Myer Business Model Canvas

Partnering with banking networks, BNPL and wallet providers lifted checkout conversion and trust, with BNPL used by roughly 30% of Australian online shoppers in 2024 and wallets driving faster basket completion.

Negotiated interchange and settlement terms preserve Myer margins against rising card fees, while tokenization and AI risk scoring can cut chargebacks by up to 60% versus legacy systems.

Loyalty-tender integrations unify rewards across online and in-store channels, increasing repeat-purchase rates and average order value.

Strategic brand, logistics, payments, loyalty and tech partners enable Myer’s omnichannel reach across ~60 stores (2024), a 600‑seller marketplace, BNPL use ~30% of online shoppers (2024), and 99.9% commercial SLA uptime for core systems.

Myer leverages visual merchandising, strict service standards and in-store events to elevate journeys across its ~60 stores and drive engagement. Personal shopping and beauty services create differentiation and higher spend per visit. Ongoing staff training maintains product knowledge and cross-sell; regular maintenance and layout updates optimise footfall flow and conversion.

Seasonal assortment, allocation to ~60 stores and online signals, plus private-labels, drive turnover and margin.

Site merchandising, A/B UX, ship-from-store and click&collect speed fulfilment; Google notes 53% abandon if mobile load >3s.

CRM, Myer One >3m members, media and vendor terms lift frequency, AOV and inventory efficiency.

Myer’s curated brand portfolio, spanning around 60 stores across Australia in 2024, attracts a broad customer base by stocking sought-after national and international labels. Its private labels enhance margin and exclusivity, enabling differentiated price points and higher gross profit per SKU. Deep category assortment supports basket building across apparel, beauty and home, while supplier IP and licensing deals broaden appeal and drive traffic.

Myer’s 60-store footprint (flagships in Melbourne and Sydney) plus DCs and 3PLs underpin omnichannel reach. Digital stack (OMS/CRM/analytics) supported ~25% of sales in 2024 and leverages Myer One >3,000,000 members, improving targeted ROAS up to 30%. Merchants, stylists and ops teams enable category depth and fulfillment execution.

Recognized brands and vetted products in Myer deliver reliability across more than 60 stores in Australia (2024), reinforcing trust. Myer private labels provide lower-cost alternatives while maintaining quality standards. Clear returns and warranty policies build customer confidence. In-store service desks and product experts guide informed purchasing decisions.

Myer bundles fashion, beauty, home and tech across ~60 stores and omnichannel touchpoints, reducing friction with click-and-collect, ship-from-store and real-time stock (online retail ~12.6% of turnover in 2024). Myer One loyalty (~3.7m members in 2024), private labels and price tiers (entry to premium) broaden appeal. Personal shoppers, beauty consultations and CRM-personalised offers raise conversion and AOV.

Self-service digital support for Myer centralizes FAQs, order tracking and chat to streamline resolution, with account dashboards consolidating preferences and returns workflows that historically cut handling times by up to 30%. Clear return workflows improve satisfaction and reduce repeat contacts; proactive notifications lower WISMO inquiries, which typically represent about 25% of service volume. Integrating tracking and chat in one dashboard supports faster issue closure and higher online conversion.

Myer’s tiered Myer One loyalty (>5 million members in 2024) and targeted offers lift repeat purchases and AOV via redeemable points and bonus promotions. Store staff and appointment services across ~60 stores increase conversion and basket size. CRM-driven personalization and unified self-service cut WISMO (~25% of contacts) and boost CLV.

Selective marketplace listings extend Myer’s reach beyond store footprints by showcasing curated brands online, while in-store concessions add category depth and experiential draw that lift foot traffic and basket sizes. Revenue-share concession models shift inventory risk to brand partners, improving Myer’s margin stability. Co-branded pop-ups and curated shop-in-shops attract new audiences and drive trial among younger demographics.

Omnichannel channels: 60 stores (flagship + regionals) anchor discovery; BOPIS/in-store returns handled ~20% of online orders in 2024. Digital storefronts with personalization can lift conversion up to 15% and AOV 10–30%; streamlined checkout reduces cart abandonment from the ~68% Baymard 2024 baseline. Social reach ~21.5M AU users; SMS open ~98%, push CTR ~7%.

Beauty enthusiasts shop prestige and masstige cosmetics and skincare at Myer, drawn to curated brand assortments and exclusive launches. They seek in-store expert advice and sampling through beauty studios and trained consultants. They replenish frequently, driven by Myer One loyalty perks—over 6 million members in 2024—and respond strongly to gifts-with-purchase and limited-edition drops.

Value families, fashion millennials, beauty enthusiasts and home/event buyers drive Myer via promotions, mobile/social commerce and loyalty; loyalty scale (MyerOne ~6.6M members in 2023) lifts repeat spend. Mobile-first millennials (60% online traffic via mobile, 2024) and social reach (83% penetration, 2024) push fast delivery and experiential retail; premium buyers pay for curated service across 60 stores (2024).

Logistics and fulfillment for Myer centers on DC operations, inter-DC and store transport and last-mile carrier fees, with packaging and returns processing driving labor and materials costs. Peak holiday surcharges materially lift transport and capacity costs and can increase unit fulfillment cost by double digits. Investment in inventory-accuracy and routing technology reduces stockouts and last-mile spend through better routing and automated sortation.

Merchandise purchases (GM 36.8% in 2024) and store occupancy (~60 stores) are Myer’s largest costs; labor (~8,000) and logistics (peak surcharges) add variability. Marketing (70% digital) and Myer One (4m+ members) drive media and loyalty spend. Tech, cybersecurity and depreciation are steady overheads.

Private-label and exclusives yield higher-margin own brands and capsule collections, with private labels in Australian department stores delivering about a 5 percentage-point gross margin premium in 2024. Differentiation through exclusives reduces direct price competition and strengthens Myer’s value positioning. Control over supply and design enables faster assortment refreshes and repeat purchase from consistent value.

In-store sales are Myer’s core, FY2024 group sales ~A$2.4bn with stores generating the majority; seasonal Q4 spikes and assisted selling lift AOV. Digital (web/app + click-and-collect) expands reach and AOV via personalization. Concessions/marketplace (commissions 10–30%), private-label (+5ppt gross margin) and services (gift-card breakage 1–3%, BNPL fees 2–6%) diversify income.