Five online stores across different niches — from paint-by-numbers to furniture and bags. One system behind every launch: the RACE funnel, transparent analytics, and scaling only what actually drives sales.
In almost every store the problem was the same: ads launched chaotically, with no understanding of which stage was responsible for what or what actually drove sales. We rebuilt the logic and structured a funnel where each stage closes its own task:
Ads were already running and orders were coming in, but sales were unstable and there was zero sense of control. Campaigns launched chaotically: creatives were tested, audiences swapped, but no one knew what actually drove sales.
A separate problem — no retargeting at all. People looked at the paintings, added them to the cart, and left. The business paid for traffic but never closed the warm audience, even though that's exactly what delivers the best return.
We rebuilt the sales logic and rolled out the RACE funnel. For the cold audience we showed the painting process, the emotion, the anti-stress effect, and the final result. Then we warmed up everyone who had engaged with the content.
Separately, we launched retargeting on product views, abandoned carts, and site visitors — this is where the business started recovering money it used to simply lose. The advertising became systematic and controllable.
Good product, market prices, a working site — but advertising produced a very expensive purchase. The problem wasn't targeting or budget, it was communication: the creatives didn't convey the product's real value.
The ads showed furniture but never explained why this furniture, how it differs from competitors, and what the customer is paying for. People clicked, looked — and didn't buy. CPA was high and scaling was risky.
We started not by swapping ads but by completely rebuilding the communication logic. We rolled out the RACE funnel and built a separate creative strategy for each stage. For the cold audience — use cases, atmosphere, the emotion of 'home'.
At the engagement stage we explained materials, comfort, details. At the sales stage we closed objections: price, timelines, quality, warranties. People arrived at the site already prepared, not asking 'why so expensive?'.
Advertising worked, averaging 2–3 purchases a day. But the moment the business raised the budget to scale, the cost per purchase spiked and the ads lost efficiency.
Because of that, the owner was afraid to increase spend: scaling looked like a risk, not an opportunity. The business hit a ceiling and couldn't break through it.
We rebuilt the scaling system. We laid out the funnel and clearly split traffic: cold, warm, and direct sales — separately. We rolled out RACE and matched creatives and messages to each stage.
We scaled not everything at once, but only what consistently held ROAS. Weak creatives and SKUs didn't drag the budget down — and the business grew almost 3× in volume without breaking its economics.
An online bag store with a mid-to-premium average order value. Stylish product, visually strong, but advertising worked unstably. The core problem — no system.
Campaigns launched in fits and starts, creatives and messages changed often, but no one understood which funnel stage was responsible for what. Ads brought orders, but scaling them was impossible.
We rolled out the RACE funnel and built communication for each stage. For the cold audience — a focus on style and image: a bag as a status piece, not just an accessory. At engagement we showed details, materials, hardware.
At the sales stage, creatives closed the key objections: price, quality, durability, who the model is for. Retargeting didn't duplicate ads but logically reinforced earlier messages. Sales became systematic, scaling — controllable.
A large assortment, ads running constantly, but the business barely earned. They ran 'something' on intuition, with no understanding of which products could actually be profitable. The budget was spread thin across dozens of SKUs.
The key problem — nobody was calculating unit economics. Orders came in, but the ad budget ate the entire margin. The business worked for revenue, not profit.
First we stopped and ran the numbers: cost, margin, allowable CPA, and real profitability per product. It became clear which toys could be hero products and which weren't worth running at all.
We completely changed the budget split: 80% on proven hero products, 20% on testing others. Instead of intuition — math; instead of burning budget — control and profit.
We'll show you where your business is leaving money on the table and how to change it in your niche. No fluff, no empty promises.
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