Understand how assortment, price, promotions and inventory interact. Focus teams on the products and actions with the greatest potential impact.
You have to decide which products to support, which to mark down, and which to leave alone. Each team has a different recommendation, and no one has compared them on the same commercial logic.
You need to stop guessing and start ranking interventions by their real impact on contribution — not just their effect on sell-through.
“Every season I have to choose between full-price sell-through and protecting margin. The data never tells me the whole story.”
Assortment, price, promotion and allocation are commercially interdependent. The mandate is not to manage each of them well in isolation — it is to manage how they interact across a category over a season.
Range decisions judged on contribution and return on inventory, not on unit sales alone.
Newness, core and end-of-life lines each need a different commercial treatment at a different moment.
Price architecture, promotional depth and markdown cadence working as one plan per category.
Stock placed where demand actually is, with exposure recognised before the season closes.
A slow-moving product may need a price change, promotional support, a transfer, revised allocation, a markdown — or no action at all. Teams analyse each of these separately, then have to reconcile the answers by hand.
Underperforming products surface
Lifecycle, stock, margin, demand
Grouped by cause and exposure
Price, promo or stock action
Category and buying teams
Within merchandising policy
Pushed to connected systems
Sell-through tracked weekly
Tinkery reports against the merchandising indicators you already run on, and on how quickly a diagnosed issue becomes an executed action.
Tinkery coordinates across the merchandising stack rather than replacing any part of it.
The same commercial context, translated into the decisions each function owns.
Bring a category. We will show how its signals, causes and interventions look inside Tinkery.