A home & hospitality textiles brand came to Datagets mid-program, inheriting a CRM setup with thin documentation, a B2B wholesale channel that hadn't gotten the attention it deserved, and no settled way to prove what CRM was actually contributing. Here's what a full rebuild looked like.
The Client
Business
D2C home & hospitality textiles brand on Shopify
B2B Program
Wholesale channel serving short-term rental hosts & property managers
CRM Stack
Klaviyo (email & SMS), Shopify, app push
CRM Pool
~43,000 opted-in subscribers at program start
Engagement
CRM ownership handed to Datagets mid-program
The Problem
Picking up mid-program meant untangling a few flows and discount codes that needed correction, with little record of what was live or why.
Hospitality buyers, who purchase on a recurring, operational basis, were largely getting the same messaging as occasional D2C shoppers.
Thousands of contacts had opt-in status out of sync between Shopify and Klaviyo, an easy-to-miss gap that was worth closing.
There wasn't yet a clean, agreed-upon way to measure what CRM was contributing to revenue.
Pilot Objective
Rebuild the B2B CRM program to reflect how hospitality buyers actually purchase, and close the gaps that were limiting both channels.
Our Approach
We treated this as a rebuild, not a patch job. First we cleaned the foundation, then layered in segmentation, personalization, content and measurement on top of it.
Step 1 of 5
Why not just look at raw campaign numbers?
Raw Klaviyo metrics have no control group, conflate attribution across overlapping sends, and get distorted by seasonality. A strong holiday quarter makes every "before vs. after" comparison misleading. Difference-in-Differences isolates what CRM-engaged customers did differently from otherwise-similar non-engaged customers in the same period. It's the same logic used in DTC benchmarking and applied econometrics to establish causal impact.
Resolved opt-in mismatches between Shopify and Klaviyo, removed invalid and suspicious contacts dragging down deliverability, and recovered legitimate users the system had been missing entirely.
Built an account-level propensity model for B2B hospitality buyers based on actual purchase patterns, instead of lumping them in with occasional D2C shoppers.
Introduced predictive send timing for next likely purchase, name- and product-level personalization in subject lines, and personalized quick-order & cart experiences on-site.
Replaced generic, underperforming flows with a structured monthly campaign calendar plus purpose-built B2B active-buyer and prospect-nurture sequences.
A randomized holdout wasn't feasible mid-program, so we applied a Difference-in-Differences framework instead: comparing CRM-engaged vs. non-engaged cohorts quarter over quarter to isolate CRM's real, incremental lift.
Business Impact
A direct side-by-side comparison of the CRM program before and after the rebuild.
| Metric | Before | After |
|---|---|---|
CRM Addressable Pool ~$102K/yr incremental potential | Fragmented pool | +81% |
Wasted Discount Spend Mis-configured, wrongly-segmented codes | $3,123 / mo | $0 |
B2B Prospect Flow · Open Rate Generic email → personalized, redesigned flow | 25% | 66% |
B2B Prospect Flow · Revenue 10.9xSame flow, updated content · 4-week window | $299 | $3,263 |
CRM Lift Multiplier Engaged vs. disengaged · ~$77K/quarter | 2.6x | 5.9x |
Unsubscribe Rate (QoQ) Invalid contacts removed, flow logic fixed | Elevated churn | −34% |
Methodology: lift is measured via Difference-in-Differences (engaged vs. non-engaged cohorts, quarter over quarter) -not raw period-over-period numbers, which are distorted by seasonality and attribution overlap.
Industry Learnings
A brand with both a D2C online store and a B2B/hospitality wholesale arm is really running two completely different buyer relationships under one CRM.
Buying Trigger
An emotional prompt or a discount. Interest has to be re-earned each time, not assumed.
Frequency
Low. Most home-goods D2C brands see only 18–25% of customers return within 12 months.
Key Buying Factors
Color and aesthetic fit, price, trust signals like a Good Housekeeping–style certification, and an easy return policy for first-time buyers.
What CRM Must Do
Re-activate and re-earn attention. Win-back and discovery beat any assumption of loyalty or routine.
Buying Trigger
Operational necessity: guest turnover wears out linens and amenities on a predictable cycle.
Frequency
High & predictable. Hosts and property managers standardize on one trusted, bulk-priced supplier.
Key Buying Factors
An everyday low-price guarantee, consistent quality and durability, practical case-pack sizes, and how easy it is to reorder.
What CRM Must Do
Show up as an operational partner. Account-level history and reliable timing beat one-off discount pushes.
Key Takeaway
The real unlock wasn't a better email, it was treating these as two different relationships instead of one CRM playbook. D2C shoppers have to be won back every time. B2B and hospitality buyers just need you to be dependable, so their next order becomes a given, not something you have to win all over again.
Industry Snapshot
Home & hospitality goods sit near the bottom of the industry's repeat-purchase spectrum, which is exactly why a built-in recurring buyer, like a B2B hospitality program, is worth treating as its own channel.
12-Month Repeat Purchase Rate, by D2C Category
Share of customers who buy again within 12 months of their first order
Subscription boxes
40–55%
Consumables (food & pet)
35–45%
Beauty & skincare
30–40%
Apparel (mid-market)
25–32%
Home & hospitality goods
18–25%← this client's D2C line
Electronics & gadgets
12–18%
45%
more likely a 2nd-time D2C buyer becomes a 3rd-time buyer
25–30%
median 12-month repeat rate across all DTC brands
2–6x
typical order-value multiplier of B2B/hospitality vs. single D2C orders
D2C: Earn the Next Order
Every purchase is a fresh decision. CRM's job is re-engagement, discovery and timely win-back, not assuming the customer will come back on their own.
B2B/Hospitality: Protect the Standing Order
Guest turnover creates built-in, recurring demand. CRM's job is to stay the reliable, default supplier through account history, consistent timing and bulk-friendly experiences.
Sources: repeat-purchase benchmarks compiled from Sender.net and Finsi.ai DTC industry data (2025–2026); B2B/hospitality wholesale buying patterns referenced from vacation-rental supply industry sources (e.g., HostGPO). Category ranges are industry benchmarks, not client-specific figures.