We passed our five-year mark this summer. Five years is long enough to notice which decisions kept paying us back, grounded in real client numbers, not milestones for their own sake.
We passed our five-year mark this summer. Five years is not long enough to claim we have figured out how marketplace operating should work. It is long enough to notice which decisions kept paying us back and which ones we would make differently if we started tomorrow.
The clients who kept us are the ones who let us operate the whole system, not one lever inside it. When advertising, listings, catalog, forecasting, and creative live under one operating cadence, every decision gets sharper. When they live under four vendors, they get slower. That is the compounding effect.
The numbers back it. On the Del Real Foods engagement, catalog-wide listing work happened before advertising scaled, so the first ad dollar landed on a page built to close: 7.3x blended ROAS, 50% conversion lift, 6x year-over-year reorder volume from Amazon itself, and every month for the last year running above forecast. On the AT&T engagement, catalog rightsizing from 295 offers to 120 and Unit Session Percentage moving from 7.5% to 12.9% happened in parallel with a rebuilt content system, one lever pulled to make the others sharper.
Active offers cut from 295 to 120 and parent items from 106 to 48, so every ad dollar landed on a tighter catalog. Unit Session Percentage climbed from 7.5% to 12.9% alongside it.
Del Real Foods: 7.3x blended ROAS, 50% conversion lift, 6x year-over-year reorder volume from Amazon, and every month for the last year running above forecast.
Two things.
First, the assumption that Amazon and Walmart are advertising problems. They are operating problems. Advertising is one input into a system whose real bottleneck is usually the listing, the forecast, or the fulfillment lane. The agencies that led with paid media grew fast in 2021 and 2022 and stalled when the ad efficiency gains ran out. The ones that operated the whole account stayed useful.
Second, the assumption that grocery on Amazon was a rounding error. It was not. Amazon Fresh, Whole Foods, and the unified Amazon Grocery label reshape how a CPG brand thinks about digital shelf placement. TopRank leaned into grocery when most agencies still treated it as a sideline. That decision built the client base and the reputation we have today.
Three things. Real numbers over adjectives, every claim gets sourced or it does not ship. Operator-to-operator, everyone on our team has run accounts, not just consulted on them. And no hype, the swap test on every piece of client-facing work: could a competitor have said this? If yes, we rewrite until they couldn't.
Deeper into what we have already proved works. More Fresh and grocery capacity because the category is still under-served. More creative firepower because listing conversion is the choke point most brands cannot solve alone. More marketplace acceleration for brands that want the full operating layer without the enterprise cost curve.
If your brand is one year in on Amazon and stuck, or five years in and plateaued, the gap is almost never one tactic. It is a system that needs one owner. That is the case for TopRank Partners in year six the same as it was in year one.
Talk to us about your Amazon channel. The invitation, not the sales pitch. If the gap is a system that needs one owner, we will tell you plainly.
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