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MoonSees Case Study: From “Standard Product Trap” to “Label Play” - Category Perception Determines Your Advertising ROI
Today, I would like to talk to you about why I have always emphasized that there must be a clear distinction between standard and non-standard advertising styles through a real student case.
This case is from one of our MoonSees students, Mew. When she first took over a non-standard product, she stepped through quite a few holes. I've compiled her experiences and experiences, and incorporated them into my own teaching views, hoping to inspire you at a similar stage.
This case is from one of our MoonSees students, Mew. When she first took over a non-standard product, she stepped through quite a few holes. I've compiled her experiences and experiences, and incorporated them into my own teaching views, hoping to inspire you at a similar stage.
I. Case Background: Problems Remaining at the Time of Takeover
Product A, taken over by Mr. Meow, is a non-standard product with the designer's original style. The product itself is of good quality and the cost is not low, but there are two difficult historical issues:
1. High return rate: 25%, far exceeding the category average;
2. Single promotion method: long-term reliance on low prices and off-site drainage. In-site advertising data accumulation is weak, and profit margins are seriously squeezed.
She realized that before raising prices, she had to do the basic skills well. How did she do it?
At first, Mew didn't rush to raise prices or smash ads; instead, they started with product pages and after-sales issues.
She started by optimizing listings to reduce returns and boost conversions.
She found three main reasons for high returns:
1. The size mark in the picture is inaccurate;
2. The material description in the listing does not match the actual product;
3. Occasionally, the problem of mislabeling occurs.
These are all minor errors in operation that seem “low-level” but are easily overlooked. Once reduced to a large extent, they can significantly increase after-sales costs and damage profits. She then made a few adjustments:
1. Correct the size information in the image and copy; 2. Update the material description to solve the problem of mixing the old and new models simultaneously; 3. Confirm the accuracy of the label with the supplier.
The results were clear after a while:
1. The return rate dropped from 25% or more to less than 20%; 2. Buyers' dissatisfaction rate dropped from 18% to 8%; 3. The average daily order for one SKU, which had almost never placed orders, increased from almost 0 to 5-6 orders after the image change.
Note: Non-standard products are extremely dependent on visual and content trust. The graphics don't match, and even the best products are difficult to convert. Learn internal skills first, then talk about drainage.
1. High return rate: 25%, far exceeding the category average;
2. Single promotion method: long-term reliance on low prices and off-site drainage. In-site advertising data accumulation is weak, and profit margins are seriously squeezed.
She realized that before raising prices, she had to do the basic skills well. How did she do it?
At first, Mew didn't rush to raise prices or smash ads; instead, they started with product pages and after-sales issues.
She started by optimizing listings to reduce returns and boost conversions.
She found three main reasons for high returns:
1. The size mark in the picture is inaccurate;
2. The material description in the listing does not match the actual product;
3. Occasionally, the problem of mislabeling occurs.
These are all minor errors in operation that seem “low-level” but are easily overlooked. Once reduced to a large extent, they can significantly increase after-sales costs and damage profits. She then made a few adjustments:
1. Correct the size information in the image and copy; 2. Update the material description to solve the problem of mixing the old and new models simultaneously; 3. Confirm the accuracy of the label with the supplier.
The results were clear after a while:
1. The return rate dropped from 25% or more to less than 20%; 2. Buyers' dissatisfaction rate dropped from 18% to 8%; 3. The average daily order for one SKU, which had almost never placed orders, increased from almost 0 to 5-6 orders after the image change.
Note: Non-standard products are extremely dependent on visual and content trust. The graphics don't match, and even the best products are difficult to convert. Learn internal skills first, then talk about drainage.
After the basic problem with the listing page improved, I wanted to increase the advertisement but ran into a bottleneck and fell into confusion
After the graphics were optimized, the conversion rate increased, but traffic was still low. Based on her experience in making products in the past, Meow adopted a “four-pronged approach”:
● Increase the delivery of high-quality keywords
● Increase bidding
● Raise your budget
● Set up coupons
● Increase the delivery of high-quality keywords
● Increase bidding
● Raise your budget
● Set up coupons
As is common sense, this should lead to an increase in sales. But the reality is: sales have remained constant, ACOS has risen, and profits have declined. She once fell into self-doubt: “Did my experience fail?” In fact, it wasn't her personal problem; rather, she used the logic of standard products to choose non-standard products.
The way to solve it: use “Aquaman's style of play” to activate non-standard product traffic
Fortunately, Mew Meow is a person who is willing to learn. It was only after studying in a systematic way that she realized:
Non-standard products can not be achieved by “burning a little more”; instead, they need to change the traffic style. She abandoned the standard-type operation of blindly raising bids and expanding words, and instead started:
● Automatic advertising Neptune style of play: reaching a wide range of users with different search intentions;
● ASIN advertising Neptune's style of play: target accurate competitive products and capture relevant traffic.
Non-standard products can not be achieved by “burning a little more”; instead, they need to change the traffic style. She abandoned the standard-type operation of blindly raising bids and expanding words, and instead started:
● Automatic advertising Neptune style of play: reaching a wide range of users with different search intentions;
● ASIN advertising Neptune's style of play: target accurate competitive products and capture relevant traffic.
How effective is it?
Automatic Aquaman placed a total of 739 orders, with an average click bid of $0.26, ACOS 17.27%, and some ACOS less than 10%;
Note: The above data is shared with the seller's authorization, for reference only, and does not represent Amazon's advice or guarantee. Actual results vary depending on factors such as products and operating strategies.
ASIN Aquaman ACOS is controlled at 11.95%, with a minimum of 5.6%.
Note: The above data is shared with the seller's authorization, for reference only, and does not represent Amazon's advice or guarantee. Actual results vary depending on factors such as products and operating strategies.
Although the volume of orders is not an explosive increase, TACOS is manageable and profit performance is good.
II. Case Study: Fundamental differences between standard products and non-standard products
Sellers must clearly understand that an operating strategy must be based on your clear understanding of the product category. I have divided products into three core types: standard, non-standard, and semi-standard products, which correspond to completely different traffic strategies and competitive logic.
The first is the standard product, the core characteristic of which is the concentration of traffic.
The features of this type of product are highly standardized (such as data cables, A4 paper), buyers make extremely quick purchasing decisions, and the main competitive factors focus on price, ranking, and resources. The characteristic of its traffic is that it is highly concentrated on the top three pages of the search homepage. The operation strategy must be heavy rhetoric to seize rankings.
The second is non-standard products, which are characterized by scattered traffic.
These products come in a variety of styles, rely on vision, and require personalization (such as clothing, home decoration), and buyers prefer “show-style” browsing. The core competition is vision, creativity, style, and SKU layout. As a result, its traffic is scattered across long-tail words, ASIN detail pages, and various scene words. Operations must abandon the idea of grabbing big words and instead adopt the “Aquaman style” of “casting a wide net” to cover and capture scattered traffic with low cost and multiple links.
Finally, there is a semi-standard product. It's somewhere in between and requires a balance between the two.
The basic functions of semi-standard products are the same, but there are differences in design, materials, or scene adaptation (such as water glasses, backpacks). Its traffic is concentrated on key words and scattered over long-tail words based on individual needs. Therefore, semi-standard products require balance in operation: they must not only seek big word traffic, but also attract segmented people through differentiated design and scenario-based keyword layout to achieve a balance between function/price and design/scenario.
Simply put, standard products weigh “deep”, non-standard products weigh “wide”, and semi-standard products weigh “flat”.
Only by accurately identifying your product type can you avoid falling into the trap of “standard thinking” as in the case, and develop a truly profitable traffic strategy.
The first is the standard product, the core characteristic of which is the concentration of traffic.
The features of this type of product are highly standardized (such as data cables, A4 paper), buyers make extremely quick purchasing decisions, and the main competitive factors focus on price, ranking, and resources. The characteristic of its traffic is that it is highly concentrated on the top three pages of the search homepage. The operation strategy must be heavy rhetoric to seize rankings.
The second is non-standard products, which are characterized by scattered traffic.
These products come in a variety of styles, rely on vision, and require personalization (such as clothing, home decoration), and buyers prefer “show-style” browsing. The core competition is vision, creativity, style, and SKU layout. As a result, its traffic is scattered across long-tail words, ASIN detail pages, and various scene words. Operations must abandon the idea of grabbing big words and instead adopt the “Aquaman style” of “casting a wide net” to cover and capture scattered traffic with low cost and multiple links.
Finally, there is a semi-standard product. It's somewhere in between and requires a balance between the two.
The basic functions of semi-standard products are the same, but there are differences in design, materials, or scene adaptation (such as water glasses, backpacks). Its traffic is concentrated on key words and scattered over long-tail words based on individual needs. Therefore, semi-standard products require balance in operation: they must not only seek big word traffic, but also attract segmented people through differentiated design and scenario-based keyword layout to achieve a balance between function/price and design/scenario.
Simply put, standard products weigh “deep”, non-standard products weigh “wide”, and semi-standard products weigh “flat”.
Only by accurately identifying your product type can you avoid falling into the trap of “standard thinking” as in the case, and develop a truly profitable traffic strategy.
3. There is no “panacea” for operation, only “treating the symptoms”
The basic operation is ground-based. Regardless of the category, solve low-level errors such as “what you see is what you get” and “return rate” first. Cognition determines strategy. Understanding whether your product is a “standard” or “non-standard” is the first step.
If your product is a non-standard product with a variety of styles and relies on vision, please immediately abandon the standard product idea of “raise the bid to grab big words” and use the Aquaman style of play to cover a wide range of traffic touchpoints at a low cost in order to achieve profitable growth.
If your product is a non-standard product with a variety of styles and relies on vision, please immediately abandon the standard product idea of “raise the bid to grab big words” and use the Aquaman style of play to cover a wide range of traffic touchpoints at a low cost in order to achieve profitable growth.
I hope everyone can take inspiration from this case and upgrade their own perceptions.
The above content only represents the creators' personal opinions. The data is for reference only, and does not represent the official views of Amazon Global Store.
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