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A set of rules were created for the media buyers to follow, as all the products were similar and the operations were the same, this made sense and was viable to ensure that we were compliant with the internal rules, and Facebook rules.
Although most campaigns and products we were selling were already profitable, we needed to create upsells to increase the ticket and the profit margin per each sale. More tests were created thereof and we split ads to the same product, but with different upsells: purchase one more 50% off, purchase 2 and get one free or other products that were related. This was when the profitability kicked off and we started getting a 3x ROAS, while a 1.4x ROAS was the break even point. Although the ad spend, results and ROAS were different depending on the product in question, we managed to have at least 8 profitable products at the same time, each with a monthly spend of over 40k.
Overall, the brand was doing well but was looking to scale the spend and revenue, and find new products that they could advertise to decrease their dependence on shapewear.
Consistent testing in every level was key to ensure success. We created different product pages to see what was more effective for when the customers were already on the site.
The large part of the testing, however, was on the Facebook side of things:
For every new campaign, we started by launching with a very low budget to scale from there on ($5 usd to 15 usd, depending on the product price). We tracked very closely the CTR and CPM and left them run for 7 days, except when they started performing as a winning audience or an absolute loser audience (low CTR compared to other campaigns using the same video, or high CPM).
We named the audiences and the products in order to have a simple code that would be easily recognizable and know exactly what we were talking about when we saw any given ad set.
The reporting was also key for success and understanding the performance of each individual product or campaign more globally, so we created a report that was updated daily a VA. It included enough data not just to know the performance on Facebook, but how profitable the campaigns were after ad spend, product cost and operation costs. This allowed all scaling to be more precise and going into a deeper level of understanding of each product and CPA that was affordable.
A set of rules were created for the media buyers to follow, as all the products were similar and the operations were the same, this made sense and was viable to ensure that we were compliant with the internal rules, and Facebook rules.
Although most campaigns and products we were selling were already profitable, we needed to create upsells to increase the ticket and the profit margin per each sale. More tests were created thereof and we split ads to the same product, but with different upsells: purchase one more 50% off, purchase 2 and get one free or other products that were related. This was when the profitability kicked off and we started getting a 3x ROAS, while a 1.4x ROAS was the break even point. Although the ad spend, results and ROAS were different depending on the product in question, we managed to have at least 8 profitable products at the same time, each with a monthly spend of over 40k.
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One challenging project was working on Rue La La’s exclusive “Madison Avenue” boutiques where vintage Chanel and other very high-end clothing and accessories were sold on our website. Some items were sold for upwards of $10K and they were final sale, unable to be returned. So, writing product descriptions that were accurate and extremely descriptive was imperative. I strengthened my attention-to-detail skill set in this role.
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