+9.74% Revenue Growth and Catalog Restructure

The challenge

Revenue was growing and the catalogue underneath it was working against the brand. Two faults mattered most. The brand store was not correctly connected across every listing, so a shopper who landed on one product had no reliable route to the rest of the range. And the review variations were wrong: feedback written for one size or flavour was attaching to the wrong child ASIN, which means a shopper reads reviews about a product they are not looking at. Both suppress conversion quietly, because neither is broken enough to appear as an error anywhere. The evidence was in the gap between the figures. Six and a half million glance views were returning less than traffic at that volume should, while shipped cost of goods climbed 6.88% and carried the cost of every unit that did not convert.

What we changed

• Audited every parent and child ASIN for variation integrity, then corrected the review variations so feedback sat against the product it was written about. This is invisible work with a direct conversion effect: a shopper reading reviews for the wrong flavour is a shopper who leaves.
• Repaired the brand store connections across the catalogue, so a product page leads into the range instead of ending. Cross-sell inside your own catalogue is the cheapest traffic there is, because it has already been paid for once.
• Rebuilt listing content around how the category is actually searched, with images carrying what a shopper needs before they scroll: count, size, flavour, and the one claim that separates it from the product beside it.
• Moved the advertising budget towards terms that convert and away from terms that attract views. Glance views were never the constraint at 6.5 million a year, so buying more of them was not the answer.
• Forecast inventory against real sell-through rather than against last month, which is what removes stockouts in peak weeks and the storage bill for holding too much in quiet ones.

The outcome

• Revenue grew 9.74% while shipped cost of goods grew 6.88%. The gap between those two figures is the entire result: growth that arrived cheaper than the growth before it.
• Revenue grew faster than glance views, 9.74% against 6.20%. Traffic did not carry this. The same shoppers bought more often, which is what the catalogue work was for.
• Net pure product margin rose from 32.6% to 34.97%, which is 2.37 points on $20.7M of shipped revenue.
• Stockouts in high-demand weeks fell, and storage fees came down with a balanced inventory position rather than a larger one.