Turning Fashion Discovery Into Purchases Customers Keep
Myntra
Illustrative case study · Synthetic data
The activities and performance figures below are hypothetical. They do not establish a Palledian engagement or an endorsement by Myntra.
NAME THE
REAL CHALLENGE.
Help fashion shoppers find a suitable product, make a more confident fit decision and return for another purchase, while judging growth after returns and acquisition costs.
Fashion demand is only useful commercially when the customer finds an available style and keeps the purchase. A campaign can look successful at checkout while sizing uncertainty, unsuitable recommendations and heavy promotions weaken the eventual outcome. The example therefore follows retained orders and repeat buyers alongside traffic.
A hypothetical India programme for selected fashion categories and a fixed seller assortment. It excludes other categories and all group-company results.
PUT THE MODEL
ON THE TABLE.
Equivalent six-month baseline and scenario periods. Every value is synthetic.
| Measure | Synthetic baseline | Modelled scenario |
|---|---|---|
| Search landing clicks | 8,00,000 | 8,80,000 |
| Retained orders / store bills | 96,000 | 1,07,136 |
| First-time purchasing customers | 42,000 | 46,200 |
| Existing purchasing customers | 30,000 | 33,000 |
| 90-day repeat-purchase rate | 26% | 29% |
| Average net order / bill value | ₹1,850 | ₹1,887 |
| Net merchandise sales | ₹17.76 crore | ₹20.22 crore |
| Illustrative platform fee revenue | ₹3.55 crore | ₹4.04 crore |
| Blended acquisition cost | ₹140 | ₹140 |
| Item-return rate | 24% | 23% |
New customers means identified first-time purchasers, not registrations. Existing purchasers bought before the period. Repeat rates use matured 90-day first-purchase cohorts. Clicks are not unique customers.
MAKE THE CALL.
SHOW THE REASON.
Organised discovery around the occasion
Palledian organised the fictional programme around workwear, everyday outfits and occasion dressing. Search and on-site discovery recommendations reflected the intended use, available size and budget. This made the product-selection journey more useful than sending every audience to a broad sale page.
Made size and fit easier to judge
The assumed experience review examined garment measurements, fit language, images and available customer feedback. The plan proposed clearer size guidance and more consistent product attributes. The return-rate assumption is an item-level measure, so an improvement does not require the absolute number of returned items to fall while the business grows.
Used inventory signals in acquisition decisions
Search activity was paired with size availability and fulfilment readiness. A style with demand but little relevant stock would not receive the same acquisition priority as a style ready to sell across the selected size range. Budget allocation considered the economics of retained purchases, including the consequences of returns.
Created reasons to shop beyond a sale event
The retention plan used permission-based messages about relevant arrivals, complementary wardrobe needs and available sizes. Full-price and promotional periods would be evaluated separately in a real engagement. The objective was to make the next purchase useful rather than repeatedly teaching the customer to wait for a bigger coupon.
Reviewed seller and category contribution together
A single review linked net merchandise sales, hypothetical fee income, service costs and acquisition investment. This prevented a higher order count from automatically becoming a profitability claim. Tests would compare kept-order economics and repeat purchasing before recommendations were expanded to more categories.
ACCOUNT FOR
THE WHOLE COST.
The model uses an invented 20% net platform-fee yield for the selected seller assortment. It is not a statement of Myntra’s actual seller contracts, commission structure or accounting. Net merchandise sales and illustrative platform fee revenue remain separate.
| Programme economics | Synthetic baseline | Modelled scenario |
|---|---|---|
| Scoped revenue | ₹3.55 crore | ₹4.04 crore |
| Service / store costs | ₹2.25 crore | ₹2.50 crore |
| Acquisition expenditure | ₹58.80 lakh | ₹64.68 lakh |
| Allocated programme support | ₹60.00 lakh | ₹63.00 lakh |
| Scoped operating result | ₹11.40 lakh | ₹26.65 lakh |
A scoped programme surplus is not company-wide net profit. Unallocated head-office, financing, tax and out-of-scope costs are excluded. Growth differences do not establish causality.
KNOW WHAT
DESERVES SCALE.
The model illustrates a fashion growth programme in which better discovery and product confidence support more retained purchases and a higher 90-day repeat rate. Blended acquisition cost stays flat rather than improving. The numbers describe only the selected fictional assortment, not Myntra’s published financial performance.
Use this model to explore a consulting approach. Actual success-story claims require supported project activities and measured client data.
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