What changed for six ecommerce businesses
Each example sets out the situation, what we changed and the result. The format stays consistent so it is easy to compare the work.
Hobby and sewing ecommerce
The issue
What was happening
Online sales were still being treated as a side project, despite the strength of the showroom.
The retailer had loyal customers and strong in-store sales. Online advertising was running, but the team could not clearly see which products or customer journeys were leading to orders.
How we helped
Once everyone could see what was driving sales, we focused the advertising on products customers were already looking for. We also made the journey from search to checkout easier.
What changed
+275% online revenue growth
Online revenue grew by 275%, adding around $132K a year. Ecommerce became a dependable second sales channel for the retailer.
Bedding ecommerce
The issue
What was happening
The team wanted to grow overseas without gambling on the wrong market.
The retailer was already doing well in New Zealand. Before expanding, the team needed to understand where customer demand would still produce a healthy profit after shipping and advertising costs.
How we helped
Together, we looked at demand, shipping costs, advertising costs and the profit left from each sale. We only increased the budget in markets that showed a clear path to profitable growth.
What changed
3 profitable international markets
Those markets now generate more than $2.5M a year at margins of 50% to 65%. The team could grow internationally without relying on one expensive guess.
Home and living ecommerce
The issue
What was happening
One busy season was carrying most of the year's revenue.
Sales were strong during the peak, but dropped away for much of the remaining year. The team wanted a steadier base without forcing offers that did not make sense for customers.
How we helped
We found products, audiences and offers that suited the off-season, then used email to reconnect with customers who had already bought from the brand.
What changed
+50% annual growth
The plan created around $48K in new off-season revenue and helped the retailer achieve its strongest year to date. The quieter months now contribute more consistently.
Gaming & tech ecommerce
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The issue
What was happening
Campaigns were left running, so the team could not see what was really driving sales.
Campaigns were often set up and left running. That made it hard for the team to know whether a result came from the creative, the audience or a short-term change in demand.
How we helped
Each month, we tried new creative and audiences alongside the strongest existing campaigns. We changed budgets gradually, using clear evidence rather than reacting to every short-term movement.
What changed
+30% revenue growth
Revenue grew by 30%, reaching roughly $1.3M a year. The team now has a repeatable way to keep learning and improving.
Jewellery ecommerce
The issue
What was happening
The founder knew the customer well, but the numbers did not explain why some months worked better than others.
Strong product and brand instincts were already guiding the team. What was missing was a simple view of which products, audiences and advertising were producing the healthiest returns.
How we helped
We shaped the reporting around the decisions the founder was already making. That made it easier to see what was working, back good instincts and adjust when customer behaviour changed.
What changed
$840K–$960K annual revenue
The brand has maintained annual revenue of $840K to $960K at roughly 85% margin. The founder still leads the decisions, now with clearer information behind them.
Tyre ecommerce
The issue
What was happening
One high-margin product was getting lost in a large catalogue.
The product was especially profitable, but it received the same level of attention as the rest of the range. The retailer did not need a larger budget so much as a clearer focus.
How we helped
We created dedicated campaigns around the demand for that product and moved more of the existing budget toward it. The rest of the range stayed active, with spending guided by the returns it produced.
What changed
2× product-line sales
Sales of the product doubled while margins stayed between 70% and 85%. The growth came from using the existing budget more carefully, not increasing the total spend.
