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The Iconic: becoming customer-focused transformed the business

“We build relationships with our sellers, and work in a partnership with them. Of course, they can have their challenges. At any time, it’s difficult for us to hold a 99.8 per cent on time dispatch, and it’s expensive. We can’t always expect our sellers will be able to do that, but whenever brands have some challenges, we work with them towards a solution. We have close to 1000 brands on our marketplace, and we don’t want to lose brands our customers’ love, so we're making sure we're working together. It's a challenge.”

As for customer metrics, The Iconic delivers monthly details of Net Promoter Score (NPS) reports to every employee of the company, so everyone knows what the NPS is. The scores usually hover around the high 80s.

“We don’t have the luxury in this retail market of being arrogant players, we just need to focus on our values and ensure the product is there for our customer,” Lee said.

“We do a lot of experiments regarding what our customers need. If you ask the customers what they want, of course, they are going to ask for something that can be quite biased. Our customers range in age from 18-80, and different customers have different needs. We do a lot of testing; we have about 100 data scientists  constantly testing and experimenting with different groups of customers about what they actually want.