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ECOMMERCE · LANDSCAPING AND PAVING · UK NATIONWIDE
SERVICES WE RUN
PPC
MARKETING SOLUTIONS
Ecommerce Marketing
Performance Marketing
Profitability Growth
◆ AT A GLANCE ◆
Return on ad spend, September against June
The month we inherited it against the month the season ended.
Of month-on-month improvement
Every month from the handover onwards, without exception.
Of site revenue through paid channels
The channel carrying the business through its season.
Engagement rate on paid search
The highest of any channel on the site, paid or organic.
At the client’s request, every figure on this page is a share, a rate or a relative movement. We have not published revenue, ad spend, order volumes, cost per acquisition or return on ad spend in absolute terms, and no two figures here can be combined to derive any of them. If you want the absolute numbers, the client is happy for us to walk through them on a call under NDA.
◆ THE STARTING POINT ◆
WHAT WE INHERITED
An account whose return per pound had been falling for three months through the most important part of the year
A website migration that had disrupted tracking and product data, with some reporting still not accurate afterwards
Almost no upper-funnel activity, so nothing was feeding the bottom of the funnel that the sales depended on
A catalogue of several hundred products with no single hero line to carry the result
◆ THE DIAGNOSIS ◆
Almost all activity sat on people already searching for paving with intent. That demand is finite, and in a considered purchase like this most buyers research for weeks before they buy. With nothing generating awareness earlier in the journey, the high-intent campaigns were competing for a pool that was never being refilled. Sales volume was capped by something upstream of the campaigns doing the selling.
The ten best-selling products account for under a quarter of revenue, so this range cannot be carried by a handful of lines. Coverage has to be genuinely catalogue-wide, which makes the product feed and the shopping structure the highest-leverage assets in the account rather than an afterthought.
Taking over in June meant rebuilding while spending at peak rates, with no option to pause and relaunch. Changes had to be sequenced so that nothing was ever switched off faster than its replacement could pick up the volume.
Parts of the site reporting had not survived the rebuild intact. Decisions were made against the measures that were still reliable — orders, cart behaviour and revenue — rather than against the ones that looked broken.
◆ THE WORK ◆
PHASE 01
June
Take-over mid-season means the first job is to stop the decline, not to redesign. Spend was held where it was earning, the clearest waste was cut, and the measures that had survived the migration were separated from the ones that had not, so decisions were being made on data that could be trusted.
PPC
PHASE 02
June–July
Campaign structure rebuilt so budget could follow products and intent rather than sit in a general pool. Shopping and Performance Max coverage extended properly across the full catalogue, since a range this broad cannot be represented by its bestsellers alone.
PPC
PHASE 03
July onwards
The missing piece. Upper-funnel activity was introduced to reach people planning a garden project before they were searching for a specific product, feeding demand into the high-intent campaigns rather than leaving them to fight over a static pool. This is what lifted volume at the bottom of the funnel rather than simply making the bottom of the funnel cheaper.
PPC
PHASE 04
Ongoing
A modest amount of activity on Meta and Pinterest, kept deliberately small. It was tested honestly and did not earn a larger share of budget, so it did not get one. Not every channel has to work for the account to.
PPC
PHASE 05
August–September
With the structure right and the funnel feeding itself, the job became incremental: return per pound improved in every month from the handover onwards, and the account finished the season a long way ahead of where it was found.
PPC
◆ HOW IT IS RUN ◆
One principal operator
The person who rebuilt the account is the person who runs it and the person on the call. No account manager relaying instructions, and no junior learning on the budget.
Weekly, not monthly
Search terms, feed health and product-level performance reviewed every week. Inside a season this short, a monthly report arrives too late to act on.
The feed is treated as a campaign
Across several hundred products, what the feed says and whether it is accurate decides what can be sold. It is maintained as part of the paid media job, not handed off.
Judged on return, not on volume
Buying more traffic is easy in a seasonal category. The number the work is held to is what each pound returns, which is the one that fell before we arrived.
Reallocation is built in
Effort moves to whichever part is the constraint. Here that meant stabilising first, then structure, then the top of the funnel.
Everything is theirs
Account, feed, tracking and data sit in the client’s name and have from day one, on thirty days’ notice.
◆ WHAT MOVED ◆
Principal operator, TGMA
◆ WHAT IS NEXT ◆
Going into the next season with the upper funnel already running, rather than building it mid-year as we had to this time
Repairing the product reporting the migration disrupted, so the full picture is visible before the season starts
Taking search impression share up from roughly a quarter, where most of the available auctions still go elsewhere
Deepening catalogue coverage further, since in a range this broad the long tail is where the next increment of growth sits