Monthly sales up 38% in six months, with a smaller share of revenue going to advertising.
We took over day-to-day Amazon operations for a sports and fitness equipment brand: account health, catalog, advertising, pricing, FBA shipments and reporting. Instead of separate specialists reacting to separate problems, the account ran on a shared weekly plan — from the first account alert to the next restock decision.
From $50,000 to $69,000 on the same 12 SKUs.
Advertising took a smaller share of total sales, even as monthly spend rose by 12%.
Up 1.7 points: more units ordered for every product page session.
The brand sold 12 SKUs across very different products: dumbbell pairs, kettlebells, sports bags, boxing gloves, basketballs, soccer balls, step platforms and an indoor exercise bike. Demand was already there, but running the account had turned into a string of urgent fixes: adjust a campaign, correct a listing, chase a shipment, repeat.
Content, advertising and inventory were each reviewed on their own. The gaps between them showed up exactly when the business needed all three to move together.
Shoppers couldn’t always tell whether a dumbbell listing showed the weight of one dumbbell or the pair, which size a glove or ball was, or how much floor space the bike needed. Dimensions and package contents were missing from the image sequence.
An inexpensive ball and a bulky exercise bike ran under similar advertising controls, although their prices, fulfillment costs and contribution per order were far apart. A healthy account average hid weak results at product level.
Best-selling weights and sizes ran short while slower variants tied up cash in stock. Advertising kept pushing products whose next shipment was still on its way to Amazon.
Bags, gloves and balls each raise their own buying questions: capacity, fit, size and intended use. We put those answers on the page and gave each product family its own pricing, content and restock priorities.
An exercise bike needs clear dimensions, adjustment ranges, assembly details and delivery expectations; a step platform needs its size and height settings. Higher order values and bulky shipping costs meant these products needed commercial controls of their own.
We tied daily account maintenance to the commercial plan. Listing issues, customer feedback, product economics and inbound delays fed into the same weekly decisions, so fixing the offer, adjusting promotions and planning replenishment happened together.
Size, weight, quantity and use easy to understand at a glance.
Advertising limits set by what each product earns per order.
Budgets matched to stock cover and replenishment timing.
We started with what a shopper needs to choose with confidence. A dumbbell pair and a single kettlebell are different purchases, and so are an exercise bike and a step platform. Every listing had to make its offer unmistakable.
Titles and bullets were rewritten to name the product type, the size or weight that matters for it, and how many items are included. The image gallery showed the same facts visually: dimensions and grip for weights, capacity for bags, sizing for gloves and balls.
The A+ comparison module helped buyers find the right option within each product family and see exactly what would be delivered.
We checked attributes and variation relationships so that only true variants of the same product were grouped together. Weights, bags, gloves, balls and cardio equipment stayed in separate product families. Gloves and balls got size and fit guidance; the bike and step platforms got dimensions, assembly details and package contents.
Customer questions and return reasons set the content priorities, and every claim on the page stayed tied to the product’s actual specifications.
Once the priority listings were clear, we rebuilt the campaigns around product family, size or weight, and buying intent.
Automatic and broad targeting ran on a controlled research budget. Search terms with enough conversion history moved to dedicated exact-match campaigns with clear spending limits.
A search for a specific dumbbell weight, glove size or ball type led to that exact item. Mismatched intent — adjustable dumbbell sets against fixed-weight products, for example — was excluded.
Product cost, Amazon fees, fulfillment, inbound freight and expected returns defined how much each SKU could spend, so a bulky bike and an inexpensive ball never shared a target. Branded and non-branded traffic were reported separately, so brand demand could not mask expensive acquisition.
Budgets grew only after sustained performance and a stock check. A single strong day was not enough to change the plan.
For this assortment, both excess and missing stock were expensive: heavy weights and a bulky bike cost a lot to store, while a stockout on a best-selling size stalled sales. We introduced a weekly view of sellable units, sales velocity, inbound quantities and expected receiving dates for every SKU.
Reorder recommendations covered supplier lead time, freight, Amazon receiving and a buffer for delays. When advertising changed demand, the forecast changed with it, instead of assuming last month’s sales rate would hold.
When a fast-moving product approached its restock buffer, we pulled back expansion spend. Alternatives received more support only where their own demand and economics justified it.
The exercise bike went through a separate fulfillment review: packed dimensions, delivery cost, prep and return handling were checked before its route was approved.
Inbound shipments, receiving progress and discrepancies were tracked every week, so a delay showed up in the advertising plan before it turned into a stockout.
Full management gave the brand a single operating owner across Seller Central. A shared action register tracked account issues, catalog changes, advertising, pricing and inbound inventory. Routine work moved forward within agreed limits; anything that needed the brand’s approval arrived with context and a recommendation.
We monitored account notifications, listing restrictions and stranded inventory, opened Seller Support cases and followed them through to resolution. When Amazon requested product or compliance documents, we coordinated the response with the brand and kept track of deadlines.
We kept prices within agreed boundaries and checked every promotion against SKU contribution and available stock. Each proposal showed the discount, fees, advertising support and stock required before the brand signed off.
We prepared FBA shipment plans and coordinated quantities, prep requirements and handoffs with the brand’s warehouse. Receiving progress, discrepancies and eligible reimbursement claims stayed in the action register until they were resolved.
We handled buyer messages that needed a seller response and tracked recurring return reasons and product feedback. Packaging issues went to the brand and the warehouse; unclear descriptions went straight into the content backlog.
Monthly reviews combined sales, advertising, marketplace fees, refunds and the brand’s product costs. Unusual charges and settlement differences were investigated, so purchasing and promotion decisions were made with the full picture.
A weekly update covered completed work, open issues, stock risks and decisions needed from the brand. A monthly review reset priorities and budgets. The owner no longer had to collect updates from different specialists to understand the account.
Daily monitoring, catalog maintenance, campaign management, Seller Support follow-ups, shipment coordination and reporting. A problem spotted in one area could trigger action in another without waiting for the owner to connect the dots.
Purchasing commitments, supplier payments, product documentation and major commercial decisions. We prepared the recommendations and carried them out once approved; cash and product decisions stayed with the owner.
Month 1
We agreed permissions and approval limits, reviewed account health and open cases, reconciled stock and costs, and set up the reporting rhythm. Urgent account issues were handled alongside the first commercial opportunities.
Months 2–3
Content and advertising changes rolled out while daily maintenance, buyer messages and FBA shipments kept moving. The promotion calendar and restock plan were tied to product economics.
Months 4–6
We scaled the products with proven economics, updated purchasing recommendations and reviewed financial performance every month. New issues went through the same ownership and approval process as the account grew.
By month six, monthly sales had reached $69,000, up from $50,000 in the baseline period. Advertising spend rose from $9,000 to $10,080 — sales grew more than three times as fast as the budget behind them.
Baseline
Month six
Total ordered salesAdvertising spend
| Metric | Baseline | Month six | Change |
|---|---|---|---|
| Total ordered sales | $50,000 | $69,000 | +38% |
| Advertising spend | $9,000 | $10,080 | +12% |
| Ad-attributed sales | $25,000 | $36,000 | +44% |
| ACoS | 36% | 28% | −8 points |
| TACoS | 18% | 14.6% | −3.4 points |
| Unit session percentage | 8.5% | 10.2% | +1.7 points |
The same 12 SKUs sold more, advertising worked harder, and more product page sessions turned into orders. Just as important, daily account work became a managed process: the owner saw sales, stock, open issues and pending approvals in a weekly update, while our team handled execution.
Growth came from putting daily execution in the hands of one team: maintaining the account, sharpening the offer, running advertising and keeping stock in step with demand. Tell us where your Amazon operation needs support, and we will map the work, ownership and priorities for your first month.
