better action while modernising the systems behind daily operations without adding workload or disrupting live trading?
This Circle brings together members turning store signals, exceptions and workflows into prioritised action through AI, automation and reliable store systems.
Connected Decisions
Often relevant to: Store operations · Loss prevention · IT · Computer vision · IoT · Task management · Automation · Field operations · Systems modernisation · Operational excellence
This Circle brings together two closely connected decisions.
Store Operations, AI & Automation
The question
How can store signals and exceptions become prioritised action through AI and automation without adding noise or workload?
Store Systems Modernisation & Operational Continuity
The question
How can store systems, payments and infrastructure be modernised without disrupting live operations?
369DI Playbooks
Making AI and Automation Work in Stores >
Modernising Store Systems Without Disrupting Operations >
In-Store | Store Experience, Service & Assisted Selling Circle
Store Experience, Service & Assisted Selling
How should space, service, product interaction and assisted selling help shoppers understand, compare, decide and complete the journey?
This Circle brings together members using space, navigation, service, product interaction and technology to help shoppers understand, decide and complete the journey.
Often relevant to
Store experience · Design · Customer service · Assisted selling · Digital in-store · Sales · Product interaction · Navigation · Training · Format leadership
Decision Area
Store Experience, Service & Assisted Selling
369DI Playbook
Designing Store Experiences That Help Shoppers Decide >
In-Store | Store Experience, Service & Assisted Selling Circle
Store Experience, Service & Assisted Selling
How should space, service, product interaction and assisted selling help shoppers understand, compare, decide and complete the journey?
This Circle brings together members using space, navigation, service, product interaction and technology to help shoppers understand, decide and complete the journey.
Often relevant to
Store experience · Design · Customer service · Assisted selling · Digital in-store · Sales · Product interaction · Navigation · Training · Format leadership
Decision Area
Store Experience, Service & Assisted Selling
369DI Playbook
Designing Store Experiences That Help Shoppers Decide >
In-Store | Shopper Missions & Buying Behaviour Circle
Shopper Missions & Buying Behaviour
Which shopper missions and habits can be influenced, what should change and how can incremental value be proven?
This Circle brings together members understanding missions, habits and physical interventions and testing whether they create incremental buying behaviour.
How should a retailer, commerce platform or network operator build and operate a retail-media proposition that connects first-party audiences, on-site, off-site and in-store inventory, campaign execution, data collaboration and credible advertiser-value proof?
This Circle brings together members building retail-media networks that connect audiences, inventory, omnichannel campaigns and credible advertiser-value proof.
Often relevant to
Retail media · Media sales · CRM · Data · Adtech · Campaign operations · Measurement · Commercial leadership · Advertiser partnerships
Decision Area
Retail Media Networks & Omnichannel Campaigns
369DI Playbook
Building Retail Media Networks That Prove Their Value >
The Second Effect
Marketing Effectiveness & Investment Decisions · Store Operations, AI & Automation · Inventory, Working Capital & Service Levels
How should a retailer, commerce platform or network operator build and operate a retail-media proposition that connects first-party audiences, on-site, off-site and in-store inventory, campaign execution, data collaboration and credible advertiser-value proof?
This Circle brings together members building retail-media networks that connect audiences, inventory, omnichannel campaigns and credible advertiser-value proof.
Often relevant to
Retail media · Media sales · CRM · Data · Adtech · Campaign operations · Measurement · Commercial leadership · Advertiser partnerships
Decision Area
Retail Media Networks & Omnichannel Campaigns
369DI Playbook
Building Retail Media Networks That Prove Their Value >
The Second Effect
Marketing Effectiveness & Investment Decisions · Store Operations, AI & Automation · Inventory, Working Capital & Service Levels
How should identified and permissioned customer relationships be activated at the right moment, through the right channel and with an appropriate level of relevance?
This Circle brings together members using permissioned customer data and lifecycle signals to make activation timely, relevant and coordinated across channels.
How should identified and permissioned customer relationships be activated at the right moment, through the right channel and with an appropriate level of relevance?
This Circle brings together members using permissioned customer data and lifecycle signals to make activation timely, relevant and coordinated across channels.
MarTech | Marketing Effectiveness & Investment Decisions Circle
Marketing Effectiveness & Investment Decisions
How should media, CRM, personalisation, content and other marketing activity be tested and compared so that evidence leads to decisions to scale, redesign, reallocate or stop?
This Circle brings together members using experiments, incrementality and comparable evidence to decide what marketing investment should scale, change or stop.
MarTech | Platforms, Integration & Data Governance Circle
Platforms, Integration & Data Governance
Which MarTech capabilities should be owned, bought or sourced, and how should customer, campaign, media and content platforms, data, integrations and vendors be governed as one adaptable environment?
This Circle brings together members choosing, connecting and governing MarTech platforms, data, integrations and vendors as one adaptable environment.
Which marketing workflows and decisions should be redesigned, automated or delegated to AI, what must remain under human control and how should operating improvement be proven?
This Circle brings together members redesigning marketing workflows and AI delegation around human control, quality and measurable operating improvement.
Which marketing workflows and decisions should be redesigned, automated or delegated to AI, what must remain under human control and how should operating improvement be proven?
This Circle brings together members redesigning marketing workflows and AI delegation around human control, quality and measurable operating improvement.
Join the Club and begin with the Circle closest to your work. From there, discover the people, questions and connections across the wider Club. New members can join until 30 November.
eRetail | Social Commerce & Live Selling Circle
Social Commerce & Live Selling
How can creators, social content and live formats become a repeatable sales model without weakening margin, fulfilment or trust?
This Circle brings together members turning creators, social content and live formats into a repeatable commerce model that protects margin, fulfilment quality and customer trust.
Often relevant to
Social commerce · Creator partnerships · Marketing · eCommerce operations · Content · Live selling · Fulfilment · Customer experience · Analytics
Decision Area
Social Commerce & Live Selling
369DI Playbook
Building Repeatable Sales Through Social Commerce >
The Second Effect
Fulfilment & Delivery · Customer Service & Recovery · Customer Retention
Fulfilment & Delivery
Customer Service & Recovery
Customer Retention