eyko Beats works against the best
Our vision
Every organization has data. Most have dashboards. Many have invested in BI tools, data warehouses, and reporting layers.
And yet, when something changes in the business, the same thing happens every time. Someone notices a number. They open a spreadsheet. They schedule a meeting. They ask an analyst. They wait.
The gap was always between seeing something and knowing what to do about it. eyko exists to close that gap.
eyko Beats works against the best
We have spent our careers in analytics. We built the dashboards. We configured the reports. We rolled out the BI platforms. We sat in the rooms where someone pulled up a chart and asked, “So what does this mean?” And then everyone looked at each other.
We were part of the problem.
The BI industry has spent two decades optimizing for visibility. Faster queries. Better visualizations. More self-service. And it worked. Organizations can see more than ever. But seeing is not deciding. And the industry never closed that gap. It just kept shipping more dashboards and calling it progress.
We got tired of it.
We started eyko because we believe the analytics industry has been solving the wrong problem. The question was never “how do we see more data?” The question was always “what is happening, why is it happening, and what should we do about it?”
That is Decision Intelligence. Not a buzzword. Not a category label. A fundamentally different outcome from the tools that came before.
eyko connects directly to the business systems organizations already run on. ERP, CRM, finance, supply chain, operations. No warehouse required. No months-long implementation. No abstraction layer between the question and the answer.
Our product, eyko Beats, generates Playbooks. Not dashboards. Not reports. Not chat responses. Playbooks are structured, evidence-based briefings that arrive with narrative, root cause analysis, and recommended actions.
They are built for the people who actually make decisions.
Playbook
Strategic playbook for pricing, margin and portfolio decisions
Narrative
High-level view of revenue, margin, volume and emerging risk signals
Portfolio scale and economics
Net revenue of £7.2M across 10,632 units with total discounts of £171K (2.3%). eBikes and Touring Bikes are the dominant revenue contributors, making up around 65% of unit volume.
Performance concentration versus breadth
Top 10 products account for approximately 73% of total revenue. The top 25 cover ~58% of net sales. Portfolio performance is heavily concentrated in a narrow set of high-performing SKUs.
Category mix and margin structure
eBikes, Touring Bikes, and BMX account for over 85% of net revenue. Other items and accessories make up 5.8%. Average post-discount margin is 36.7%; 3 categories are flagged below 20%.
Trend scan: growth arbitrage material
Growth-rate analysis surfaces 2 categories where revenue growth is outpacing margin erosion. One underperformer shows early rebound signals worth monitoring next quarter.
Early indicators of margin pressure
Discount depth has increased 0.4pp quarter-on-quarter for 3 consecutive quarters in the eBike segment. Price variance across channels for identical SKUs is 3.2%.
Risk signals and margin pressure
BMX and accessories carry the highest discount rates at 4.1%. Price variance across identical SKUs indicates inconsistent trade terms in 2 channels.
Ranked view of key products by revenue, margin, volume and discount sensitivity
Top performer is priced at a 14% premium to category average with stable year-on-year volume.
Highest overall margin achieved by Hybrid Pro 28\u2033 at 41.2% post-discount, with lowest risk score in portfolio.
Bottom 3 SKUs collectively represent 8.4% of revenue but consume 22% of total discount spend.
Visualisation
Track customer reviews and negative returns and leverage as a commercial health indicator
High volume, generally healthy accounts
The top 4 products by volume show consistently positive review patterns and low return rates, reinforcing their role as portfolio anchors.
Concentrated dissatisfaction hot spots
CycleCross and Urban Lite account for 62% of all negative sentiment, despite representing only 8% of total unit volume. Warranty claim frequency is 3.2x the portfolio average.
Subtle, promotional unknown
BMX Street and Touring Elite show divergent patterns: promotional pricing boosts volume but also drives return rates, obscuring true product-market satisfaction signals.
Narrative
Thematic view of product and category-level margin dynamics
Best margin products: what they have in common
Premium positioning with low discount dependency; average discount rate of 1.2% versus portfolio average of 2.3%.
Consistent cross-channel pricing with variance under 1%, suggesting strong trade terms and disciplined execution.
High attach rates for accessories and add-ons, driving incremental margin without additional acquisition cost.
Customer retention rates above 72%, reducing the cost-to-serve and improving lifetime margin contribution.
Strong brand sentiment (NPS 68+) correlating with lower price sensitivity and higher willingness to pay.
Worst margin products: what they have in common
Heavy reliance on structured discounts; average discount rate of 4.1% with some SKUs exceeding 6%.
Channel conflict: the same SKU is priced 3.2% differently across direct and wholesale channels.
High return rates (8.4% vs. portfolio average of 2.1%) eroding gross margin by an estimated 1.8pp.
Low repeat purchase rates (under 15%), indicating limited brand loyalty and high customer churn.
Margin compression accelerating: 0.4pp decline quarter-on-quarter for 3 consecutive quarters.
Narrative
What to tighten, where to relax, and where to experiment
Tighten discount governance on high-margin, under-discounted products
Hybrid Pro and Mountain Trail X have margin headroom of 5-8pp above category average. Restrict discretionary discounting to preserve premium positioning.
Reduce structured discounting on discount-heavy segments
BMX and CycleCross segments absorb 38% of total discount spend while contributing only 12% of revenue. Renegotiate trade terms and cap promotional allowances.
Protect the hybrid and Cruiser range framework
The eBike and Cruiser ranges collectively contribute 54% of gross margin. Prioritise consistent pricing across channels and limit cross-promotional bundling.
Priorities and assignments to protect and double down on
Protect the top 5 SKUs by maintaining pricing discipline; these products contribute 52% of total portfolio margin and should not be used as promotional vehicles.
Initiate SKU-level P&L review for CycleCross, Urban Lite, and BMX Street Pro to determine whether margin recovery is feasible or portfolio pruning is required.
Cap aggregate discount spend at current levels (2.3% of net revenue). Any increase requires VP-level approval with documented business justification.
Launch A/B pricing test on Touring Elite in 2 test channels to quantify price elasticity before committing to range-wide changes.
Commission channel-level margin waterfall analysis to identify exactly where and how the 3.2% price variance is occurring.
Set 90-day review cadence for margin KPIs: track discount depth, channel variance, and return rates monthly.
Investigate operational root causes behind the 3.2x warranty claim rate on underperforming SKUs.
Evaluate near-term sourcing alternatives for components in tariff-affected SKUs, with focus on maintaining quality standards.
Align sales incentive structures: decouple volume bonuses from discount-heavy products to reduce margin-dilutive selling behaviour.
Create product portfolio dashboard with real-time margin waterfall, discount tracking, and sentiment overlay for leadership visibility.
Automatic detection and explanation of business changes across your live systems.
Root cause investigation that traces variance to operational drivers, not just numbers.
Recommended actions grounded in evidence, delivered to the person responsible.
We did not set out to replace BI. BI is necessary. But it is not sufficient. And the industry needs to be honest about that.
Dashboards tell you what happened. That is valuable. But it is where most analytics tools stop. The interpretation, the investigation, the “so what” and the “now what” still falls on people. Every time.
eyko picks up where dashboards leave off. We operate at the decision layer. We investigate, explain, and recommend. That is what analytics should have been doing all along.
We are not a BI company.
We are a Decision Intelligence company.
And we think it is time the industry caught up.
Our team
We're a cross-disciplinary team that loves to create great experiences for our customers.
CEO & Co-Founder
Product leader focused on turning complex data challenges into intuitive, decision-ready experiences for business users.
COO & Co-Founder
Former enterprise analytics leader. Built BI platforms across finance, operations, and supply chain before founding eyko.
Commercial Operations & Co-Founder
Operational strategist who has scaled analytics teams and delivery organizations across enterprise technology companies.
Vice President Product Marketing
A BI and analytics veteran passionate about building next generation AI driven platforms that help businesses unlock greater value from their data.
Principal Software Engineer & Co-Founder
Principal software engineer and co-founder who architects the core systems powering eyko's Decision Intelligence platform.
Join the companies already using eyko to close the gap between data and decisions.
