Store, traffic, conversion rate and repeat order are one system, and growth stalls at its weakest seam. We run all of it as one team: storefront work, eCommerce SEO, paid media, conversion-rate optimisation (CRO) and lifecycle email on a single roadmap.
Website Review in 48 hours · Direct or white-label · You own the code
PixelCrayons is an eCommerce marketing agency and engineering team in one. The storefront, the search visibility, the paid media, the conversion rate and the lifecycle email run as one accountable practice, on one roadmap. Instead of splitting the store between a build agency and a growth agency, everything runs on one roadmap: replatform without losing data or rankings, then grow the channels you own. 2,500+ projects across 30+ countries since 2004, direct for brands, white-label for agencies.
Outcomes tied to real engagements, not averages.
Every commerce conversation we have lands in one of five clusters: grow, discover, connect, modernise, automate. Each maps to services run on one roadmap, not five competing ones. In our experience the seam between two clusters is usually where the revenue is actually leaking, and a vendor per cluster means nobody owns the seam.
A store that converts badly pays for the leak on every channel at once, so the funnel gets fixed before more traffic gets bought. Session recordings and funnel analysis first, then tests where traffic allows, each reported win, lose or inconclusive against revenue. Paid spend is rebalanced monthly toward what attribution supports, including down.
Buyers who once searched Google now also ask ChatGPT and see AI Overviews before any blue link. Discovery work covers both: category and product-page SEO on sound technical foundations first, then content mapped to how buyers phrase purchase decisions, then the structured data that lets Google and the answer engines attribute it to you.
Marketplaces sell you reach and keep the relationship: their customer data, their fees, their algorithm. The hedge is a direct connection that stands alone: a storefront worth returning to, search visibility under your own domain, and lifecycle email that earns the second order from buyers you already paid for. Marketplace presence stays, as a channel, not a landlord.
Stores stay on platforms they've outgrown because migrations have a reputation: lost order history, broken URLs, vanished rankings. Done properly, every product, customer record and ranking URL is inventoried and redirected before anything switches. Sometimes the recommendation is a performance pass and a checkout rebuild on the platform you own; the audit says which case you're in.
Order-status questions answering themselves, abandonment sequences that run while you sleep, support chat grounded in your actual policies, product-feed housekeeping that doesn't eat a merchandiser's week. Automated where a machine is reliable, escalating to a human where it isn't, with every automation's boundaries documented. A confidently wrong answer about an order costs a customer.
Each service below is its own engagement with its own page: this is where eCommerce and D2C teams usually start.
An organic product-discovery channel costs the same whether it brings ten orders or ten thousand, which is why eCommerce SEO is usually the first thing we scope for a store squeezed by rising acquisition costs.
Whatever your sector, the engagement runs in one Prism workspace you log into: requests, approvals, tasks and the weekly review, with each decision recorded.
One queue, one owner, one due date.
Each decision recorded, with the expectation attached.
What we did and what happened, side by side.
The published commerce case: a Gulf D2C fragrance retailer facing exactly the constraints above, an outgrown platform and a marketing budget split across suppliers. Replatformed with zero data loss, then eCommerce SEO and paid run on one roadmap. Revenue up 340% in seven months.
Commerce work is shaped less by the store than by two things around it: a trading calendar that forbids change at the worst moment, and catalogue scale that turns every fix into a systems problem.
Peak trading freezes are real and non-negotiable: a replatform, migration or significant template change cannot land in the run-up to your biggest revenue window. That single constraint dictates the annual plan, because it compresses everything structural into the quieter months.
A missing meta description on five pages is an afternoon. On fifty thousand product lines (SKUs) it is a templating and data problem, and the fix has to survive the next bulk product import. Anything that cannot be expressed as a rule will not hold.
Filters that generate URLs can turn a finite catalogue into a near-infinite crawl space, spending crawl budget (the pages a search engine will bother to fetch) on combinations nobody searches for. It is invisible from the storefront and one of the most common reasons a large store underperforms its own content.
If meaningful revenue comes through Amazon or similar, the owned store is competing for a different, later-stage search and carrying the customer relationship the marketplace will not hand over. Planning both as one generic ecommerce programme serves neither.
Payment and checkout work sits under compliance obligations and touches the one flow where a defect is immediately, measurably expensive. Testing depth there is not the same as on a category page, and the schedule should say so.
A commerce engagement isn't one cadence. It's four running in parallel, at the speeds their work actually moves at. Naming them upfront is how the roadmap stays honest.
Conversion tests, paid-media adjustments, content publishing and the fixes the week's data called for, reported every week in writing, tied to revenue rather than activity. If a week shipped nothing worth reporting, the report says that too.
Where the paid spend goes next, on the record with its reasoning, including the months the answer is 'less, until the funnel work lands'. Channel mix follows attribution, not habit.
Clusters re-prioritised against what the quarter proved: discovery work that started compounding, a modernisation decision that's now ripe, an automation whose boundaries can widen. The plan bends to evidence quarterly so it doesn't break annually.
Algorithm updates, platform deprecations, AI-search shifts and the commerce stack's constant churn, monitored as part of the retainer, surfaced when they matter to you, and ignored on your behalf when they don't.
A senior strategist records five minutes on your store: speed, search visibility, AI citations, conversion leaks, delivered within 48 hours, yours to keep either way. The fastest answer to "what would you fix first?"
The deeper diagnostic for stores whose problem smells like search: technical health, category architecture, content coverage and AI-search visibility. Findings are ranked into a fix list by revenue impact rather than severity theatre, so the first thing you fix is the thing costing you the most.
No, deliberately. Shopify suits most D2C brands that want speed and a managed platform; WooCommerce fits teams invested in WordPress; Magento earns its complexity only at serious catalogue scale; headless makes sense when the front end is genuinely a competitive weapon. We staff engineers per platform and recommend the one that fits your catalogue, team and margins, including when the cheaper option is the right one.
Yes, and it starts with an audit rather than a rebuild pitch. The free website review looks at speed, search visibility, conversion leaks and platform health, and the output is a ranked fix list. Sometimes the store is fine and the growth channels are the problem, sometimes the reverse. We don't recommend replatforming unless the numbers argue for it, because migrations spend real risk and real budget.
No, anyone who guarantees a number they don't control is selling you optimism. What we commit to in writing is the work and the measurement: an itemised scope, weekly reporting tied to revenue, and tests run properly so you know what actually moved. The published commerce case on this page, 340% revenue growth in seven months, is one engagement's real result, not a promise of yours.
Yes, that's the point of coming to one team rather than a dev shop plus a separate eCommerce digital marketing agency. When the people who rebuilt your category architecture also run your SEO and paid, the store and its growth channels stop fighting: redirects protect rankings during changes, landing pages match the ads that fill them, and there's one budget conversation instead of two competing ones. You can still buy either half separately; most commerce clients end up wanting the roadmap unified.
Yes. A large share of our commerce work ships white-label, including the published commerce case on this page, which reached us through the client's agency of record. Your tools, your templates, your client calls, our delivery: NDA-backed, with a contractual commitment never to approach your clients. 100+ agencies work with us this way today.
The test has three parts. Replatform when the platform itself blocks revenue: checkout limitations you can't work around, performance floors no optimisation reaches, or licence costs that outrun the migration's price within two years. Optimise when the store's problems live in the funnel, the content or the configuration, because those follow you to any new platform and cost far less to fix where you are. And audit before deciding either way: a large share of the 'we need to replatform' conversations we have end with a performance pass and a checkout rebuild instead, at a fraction of the cost and none of the migration risk. We build and migrate for a living, so recommending against a migration costs us money. That's exactly why the recommendation is worth something. When a migration is the answer, it is mapped before anything switches: every product, customer record and ranking URL inventoried, redirects planned, nothing turned off until its destination is verified. That discipline, not bravado, is what makes the decision safe, and it is why our migration work and our SEO work are the same team.
Running a store's growth as one engineering discipline instead of a collection of vendors: the platform work, the search visibility, the paid media, the conversion testing and the lifecycle email sharing one roadmap and one accountable team. Operationally it means the SEO fix and the code change it needs ship in the same release, and the ads and the pages they land on are built by the same people. Nobody gets to say the leak is the other vendor's side of the boat.
Yes. We're headquartered in Noida and work with Indian D2C and commerce brands alongside clients across 30+ countries. Same team, same standards, with the practical advantage that our working day fully overlaps yours. That also means familiarity with the local payment gateways, GST-compliant invoicing on the storefront, and the logistics and cash-on-delivery return patterns that a purely overseas team would be learning on your account rather than bringing with them.
The funnel, unless the numbers argue otherwise. A store converting badly pays for its leak on every channel at once, and pouring paid traffic into it is the most expensive way to learn where the hole is. We treat the funnel as an engineering surface: research and session recordings before any test is proposed, controlled tests where traffic allows, evidence-led UX fixes where it doesn't, each reported win, lose or inconclusive against revenue. Then a monthly budget conversation where paid spend genuinely moves, including down, when the funnel needs fixing before more traffic deserves buying. When customer acquisition cost climbs and margin doesn't, the durable fix is rarely a cleverer bid; it's a store that converts, and channels you own outgrowing the ones you rent.
The same foundations, in a deliberate order. Category architecture and technical health first, because that is the part most stores skip and the part both Google and the answer engines read. Then content mapped to how buyers phrase purchase decisions, not to a keyword list. Then the structured-data and entity layer that lets ChatGPT, AI Overviews and Perplexity attribute a product to you when the question is asked to a machine. Nobody can promise a citation; what we control is eligibility, and we track citation appearances next to classic rankings so you can see whether it is working. Discovery compounds slowest and pays longest, which is why it cannot wait for the quarter when everything else is finished.
Keep the marketplace as a channel and build the relationship somewhere you own it. That means a storefront worth returning to, search visibility under your own domain, and a lifecycle programme that resells to buyers you already paid for once: welcome and post-purchase flows that earn the second order, segmentation that respects the list instead of blasting it, and the deliverability hygiene that decides whether any of it lands. The brands that survive an algorithm change are the ones whose customer relationships live in their own list, not a platform's. Marketplace reach is worth having; it is a channel you use, not a landlord you depend on.
The ones where a machine is reliable and a wrong answer is cheap to reverse: order-status questions answered from your own systems, abandonment sequences, product-feed housekeeping, support chat grounded in your actual policies. Every automation ships with its boundaries documented: what it handles, what it escalates to a human, what it must never answer on its own. Refunds, disputes and anything a policy does not cover escalate by default. In commerce the cost of a confidently wrong answer about an order is a customer, so governance is what makes automation an asset instead of a liability, and a chatbot is never mistaken for a strategy.
The plan for a peak event starts with load-testing the actual checkout path, not a synthetic homepage benchmark: the pages that break under real traffic are catalogue filters, cart and payment, not the pages most load tests hammer. From there the usual shape is a freeze on non-essential deploys in the run-up, caching and CDN rules pre-warmed for the specific landing pages the campaign will drive traffic to, and a rollback plan agreed in writing before the event starts rather than improvised at 2am. For platforms with known scaling ceilings, the risk gets flagged months ahead, not the week of, because a plan to migrate under peak-season pressure is how a bad migration happens.
Use checks you can verify before signing, not claims. Ask who owns the seam between the store and the marketing, because a vendor per channel means nobody does. Ask for an itemised scope in writing and weekly reporting tied to revenue, not activity. Ask whether you own the code, and whether an audit comes before any replatform pitch. We run storefront work, SEO, paid media, CRO and lifecycle email as one team on one roadmap, and you own the code.
A senior strategist records five minutes on your website: speed, search rankings, AI visibility, conversion leaks. Yours to keep, no strings. If the answer is "your platform is fine, your funnel isn't", you'll hear exactly that.
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