Win the digital shelf, not just the keyword.

Sponsored Products is the floor — every competent account runs it, so it's stopped being where the edge is. We run the full digital shelf as one system: Sponsored Products, Brands and Display to capture demand; Amazon DSP (Prime Video, streaming TV, Twitch, Fire TV and the open web) to create it; and AMC clean-room analysis to prove what's actually incremental. Then we tie it all to retail readiness and the organic flywheel and judge the whole thing on total profit and TACoS, not a line-item ACoS. A bid-management agency optimises a fraction of the account; we run the category.

We're built for high-spend Amazon brands, typically £10k to £500k+ a month in ad spend. Below roughly £10k there usually isn't enough budget to run a real full-funnel system — DSP, AMC measurement and continuous testing — so a focused Sponsored setup is the smarter spend. Above that, our model compounds: at six- to seven-figure annual spend, a 5–10% efficiency gain is itself a six-figure EBITDA swing, which is the prize we manage to.

Sponsored Ads are enough right up until growth flattens — which it does once you've harvested the demand already searching for you. DSP creates new demand off the search bar (streaming TV is Amazon's fastest-growing ad surface in 2026) and AMC's clean room shows which touchpoints were genuinely incremental versus paying to retarget buyers you'd have won anyway. If your ACoS is healthy but sales are flat, that's the signal you've outgrown search-only Amazon. We sequence DSP and AMC in only where they add proven profit — never as a vanity upgrade.

Because ACoS is the easiest metric to game and the easiest to fool yourself with. Cut non-brand spend, lean on branded keywords, and ACoS drops while real growth stalls. TACoS (total spend ÷ total sales) and contribution margin after ads tell the truth about the whole business and the organic and paid flywheel. We use ACoS for line-item tests and TACoS plus incremental profit for portfolio decisions — and we'll happily let ACoS rise on prospecting that brings in profitable new-to-brand customers, because the P&L is the scoreboard, not the ACoS.

Retail readiness is everything that decides whether ad traffic converts once it lands: listing copy and keywords, images, A+ content, reviews and rating, price, availability and your Brand Store. Ads control the click; retail readiness controls the sale. Scaling spend onto a weak detail page just buys expensive bounces and drags down conversion, organic rank and DSP performance together. Fix readiness first and every downstream pound — paid and organic — works harder. It's the highest-ROI work on most accounts before a penny more goes to media.

New-to-brand (NTB) counts customers who hadn't bought from your brand on Amazon in the prior year — genuine acquisition, not re-buying people you already had. ROAS and ACoS happily reward harvesting existing customers, which flatters the numbers while the customer base stops growing. We judge upper-funnel and DSP on NTB share, lift and total-sales impact, so spend is building the business, not just recycling it. For a brand that wants to own a category rather than hold a niche, NTB is the growth metric that counts.

It can if it's run blind, which is why we measure incrementality and total profit across both, not channel ROAS in isolation. Many shoppers who'd never convert on your .com will buy on Amazon — that's incremental revenue and new-to-brand customers, not cannibalised margin. We model the real contribution after Amazon's fees, use AMC to see how the channels interact, and steer spend to where each incremental pound grows the total business. Amazon becomes a profit and acquisition channel that feeds the brand, not a tax on it.

You get the P&L view, not a dashboard of vanity metrics. Reporting centres on TACoS, contribution margin after ads, incremental profit and new-to-brand growth, backed by AMC's full-funnel attribution and audience pathing so you can see which touchpoints actually drove sales. You'll see the organic and paid flywheel turning — paid velocity lifting rank, rank lowering the paid burden — and category share won through conquesting and defending. Every spend decision traces back to total profit, so you always know what each pound did, not just what the ad platform claims it did.