What AMP found,
in dollars.

A multi-brand seller doing roughly $6M a year on Amazon. Growth had stalled and margin was compressing, with no clear internal explanation.

Fee-tier creep across dozens of SKUs, aged inventory tying up capital, and PPC spend running above breakeven on several key ASINs.

$2M+

identified upside

Repackage the top fee-tier offenders, liquidate the worst aged SKUs, reset ACOS targets brand-wide.

Blended ACOS looked healthy at the account level, but leadership couldn't say which campaigns were actually profitable.

A handful of campaigns spending well above each SKU's breakeven ACOS, quietly subsidized by a few high-margin winners.

~$25K

avoidable spend per quarter

Pause or restructure the worst-performing campaigns, set SKU-level max ACOS gates, reallocate budget to winners.

A growing brand had scaled internal fulfillment operations reactively as Amazon volume increased.

Labor and prep costs that had outgrown the actual SKU mix's requirements, with duplicated work across FBA, FBM, and AWD.

$250K

identified savings

Consolidate redundant prep workflows, right-size fulfillment method by SKU, rebalance 3PL usage.

A household goods brand's packaging hadn't been revisited since launch, even as FBA fee structures changed around it.

Multiple SKUs sitting just over a dimensional-weight or size-tier threshold, adding avoidable per-unit fees at volume.

$150K

identified opportunity

Redesign packaging for the worst-tier offenders, validate savings on a test batch, roll out across the catalog.

A large, multi-category seller had grown through acquisition and organic expansion, with no single view of account health.

Margin issues concentrated in a small number of subcategories, missing variations leaving demand uncaptured, and a catalog structure fighting the brand's own SEO.

Systemic

quantified by subcategory

Prioritize the highest-margin subcategories first, fix variation gaps in the top revenue drivers, restructure catalog taxonomy.