A bedroom and office furniture brand had been selling on Amazon for years. The account was active, the products were established — but growth had stalled. Ad spend was going to the wrong products, campaigns had no structural logic, and the brand’s high-ticket items were being underserved while lower-priced, lower-margin products consumed the budget.
The core problem: the advertising was not matched to the brand’s actual opportunity. Furniture is a high-ticket, high-intent category. Shoppers searching for a $600 bed frame are not casual browsers. But the campaigns weren’t built to capture that intent specifically — and the products that could deliver the strongest margin were being systematically underfunded. In 4 months, revenue grew from $300K to over $550K. ACoS moved from 25% to 10%.
The fix was three things: segment properly, advertise the right products, and build bidding logic that reflected high-ticket purchase behaviour.
All campaigns were dismantled and rebuilt with a three-axis segmentation framework: by product category (bedroom vs office), by individual product, and by price tier. This gave us complete control over where budget flowed and allowed performance to be measured at the level that mattered — not blended across a chaotic account structure that obscured what was actually working.
The catalog audit revealed that the brand’s highest-margin, highest-ticket products were receiving minimal ad support — while lower-priced items were consuming the majority of spend. We reversed this. Budget was reallocated toward the products that, when they converted, delivered the strongest revenue and margin contribution. A $600 sale at 10% ACoS is fundamentally different from a $120 sale at the same rate.
Furniture shoppers searching with high intent use specific, descriptive terms — not generic ones. We rebuilt keyword strategy around purchase-intent signals: specific dimensions, materials, finishes, and use-case qualifiers that characterise a shopper who has already decided to buy and is choosing between options. Generic terms were deprioritised. High-intent, product-specific terms were scaled.
ACoS at 25% was driven by broad bidding on terms that attracted browsing behaviour rather than buying behaviour. As keyword strategy tightened and campaign structure was rebuilt, bid logic was adjusted to reflect the actual value of each placement. ACoS moved from 25% to 10% — without sacrificing top-line growth. Revenue and efficiency moved in the same direction simultaneously.
Revenue grew from $300K to over $550K in 4 months — an 85% increase — while ACoS dropped from 25% to 10%. A brand that had been stalled on Amazon for years was unlocked not through increased spend, but through structural precision: the right campaigns, the right products, and the right keywords for a high-ticket, high-intent category.
In high-ticket categories, the product you advertise matters more than how much you spend. A $600 product converting at 10% ACoS delivers fundamentally more value than a $100 product at the same rate — but only if the campaign structure is built to prioritise it. For established brands that have stalled, the answer is almost never more budget. It’s structural precision in where that budget goes.
Established brands stall because the structure was never built to scale. We find where the growth is being left and go get it.