Performance & Engagement — the customer 360
Two reports, two lenses, one funnel: what a company wants, what it actually trades, and Sakura's read on both.
TL;DRAI summary
This chapter explains how Cypress helps you understand your customers and your own business. It covers how to track what customers look at (Engagement) and what they buy (Performance), all connected to your CRM for smarter actions. You'll also see your own business performance.
For: everyone. Cypress Managers see every company; a seller or buyer org sees the same screens scoped to their own world — and their own profile, self-service.
Every customer question the platform can answer now hangs off one spine: Engagement is the demand half (what they look at), Performance is the money half (what they actually trade), the CRM is the relationship that acts on both — and every screen carries the same two lenses, As buyers / As sellers, because a company can be hot on one side of the market and stone cold on the other.
Performance — the trading book
Analytics → Performance opens on a grid of companies, not a wall of totals. The header KPIs state the book's money truth — GMV, units, average price, floor capture (how much above or below floor sales close, and what share clears it), days to sale, and the stock on market now with its aging count. One range control (30d / 90d / YTD / All time), and the same three-stage "A sale is" selector the platform dashboard uses, so the two pages can never disagree about what a sale is.
Each row is a company in the direction you chose. The seller lens answers "who moves stock and at what discipline": stock now, sold, GMV, floor Δ, average days, last sale. The buyer lens answers "who buys and how they negotiate": bought, spend, average price, vs asking — how far under listed price they close, green downward because a buyer's discount is their win. Hot/Warm/Cold rides every row, trade badges say which sides a company works, and Report opens the company's own page.
The company report
One company, both directions, in the platform's report language: KPI cards, a daily activity chart with every close marked, floor discipline as a three-segment bar (above / at / below floor — because "we usually clear floor" and "we concede $800 a car" are different businesses one average hides), distributions by make, body, market and price band, and the trading profile: offers to close, first view → offer → close latency, price vs floor, vs asking, and vs the latest Black Book valuation, churn speed and cadence.
The funnel bridge
The strip under the KPIs is what keeps the two report families honest with each other. Engagement counts a car won at the accepted offer; Performance counts it sold at your chosen stage. The bridge shows every car with an accepted offer and where it actually stands — in flight, sold with DD open, completed, or failed DD — so "27 won" and "5 bought" read as one funnel instead of a contradiction. Cars, never offer events: a re-accepted offer is the same car.
Engagement — who is engaging at all
Analytics → Engagement → Customers opens at the company grain: one row per company, its people's behaviour merged the honest way — distinct cars unioned across colleagues, never summed. Switch to People for the person grain, because two buyers at one company can want different things, and outreach mails a person, not an org.
Every row carries heat (offer = hot, a real page view or save = warm — email opens and clicks alone stay cold, because that is what scanners produce), and Report opens the engagement report: what they viewed, saved and offered on, the pattern across it (makes, bodies, markets, budget), activity over time with offers, wins and losses marked, and the same buyer/seller toggle everywhere the two directions differ.
The triangle: CRM ⇄ Engagement ⇄ Performance
Every company is one entity seen three ways, and all three cross-link: the CRM record is where you act (tasks, notes, deals — with the same as-buyer/as-seller lens on its Deals tab, and heat on the book's own grids), Engagement is what they want, Performance is what they did about it. The CRM's "Looking at" tab carries the report's summary so the story follows the relationship.
Sakura's profile — fresh every morning
Sakura reads each profile — buyer or seller, person or company — and writes three sentences: who this customer is, the pattern in how they trade, and one concrete next move. Insights are cached for 24 hours and shared by every surface that shows them, so they cost one generation a day at most; the refresh arrow forces a rewrite.
Orgs get the same story about themselves: the Today page opens with Sakura's read on your own org — and links to your own engagement and performance reports, the exact pages the platform reads about you.
What an org can and cannot see
The counterparty-privacy rule governs every one of these screens for non-platform users: you see a counterparty's business with you, and nothing beyond it. A seller sees who buys from them, every detail of those trades, and their customer's activity on their own stock and campaigns — never that customer's browsing or trading elsewhere, never their platform-wide heat, and never another seller's floor prices. The buyer direction mirrors it. The platform sees everything; that is what the platform is for.
Why this matters next
Every seller and buyer now has a legible profile — what they look at, what they trade, the makes, bands and markets they live in, how fast they move and how hard they negotiate, and how all of it is trending. The same modules that draw these screens — one engagement assembler, one performance assembler, one insight cache — are the data spine for what comes after: matchmaking (a seller's aging stock meeting the buyers whose profile wants it), recommendations ("show them the cars they actually buy" read from the profile, not guessed), personalised offers (campaigns aimed at profiles instead of the whole book), and Sequoia asset planning, which needs exactly this to plan a fleet against real demand. And each org sees its own half of it on Today, fresh at login.