#535 – The Repeat Purchase Strategy That Built A $20M Brand
Audio version above. Video version below
In this episode of the AM/PM Podcast, host Carrie Miller welcomes Jason McLellan of Prime Team Agency to break down the customer retention strategy behind VitaCup’s growth into a $20 million Amazon and omnichannel brand. Jason shares how Amazon started as VitaCup’s smallest sales channel at around $2 million, then became a major driver of the business by using a different way of thinking: focusing less on cheap customer acquisition and more on which products created loyal, repeat buyers.
Jason explains how the VitaCup team used cohort data and product repeat rates to understand which ASINs were truly worth investing in. Some products looked like winners because they had low CPCs, strong conversions, and high demand, but the data showed that customers were not coming back. Meanwhile, products like Genius Coffee were more expensive to advertise, but they attracted customers who were more likely to repurchase, move into Subscribe & Save, and increase lifetime value.
Carrie and Jason also discuss how sellers can apply this thinking beyond consumables. Whether you sell supplements, food and beverage, lifestyle products, starter kits, or products with replenishable components, the key is understanding how one purchase can lead to the next. Jason shares practical strategies around Subscribe & Save coupons, AMC audiences, DSP retargeting, cross-selling, virtual bundles, multi-packs, listing optimization, and using tools like Helium 10 to make smarter decisions.
The biggest takeaway from this episode is that real Amazon growth is not just about chasing more sales; it is about building a business that customers keep coming back to. When sellers understand their repeat purchase data, they can stop wasting ad dollars on short-term wins and start building a brand with predictable revenue, stronger customer relationships, and long-term profitability. The brands that win are not always the ones that acquire the cheapest customer, but the ones that acquire the right customer and give them a reason to stay.
In episode 535 of the AM/PM Podcast, Carrie and Jason discuss:
- 00:00 – Introduction
- 01:52 – Jason McLellan’s VitaCup Growth Story
- 03:05 – Using Cohorts And Product Repeat Rates
- 04:39 – Applying LTV Strategy Beyond Consumables
- 06:24 – The Tale Of Three ASINs
- 09:49 – Why Low CPC Products Can Be Misleading
- 11:03 – Shifting Ad Spend Toward Repeat Purchases
- 12:32 – Reaching 30% Subscribe & Save Volume
- 15:06 – Using Math As Your Amazon North Star
- 18:20 – Reading Cohort Retention Data
- 20:35 – Turning Acquisition Into Subscribe & Save
- 23:18 – Cross-Selling To Existing Customers
- 24:53 – Virtual Bundles And Multi-Pack Strategy
- 27:19 – How Helium 10 Helped VitaCup
- 30:34 – Listing Optimization And Testing
- 34:27 – Avoiding Multi-Pack Cannibalization
Transcript
Carrie Miller:
Today, we’re breaking down the strategy behind a $20 million Amazon brand. You’ll learn how the products you use to acquire customers can increase repeat purchases, why focusing on customer lifetime value instead of just acquisition costs leads to better decisions, and how small changes in product strategy can create long-term growth. This and more on today’s episode. Hello everybody, and welcome to the AM/PM podcast. My name is Carrie Miller and I’ll be your host. And this is the show where we discuss all things Amazon, TikTok shop, and Walmart private label, and how to generate recurring revenue streams 24 hours a day during the AM and the PM, hence the name of the show. Get it? AM/PM podcast. And as a matter of fact, tomorrow I will be going country line dancing. And even though I will be twirling around the dance floor, I will still be making money online. How cool is that? Pretty cool, I think.
Carrie Miller:
Hello everyone, and welcome to our webinar all about long-term profitability with customers. It’s gonna be really great. We have Jason McClellan here with us. I’m gonna go ahead and bring on Jason so that you guys can learn about Jason. But Jason, basically he worked for Vitacup and he worked for them for quite a while and he helped them exit basically. I think he might be part owner, I’m not really sure. But he was able to take that company to the next level and they did very well and they were able to get a lot of recurring customers and recurring revenue is super important in the long game. And so he’s gonna be talking about how to look at things a little bit differently than maybe you’re used to. He also has an agency called Prime Team Agency. He does Amazon, Walmart, and TikTok. So if you’re interested and need an agency for any of those platforms, you can go ahead and talk to him. But I’m gonna go ahead and bring him on. Hey, Jason.
Jason:
Hi, Carrie, and hi, everyone. It’s really interesting to be talking. No, wasn’t part owner, had a little equity, had a little employee equity in the company. A little background information on that is that Vitacup was founded in 2017. I joined in 2019. Amazon was the smallest sales channel at $2 million for the company at the time, up to 20 million.
Carrie Miller:
Very nice.
Jason:
Company exited in 2025. I exited a little bit before just to make some things a little bit cleaner. And it was a great ride, learned a lot. We definitely took a different approach, which I’m excited to share. For those of you who kind of wanna know that whole Vitacup journey, you can check back on previous webinars that Bradley and I have done about Vitacup. Did one every couple of years and kind of where we were, kind of some of the crazy stuff we were doing. And it was great. It was the number one functional coffee on Amazon. Great timing for it to be launched. Got to do some crazy stuff and learn a lot of stuff. And one of the things we’re gonna be talking about today is something that was new to me coming in 2019, utilizing cohorts and product repeat rates. We learned a lot. We based a lot of directional decisions on it. Cohorts. So cohorts, we look at how new to brand customers are purchased during, acquired during a month. And then how do they repeat the following months? Which is really interesting looking at from a recurring business models. Also is really good at looking at from how is your like really important right now? How’s your prime, prime day? Like all those customers you acquired for, if you’re a consumable product, was it was the juice worth the squeeze in them coming back and giving away a discount and them coming back and repeating and eventually subscribing and saving.
Jason:
Next is product repeat rates. So basically drawing it out a little bit more to the ASIN level and looking at for those customers who bought products and that were new to brand, first time purchase on those products, how did they repeat? And repeat in buying anything from that purchase. Did they stick? So really helped us align on how we were going to acquire the proper ASINs to acquire statistically for higher chances of moving to a subscribe and save workflow off of those ASINs. So just some concepts we’re gonna be talking about.
Carrie Miller:
Do you think that, I mean, even if somebody doesn’t have like a, necessarily something that you’re gonna use every month, like you would Vitacup, would this still be applicable to other products as well?
Jason:
So the only thing I could say, if you’re like a lifestyle brand, there’s a couple of lifestyle brands we work with, like in the health space. Their customer is not gonna actually repeat on the one consumer brand, like it’s a piece of maybe gym equipment that they’re gonna buy, but they’re gonna repeat on another piece of gym equipment that they’re gonna buy. So we do look at that with kind of like, what’s the customer, that lifetime value of that customer? How much can you acquire them on? What ASINs have a higher chance of statistically lining them up for purchase ASIN A, and then statistically purchase ASIN two and three. And then, you can start pulling triggers, especially with AMC audiences proliferating, not just through DSP, but now and through your regular seller central or vendor central platform, where you can start lining those up and looking at cross-selling and also timing. If you are definitely a one and done, I would say this is not for you, but I think you’d have other KPI metrics revolving around what’s your cost to acquire the customer and what’s your profitability. But if you’re a lifestyle brand or a brand that really revolves around consumables, which we have plenty of on Amazon, look at how many supplement sellers are on Amazon, you look at food and bev, you look at, you’re selling a starter kit of something with replenishable components on it. Like that’s really, I think, where the bread and butter is for Amazon as a brand is looking at like, what can I as a brand sell that will create a reoccurring revenue in the future?
Jason:
So I call this presentation a tale of three ASINs. This takes us back to 2019, 2020, kind of how we really started to, the company Adopt. We had a new CFO that joined and we had already been looking at cohorts, but we really started drilling down into product repeat rates. And so I even, for this, went back to the time what the product looked like back then. So it’d be a little nostalgic. So we were like maximizing our sales mixture. We were just going off of some key attributes and basically sales, conversion rate, CPCs. And we had three big products that were doing pretty well. It was our Genius Coffee, which was the company’s flagship product. If you’ve watched any of the previous ones, I’ve spoken about Genius quite a few times, green teapods and slim teabags. And kind of some just high level, not my data anymore, but I can give some generic data on it. Or slim teabags, lowest CPC, really high consumer demand. Like we were just growing like nuts on it. And we started in best conversion, we started leaning into it like nuts. Very high MOQs. And we just really started, top line sales were growing dramatically. We couldn’t chase the product fast enough to keep it in stock. And we did this for like three to four months. And then our next was this, is our green teapods. You know, kind of a medium CPC cost, had really high consumer demand and it had medium conversion. And then Genius, highest CPC. It really was riding off coattails of at the time, keto and MCT oil, which is part of keto. Like those keywords. But there was hyper-competitivity. So it was much higher than the other two. The demand, medium consumer demand, and because it was very niche. And then medium conversion.
Jason:
So kind of already alluding like, KPIs were really basing off our conversion, our CPCs and our sales velocity. And so we really started to move our slim teabags into the fast lane. We’re like, this is great. Have something that’s just like, just crushing it. Can’t believe it, you know, just would not have guessed our tea products, especially in a tea bag. There’s so many of them that consumers would just demand. But new CFO came on. We really started looking at things much more higher in a microscope. You know, one of the things we noticed was, you know, this first slide is really focused so the bottom is like our margin contribution was the lowest of the three.
So yes, topline was like crushing it. We were ranking incredibly high on teabags. Like this functional teabag is actually going up against like the big boys that you would see in the store, carving out a little great niche in it. But once we started implementing the product repeat rates and running of them, we really saw in our cohorts a decline in retention. And we saw our product repeat rates were extremely low on slim teabags, like dismally low, lowest I’ve ever seen. And our margin was low, our MOQs were high. So we really came to a big conclusion. It’s like, we’re acquiring all these new to brand customers like never before. None of, hardly even a repeating rate.
Jason:
So that dollar we’re investing, even though it’s a cheaper dollar, is having no long-term value for us. Great short-term value looks great on the books, but as we’re tasked with being good stewards of our dollars as investment dollars, it was just a bad idea. And what we also saw like on the green teapods is it was kind of okay. The CPCs were still much cheaper than Genius. So it was like this great little thing of like, hey, we can sell all we want. We’re not making as much on the LTV, but we’re making some great short-term revenue. And what we really discovered on Genius was for the longest time until we came out with some new product innovation, it was our highest product repeat rates. It was just crushing it. So it took about three or four months to really work out what we call cohort groups. So like we started really focusing on Genius on how we started allocating ad dollars to it. We started giving it much more of a higher revenue share. We started really focusing in a lot on how we went after certain keywords and certain segments. Fortunately, I had been using Helium 10 previously to joining, and that’s one of the tools I fortunately brought to it. So looking at Cerebro and Keyword Tracker was really, we started lining those up to give me a little bit even narrower. We really wanted just to kind of still maximize and be diligent with that dollar.
Jason:
So it took three or four months, but we started acquiring more and more customers on the Genius coffee. And we started months later, we started seeing what you’d perceive as organic sales going up, really it was S and S that was going up. Sometimes it’s hard to separate the two if you’re not manually updating some things.But we started that building, and then it took about a year, but we started seeing our daily order volume, and this is where the key is, was 30% subscribe and save. Like, I wanna tell you like the biggest stress reliever in my day-to-day operations is knowing I have 30% of my volume coming in that is very smooth, very predictable. And-
Carrie Miller:
Can I ask you a question about that? Yeah. Before you came in, was this company using subscribe and save or had they completely disregarded it?
Jason:
No, they were, they were.
Carrie Miller:
They were. Okay.
Jason:
And you know, fortunately I like numbers, fortunately we have a very, had a very intelligent CFO, by the way, same CFO for our agency.
Carrie Miller:
Okay, very nice.
Jason:
She came over with us. We brought a lot of the core people from VitaCup because we developed, we spent, you know, fortunately private equity backed. We spent a lot of money learning things and building a brand from, you know, for up to $20 million on Amazon and other channels, retail and direct to consumers. So we, you know, we got very comfortable in like these day-to-day, like how you look at things and, you know, we liked working with each other. And so, no, very, very intelligent. CEO of the company is very intelligent. CFOs are intelligent. So we started just having monthly conversations around these things and driving these as Northstar metrics. It’s easy to get sucked into, I’m seeing top line sales go up because, I mean, Slim Tea was crushing it. But once you started working out and you started to see that daily volume, then it became a strategy play of, well, how do we create a funnel to get more, acquire more new to brand, push them from retention to subscribe and save? Because it’s statistically gonna be easier and cheaper. So even though our initial CPC was a little bit higher, our costs sort of like, you know, you have this long-term value cost, but our cost to move them along the chain to subscribe and save was mathematically cheaper-
Carrie Miller:
Okay.
Jason:
Because of higher propensity too. Great blend, you know, rode that keto coffee, but it also, man, I still drink it today. Morning cup of Genius Blend to clear that brain fog. I’m, you know, I’m definitely a big believer in functional coffee at this point. And that’s where you really wanna get to. You wanna use math to your advantage. And there’s, fortunately, there’s, you know, you can either be doing it yourself through your API connections or towards the end, we can talk about, you know, there’s different sections in Helium 10 through that you can, through customer intelligence that you can pull this data through. And so it’s accessible. And I think it’s definitely worth every quarter sitting down and then figuring it out now. And then that’s your KPI in North Star and what you’re driving to. And then all your tactical decisions, keywords you’re going after, advertising strategies, listing optimizations, these become a little bit more nuanced and a little bit more easier. And I know people are like, I’m just gonna optimize my listing and everything will take care of itself. It’s like, well, how do you know which listings to start with and prioritize?
Carrie Miller:
Yeah.
Jason:
How do you know which at the end of the day, you’re just, you’re wasting that ad dollar.
Carrie Miller:
Like- So what would you say then? How do you, how do you, what’s the strategy?
Jason:
Once you have it, it like becomes the metric. So we know like how we would play this is like, you know, if you’re going further in the presentation, we ended up sunsetting slim, actually all teabags.
Carrie Miller:
Okay.
Jason:
All teabags is we sunsetted it. It was done with it, not worth investing in the customer. We ended up, what I ended up would do a lot is a, we all have people reporting to, we all have budgets to hits. I would play with long-term and short-term value.
Carrie Miller:
Okay.
Jason:
Like green teapots, not a lot of like, okay, product repeat rates, not my best. So not great for long-term, but warrants enough to do a balance on giving enough ad spend, cause it was cheaper to acquire that customer. Portion is going to still retain and it could help my short-term revenue goals. So I’d always play a balance. Like-
Carrie Miller:
Interesting.
Jason:
I remember, I remember in college, one of my professors, one of my business professors, this was years and years ago, you know, always says, hey, you know, you’re walking down the street to go pick up that dollar at the end of your destination. If you see a nickel there, pick it up as you’re, as you’re walking.
Carrie Miller:
Yeah.
Jason:
And so that’s, so that’s what we do with, with the green tea was the nickel. It was like, we’d pick it up. It would help. It would help sustain like our, we aggressively grew every year through, through understanding the metrics in a nation and just being able to use that to help support while we’re building the long-term value. Because, and you know, you, you flash for a year and then 30% of your, your, your repeat rate is your reoccurring daily orders of subscribe and save. And eventually got to 35, got up a little higher. And then it just, but you always want to balance that too. You want enough new to brand coming in so you can continually get feedback. Because at some point, once you’re looking at your cohorts, you’re going to see there’s going to be a total diminishing point, but you need enough to keep that cycle going.
And-
Carrie Miller:
Yeah. To keep growing, right?
Jason:
Yeah. You got to keep funneling them in. This, I pulled off one of our customers. I forget which one, but this is kind of how we looked at cohorts. You can get something very similar in customer intelligence on your own account in Helium 10. And, you know, what’s really important is like, you can start seeing F, this one actually has a really good cohort retention.
As you can see, as you’re going along, like, you know, we’re looking at new to brands, all new to brands that were 100% acquired in month zero. And then as you go along that chain, you know, looking at from 12, one, 2023, 19.88% of those that bought in that first month, so December, repeated. And then, so that’d be January. And then in February of 2024, 19% and so on. And you can see how it starts to dwindle over time. And sometimes it’s really interesting where you see it dwindle, and then you see it spike back up. And then repeating this. We were working with a sporting good company that you would see it on their cohorts where every 11 to 12 months, it spiked back up from that initial acquisition. And it was great because, you know, then things that we had thrown, I was like, hey, we could probably get this juiced even more. Like, we can look back at, like everyone acquired for that sporting under this timeframe, representing them with an ad. We already know they’re gonna be buying updated shoes or bats or whatever the item is. And so put an ad in front of them. Like, you know that consumers are pretty static in their buying habits and patterns. And so leverage that knowledge, because we’re seeing it there, give them a DSP ad. Now you can do it with the Amazon AMC.
Carrie Miller:
Audiences. Yeah.
Jason:
Yep. So
Carrie Miller:
Very nice.
Jason:
Yeah. That was, I mean, that was the core of it. I’m actually a little surprised we haven’t talked about this before and everything else that we talked about. I think this was core Northstar, every quarter. And then once you have all that down, you just need to adapt your strategies. Understand, especially understand how to tighten up from acquisition to retention, to subscribe and save. And there’s great things you can do on that. Definitely, you know, if you guys are looking for some quick tips here, first time subscribe and save couponing. You know? I personally love a first time subscribe and save couponing at 30%. That’s the only coupon you offer. Because sometimes you’ll see that acquisition to retention, to subscribe and save, it’s acquisition. They’ll immediately take that coupon and go to subscribe and save. And then you just kind of have to track that, like how am I net net retaining active subscribe and saves by products? Because do I feel that I’m staying pretty flat so people are utilizing and they’re just churning to get that coupon and they never have any intent or is there enough that they like the product and stick with it? It makes, you know, it makes it stick. But generally what I found is it’s, it’s generally makes it worth sticking to. And, you know, anytime you can collapse between retention to subscribe and save, it’s a boon.
Carrie Miller:
This is actually kind of goes along with what you were just saying is that somebody was asking which, you know, subscribe and save discount percentage showed the best performance across cohorts.
Jason:
Everything I’ve tested generally, and there are some exceptions to some categories, but generally it’s about 30%. And that’s a great question.
Carrie Miller:
30%. And it’s interesting, we did that sell and scale series with you and they weren’t actually doing a discount. There was a subscribe and save, but there was no discount or incentive to join subscribe and save. So, you know, they weren’t getting any subscribe and save customers. So that’s, that’s your kind of hook to get them in.
Jason:
But you do need a hook. Like think like yourself, like I always try to like put myself in the customer. I am a customer. What’s my experience like? What? Okay, so a convenience is great, but if I, man, I can get it. I use this product. I know I’m gonna use it again. Yeah, it’ll tip me over the edge if I get a first time 30%. I love saving money. Who doesn’t? And then I’m in that flow. And once you’re on subscribe and save, you know, you’re just the convenience of it coming in. I don’t have to worry about it. I tend to forget about it. Yeah, so I’d say 30%.
Carrie Miller:
Something else. So you’re maybe some of these kind of products that you had, maybe they were good for like a one time purchase. How were you kind of using that to kind of to cross sell for your other products? Were you doing that? Or were they just completely separate customers? Or what was your strategy to kind of keep utilizing that?
Jason:
Great question. So I looked at two ways. New product launch. I would always like, I would always look at who has previously bought me over X amount of time, more than once. I would hit them. I would hit them with a DSP ad that I have a new product. One thing I really loved at Body Cups when we started innovating that just beyond coffee, when we started doing some mushroom coffee alternatives, we did some super H2O, which was this great water enhancer, tasted just like crystal light. These were new types of customers. And so, A, opportunity to introduce our current customer base to new products, but they trusted us enough as a brand to go, I’ve liked other things. I am willing to give it a try. And then once acquired these new customers on these things, and they were brand loyalists, presenting and cross selling them other products of ours that they might not have ever thought about, but they trust us as a brand. Because that’s what you’re doing as you’re building it. You’re creating a relationship with your customers. You’re getting them to be brand loyal. You’re getting them to buy into you as a brand and what you stand for. And then if you can establish that trust, it creates less friction for them to be able to try something new.
Carrie Miller:
Yeah. Now, would you put bundles on your listing too for some cross selling?
Jason:
So virtual bundles, 100%. We would try that. We would do some physical bundles for mainly in like ground coffee.
And they were mainly the same type because we found that we had a higher success rate. And that one was a really interesting strategy. We can take this off on a tangent.
When we released that concept and we did it at FBM because we could do one bag of ground genius. So we started doing two grounds, three grounds, four grounds, up to six to do a case. We discovered, and we could do it cheaper doing FBM.
We discovered that our conversion jumped up dramatically on the one bag. Because people are like, oh, I saw the two or three back. I’m really interested.
I will try the one bag, less risk. It was purely psychological. And all those started building.
It became a really nice portion of, wasn’t 30% of my daily volume, but it became a really nice portion of the business on our ground bags when we started doing the multi-quantity.
Carrie Miller:
Very interesting.
Jason:
Yeah.
Carrie Miller:
Well, what’s interesting, I remember on ClickFunnels, Russell Brunson would talk about how basically they would say, okay, they purchased one and then they would do an upsell page and they’d be like, okay, well, I’m gonna give you six of these for this discount or 10 for this discount. And people would buy 10 more. So doing that kind of multiples is actually a really good idea.
Jason:
So doing the, and Amazon has since come out with the virtual multi-packs. If you can pull it off and do it FBM, it’s even worth doing it because it’s a physical, you get a little bit more advertising out of it.
Carrie Miller:
Yeah.
Jason:
And yeah, it was a great learning experience. And it was great, it really, it gave us another, you’re always in for those tears of growth, like what’s gonna push you up there over the edge and we learned a lot from it. Yeah.
Carrie Miller:
I’m curious, because I always think about this, when you came to VitaCup, what were some things that they were not doing that you did that helped them to kind of continue moving forward to the 20 million? And if there’s anything Helium 10 that specific, that would be cool too, if people could.
Jason:
So cool Helium 10 story, I had a really short interview cycle with them, VitaCup, which was very fortunate, we immediately hit it off. Like craziest interview process, basically I interviewed with them, I ran some analysis and one of the things I pulled, I pulled some stuff out of Helium 10 for them and I walked them through it and like I did it, I had like a little mini presentation, I walked them through it and in the interview process and then they gave me a project to do, the turnaround basically in 24 hours and I didn’t sleep that night, I turned it around and they were happy with it. But probably one of the things, they were doing a lot of things right and there was a lot of things we had an agreement on. There was some little nuances, they had full on creative staff, did amazing stuff, there’s little tweaks that I liked that as soon as I explained it, it was like, oh yeah, that makes sense and became part of this organic culture of what we did on listings. Listing optimization, I think I really helped bring that too, something I’m passionate about. Everything starts with our listing and the customer experience, understanding customer sentiment. Once you understand customer sentiment and keywords, it becomes really fluid on how to write it. But I did bring Helium 10 and so when I went back a couple days later, I came back the second or third day for the second interview, they had went and got a Helium 10 subscription based off my interview. They’re like, we just wanna thank you, we went and subscribed.
Carrie Miller:
That’s funny.
Jason:
And so if we offer you a job, you’re not gonna need your own subscription now.
Carrie Miller:
That’s great.
Jason:
So it was cool. So yeah, and just a couple, and I had some of my own little tools I had developed that I ended up deprecating over time but that I kind of brought. But I think a lot of it was just listing, listing optimization. And just merchandising, just how I think I have a very unique thought process whether it’s right or it’s wrong. I’ve been doing this since the early 2000s and there’s a lot of stuff that when this was just eBay. eBay is the 100 pound gorilla and eBay willed it like the 800 pound gorilla for the longest time. It’s amazing to see how things have evolved over time but there’s a lot of basic things that I did then from, think about it. eBay was all HTML, visual content. A lot of it was writing titles that could convert that were SEO. Like a lot of the core basics had just carried forward and that’s kind of where I cut my teeth and I’ve always just carried that methodology forward. I carried that methodology forward with some adapting for both eBay, Amazon, and Walmart. There’s just little nuances for each one that makes it a little bit different.
Carrie Miller:
It sounds like, start with the listing and I think that’s definitely key. You wanna make sure people aren’t bouncing off your listing, but also you’re looking at the data too. You were really like studying the data and trying to really understand the customer behavior so that you could make changes based on that. So that’s important too.
Jason:
You know, at the end of the day, we can try everything. And statistically, go with the map. Like there’s great tools. You got great tools within Helium 10, you got managed experiments within, and I’m a firm believer in managing the experience. That has really hardcore PhD level stats built into it so that you can statistically trust it and we would test that on like new packaging concepts. Like we would roll that out and do a split AB test to actually, before we went into production to kind of get an idea of what’s gonna convert better on a packaging idea. Like we’ve put a ton of research into it. We met with people, we’ve talked with it and they’re like, okay, final proof in the pudding is how does the Amazon consumer respond to it? And so there’s different tools you can use for different things. And, you know, one thing like if we’re talking about optimization, you know, a lot of buzz going on is July 27th, how Amazon will be splitting it. And so I did watch Bradley’s video last week on it. I thought it was extremely well done. I think if, for those who are really concerned about optimization, watch that video. I think Bradley did a great job on that and showing the backend of what Amazon’s recommending for it. And there is not much difference.
Jason:
I think a lot of it is, you know, making sure you and you should have always already been making sure that for 75 characters was the most important thing. And it’s just great to see how there’s gonna be doing a logical separation between that 75 characters, the next and the item. And I’m really convinced this is it is to make a better customer experience. I think it’s Amazon’s push towards it. But I also think it’s also a push for Amazon building for the future when backend key attributes become even more important for Alexa for shopping and Cosmos. If you, you know, I, you know, any type of content I would say that Bradley’s putting out or Carrie’s putting out, like I would consume that because I think it’s a really good thing now to become very aware of. It’s not gonna drive this great business spike in your sales, but doing it now will get you set up for the future.
Carrie Miller:
Yeah, definitely. I’ve always had a shorter title. So I guess it works for me.
Jason:
And it depends on the product. Some are, some behave really well, shorter titles and some you’re thinking also titles should be not keyword stuff. They should be written for a story. There’s a logical flow, a logical order for the consumers looking for something. And then sometimes there’s keywords in it, which is I’m excited. They kept item highlights, which I call soft keywords. These soft keywords are actually conversion keywords. They have no SEO ranking at all, but they really speak to customer sentiment. Highlights, taste, flavor, like no mess. We know that this product really, consumers return it from, have a high return because it’s messy, which can be a variety of things. So communicating those things in your title really can help with initial conversion and click through.
Carrie Miller:
Yeah, if you have the space.
Jason:
Yes, if you have the space.
Carrie Miller:
We do have a question here from Jacob Paulson, which I think you all know him. He’s in our elite group. So glad to see you, Jake. So he said, we have some items Amazon has created virtual multipacks for. They grab some sales, but I think the reality is many of those buyers would have bought two units full price. What’s a good way to determine what’s a good multipack quantity would be to avoid cannibalizing full price purchases?
Jason:
Oh, great, great question, Jake. So what I would say is, I would look at, I always look at a before and after. Did your sales really move up? Also take a look at your single item. Did your sales move up? Did your conversion also move up on them? Great tool that really does get underutilized. Catalog performance report. It was released at the same time search query performance was within Amazon. No one really uses it. It’s a great tool to pull down like once a quarter and you can do some sorting with it. You can actually now dump into the AI and ask recommendations on what we should be improving and fine tuning and optimizing. And it can give you like some quick go-to guides. But I would go there and I’d look at like on your single item. Like, did you see increase in the conversion? And I let the math speak for itself is how is at the bottom of the, at the end of the day, are you up as that as a product even with the multi-packs rolled up into it? And if it isn’t, which 100%, you might be right. You could, honestly, you could also download a wide swathe of your order. If you’re in Seller Central, which I believe you are Jake, you can download your order report and you can look at how many two quantity purchases that you’ve historically done in specific months and compare them. Has that decreased as well?
Carrie Miller:
Yeah, that’s a good thing. If somebody wants to get in touch with you and they have any questions or maybe they’re interested in your agency, how could somebody contact you?
Jason:
Two best ways is Jason McClellan on LinkedIn. Just feel free to connect or [email protected]. And inbox gets a little full, but I eventually do respond. I try and respond to everything by the end of the day. So yeah, just feel free to reach out. LinkedIn’s great to reach out to me too. It’s a little easier to keep clear.
Carrie Miller:
Very good. Well, thanks again for joining. And yeah, if you guys have any more questions, you can reach out to Jason on LinkedIn. He’s definitely always on there. So a good place to be if you want to learn from just really the community in general. So, but thanks again for all this great information and thanks to everyone who joined and we’ll see you all on the next webinar. Bye everyone.
Jason:
Bye.
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