The D2Z Podcast

The Secrets of Amazon Advertising with Elizabeth Greene - 117

• Brandon Amoroso • Season 1 • Episode 117

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In this episode of D2Z, Brandon Amoroso sits down with Elizabeth Greene, co-founder of Junglr, an Amazon agency known for its innovative advertising strategies that boost sales for Amazon sellers. From her early days as a homeschooling mother of six to spearheading a thriving agency, Elizabeth shares her journey into the world of e-commerce, detailing the trials and triumphs of advertising on Amazon.


Here's what you'll learn:

🚀 Transitioning from Home Life to Business: Discover how Elizabeth Greene transitioned from being a stay-at-home mom to launching a successful Amazon-focused agency.

📈 Strategies for Amazon Advertising: Gain insights into effective advertising strategies that enhance organic market share and drive sales.

📊 Understanding Amazon's Evolving Platform: Learn about the complexities of Amazon's advertising platform and how it's evolved to offer more control and data to sellers.

🛠 Building and Scaling an Agency: Explore the challenges and strategies involved in scaling an Amazon agency and why focusing on a niche service can lead to greater success.

🌍 Remote Team Management: Find out how Elizabeth effectively manages a remote team, ensuring productivity and satisfaction in a distributed work environment.


Timestamps

🎙️ Introduction to Elizabeth Greene (00:00:00)

👩‍👧‍👦 Elizabeth's Transition from Homeschooling to E-commerce (00:01:11)

🚀 Starting and Scaling an Amazon Business (00:01:35)

📊 Insights into Retail Arbitrage and Private Labeling (00:02:16)

🔍 Finding Gaps in the Market for Product Development (00:03:15)

📈 Understanding and Leveraging Amazon Advertising (00:04:22)

🛠 Strategies for Building and Scaling a Remote Team (00:09:27)

💼 Managing Team Roles and Retention in an Agency (00:14:43)

🌐 Effective Product Strategies on Amazon (00:27:48)

📝 Importance of Knowing Your Business Numbers (00:33:44)

🔗 How to Connect with Elizabeth and Her Agency (00:36:53)


Brandon Amoroso:

LinkedIn - https://www.linkedin.com/in/brandonamoroso/

Web - https://brandonamoroso.com/

Instagram - https://www.instagram.com/bamoroso11/

X - https://twitter.com/AmorosoBrandon

Scalis.ai - https://scalis.ai/


Mentioned resources

Amazon - https://www.amazon.com/

Junglr - https://www.junglr.com/

Speaker 1:

I'm Brandon Amoroso, and this is the D2Z Podcast building and growing your business from a Gen Z perspective. Hey, everyone, thanks for tuning in to D2Z, a podcast about using the Gen Z mindset to grow your business. I'm Gen Z entrepreneur Brandon Amoroso, founder and president of Electric, as well as the co-founder of Scaless, and today I'm talking with Elizabeth Green, who's the co-founder at Jungler, which is an Amazon agency that drives exponential sales growth for sellers using client-centric ad strategies. Thanks for coming on the show.

Speaker 2:

Absolutely. Thanks so much for having me on.

Speaker 1:

So before we dive into things here, can you give everybody just a quick background on yourself?

Speaker 2:

Yeah, absolutely, my story is a little bit interesting. Hopefully it will be encouraging to your listeners. I don't have a really huge background in business or growing businesses, so it's very much scrappy. Try things and try and see where it can go. Which it was very much scrappy, try things and, you know, try and see where it can go. Um which I was listening to some of your past podcasts and, like listening to your guests origin stories, I'm like, oh my gosh, they've done so much. It's amazing.

Speaker 2:

Um, before I got into this, uh, I was actually a stay at home mom. Um, we have six kids, so that kept me busy enough. Add on homeschooling of those kids. On top of that, there's plenty to keep me busy with. But my husband's family is very entrepreneurial, so I do definitely have a support system behind me to sort of push me into what I'm doing now.

Speaker 2:

I would have never thought that I would be growing a business, growing the team agency dynamic, like there's a lot of really, really exciting things that I found very, very fulfilling. Um, but, yeah, so started up with that, it was like everybody does. Hey, how can we have a business where we can work from home? Right, I was at home, the kids were home. My husband was not, so like how can everybody be home? Um, there's lots of avenues for that, especially nowadays, like the options are almost infinite, which kind of makes it a little bit daunting at times. So a lot of things, you know. They're just selling on Etsy, selling physical products, of course, Amazon being one of those avenues to sell physical products. So that's what we started to get into Retail arbitrage, which that was a little bit much Like. It's still a viable business. There are still some amazing people doing really great numbers using that model, which is essentially go to stores, purchase items for less, sell it for more on Amazon. Right, it fulfills the service because anyone looking to source you know they're looking to purchase it. They don't want to have to go to the store. You know you're kind of the go-between for that. Getting those physical products on Amazon. It's a lot. You got to go to stores, you got to find the products, you got to scan everything, you got to make sure you know the margins are there to do that. Dragging along I think four kids at the time was a little bit much to do that and so like, okay, is there another model?

Speaker 2:

There is another model that's called private label and that's a lot of the sellers we work with now are private label sellers, which is you essentially develop a product. So it's a little bit more sensitive than, say, just white labeling. So white labeling is like you find a product, you slap your logo on it and you're off to the races, right. Private labeling I mean if you really had to put a distinction there. It's more like developing your own products to be able to sell on the platform. So it's a little bit more that goes into it. You should, like you know, get to know your customers a little bit more. What does the market need? Where are the gaps in the market?

Speaker 2:

You know that sort of analysis and so got into that and then promptly got pregnant with twins, and that was a whole beast of itself. I think I lost about a year of my life and we survived. But obviously things had to be prioritized, and selling on Amazon was not one of them. So when we finally picked our heads out of the sand you know, pregnancy plus, however much, probably until the boys were about four months old was when we, like, started to see the end of survival mode a little bit. So after picking our heads out of the sand. I was like, all right, well, let's get back on the, you know, trying to really develop a business to be where we could. You know, something we could do online that was flexible. And then Amazon seller communities.

Speaker 2:

I was in a lot of those so I started to enter into that a little bit more, having more conversations, and part of those conversations was all around advertising. How does one do advertising? What is the most effective way to do advertising? There's some really interesting connections in advertising between your advertising efforts and then you are actually your organic market share. There's a direct correlation between those two things.

Speaker 2:

So running ads is not just great for, obviously, whatever ad sales and ROI you get from that, but there's like residual effects of it which makes it a very, very attractive thing to have. But it's also something if you don't know how to run it properly. You can like any advertising right. You could completely blow all of your profits and go out of business. So there's a tightrope to walk and it's much more complex these days. So those conversations started happening and people like I don't know how to do this. You obviously do, and I was like I guess I do, and so I started helping out some sellers and it's been, I guess, going on seven years now and growing ever since.

Speaker 1:

I mean frankly, you know, raising and homeschooling six kids sounds far more difficult than running a business, so this should be easy for you.

Speaker 2:

One would think I've learned a lot. I've definitely learned a lot.

Speaker 1:

How did you end up? You know, you mentioned, that there's a bunch of different options out there when it comes to you comes to being able to work from home. How did you even settle upon Amazon to begin with?

Speaker 2:

This was back. I'm not even going to say the year because I'm going to totally get my timelines wrong, but this was. Amazon, was, and still continues to be, a really great online arbitrage platform. A benefit of selling on Amazon is Amazon, the business, has solved a lot of the logistics problems and the traffic problems that historically are a little bit harder if you want to get up on selling on any sort of e-com channel, because, like you said, there's tons of different options, right? I mean, you can sell through Instagram. There's TikTok shops, now people have Shopify stores.

Speaker 2:

You can run traffic, but with all of those things, you have to figure out the logistics, you know. You have to figure out the transaction. You have to make sure that you actually have traffic coming to those platforms and that the traffic converts. There's a lot of variables within that. That, if you are completely new to it and you don't know how to solve it, there's less variables when it comes to the Amazon platform, right, so there's a lot of competition, but Amazon has standardized the listings.

Speaker 2:

So, yes, there's absolutely things that must be done to optimize for conversion rates when you you know when you list a product, but the box you can play in is more defined, so it's a little bit less daunting than, say, like, completely setting up the Shopify store if you are starting from square one. So there's a lot of things that make it really attractive to somebody who's looking to get into selling on e-com but doesn't, like doesn't even know where to start. Don't get me wrong, there's a lot to learn. Like it's still really complex. It's not like nothing's like super easy, but there's a lot of probably problems and things that are solved for you like. So, just in terms of um, like customer support, in a lot of ways that's completely handled right. Again, the trade-off is you're playing within their sandbox and so there's only so much you can do um, but again, due to, you can run a really really large business, business with a really really small team Just leveraging the platform.

Speaker 1:

Are you doing FBA for all of your products?

Speaker 2:

We were, we were, so we've transitioned to now we just have our agency, mostly because that's growing and scaling and I like personally being able to focus on one specific thing. That's been really helpful for me as a founder. I know people are like you know I have 20 different businesses and seven different sources of income and like that's amazing and I I applaud you for that. I just know myself and I know I struggle to really achieve I don't say perfection, because honestly, nothing's ever perfect, but like achieve the quality that I want when my focus is so split yeah, I mean that makes sense.

Speaker 1:

Plus, when it comes to an agency, I found that the ones that are more successful are the ones that you know sort of hone in and focus on doing one thing exceptionally well versus doing everything you know sort of you know mediocre, especially when it comes to being able to scale and build out the team. It's a lot easier if you're only scaling and building out one function, versus trying to scale and build out a bunch of different functions all at once. Yeah, speaking of scaling the team.

Speaker 1:

How have you gone about in a remote environment? You know adding on to your team and building out like processes so that everybody can work. You know cross-functionally together and well with the clients that you are onboarding.

Speaker 2:

Yeah, that's a really good question and, like I mentioned in the intro, this is my first video, so I'll tell you how I've done it and then talk to me in five years and be like, oh, that was terrible, I would have done it this way. But how I've done it is replacing things that I've learned how to do Okay, and also placing the things that are the easiest to get someone to be able to take over. So, for example, my first hire with advertising, you're looking at a ton of different data and reports, right, you know it's pulling those reports, pulling those reports, putting things together. You can create systems to like combine things. You know, eventually you get software and you level up, but it's still a lot of pulling reports, right, and those things are manual, they're tedious and they don't require a lot of creative thinking, and so for that that was my first hire I was like, oh my gosh, I absolutely hate putting together these reports. Somebody come here and like put together these reports, and that person is still with me and she's amazing like, and it's also finding the person that enjoys and can function well in that role. So, for example, her name is crystal, she she has been pulling reports and putting them in folders and following a system for like.

Speaker 2:

Like I said, I'm going on seven years, I think she's been with me like five, six years. At this point, like that's a long dang time to be doing almost the same exact thing for like day, but she thrives and she's she's taken on stuff, and there's times I'm like, oh my gosh, I totally forgot. And she's like no, I got it, I know, I know this is what we do every month. Don't worry, like, I know the system, I do, and she just, she just runs it. She's amazing, right, I would absolutely hate my life. I would quit within the first month. That would drive me up a wall, right? So it's finding those people. They're like okay, this is the thing that I need.

Speaker 2:

Um, and I listened to a lot of podcasts and a lot of people who are much further along in business than me. Um, and one piece of advice which I have found has been true is it is really difficult, when you have someone like a founder or maybe somebody in leadership, when you're trying to like, say, replace them or, you know, take things off their plate, to expect that you're going to get the one person who's going to do the 20 different things that they're doing, because, like you said, it is very hard to have excellence in multiple areas. You can, over time, but it's hard to find, like that exact puzzle piece that you're going to fit into that, and so what I found for myself is it's what are the pieces that I can carve off? So, for example, for me, we put out a lot of content, right, I have done this with. I hired a content editor. She's amazing. She got super swamped. We're putting on a lot of shorts, and so she's. So, instead of me like trying to be like okay, how do we replace her? It's like oh, this is the piece that we actually is the most helpful to carve off of this.

Speaker 2:

Let's get somebody. All he does is edit shorts. That's all he does His entire job. Right, edit shorts. We've gotten better at them. They've gotten faster. The clips are getting better Great, okay. Now she's like I'm struggling a little bit with writing the captions, the content. Great, let's look about, let's look at somebody who can be the content writer. Right, let's pull off these pieces.

Speaker 2:

So I think it's the same thing as a founder.

Speaker 2:

You're like hey, these are. How can I section the work into areas of expertise and then find the person to fulfill that role. And if you're fulfilling, like, if you're trying to take off your shoulders something, um, it might require multiple people. So, for example, um, I took off pulling with reports, right, well then, I needed more back-end work. There's a little bit more of I need some innovative work, but not too much.

Speaker 2:

It's kind of like make some strategic decisions here, here and here, but overall you follow a process and there there's a couple of branches of if, formulas or something, and so, okay, let me put somebody in that role. And then I come up I'm still over communications and I'm still over this. Okay, now, communications is different than somebody doing the backend work. And then you know, you just kind of plug the holes and then eventually you're out of it. It takes a lot longer, but what I found is that you can control the quality a lot more. Again, talk to me in five years. I'll be like that was dumb, but right now that's what's working I mean agencies are notorious for turnover, though.

Speaker 1:

So how, how have you been able to keep somebody for you know five, six years, when most agencies I know if, if you've been there for you know two or more years, that's like a huge positive, because I've seen a lot of you know six, nine month stints and people hop from place to place. So what are I mean? Is it more on the hiring side you're finding the right people or have you set up structures internally where people are incentivized to stay? Talk me through that a little bit, because, again, like, agencies are typically a pretty high turnover business from an employee standpoint.

Speaker 2:

That is a really really good question and maybe I'll try and talk through the answer because, to be honest, I do have very good retention rates on the team I. The only reason I have ever had anyone leave me is because they weren't a good fit and we let them go. As of right now, I don't have anyone who is left. Also, for context, a lot of my team is overseas and I found a lot of talent in the Philippines, so a lot of my team is in the Philippines and they do also have a somewhat client-facing role as well. So it's not like, oh, we have the backend team and then we have and that might be part of it, right, I, maybe it's. I don't treat them as like you're the backend workers that are secretly doing all the work in the closet and like nobody's supposed to know about you because it's a secret. Like I do, I do try and applaud them, um, and celebrate them when I see them doing something really good. Um, I also try and be sensitive and just genuinely care about the team. An example of that might be also trying to have frank discussions of hey, this is where I see something that I think you would excel at. Is this a role that you would be interested in. So I have one of, say, my top ad managers. She has really really good communication skills and actually she also has like a background in like management of like customer relations teams at some like very large companies. So she really has that communication aspect and she's wicked good at it.

Speaker 2:

I had a frank discussion with her. I said, hey, like I feel like you would be phenomenal in this role. You know, is this something that would be of interest to you? And she's like, honestly, uh, I would probably quit and hate my life because that's I don't like. She's like, I just want to be like doing my thing. I love working in the accounts, I love like being in this thing, getting to like figure all this stuff out, and it drives me up a wall when I have to like just she's like, I just know I'm like that that's good to know. Great, so I'm not going to force you into that role. You might have skills there that might. So it's like trying to genuinely take interest in where would you be the most happy, where do your skill sets best fit? And then where can I make sure that you're going to feel fulfilled in your work and also feel appreciated on what you do.

Speaker 1:

Yeah, I had a team member early on that I've moved into a role because they were a great like individual contributor and so you know, sort of the logical next step would be would be manager. They're a terrible manager and they didn't even want to be a manager, but I just never had that conversation with them around if they did or did not want to be a manager. But to your point about having a, an overseas team, how have you managed being able to sort of like source and vet quality and then also have them be client facing Cause? I know, you know I have other agency owners who have had difficulties, uh, especially with the client facing component of it.

Speaker 2:

Mm-hmm. So I think you can have the the head or the front client facing role to be um, or the front client facing role to be an overseas. I will say it's a little bit harder. You can find the talent to be able to do that. Time differences make that a little bit harder. So most of our clients are in the US right. That can be a little bit difficult. So that current role is onshore, so they're located where I'm located and so we have sort of like the front runner and then they're sort of like management underneath.

Speaker 2:

That I did for a time because I was. That was one huge thing to offload. I was very much stuck in the client communication role, like facilitating the work. It's very easy to hand off a lot of the written communications to them. Other things I would say is vet for the type of worker that you want to have long term. That is something that I actually I ended up having to let someone go who honestly was good at account management. You know the doing of the work and I did my best. Actually I was able to find him a position, you know, where he didn't have to go down in salary and really advocate for him because I thought he had grown underneath me and you know he had had definitely up leveled his skills, for sure. But unfortunately, where I was needing the team to go in terms of having them take over some of the communications from my plate, um, there was just a disconnect there and his skill set wasn't quite there and I wasn't seeing him push to learn that skill set.

Speaker 2:

And so, because in the beginning I was like, oh yeah, no, I'm over communications, I just need people to do the work, not thinking, shoot, as the agency grows, if every single communication goes through me and I'm responsible for every single client interaction, what is that going to look like in six months At some point? I can't even get past that, right. So then I thought, well, what pieces again, what pieces can I hand off? What does that look like? And so if I'm vetting for, say, an account management role, I just need to know can you do the work, are you skilled? Right. But if I'm vetting so I might not do things like do we do, like you know, video interviews? There's some people who are like, hey, if it's a back in person, I don't need to do that, I just need you know, I need examples of work and I need, you know, just to be assured of that right Versus, or I don't have to worry so much about. Can you be on camera, you know? Do you have good like spoken English right? It doesn't really matter to me. Well, six months it might matter.

Speaker 2:

So I would say, like, think long term about what you feel, like maybe some of the things that you feel like the role could move into, and just make sure that you're pre vetting for that, something that I had learned, you know, now I'm starting to go on, and now I'm starting to go on, and then, as far as I think, it also is a determination of how you, as a founder, want to build your team. Again, talk to me in five years and be like that was a suck at following sops. I'll be honest, I'm I'm not an over systematized type of person, um, and so therefore, I also suck at writing sops. So what I've done is I've brought in other team members who can basically come in and simplify my complexity, because I work in the future, I work in the what is possible and I also work in to the utmost possible excellence we can. That is what we must deliver, and so that means I'm constantly like here's a better way, here's a better way, here's a better way, here's a better way. And I'm living in the future and I'm like I'm always thinking of the possibility. So it's really hard for me to sit down and write down the now, which means I have to get people who are comfortable working within that. Somebody else that might sound absolutely horrible and they're like I need everything systematized. I need to make sure every single person checks every single. You know like it's like to the t absolutely.

Speaker 2:

I like being able to have some form of creativity and I think it's also important in the industry we're in with the advertising um, and consequently I've been able to find people because I know what I want and I know what I'm looking for and I know what that skill set looks for. My overseas team is developing ad strategies that I'm like I feel like I know what I'm doing right, like I've done this for a really long time. I can get on podcasts, I can talk shop all day long, but I look at what they're doing and I'm like how the heck did you get those results? Like that's insane. So I have a team, so you can either SOP it right and then you have to have people on top of it constantly iterating on SOPs, or you can have a system, but then flexibility within the system and then just get really freaking good people who love what they do, who are excited to grow, who you can see that growth path with. They need, obviously, the baseline skills.

Speaker 2:

You can't hire unskilled workers in this right. If you go the SOP route, you can hire like I can take them from zero, you know, with no knowledge, all the way up. Right, because you just you follow the system. Right, my system. I can't do that, nor do, personally, do I want to do that because I like injecting new ideas into the system. That's me, that's my comfort, comfort level, a little bit more chaotic. Right, talk to me in five years and be like that's the worst way to do it ever. Go get the sops, but for right now I just I know, as a founder, that's how I've found it to work really well. Um, I think if you were like more like checkbox kind of person, then you probably would be like oh, I just need to make sure that I have people who can follow this, and then that's like I mean.

Speaker 1:

I think there's a happy medium where you have some sort of system and process, but that it evolves over time, especially as you know new things come to market, or you know new ideas come come up. Otherwise, you know as quickly as things change nowadays, then you'll end up getting left behind. But, what have been some of the biggest changes in the Amazon landscape from the time that you've started to today?

Speaker 2:

Yeah, there's been several shifts that have happened. The recent wave, when I started, was a lot more control over options for different adjustments that you can have on the campaigns different bidding strategies, different budget strategies, things like placements and all those kinds of things. So they had a wave of giving us more control. Then they had a wave of giving us more data, which was really interesting. So there's a lot more things to QA, a lot more insights we can bring that would funnel back into the advertising and then what they are. Their current wave right now is to try and take over more of that control, meaning they want the algorithm to do a little bit more of the work versus you know a lot more like broader things.

Speaker 2:

You know. Allow the algorithm to determine what kind of search terms trigger. Allow the algorithm to determine what kind of search terms trigger. That wave is probably the most infuriating to people like me, because we're like I know what I want to do, I know how to make it work. Stop trying to, like, take control for me. Um, but I I understand why they're doing it, because they're trying to make it much more um easier for entry level. So if you don't know what you're doing, if you allow the algorithm to take over, it's probably going to do a better job than what you're doing. If you're at the top of the game, the way we are, and really we know what we're doing, it actually makes things much worse. So that's the dynamic that we're trying to navigate right now.

Speaker 2:

Now, if you ask the average seller, what is, what is the biggest change, what is the most? They're going to tell you uh, the increase in competition and the rise in the cost per clicks by far. So running more efficient, more effective advertising is becoming more and more and more difficult just due to the cost associated with running those ads, because back when I started, you could get like 10 cent cost per clicks. If you're getting 10 cent cost per clicks like, you can have really crappy targeting. You can like barely know what you're doing. You can throw something up. If you're getting it for pennies on the dollar, the numbers can look fantastic, even if under the hood there's a bunch of stuff broken right. Well, nowadays if you're paying a couple bucks every click, that adds up really really fast and it's really really easy to waste a lot of ad dollars quickly.

Speaker 2:

It becomes a big struggle, Well what are the types of products that you're seeing work really well right now on Amazon, say, home goods products tend to be a big winner. Honestly, I'm seeing a lot of things work in a lot of different categories. I think the thing that is the most important to figure out when it comes to product sourcing is is there a way you can find a gap in the market? Ie that the consumer actually cares about would be the biggest one, because there's a lot of people like oh, I have this, like you know this brand new color that nobody else has in the market and it's like well, nobody else has it because they all tested it, and like nobody actually wants that color. Right, so it's due because, with it becoming more competitive, you know if you can those. Those areas are really few and far between because there's so many people just injecting new products into the platform daily. It's kind of insane, but it's like if you can find a place where there is shopper search, that's underserved, that's probably the the easiest place to play in, like if you're gonna, and, and that that breakdown in the market could be things like um, maybe there's like one competitor or one main person and they had to solve like a really crappy listing. Uh, you know, they've been getting all of the market share for the longest time. They haven't had to come up against anyone. So maybe you can come up with you know, absolutely better.

Speaker 2:

Take on the product. It doesn't have to be, it doesn't have to be revolutionary, it just has to be not the same as everybody else, because you're the same as everybody else. And they also have a better price and reviews like let's be honest, as a consumer, which one am I going to click on and purchase? Like the one that's vetted and the one that gives me a better price, right? So if you come in what we call like you know, me too products, it's like oh, you know I'm launching this product. Be like well, there's six other ones exactly like it and you have no reviews and you wanted to launch it for $5 more. It's like you can launch something for $5 more. It's just like make sure the consumer understands and is okay with paying $5 more and show them why they should pay $5 more. If you can prove that out 100%, you can make it. Just don't delude yourself.

Speaker 1:

Yeah, I think the review generation is something that is critical. But how do you go from you know zero reviews to a hundred, and then from a hundred to a thousand, especially if there's a category where you know there's products that might already have 9,000, 10,000 plus reviews?

Speaker 2:

You get a crap ton of sales. That's legit way to do it. I mean used to be back in the day you. You get a crap ton of sales. That's a legit way to do it. I mean used to be back in the day you could, you could. Everyone called it. They're like oh, it's gray hat strategy, like it's totally blatantly against terms of service, but everybody did it and nobody got in trouble. So like it was quite okay, right? Um, amazon significantly cracked down on that they go in waves where they're like there's this thing and everybody does.

Speaker 2:

It's totally against terms of service, which back in the day, they call them like search, find buys. It was basically you paid somebody to simulate a legitimate purchase so they would go in, they would search a term, they would scroll to find your product, they would click on it and then they would then purchase it. Um, and then leave a review afterwards and everybody's like oh yeah, and like that's so blatantly manipulation of the algorithm. It's not even funny, but like everybody did it and that was like the way to do it. Um, and then amazon started like cracking down on people and like banning products and people are getting in really big trouble. So now it's like don't do that if you don't want your account shut down.

Speaker 2:

Same thing for reviews Like if you're blatantly purchasing reviews and they contract that you will get your account banned. So you have to be very, very careful. So the only way to get around that is legitimate reviews. How do you get legitimate reviews? You sell a lot of product, which is not an easy thing to hear for new sellers coming into the space. What I will say to that is how much those reviews matter are dependent on the category, meaning how much just trust in your product is there? Example huge distrust is supplements, right you tell?

Speaker 2:

me this is going to get rid of my acne and it's going to make me lose five pounds and, you know, my life will be better. And I'm like, I don't believe you because I already tried five other things and nothing is working. Right, I hope it works, but like does it. But then if I see a bunch of people there's 50 reviews on there that's like, oh my gosh, it totally cleared my acne and I lost five pounds and my boyfriend came back right. I'm like, oh my god, amazing, like I want that product, I need it right. So that's really important.

Speaker 2:

If I am buying a kitchen spoon, I just want to make sure it doesn't break, like. So if you give me one review, that's like, hey, this thing didn't tarnish and I've been washing it for three months and it's amazing. Great, okay, that's enough for me. I purchasing right. So there are some categories where reviews, like no reviews, is like a death sentence. And then there's other categories that like, if you at least get a couple, you can still compete. A great way to vet this actually is to go and look at a search for those types of products on amazon and then see who is organically ranked. Are there any products that are organically ranked that have just a couple of reviews. If the answer is yes, there's a place for you to play in that category. If no, it's going to be a little bit tougher.

Speaker 1:

What's like one tip or trick that you would give to any you know Amazon seller that's listening that you would say, yeah, like you definitely need to. Any Amazon seller that's listening that you would say, yeah, you definitely need to do this.

Speaker 2:

Know your numbers and don't not look at them because part of you is scared. That's what I would say. I work in advertising, right. Part of my questions when I get new clients is hey, what is you know? What is you guys' profit margins? Right, Because that gives me an idea. Like what wiggle room do we have to run the ads? More sellers these days know it. There's more tools out there that can help you accurately calculate your profits.

Speaker 2:

But you would be surprised at how many sellers that I talk to who don't really have any idea or like oh, I think it was this, I tracked it like six months ago, Right. And then when you really go in there and you dig in, you're like oh, I think it was this, I tracked it like six months ago, right. And then when you really go in there and you dig in, your look, you're like do you know that, even before ads, you only have like 10% margin on this product? Like, why did you tell me my goal target is this if, like, that's actually gonna make you lose money every single sale, right? So it's like taking a cold hard look at your numbers and also understanding that you're again I'm going to speak from an advertising perspective.

Speaker 2:

It's like your expectations and advertising are going to be determined by two things, which is the competition of your market in a lot of ways, like, say, the cost per clicks, and then the second one is the conversion rate of your product.

Speaker 2:

So if you have much lower cost per clicks, you have really high conversion rates, Congratulations. Right, it doesn't take you that many clicks to make an order. I'm not paying that much for those clicks. Sky's the limit, right? If you have really low conversion rates ie also lower than your category and you have really high cost per clicks, you ie also lower than your category and you have really high cost for clicks. You have to get a ton more clicks in your competition to generate that sale and you have to pay more every single time somebody clicks. So that's going to be much more difficult. So my job is figuring out what's the sandbox, how do we play in it, what's our best course of action, how do we navigate these problems? But in terms of like setting up those expectations, what I kind of expect to achieve is really determined by those two things.

Speaker 1:

Yeah, and I'm shocked how many you know businesses don't have a strong handle on that. And then, yeah, it also puts the you know the agency and everybody else in a bad position, because how do you know what the measure of success is, or how do you know what success looks like if you think a $20 CPA is good, but you really need $10 because at $20 you're losing money hand over fist due to their profit margins. All that needs to be transparent and upfront, and then you know, have the ability to walk away as well too, if it, if it isn't working.

Speaker 2:

No, absolutely.

Speaker 1:

Well, I really appreciate you taking the time today. Um, and before we hop off, though, can you let everybody know where they can connect with you and, uh, get in contact with you if they want to want to learn more? Yeah, absolutely, um, so best place can connect with you and get in?

Speaker 2:

contact with you if they want to learn more. Yeah, absolutely. So. Best place to connect with us if you're going to reach out in terms of if you sell on the Amazon platform you're doing at least seven figures a year and you want to talk to us about potentially looking at your advertising, seeing if we think we can help with that, best place is going to be our website. So junglercom, J-U-n-g-l-rcom. If you're just interested in amazon advertising and you're like this seems like an interesting place, I kind of want to learn more. Um, best place is going to be following me on linkedin. I put the most content on on linkedin. Also our youtube video. We're feeling more active on linkedin awesome.

Speaker 1:

Well, again, I really appreciate it for everybody listening. As always, it's Brandon Amoroso. You can find me at BrandonAmorosocom or ElectricMarketingcom, and we will see you next time.