Scot Wingo

Cross-selling doesn’t automatically grow AOV Here’s proof: I audited a Shopify store with 50K+ orders/year They sell niche footwear accessories And they were offering bundles, but only as add-ons (metal tips, lace locks) The result? ✔ 45% of orders were bundles × AOV was stuck at $13.75 The reason: Customers were buying 2-5 items per order, but almost never full sets What the data showed: - Avg. items per order: 2.5 - Common patterns: 2 or 3 colors of the same product - Most frequent combos:  -> black + white  -> sail + pink  -> Jordan 1 + aglets But the site didn’t push bundles actively It didn’t make mixing easy And it didn’t highlight common combos The opportunity? Test new mix & match formats: 1) 3-pack builder: any 3 colors 2) 2 laces + optional add-ons 3) Trio + aglets: 2 required, 1 optional + accessory Expected impact? 👉 +15-20% AOV uplift 👉 More 3-5 item orders 👉 Better category discovery This is exactly the kind of audit insight I’ll be sharing at the Shopify Founders Meetup in Bratislava - Nov 6 If you’re building a Shopify brand in Slovakia and want more ideas like this: Register here👇 https://lnkd.in/epyc4aKr

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Monetizing the Platform: How Sex Tech is Moving Beyond Hardware into SaaS View My Portfolio. From one time device sales to recurring revenue through apps, content, and community Hardware built the category. Software compounds it. At V For Vibes, the strategy is to pair elegant devices with a living digital layer that delivers coaching, personalization, and community. The goal is predictable revenue and deeper outcomes. Why the shift • Hardware margins are finite and seasonal • Software creates continuous value through updates, data informed personalization, and care journeys The recurring stack • App subscriptions for guided programs, biofeedback dashboards, and remote partner modes • Premium content such as expert sessions, courses, and device specific routines • Community access with moderation, challenges, and member benefits • Consumables and care items on flexible replenishment Pricing architecture • Free tier with core control and safety • Monthly and annual plans with multi device unlocks and family or partner seats • Value anchors such as a results guarantee and live onboarding Product levers that raise retention • Streaks, goals, and weekly progress emails • Adaptive routines that respond to session data and user input • Integrations with wearables and calendar for habit building What to measure • Activation within day one, week one, and day thirty • Trial to paid conversion and plan mix • Churn by cohort and feature use • Attachment rate of subscriptions to devices and total lifetime value Guardrails that earn trust • Privacy by design with data minimization and clear consent • Offline use for core features • Transparent billing and easy cancellation The V For Vibes view We design devices people love and a software service that makes them better every week. That is how intimate wellness moves from a product to a platform. What feature would make you keep a wellness subscription month after month #SaaS #Monetization #ProductStrategy #CustomerExperience #SexTech #HealthTech #VForVibes

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Every time a “deal” like Renalytix’s agreement with Tempus #AI is announced, executives seem oblivious to how it turns patient lives into mere bargaining chips while bragging about being first to market, saturating the industry, and cashing in on “innovation.” It isn’t just Renalytix and Tempus AI; this pattern of top-down dealmaking and mutual self-praise is infecting the entire sector. Companies like Carna Health and DeLorean Artificial Intelligence push for what amounts to “science fiction math” as the solution only at ground level, and the same basic human needs go unmet, and vital reforms gather dust. There is still no seamless integration of comprehensive mental health support for #CKD or #dialysis, no genuine access to true Medical Nutrition Therapy that could prevent decline instead of just treating numbers on a chart, and the bill of rights for kidney patients remains outdated and unenforced. As these companies race for market share, leaders congratulate each other for “unlocking data” and “increasing metrics.” In reality, they’re just perfecting reciprocal back-patting, unspoken quid pro quo, and revisionist storytelling Executives hide in their boardrooms, never facing the anguish endured each day by those supposedly at the heart of their work. They refuse to name or fix the exhaustion, system failures, and suffering that define the experience of families dealing with kidney disease. They still pretend that a new contract or another data-driven solution actually improves care while patients fall through the cracks—misdiagnosed, unsupported, and left alone to navigate the treacherous space between hope and despair. This is not a missed opportunity; it is the result of an industry culture that exploits the vulnerable, celebrates greed, and cultivates an insular, unaccountable rat race. CEOs and board members do not walk into clinics, do not answer patient coalitions, and never take responsibility for why even the most basic reforms in mental health, nutrition, or patient rights remain stalled while they aggressively cash their paychecks. What’s most telling is this: when patients—sidelined and deeply frustrated—muster enough courage to voice dissent in public forums, the executives and corporate players seldom acknowledge it where others can see. Instead, those courageous individuals often receive private direct messages from staff or even clinicians who quietly agree with what’s being said and confess the system really is broken But such truths are never voiced publicly because everyone is terrified of upsetting the investors who bankroll these “innovations.” Eric Lefkofsky Ryan Fukushima Christina Antoniou Fergus Fleming Mary Miller Sallah, MHA Tim Fitzpatrick Salvatore Giovanni Viscomi, MD Boris Berat Karin Hehenberger Michael Morales aizebhughele kelvin David Moskowitz The real bottom line: in this industry, speaking the patient’s truth gets you a private nod and a public cold shoulder—because profit always drowns out pain

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Noah nails it. I've seen this play out across hundreds of e-commerce implementations. The platforms that win long-term are the ones that amplify human connection, not replace it. This is exactly why I keep saying "humans in the loop, always." AI is incredible. Agentic commerce is transforming how we build and sell. But the technology only works when it serves people, not the other way around. Proud to be part of a community that leads with people first.

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AIO is driving less clicks from search, but organic revenue is flat or up for most clients. This was a key takeaway from the recent AIO UX study webinar from Kevin Indig/ Growth Memo. Search behavior is changing, but purchases are being made and search is continuing to play a crucial role.

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We are officially moving beyond the AI Budtender®. Tomorrow, we will be launching StrainBrain Labs. The StrainBrain team is putting its big brains and AI stack to work, in close partnership with Orchid Black, running methodical R&D on how data, customer experience, conversational commerce, MCP, and a few other nerdy levers can change how cannabis gets sold and discovered. This next wave of AI is about growing the market, not just rearranging carts on a menu. Safe travels!

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Everyone told Joe Welstead he needed more products. He had just sold his first supplement company — 12 SKUs, venture-backed, all the complexity that comes with scale. For his second company, OSHUN, he did the opposite. One product. Bootstrapped. Subscription-first. The result? 5,000+ subscribers in 10 months. 42% subscription signup rate. 15% month-over-month growth. Here's what he told me on the eCommerce Podcast: "Launching with one SKU for somebody who likes to be creative and who likes to explain the product in the most eloquent way possible is so much more freeing and enjoyable than having to explain 12 different products in one go." The lesson isn't "never expand." It's that focus compounds. When you have one product, every piece of marketing gets better. Every customer touchpoint gets sharper. Every operational decision gets simpler. Joe's entire job became: distill the benefits of one product and communicate them beautifully to as many people as possible. That's a great job to have. Most founders add SKUs because they're afraid one product isn't enough. Joe proved that one product, done exceptionally well, is more than enough. What would your business look like if you focused all your energy on one product, one customer experience, one clear value proposition? — Full conversation with Joe Welstead: https://lnkd.in/eshkZD6F

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This is pretty interesting - you can share your memories from another LLM platform. I like using multiple but would want to have all of them to have the same context.

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