Not an ads fix. A structural one

They'd tried other agencies. Nothing moved

Organic Initiative (OI) isn’t a brand that needed convincing about Amazon. They’d been at it for a while, working with other agencies, investing budget and trying to make it work. Channel was stuck: around $8k a month in sales, consistently unprofitable, with no real clarity on why.

They came to us in January 2023. We didn’t have all the answers either. The first six months was about getting under the hood: running the account day-to-day while building a real picture of the business - where the value was, where it was leaking out, where the OI team's instincts were right and where the data told a different story.

By mid-2023 we had enough conviction to have a different conversation. Not “here’s what we’re going to do to your account,” but “here’s what we think is structurally wrong, and here’s how we think we can fix it together.”
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What Our Marketplace Feasibility Identified

Pack size redesign

The biggest single lever. Moving from warehouse bundles to custom pack sizes that mapped to buying behaviour, creating a logical path from entry price through to bulk, where the margin lives.

CAC and LTV by product group

Built a framework tracking customer acquisition cost (CAC) and lifetime value (LTV) separately for each product group. That told us where ad spend was paying off and where it was being burned.

TACOS at parent group level

Benchmarked total advertising cost of sales (TACOS) at product group level rather than blanketing spend across the catalogue. If a group couldn’t justify its spend relative to margin, we reallocated. Simple, but most sellers don’t bother.

SNS from scratch

Identified Subscribe and Save (SNS) as the key mechanism for turning one-time buyers into recurring revenue. Built the strategy properly: which products, at what discount, with what replenishment cycle.

Freight optimisation

Blended less than truckload (LTL) for bulk inventory with small parcel delivery (SPD) for urgent replenishments, improving inbound costing and reducing the stock-out risk that had been quietly capping performance.