Summits Reached

This brand had been selling on Amazon since 2016 and had strong brand recognition offline, but revenue had flatlined between $2.1M and $2.3M annually for three consecutive years. Listings were built in 2017 and never touched again. Flat lifestyle images, bullet points stuffed with keywords that no longer indexed, and zero A+ Content across 74 ASINs.

Sponsored Products was the only ad type running, spread thin across 600+ targets with no bid logic and no dayparting. Worst of all, they were chronically out of stock on their top 8 SKUs during Q4 because they used the same replenishment quantities every month regardless of season, leaving roughly $400K in revenue on the table each holiday window.

This brand had built a loyal DTC following with a Shopify store and strong social presence, but Amazon was an afterthought. They had 4 ASINs live, all with single-image listings, no A+ Content, and pricing that undercut their own DTC site by 22%, which was cannibalizing direct margins.

Monthly revenue had stalled at $12K with a TACoS north of 38% because they were running auto campaigns with no negative keyword hygiene and bidding on broad terms like "dog food" against brands spending $500K/month. Subscribe & Save was not enabled on any ASIN. They had no strategy for Amazon. They just had a presence.

This brand sold mid-price-point camping, hiking, and fishing gear across 92 ASINs, and revenue was growing on paper. But contribution margin had collapsed to 6.2%, which meant the founder was essentially paying Amazon to give his products away.

The root cause was a classic death spiral: overspending on ads to move excess inventory, which cratered margins, which left no budget for proper inventory planning, which led to more excess inventory. TACoS had ballooned to 28.3% because the previous agency had launched 1,400+ Sponsored Products campaigns with overlapping targets that were bidding against themselves in the same auctions. On top of that, 31 SKUs were sitting on 6+ months of inventory at FBA, racking up $14K/month in aged inventory surcharges. The brand was growing revenue and shrinking profit at the same time.

This brand had 47 unauthorized third-party sellers undercutting MAP by $2 to $4 per unit across their top 15 ASINs. Buy Box rotation was killing conversion. Their Subscribe & Save program existed on paper but had zero promotional support, no coupon stacking, and was buried behind 3P offers that Amazon's algorithm favored on price.

Organic rank was slipping because the constant price erosion triggered a race to the bottom that compressed margins to single digits on their hero SKUs.

This brand's Amazon presence was in freefall. Twenty-three unauthorized sellers had flooded their top ASINs with diverted inventory, some of it expired or stored outside of climate-controlled facilities. Customers were leaving one-star reviews about damaged packaging and off-smell product, which the brand had no control over because they did not own the Buy Box on 46% of their catalog.

Their Brand Registry had been partially compromised: a former agency had registered a second storefront under a similar name, creating a split-authority situation that blocked the brand from filing effective IP complaints. Return rates on their hero SKU, a $48 serum, had hit 14.2%, nearly triple the category average.

This brand was selling professional-grade tools on Amazon the same way they sold to weekend DIY shoppers. No quantity discounts, no Amazon Business pricing tiers, and 56% of the catalog was fulfilled via FBM with no Prime badge. Their B2B customers, contractors and facility managers, were buying from Grainger and Fastenal instead because Amazon offered no bulk pricing and delivery times were unreliable.

The brand had 340 active SKUs but zero virtual bundles, zero multi-packs, and no Business-exclusive offers. They were leaving the fastest-growing buyer segment on Amazon completely unaddressed.