Our client is a US-based Private Label Beauty brand that joined AMZ Bees in January 5 years ago, with a clear ambition: to grow. Before we started working together, our partner had something many sellers dream of, and it was the early traction.
At that early period, when the brand (before AMZ Bees) had few competitors, and due to the product’s high quality, the account generated an average monthly revenue of $28,000.
Our client is a US-based Private Label Beauty brand that joined AMZ Bees in January 5 years ago, with a clear ambition: to grow. Before we started working together, our partner had something many sellers dream of, and it was the early traction.
At that early period, when the brand (before AMZ Bees) had few competitors, and due to the product’s high quality, the account generated an average monthly revenue of $28,000.
Our client is a US-based Private Label Beauty brand that joined AMZ Bees in January 5 years ago, with a clear ambition: to grow. Before we started working together, our partner had something many sellers dream of, and it was the early traction.
At that early period, when the brand (before AMZ Bees) had few competitors, and due to the product’s high quality, the account generated an average monthly revenue of $28,000.
Our client is a US-based Private Label Beauty brand that joined AMZ Bees in January 5 years ago, with a clear ambition: to grow. Before we started working together, our partner had something many sellers dream of, and it was the early traction.
At that early period, when the brand (before AMZ Bees) had few competitors, and due to the product’s high quality, the account generated an average monthly revenue of $28,000.
Our client is a US-based Private Label Beauty brand that joined AMZ Bees in January 5 years ago, with a clear ambition: to grow. Before we started working together, our partner had something many sellers dream of, and it was the early traction.
At that early period, when the brand (before AMZ Bees) had few competitors, and due to the product’s high quality, the account generated an average monthly revenue of $28,000.
Our client is a US-based Private Label Beauty brand that joined AMZ Bees in January 5 years ago, with a clear ambition: to grow. Before we started working together, our partner had something many sellers dream of, and it was the early traction.
At that early period, when the brand (before AMZ Bees) had few competitors, and due to the product’s high quality, the account generated an average monthly revenue of $28,000.
When we first started working together, the brand already had a strong foundation and a product that clearly resonated with customers. But there were still many untapped opportunities:
Important conversion elements like infographics and A+ content weren’t fully developed, and some of the easier wins hadn’t been prioritized yet.
Throughout Year 1, results were inconsistent due to fluctuating stock availability, with revenue ranging from $45K in low-stock months to $114K at its peak, but the potential was there. We just had to activate it.
When we first started working together, the brand already had a strong foundation and a product that clearly resonated with customers. But there were still many untapped opportunities:
Important conversion elements like infographics and A+ content weren’t fully developed, and some of the easier wins hadn’t been prioritized yet.
Throughout Year 1, results were inconsistent due to fluctuating stock availability, with revenue ranging from $45K in low-stock months to $114K at its peak, but the potential was there. We just had to activate it.
Years 1-2: Turning things around
During Q1-2 of our 1st year with the client, we dove very deep into their catalog and ad structure. Our strategy was to optimize the advertising spend to reach more gross profit.
Here comes the next problem: when we have a descending trend, trying to hit more gross profit, and the revenue is decreasing, in the long term, we need to reduce the advertising budget.
In a strategic language, this means it would be very hard for us to keep the organic and sponsored positions at high levels.
We spend months trying to optimize the advertising strategy in the best way to keep the gross profit higher and not lose our positions.
Then, at the beginning of Q4 of our 2nd year of our common work, we made a key decision that changed the brand’s upcoming performance.
Based on deep product research and trend data, we launched a new product, which became our best-selling variation. We invested 60% of the ad investment into this new product.
It is important to mention that the new launch was very recognisable, preferred by a large percentage of customers, and came with the high quality our client offered.
The rest of year 2 looked completely different, clearly representing how the flywheel effect works on Amazon.
This great success proved we were on the right path. Growth was possible with the right product and focused strategy.
Years 3-4: Building profit and keyword strength
With momentum building, we shifted gears. Instead of a fixed ad strategy, we worked in cycles: sometimes we pushed ads more, and sometimes we spent enough time optimizing and then pushing again
But advertising optimization was just a part of the equation.
Here’s what we also focused on:
We moved beyond the usual terms and opened up new keyword families with high potential. This lets us unlock new traffic streams and increase visibility across the board without drastically increasing costs.
We combined aggressive Sponsored Products pushes with listing improvements to climb the search results faster. Each keyword gained organically was a long-term win, reducing reliance on paid traffic.
We built richer visual narratives and comparison charts, helping shoppers understand product differences and convert faster, especially on mobile.
What was the impact in just two years AFTER we took the strategic decision to launch our best-selling product?
Years 4–5: Growing with purpose
With a solid foundation in place, we shifted into scale mode, but always with intention.
Instead of expanding blindly, we analyzed buyer behavior and market gaps. Every new variation answered a specific need or trend, making launches faster to take off and easier to rank.
Instead of leaving listings static, we treated them as dynamic. New visuals, updated titles, better back-end terms - every tweak contributed to better performance.
We tracked keyword rankings weekly and shifted budgets toward terms where we could climb fastest. That allowed us to pull back on spending while keeping the growth steady.
What is in progress?
We wanted the brand to be accessible. By offering smaller packs and alternative formats, we opened the door to budget-conscious buyers and new demographics.
Holiday sales are never guaranteed—they’re earned. We created timely bundles and gift sets that appealed to seasonal demand and optimized them with holiday-focused copy and creatives.
Years 1-2: Turning things around
During Q1-2 of our 1st year with the client, we dove very deep into their catalog and ad structure. Our strategy was to optimize the advertising spend to reach more gross profit.
Here comes the next problem: when we have a descending trend, trying to hit more gross profit, and the revenue is decreasing, in the long term, we need to reduce the advertising budget.
In a strategic language, this means it would be very hard for us to keep the organic and sponsored positions at high levels.
We spend months trying to optimize the advertising strategy in the best way to keep the gross profit higher and not lose our positions.
Then, at the beginning of Q4 of our 2nd year of our common work, we made a key decision that changed the brand’s upcoming performance.
Based on deep product research and trend data, we launched a new product, which became our best-selling variation. We invested 60% of the ad investment into this new product.
It is important to mention that the new launch was very recognisable, preferred by a large percentage of customers, and came with the high quality our client offered.
The rest of year 2 looked completely different, clearly representing how the flywheel effect works on Amazon.
This great success proved we were on the right path. Growth was possible with the right product and focused strategy.
Years 3-4: Building profit and keyword strength
With momentum building, we shifted gears. Instead of a fixed ad strategy, we worked in cycles: sometimes we pushed ads more, and sometimes we spent enough time optimizing and then pushing again
But advertising optimization was just a part of the equation.
Here’s what we also focused on:
We moved beyond the usual terms and opened up new keyword families with high potential. This lets us unlock new traffic streams and increase visibility across the board without drastically increasing costs.
We combined aggressive Sponsored Products pushes with listing improvements to climb the search results faster. Each keyword gained organically was a long-term win, reducing reliance on paid traffic.
We built richer visual narratives and comparison charts, helping shoppers understand product differences and convert faster, especially on mobile.
What was the impact in just two years AFTER we took the strategic decision to launch our best-selling product?
Years 4–5: Growing with purpose
With a solid foundation in place, we shifted into scale mode, but always with intention.
Instead of expanding blindly, we analyzed buyer behavior and market gaps. Every new variation answered a specific need or trend, making launches faster to take off and easier to rank.
Instead of leaving listings static, we treated them as dynamic. New visuals, updated titles, better back-end terms - every tweak contributed to better performance.
We tracked keyword rankings weekly and shifted budgets toward terms where we could climb fastest. That allowed us to pull back on spending while keeping the growth steady.
What is in progress?
We wanted the brand to be accessible. By offering smaller packs and alternative formats, we opened the door to budget-conscious buyers and new demographics.
Holiday sales are never guaranteed—they’re earned. We created timely bundles and gift sets that appealed to seasonal demand and optimized them with holiday-focused copy and creatives.
After FIVE years together:
What made it work was:
After FIVE years together:
What made it work was:
This wasn’t an overnight success. It was years of refining, testing, and scaling with purpose.
We didn’t chase shortcuts or rely on quick wins. Instead, we focused on building a brand that could grow consistently, adapt to change, and succeed again and again.
Because on Amazon, sustainable growth doesn’t come from hacks. It comes from strategy, timing, and doing the right thing at the right moment.
This wasn’t an overnight success. It was years of refining, testing, and scaling with purpose.
We didn’t chase shortcuts or rely on quick wins. Instead, we focused on building a brand that could grow consistently, adapt to change, and succeed again and again.
Because on Amazon, sustainable growth doesn’t come from hacks. It comes from strategy, timing, and doing the right thing at the right moment.
