Turned online parts and accessories sell-out from a black box into a three-year business case for CFMOTO's Canadian distributor

Sell-in to dealers was well tracked. Online sell-out was invisible: no view on which dealers sold parts online, on price compliance, on Amazon.ca, or on the gray market coming from US eTailers.

The distributor's own eCommerce site weighed almost nothing in total revenue, and nobody knew whether that was a problem or an untapped opportunity.

The mission ran in four phases, from discovery to a decision-ready business case:

• Discovery and scoping: a discovery analysis, a proposal structured in 3 lots, and a kickoff with a 9-item action plan.
• eRetail mapping: analysis of the 145 dealer sites (eCommerce capability, platform, CFMOTO presence, Similarweb traffic) and of 23 eTailers and aftermarket brands.
• Funnel analysis: 12 months of GA4 and Search Console data on cfmoto.ca, checkout analysis, a conversion benchmark, and interviews with the CIO, the internal teams, and a key eTailer.
• Business case: the market sized top-down from the active vehicle fleet, a bottom-up eCommerce P&L over three years, and dealer coexistence models sketched out (dropship, profit sharing, shop-in-shop).

With no access to sell-out figures, a documented estimation method was built on targeted search queries, product review volumes, and conversion hypotheses.

• Online sell-out went from black box to quantified diagnosis: only 4 of the 145 dealers sell CFMOTO parts online, and the dominant Canadian eTailer had delisted the brand's SKUs.
• The site's conversion measured at 0.8% against a 2.2 to 3% benchmark, with checkout completion far below target.
• The site's potential estimated between CA$1M and CA$3M per year, backed by a full P&L with explicit hypotheses.

Key takeaway. A documented estimation method beats the absence of data: crossing traffic data, review volumes, and conversion hypotheses was enough to objectify the debate. Ending with a business case turned a diagnostic into a decision tool, and extended the mission by two months.

Honest points: the schedule slipped about two months over the summer, and full-remote international work came with concrete frictions, from billing currency questions to a dealer site blocking French IP addresses.