Naomi, thanks so much for coming back on the show. That music that's being played right now is your music. Thank you for coming back on the show. I always love to have artists on the show. - Thank you, thank you. - Do you still get time to play music now that you're deep into the Amazon world? - I do not purposefully, I do not. Now the art is learning how to live better and also strategize better. And also, to have better results with my PPC. - What's your, so it's the start of the new year? - Yes. - Do you have anything in mind for personal improvement? That's a very interesting topic. - Yeah, definitely. So actually, before starting recording, I just went through and tried to finalize our plan for 2026. And I realized that our plan was way too complex. So stepped out, zoomed out for clarity. And I was like, how can we get this as quick as possible? Is it accessible? We don't have to think. So right now, from my list of the 20 things, of the, you know, reflecting for 2025, what work, what didn't know, what were my objectives, which are the things that I thought that is going to work out, which are not. Right now, I simplified it. Let me see if I still have it here. But it's quite simple as, this is what I want. This is what I will do. That's it. It is a very common theme, I feel, this year, where because of, I think, the pace of everything in 2025, there was an instinct to want to go nuts in 2026, which is like, we're going to do all these things. And then I think, so yes, I also went through a simplification process of my 2026 goals. And it's felt really good to do. Like, do fewer things, but go deeper on them. So that's been great. So it's interesting that you had a common theme. And in fact, the episode for today also has this common theme, which is sort of, in a world of Amazon marketing, Amazon growth, where there are so many things to do. I generally do see and meet people who are probably doing too many things, like an inch deep. There's very little benefit in like, oh, I hear that I need to do this thing. And then do it, but do it at a two out of 10 level. And then do 100 of those activities at a two or three or four out of 10 quality, instead of nailing down a really important list. So prioritization is a really difficult skill. Especially for so many sellers, you open up anything. You type in Amazon PPC or Amazon SEO anywhere. And you're going to get so much information about this. And it's like, well, what should I be doing? What few things should I get really good at that will have the most leverage? And that's what this episode is about. And I love this topic of top five skills to grow in 2026 on Amazon. And yes, I almost said 2025. Yeah, it's OK. But also, whoever is listening, hello, and welcome here. You're more than welcome here. I think it's really important for us to specify the fact that it is completely normal. And our word is designed to take our attention and focus. And this is something that I'm blaming myself for not being more patient with myself, for focusing on stuff and so on. It's just a realization that this is happening. This is normal. Now, that you're aware of that. What is next that you're going to do? Because today's episode really, it was like, hey, Michael, how you're prioritizing things. What are the most important things for whenever you're managing brands? And then he knew him how you're prioritizing things. And it's really interesting that our lists are while are the same topics we prioritize them differently, again, based on the brands that are managing and how we are doing things. So if that is different, the idea is that we still are aware of that, yeah, this was chosen from 20 topics, you know, like the list of 20 things that we consider new priority. And also, it's very normal to get overwhelmed. Now, the idea of the episode is going to be because it's normal to get overwhelmed. And you are going to be overwhelmed. How can you prepare so you can really grow these kiosks and grow on Amazon this year? Because otherwise, it's just like one again, good episode to listen to and it's going to stay there in, you know, in the back shelf with lots of dust. - Incredibly well said. - Thank you. - Incredibly well said, I'm just going to pause right there. Let that soak in for the listeners. - Amazing. - Let's just leave it there. And with further ado, let's jump into the list. Already, top five skills to go deep on in 2026, top five skills to grow on Amazon. Let's end the distraction and zero in on these five skills and typical out bad profession. We've added a bonus one. So it's actually five plus one for each of us. So let's dig in 'cause we have slightly different lists but it's actually the same stuff on each list. So why don't we say in, it's pretty close though. Let's begin because you're the guest. I would love to begin with your number one inventory management. - Correct answer. Inventory management is something that we dealt with a lot with the brands that were managing. Therefore, it became a priority focused if we would have not dealt with this station. Probably it would have not been the first on my list. - So right, before the episode, we were just chatting a bit with Michael and I was telling him, look, we are thinking as advertisers and because we are thinking as advertiser, we are already seeing the future and the future is like, how am I going to make this sell the cheapest possible while increasing sales, while increasing profits for the brand and while also making sure that, 'cause we are both in the agency world and we are both like decent human being. I like to think of ourself. We are going to be kept in our positions, right? And based on that, what I'm seeing is that if we don't have what to sell, there's going to be a way hard way for us to even like see one second in front of us. Because inventory is something that we are selling. If these were digital products, we have no problem with that, you know? But because we are selling physical products, now it's important but for us as advertisers, as ad managers, as brand managers, as, you know, see all, even when it comes down to if you're taking this part of the job as well when you're managing a brand, it's important for us to know that inventory is the main focus, is the, how do you call it? Blood life, blood, but something like that, that it runs in your veins. If you don't have blood, you know, they're your dad, right? So that's why I prioritize inventory management. - You know, the world is chaotic and like you can, you can like launch a campaign but like you can't really control it. But with inventory management, it's almost one of these things that ideally, you can control it as much as possible, which means I've seen so many great campaigns, terrific ACOS, and then the demand wasn't forecasted or like stock levels changed, like fulfillment centers and some parts of the country got really slow because they ran out of stock over there. Storage fees can eat away at your profitability. So I think like being really good at inventory management is a vital skill to do. And I think from an Amazon marketing perspective, an Amazon marketer can assist with inventory management, meaning marketers can see the demand for products. They can see the units sold per day and how many days of stock are left based off rolling periods of purchases. So like having the stock level demand under control and being able to integrate that is a skill that I almost always see in like high powered Amazon companies. Like they're almost always like really functioning well. And then sometimes I'll see like good products that sell regularly and then like this wasn't managed on like the campaign performance sufferers, like Amazon never wants a product to go out of stock. That's like selling. Like if you have a product that's selling, Amazon is sort of depending on you to like give them money. So like you're making money for Amazon and you will sort of be penalized in algorithmic ways I would say if you have products that go out of stock and your campaigns will suffer and I think your iconic ranking will suffer. Like it's just a poison for any company. So inventory management was actually at the top of your list and what how do you generally interact with inventory management being a marketer? So someone's working with a marketer or they sort of have their marketing hat 'cause like this is a growth episode, tough ice skills to grow. So like as a growth marketer, how do you generally integrate inventory management in your day to day week to week month to month? So again, Zoom out for clarity. We are Amazon PPC managers. Our responsibility includes to create more revenue towards whatever goal of the client is via advertising. Now, inventory, we're not going to become inventory specialist professionals as so on. What we do as Michael was mentioning, we do have a clear way of if we want to grow a brand by 5%, 10%, 20% by next quarter or by next month, even if we have like a very aggressive grow, what would be our foresight? What would be our projection? How many units would we be selling? And especially for the top selling units. Now the rest are not as important because those are not the backbone. But it's going to be very important for us to, hey, even at the like internally, what we're doing, scale wave, we have a weekly report, check off how much inventory do we still have for these products, especially for the top three best sellers. But monthly, what we do we're sending out to each brand. Look, this is what we're projecting for this month. If we want to grow by 5%, 10%, 20%, that's so on. Keep in mind that whenever I'm saying this is the foresight and this is what we're projecting, it's not a guarantee. So it doesn't mean that if you're sending in 500 units and the listing is down, we are not guaranteeing that we are going to sell out those units for you. What we are seeing is that we need this much food in order to survive for the next month, right? So I think that's really, really important to note because when it comes down to inventory management, this is a skill that we are at least, because we are teammates with any brands that we manage, we are your teammates. So this is what we're seeing on our end. This is what we need. Can you support that? If they are saying no, then the shortage is going to change because there's no inventory for it. So that is the way how we're going about it. It's way more about making them accountable that our job depends on them, rather than we being accountable that hey, if there's no inventory, then also we cannot advertise. So that's how we would go about it. To summarize that step, I would say what I heard there is like inventory management. I heard a lot of demand forecasting. So from a marketing perspective, would you say that days of stock left or weeks of stock left is the one thing that if anyone's going to go deep and sort of, again, we're trying to simplify and prioritize to have a place where they have their products with days of stock left or weeks of stock left. Do you have a preference on which one you would use days or weeks, do you do both? But would you say that is the king or queen metric to track, to be sure that we're poised to grow? We can choose both. Honestly, we are going to be by weekly projection because daily, we can get skewed results, but weekly is a lower chance for us to mess up. Unless we have clear data for seasonality demand for, let's say, supplements in queue. Now it is the queue for supplements, right? And when you do inventory management and you do this number, what is your look back window for average sales per day? Are you using a rolling 7, rolling 30, or are you? - Rolling 30. - Okay, got it. - Cool. So that's a good tip. So if you're going to, this is something I'm doing in my own business, too. I'm actually rebuilding our company scorecard because I've actually noticed we started tracking things that aren't as relevant anymore. I'm like, we need to redo. So if you are an Amazon star and you're redoing your company scorecard days of inventory, like being sure you tracked a KPI of days or weeks of inventory based off 30 day rolling demand, I think we got this one down. Should we move to the second one? - Yeah. (air whooshes) - Already, the second one, Amazon PBC goal setting and business strategy alignment. I love this one. So when you read this, Amazon PBC goal setting and business strategy alignment, what is this? - This is just corporate speak. - It can be. If you're executing upon them and probably it's not. If you're living in day by day, probably it's not. But Michael, this was the first one on your prioritization list and I actually want to dare you why was it and like how you're seeing it more than happy to also give my feedback. - I would say that I, again, it's the common case of like, are you zoomed in too far? Meaning like you're so zoomed in. So as an example, I talk to Amazon sellers, Amazon marketers and they can become obsessed with, you know, tweaking a top of search bid modifier and like, which is great, like you do need to pay attention to those things. But at the same time, if you lose a sense of like why you're doing what you're doing, that makes life really hard. Meaning you can, it's the classic case of like, oh, I want a 1% a cost. But like, is that really, would that really serve the business? Like if you want a 1% a cost, you would like, turn off 99% of your keywords and 99% of your search terms and you'd be like bidding on your own brand of term. And then like when you suggest this, it's like, well, no, that's not what the business really wants. So it's like, what is your goal? And I think the more aligned everyone can be on the same page, I want this to happen in the business. These are the goals. This is how I'm going to integrate PPC into it. You know, there's companies that use PPC as a, you know, ranking mechanism, they prioritize organic a lot or there's other companies that prioritize market share. So they want to like take market share away from competition or they want to launch and they have certain goals for launching. So like having an integrated business plan of like, what role does Amazon PPC serve? How do I measure results? You know, it's, there's different businesses with different goals that should be measuring their Amazon PPC under a different lens than other companies. So I think having a really clear understanding of like, what do I actually want? And then do I understand Amazon PPC's role in that? It's really important. Are we in an expansion phase? Are we trying to grow revenue and grow a market share? How are we going to do that? What do I expect my PPC results to have? And that I think is so vitally important that the person who's making bid changes, that the person who's like playing with a budget or deciding what keywords to bid on, that person should know the intention of what Amazon PPC should be doing for the company. And the integration of that is so important because it should shape every single decision that gets made. So when you have something like this, that influences every single thing in the company, every single optimization that you would make, that's why I put it so high on my list. - Love it. Definitely, and I agree to it. And also to figure out what you are saying. I believe that because we are so, again, there's so much noise out there, you're going to be focused on the less available data that is like the least amount of information on it for some reason. Quick example popping into my like, Ponser brand video ads like everyone is talking about it in barely in maybe one or two percent of the accounts that we manage. It's available, you know, but everyone is talking about the shiny thing. So getting back to the Amazon PPC goal setting and business strategy alignment, why do I personally have it on my second priority? On the list is because this is going to be highly dependent on the inventory that we're managing. Reason for that. Let's say we're running out of stock from our best seller product. Now on our best seller product, we already strategized, we already had the best top of room in compings and everything is working well. But, you know, that can be taken away in the next seven days because we're running out of stock and then what are we getting to do, you know? So this is why for me, it was a second priority just because it's very, very important, but this is going to be changed, especially with the brands that don't really have figured out inventory management. And even with brands that have figured out inventory management, however they just like supplier says they don't have any more X, you know, the, I don't know. I'm just drinking tea. Let's say they don't have any more of these like this over 300 years old expertise whatsoever. And you ordered 200,000 of them, right? And you need them for your product, but they don't have it. So what are you doing? Is this still going to be the best selling product? No, because your demand now is like, you still have that, but the supplier cannot demand it, you know? Cannot, how do you call it, not demand it? Cannot supply to you, right? So this is why I'm saying that Amazon PPC goals are going to go hand in hand with inventory available, because if there's zero inventory, your goals are just wishful things, you know, that you hope that it's going to happen, but you cannot achieve them because there's nothing to sell. And I would say general goals to pick from are usually things like, and again, people should actually like physically write this down somewhere and then check in on it every week for weekly polls. So it's things like, am I trying to maximize profit? My profit last year was X percentage. I wanted to go to Y percentage this year. How are we going to use a PPC to accomplish that? Do you want to grow revenue a lot or market share? You know, that might be the same thing for a lot of people. Like, grow revenue, how are you going to go revenue? Well, I'm going to take market share from these three competitors. Okay, go and shape the PPC around doing that. Are we launching a lot? What are the goals for launching? What do we expect from launching? Maybe you have a lot of inventory left over and you want to take care of inventory. Do you want to maintain brand awareness on a certain family of keywords who you always want to be in strong positions for them? So I think like having these things written down are super helpful. And I would also push people to say, you know, attach a qualitative description. So like grow profit and then also a quantitative description too. Where's like, I want to go, I want to, I want overall company profit to move from 8% to 10% or X value to Y value in 2026. And these are the things that need to happen. And then you can use PPC as like a barometer. Like, is this realistic or not? Like, what, how does the PPC need to operate? And then you need to drill that into whoever the PPC manager is, whoever the MSL marketing team is. Just drill it in them every week. I see a lot of like sometimes it's like, surprise what are we talking about today this week on Amazon PPC and like, I've seen teams and like sat on, sat in on calls and coached companies through where it's like, when they have their marketing meeting, they're talking about a different thing every single week because like, it's just a flurry of info. And like, where are your goals? Like, you need to ground all this stuff with whatever the foundational goal was. That way you can look at new stuff and be like, I don't need to prioritize this because these are my priorities. Will this help me accomplish my priorities? And I think those things are really important to not get lost on. So that's why getting really good, spending a lot of time looking at your business strategy and being sure you ask yourself, just my Amazon PPC strategy reflect my business goal and my reminding them every single week what my business goals are. Am I checking in on my business goals every single week and seeing if my PPC's aligned to that? Let's move to number three. Okay, SKU-based profit analytics. SKU-based profit analytics. Great topic. How do you interact with SKU-based profit analytics? And like, what would you actually tell people to do? You know, they're saying, okay, no, I mean, SKU-based profit analytics is on a list. I should get really good at it. How do I actually do it and why should I do it? - If you have the one product, you do not have this problem. Everything is a priority. If you have two products, probably the one that's selling most is going to be more important. If you have two products that they are selling equally, then the one that has the highest profit margin is going to become the priority. Then if you're seeing that if you're trying to push that product, but the PPC costs, the CPC and so on, it's very expensive for it. You're going to try the second product. And again, it has the same type of revenue, but you might be getting cheaper sales. Always go back to our goal. Our goal is to make additional money that we can invest in the business to make even more money. So this is how we are going to prioritize. And if you have 100 SKUs, then you really need to know which are the top priority SKUs. You should be focusing your expand on, which are the, how do you call that? The start-day long-tail. You know, the store and it has that tail, the same with big businesses and then smaller businesses. There's a specific word for it, but there's exactly the same concept when it comes down to your products. If you have 100 SKUs and out of those 100 SKUs, you know, there's one, two top seller and the rest are going to just attribute a bit, a bit, a bit, that should be your priority focus. If you have lots of product and the SKUs, each SKU is going to add up to the total and they are again, kind of they are sharing very similar percentages. Here, what you would be doing is your world focus on inventory out of which, do I have more inventory? Therefore, that's going to be the priority focus. And of course, if you are the component that you have inventory, you're going to go back and see which one has the highest profit margin because just inventory is not going to guarantee you. That is going to be one of the best sellers. So we are, as you see, we're always going towards elimination, prioritization, what is most impactful, what is least impactful, and the way how we are deciding, we're deciding based on data and numbers, we're not deciding based on sentiment, we are not deciding and lack more the black, you know? And you like the purple and like, let's say the purple one because I love you, no, no. It's like the black sales that is, you know, where from our incomes coming from. So we have to prioritize accordingly, you know? This is the way how we would be looking into what works, what doesn't. Very, very important. Everything, what we're talking about, it has to do with prioritization. Everything, what we're talking about, it's a lot of information and it's normal to get sucked on a daily basis into, should I do this, should I do this, should I do this? So when it comes down to skew, based profit analytics, I would say I would dare you. Don't even look at the, what are the profits for the other products, if you have two, three products that are selling well. The reason for that is because when you're looking at something, your attention would go to that. And if your attention goes to that already, you invested something inside of you, because you know you're curious because you should be curious and advertiser to check things out. So this is why I'm saying, no, you know, the top three products make them work. Otherwise, you're going to get back into, I'm focusing again, the wrong thing. And this is coming from me who two, three weeks ago, I did this exact mistake that I'm talking about, you know? And I'm reminding myself first. And then I'm reminding also our audience. So this is the way how I would basically look into which artists use that I should be prioritizing versus, you know, the whole, you know, the universe. I'm super curious how would you go about this, Michael? Probably very similarly. - So if I look at the prioritized list so far, we have it being really good at inventory management, being really good at integrating Amazon PBC goals with business strategy alignment. And then I think a SKU-based profit analytics report. Some people call this SKU economics. It's basically like how much has a product sold? Totally. How much direct ad spend did you have on this product as a product ad? And then how many same SKU sales you have for that product? The same SKU ad sales or other SKU ad sales. And then, you know, you can sort of do a tacos by product, but really like you want to add in all the fees associated with the product and all of the refunds associated with the product. So the reason why this is so valuable, like sometimes I've seen products that have, you know, almost like a double digit refund rate. And like if you're only looking at revenue and tacos and bottom line full company, you might be missing some of these really important things. So it just surfaces a lot of useful data really quickly. So I would say a huge thing to get good at is just like, are you tracking profitability over time? Because what generally happens is like, you have business strategy alignment, you have Amazon PPC goals, you have Amazon PPC management, and you'll watch the PPC performance change up and down when you're doing that. You also want to look at like bottom line profitability right alongside of it. That way you never like miss attributing what's going on. Like it is possible that your like tacos gets better, but like your profit changes in a direction like maybe you didn't want it to. Like there's lots of different weird stuff with like a cause and total revenue and individual product performance versus overall catalog. Having some way to track profit analytics and then be able to dig in like which product changed profitability? Which product like increased profitability? And again, like it's kind of a strange thing to say profit. When we're just talking about skew analytics, but at the same time it's like, how much ads spend did the product get, how many same skew ad sales, other skew ad sales, how many fees were associated with the product, what the total sales were, having a good easy to click on place to get this information. I think is the sign of a like high powered Amazon marketing team. And that's why I put it on our top five priority list. Amazing. Let's jump to number four. Number four on the list. This is one of my favorite optimization activities to do tracking and reducing non converting spend wasted spend management. Now me, I see a lot of accounts. I see so many accounts. I see too many accounts. And one thing I always do search terms where orders equal zero. And I cannot tell you how many on a weekly basis, I see that I've like wasted spend like 60% of their budget, 70% of their budget. Sometimes 80% of their budget is going to search terms where orders equal zero. That means they're spending 10 grand a month. Eight grand is going towards search terms with no sales. I wonder on a global scale, all the advertising dollars, how much goes towards search terms were orders equal zero. So this is probably the easiest. I consider this the easiest, best optimization thing you can ever do. I ask people this all the time. Where it's like, imagine you took $1,000 of non converting spend and you gave it a bad a cost, 100% a cost. You would instantly be adding an extra $1,000 for revenue. It's the only activity that improves your overall company a cost and profitability all at once. So it's like, it's rare to find an activity that improves a cost and scales revenue, but just take from your non converting spend and give it to your converting spend. And that's why I love this activity. So like included in this for me is like end-gram analysis, like search term analysis, all those kinds of things. I really love that. And you know, it sounds funny, but whenever I'm seeing an account that we're onboarding, I'm like, literally, which is somebody can account that spends 70% of their sales or they're spent on nothing on zero. It's like, oh my God, thank you, thank you, thank you. Finally, you know, 'cause I can really make a movement, a strong movement in your account, big time, you know. Whenever you're going to get accounts with 10%, 20%, or even 10%, you know, like it's not going, it's generating zero sales. Those are the accounts that I'm seeing are more dangerous because you don't know whatever they did in order to create that data and generate data. And also something really important, because this is a very important topic, non-converting spend. So you already created a lot of amazing episodes when it comes down to how to track this. You also have the end-gram analysis tool. You also have that major tool. You also have the search and report tool, which is going to show you exactly. I think the one, the end-gram analysis is something that if our audience have not looked into, check out. Michael has a super specific and super, very, very specific and detailed video on how does he looks into end-gram analysis and how does he understand it? Yes, sorry. One, that is likely, it has lots of views. That's why I'm seeing one of, one for sure. But why it's really important? We must be sure that we clarify between wasted spend and non-converting spend that we needed to attribute because we are testing hypothesis and we're gathering data to confirm why are we right or why are we wrong with something. So I think that's really important. Now, obviously, with a 70% spend out of the whole spend, and it's not going to nowhere, that's clearly wasted, right? But maybe from the 70%, you might have 5% to 10% that actually were legit testing campaigns that either you did not give enough time to gather the data, either you gave too much time, gather too much data, and you decided to just pause the campaign and not even use whatever it was given. Either it was something that you made use of it and actually, you understood that, hey, I just created a successful campaign that right now, maybe it's a super, super high ACAS but eventually it's going to come down the ACAS. So these two things is really important for us to understand and to prioritize them because if we don't, we're going to consider that everything is wasted spend, it is not. We need budget to test. And if we're not testing, we cannot know, right? And here, especially, I think it comes down to understanding when to get the data and when to believe the data and when to give it more time to the data, besides just specs, right? So also understanding that the type of campaigns that we're going to create are going to generate different amount of data and we need to allocate different spend to get the correct data, meaningful data. By meaningful data is we're not going to compare exact much campaigns with discovery campaigns that are brought phrase auto, categories, so on and so forth, right? So I think those are also like, it's a very new detail but it's very important for us to know to clarify because otherwise, if we're not going to track that as a, this is a testing campaign that we're allocating 5%, 10% of our total budget and we are okay to test it because it has the potential to generate additional sales or we are ranking for specific keywords. Now we prove that with this specific keyword, even if we are standing in our head, we're not going to gain traffic because our competition is going to be preferred because they have better images than us because they have more reviews and so on. So now we have that data to prove that if we're not going to change the creatives in the listing, we have no chance. Even if they're highly relevant keywords, right? So I think it's really, really important, yeah. - Yes, nobody has a 100% conversion rate. Everyone will always have some percentage of non-converting spend. Which is why I do call it non-converting, not necessarily wasted. So sort of like some percentage of your non-converting spend is wasted and like being sure that you track it so that you don't have too much is important. And again, if I connect this to previous ones, it's like, well, what is a tolerable amount of non-converting spend? It's like, let's look at our business goals so that we can be sure that we're aligned and are we hitting our business goals? Like do we need to test more? Do we need to test less? Like all these things come into place and stem from the overall business goal? Let's move on to number five. Number five on the list, bid and budget management. Bid and budget management, take it away, you know what I mean? - I feel like I'm monopolizing everything. No, you take it away because you are the master here and I learned from you. - Come on, bid and budget management. - I'm serious, serious. - So I think it's one lever that you have to control the stuff that does get clicks, right? So if I think about this whole thing so far, it's like PBC goals aligned with business strategy, check. And then it's like, okay, it analyzes the profitability, check. Being sure that we're not being wacel with our ad spend, I would consider it to be more important than what to do with the rest of the ad spend. So then with the rest of the ad spend, the stuff that does get clicks that you want to get more clicks on or fewer clicks or cheaper clicks or more clicks, bid and budget management is how you can help accomplish these goals, meaning if you're looking at a product that does so much revenue or has so much returns or has so much profit or isn't ranking well or doing this or doing that, you're generally able to control some of this with your bids and your budget, meaning I want cheaper clicks, I want clicks in a different position, like I want more top of search, I want more rest of search, I want to bid aggressively on sponsored product video, I want this. So like it's a way for you to have a good control over your account, being sure that you're not overspending or underspending in any particular area, for any particular product based off any particular business goal. So the way that this generally should come up for companies is like, well, what is our goal? We want to maximize market share and revenue. Okay, great. Let's take a look at our skew based profitability. Okay, the profitability is a, that's fine. So let's pump the jet, like let's push on it. Okay, but as we're pushing on it, let's just double check and be sure that we are not wasting any money 'cause that money could be used towards getting sales as opposed to just not a converting spend. Then now we're going to use like revenue per click based fast so that we can determine how much to pay, where to pay for what placement in what campaign and then how much are we spending for the particular product, having good bid and budget management helps you control this. That's why it's such an important scale. - The 100% degree. I also think that because we might have also newer brands who want to succeed on Amazon, like welcome, this episode was made for you as well. I think it's really important for us to clarify when it comes down to budget management. What Michael was saying, there are certain budgets when it comes down, like there are certain ways how you can think of budgets. There are daily budgets per campaign level. There are daily budgets per total at console level and there are budgets that we would be allocating specifically for products. So when it comes down to again prioritizing this fund, the first thing that you should be thinking on what is the percentage that I'm going to allocate to the specific product that is probably my top one, two sellers and then the rest of the budget should go to the other products. The reason why I'm saying this is because what I'm seeing on my end, this is one of the most common mistakes that would one new to Amazon, even intermediate goods to Amazon would miss because budget is being consumed by campaigns that are not attributing to the overall value of the overall account. And here, what I would advise you is, if it comes down to, you have the one product again, this is, you're just going to do this. But if you have multiple products, the way how you would be strategically looking into budget management is take the one skew that is your top seller and then see how much of your total admin at spend went to that particular product on a daily, on a weekly, on a monthly basis, on a quarterly basis. So based on that, you would always know that, hey, if I have a new product lunch, I have $5,000, let's say that goes to top priority product one that makes more sales, I cannot take away budget from that product because once I do so, what you're going to end up with is that it's going to be, it's going to be very, very hard for your Amazon PPC manager to keep the same performance first off. And the second, it is not responsible from you as a brand to think that with the $5,000, now you're going to manage my 10 new product lunches, you know. So this is why I'm saying that when it comes down to budget management, it's really important for you as a brand owner to know. Think of it as, I don't know, you have a pet, and then you have the second pet and the third pet. And now, if you're investing $100 per month, or let's say, if you're investing $500 per year for the one pet, it is illogical for you to consider that you're going to be still investing $500 for two pets, three pets or so on, you know, or if you have kids or so on. So it's exactly the same process. And with bit management, as you were like Michael, you're like a also, when it comes down to this one, it's really going to come down to how to spend more efficiently on the things that work, rather than how to spend less on the things that might not work. I think that is my thing. - Well said. Now, that was our top five. We have one bonus one for all the listeners out there. Let's jump into it. Bonus round. Search query data in brand analytics. This is still today in 2026. Some of the best data that you can get for your business. There are tools out there that charge enterprise level expenses for like share of voice tools. My friends, it's sitting inside your brand analytics. Unfortunately, only for sellers currently, but it is search query data. Search query data. If there is one thing to track in brand analytics, it is your share of purchases for a particular keyword search query, and it is among some of the best stuff to help you accomplish your goals. Meaning you set a goal, you are looking at your profitability, you usually have a goal of like gaining market share, gaining revenue, and how do you know if you're doing that? My friends, it is search query data because with search query data, it will tell you, is your share of sales growing for all the terms related to a particular product? That's amazing. It can also be used as a wonderful diagnostic tool. Like if you're click through rate, it's worse than your competition. If your conversion rate is worse than your competition. So I love search query data in brand analytics. So if there is a skill to get good at, it is good to get going, get comfortable with this tool. Be sure you have a way to track this over time, analyze this effectively. That's among the most powerful data. Search query data. I'll present. Yes, if it's helpful for you, think as if this would be your, the same way how you have the top selling products, this is the top selling keywords that are working for you that you want to keep on. Now, really important, I think also in the search query data, it's going to tell you exactly search volume or not. Oh, yeah. It is telling you search on, very important, just because you are dominating one specific search term or one specific keyword. I would say certainly the search. If you're dominating it, do ensure that you're going to compare it, especially when things goes out and you did nothing and you don't know what's going wrong or why you're not achieving the same results because last month, two months ago, last quarter and so on, there's a specific search terms that are going to get more or less searches. And no matter what you're doing on the advertising side, it is not an advertising issue, but people genuinely are not looking for it. So when it comes down to search query data and render it is be sure that you're also going to check on that. First, do not change any bits, do not change anything, because what can happen is super relevant thing to this. Same way how search query reports can, like search volume can change, for example, because we just had someone asking like, what happened to week 22, like week 22 was down, I'm not sure if on your end, Michael's well, but this was the most common question you know, for like, what happened, you know, and strategically nothing happened. And also we provided proof of, look, last year exactly, it did not went well, just because there was way more window shopping people were at home, they were clicking, they were purchasing. So the same thing goes also with search query, just because people are seemingly looking for that term, it's not going to guarantee conversion, so be aware of that. Right, it helps you ensure that you don't like to misfire on your campaigns as well. So if performance is low, like you have lower sales volume, search query data is a great place to look, because it's like, oh, it was just searched less this week, as opposed to last week, like search volume is not consistent every day. It's not the same amount of purchases or same amount of sales every day. So this helps you understand what the market is doing as well. So in conclusion, there are so many things to do inside Amazon. If there are six things to get really good and go deep with, to really scale, be sure you're really good at inventory management, be sure you really understand business strategy and Amazon PPC goal setting, be sure you're tracking skew-based profitability, be sure you are managing and monitoring non-converting spend, be sure you really understand like what your bids should be and how much to spend on your PPC, within budget management, and then of course, get really comfortable with search query data and brand analytics, because it is the way to understand if your market share is growing and what the market is doing. It's an incredible list. If people do only these six things for the first half of the year, and they get really good at these, I am very confident they will grow on Amazon. - Yeah, I'm even more confident if they're going to, going to make it into a habit to do it the whole year. - Yes. - Mm-hmm. - You got it, you got it. It's the little things, yeah. It's little and small amount of things that you're going to do it. Always, always, always. You're going to be super skilled at this. This is why we call it a skill list. - Naomi, you have a wonderful agency called ScaleWave. If somebody wanted to get in touch with you, would you recommend they go to your website? - Sure, that would be the easiest way. I'd go to our website. I just say hello on LinkedIn. I'm also very active there, sharing similar content to here. Did bits of, you know, questions answered. So too, make sure to check also there. And if you want to reach out directly, contact @scalewave.io. That's
[email protected]. And somewhere from the team is going to reach out. And of course, address your question. - Naomi, thanks so much for coming back on the show. And everyone else. - Thanks for watching. - I'll see you next week here on the BBC Dent podcast. ♪ I've launched campaigns ♪ ♪ And picked keywords ♪ ♪ I've got my bits ♪ ♪ And plays months too ♪ ♪ Now badby's late ♪ ♪ I've made a few ♪ ♪ I've had my share of rock-eat-was ♪ ♪ But I've got through ♪ ♪ Oh, yeah, I've been babysitting my friends ♪ ♪ And we'll keep up the money day ♪ ♪ To the end ♪ ♪ You two are the PPC, Dan ♪ ♪ We're talking about Amazon ♪ ♪ No time for money comes ♪ ♪ 'Cause we effects the damage of war ♪
PodcastTranscript AI