#535 - The Repeat Purchase Strategy That Built A $20M Brand

Today we're breaking down the strategy behind a $20 million Amazon brand. You'll learn how the products you use to acquire customers can increase repeat purchases, why focusing on customer lifetime value instead of just acquisition costs leads to better decisions, and how small changes in product strategy can create long-term growth. This and more on today's episode. Hello everybody and welcome to [music] the AM/PM Podcast. My name is Carrie Miller and I'll be your host and this is the show where [music] we discuss all things Amazon, TikTok Shop, and Walmart private label, and how to generate recurring revenue streams 24 hours a day during [music] the AM and the PM. Hence the name of the show, get it? AM/PM [music] Podcast. And as a matter of fact, tomorrow I will be going country line dancing [music] and even though I will be twirling around the dance floor, I will still be making money online. How cool is that? Pretty cool, [music] I think. Hello everyone and welcome to our webinar all about long-term profitability with customers. It's going to be really great. We have Jason McLellan here with us. I'm going to go ahead and bring on Jason so that you guys can learn about Jason, but Jason, he basically he worked for VitaCup and he worked for them for quite a while and he helped them exit basically or I don't I think he might be part owner, I'm not really sure. But he was able to take that company, you know, to the next level and they did very well and they were able to get a lot of recurring customers and recurring revenue is super important in the long game and so he's going to be talking about, you know, how to, you know, look at things a little bit differently than maybe you're used to. He also has an agency called Prime Team Agency. He does Amazon, Walmart, and TikTok. So if you're interested and you need an agency for any of those platforms, you can go ahead and talk to him. But I'm going to go ahead and bring him on. Hey Jason. >> Hi Carrie and hi everyone. It's really interesting, you know, to be talking. No, wasn't part owner. Um Had a little equity. Had a little little little employee equity in the company. Little background information on that is that VitaCup was founded in 2017. I joined in 2019. Amazon was a smaller sales channel at $2 million for the company at the time. We got up to $20 million. >> Very nice. >> Company company company exited in 2025. I exited a little bit before just to uh uh make some things a little bit cleaner. And it was a great ride. Learned a lot. We definitely took a different approach, which I'm excited to share. For those of you who kind of know that whole VitaCup journey, you can check back on previous webinars that Bradley and I had done about VitaCup. Did one every couple years and kind of where where we were kind of the some of the crazy stuff we were doing. Um and um it was great. It was the number one functional coffee on and Amazon. Great timing for to be launched. Um Got us do some crazy stuff. Learned a lot of stuff. And one of the things we're going to be talking about today is something that was new to me coming in 2019, utilizing cohorts and product repeat rates. We learned a lot. We based a lot of directional decisions on it. Cohorts. So, cohorts we look at how new to brand customers are purchased during a acquired during a month and then how do they repeat the following months? Which is really interesting looking at from a recurring business models. Also is really good at looking at from how's your like really important right now. How's your Prime Prime Day? Like all those customers you acquired for if you're a consumable product was it was it juice worth the squeeze and them coming back and giving away that discount and them coming back and repeating and eventually subscribing and saving. Next is product repeat rate. So basically drilling it down a little bit more to the to to the ASIN level and looking at for those customers who bought products um and that were new to brand first-time purchase on those products, how did they repeat and repeat in buying anything from that first purchase? Did they Did they stick? So really helped us align on how we were going to acquire the proper ASINs to acquire statistically or higher chances of moving to a subscribe and save workflow um off of those ASINs. So just some concepts we're going to be talking about. >> Do you think that I mean even if somebody doesn't have like a necessarily something that you're going to use every month like you would buy the cup, would this still be applicable to you know other products as well? >> So the only thing I could If you're like a lifestyle brand, there's a couple lifestyle brands we work with like in the health space. Their the customer is not going to actually repeat on the one consumer brand like it's a a piece of maybe gym equipment that they're going to buy, but they're going to repeat on another piece of gym equipment that they're going to buy. So we do look at that and kind of like what's the you know the customer the that lifetime value of that customer. How much can you acquire them on? What What ASINs have a higher chance of statistically lining them up for purchase ASIN A and then statistically purchasing for purchase ASIN ASIN two and three and then you know you can start pulling triggers especially with AMC audiences proliferating not just through DSP but now and through you know your your your regular seller central or vendor central platform where you can start lining those up and looking at cross-selling and also timing. If you are definitely a one-and-done, I would say this is not not for you, but I think you'd have other KPI metrics revolving around what's your your your cost to acquire the customer and what's your your profitability. But if you're a lifestyle brand or a brand that that really revolves around consumables, which we have plenty of on on Amazon, you look at how many supplement sellers are on Amazon, you look at food and bev, you look at you know, you're selling a starter kit of something with um with you know, replenishable components on it. Like that's that's really I think where the bread and butter is for Amazon as a brand is looking at like what can I as a brand sell that will um create reoccurring revenue in the future. So I I call this this presentation a tale three asins. This takes us back to 2019 2020 kind of how we really started to the company adopt. We had a new CFO that joined in we had already been um looking at cohorts, but we really started drilling down into product repeat rates. And so even for this went back to the time what the product looked like back then. So it'll be a little nostalgic. Um So we as we were like maximizing our sales mixture, we were just going off of some key attributes and basically sales conversion rate, CPCs and you know, we had three big products that were we're doing pretty well. It was our genius coffee which was the company's flagship product. Um uh watched any of the previous ones I spoken about genius quite a few times. Um green tea pods and slim tea bags. And kind of some just high level not my data anymore, but I can give some some generic data on it. Um Our slim tea so so so slim tea bags lowest CPC really high consumer demand. Like we were just growing like nuts on it. And we started in best conversion. We started leaning into it like nuts. We very high MOQ's, and we just really started top line sales were growing dramatically. We couldn't we couldn't chase the product fast enough to keep it in stock. Um and we we did this for like 3 to 4 months. Um and then then our next was this is our green tea pods. You know, I kind of had kind of a medium CPC cost. Um had really high consumer demand. And it had medium conversion. Um and then genius, um highest CPC. It really was riding off coattails of at the time keto. Um and um and MCT oil, which is part of keto. Like those keywords, but there was hyper competitiveness. So, it was it was uh much higher than the other two. Um the demand, medium consumer demand, and um um cuz it was very niche. And then a medium conversion. Um So, kind of already alluding like KPIs were really basing off our conversion or CPCs and and and our our sales velocity. And so, we really started to uh move our slim tea bags into the fast lane. Um We're like, this is great. Have something that's just like just crushing it. Um can't believe it, you know, just would not have guessed our tea product, especially a tea bag. There's so many of them that consumers would just demand. Um but new CFO came on. We really started looking at things much more higher in a in a microscope. Um You know, one of the things we noticed was on you know, this first slide is really focused on the bottom. It's like our margin contribution was the lowest of the three. So, yes, top line was like crushing it. We were ranking incredibly high on tea bags. Like this functional tea bag is actually going up against like the big boys that you would see in the store Uh um carving out a little little great niche in it. Um but once we started implementing the product repeat rates and running over them, we really saw uh in our cohorts a decline in retention. Um and we saw our product repeat rates were extremely low on slim tea bags. Like dismally low. Lowest I've ever seen. And our margin was low. Our MOQ's were high. So we really came to a like a big conclusion like we're acquiring all these new to brand customers like never before. None of hardly any of them are repeating, right? So that dollar we're investing, even though it's a cheaper dollar, is having no long-term value for us. Great short-term value, looks great on the books, but as we're, you know, tasked with being good stewards of our dollars as investment dollars, it was just a bad idea. Um and what we also saw like on the green tea pods is it was kind of okay. The CPC's were still much cheaper than genius, so it was like this this great little thing of like, hey, we can we can we can get we can sell all we want. We're not making as much on the LTV, but we're making some great short-term revenue. And what we really discovered on genius was for for the longest time it until we came out with some new product innovation, it was our highest product repeat rates. Like it was it was just crushing it. So took about three or four months to really work out what we call cohort groups. So like we're we started really focusing on genius on um how we started allocating ad dollars to it. We started giving it much more of a higher revenue share. Um we started really um focusing in a lot on how we went after certain keywords and certain segments. Fortunately, I had been using Helium 10 previously to joining and that's one of the one of the tools I fortunately brought to it. So, you know, looking at you know, Cerebro and keyword tracker was really we started lining those up to get to get a little a little bit even narrower. We really wanted just to kind of still maximize and be diligent with that dollar. So, it took three or four months, but we started acquiring more and more customers on the Genius Coffee. And we started months later we started seeing um what you'd perceive as organic sales going up really was S&S that was going up. You know, sometimes it's hard to separate the two if you're not like manually updating some things. Um, but we started that that that building and then you know, it it it took about a year, but we started seeing our our daily order volume and this is where the key is was 30% subscribe and save. Like I want to tell you like the biggest stress reliever in my day-to-day operations is knowing I have 30% of my volume coming in that is very smooth, very predictable. And >> Can I ask you a question about that? Before you came in, was this company using subscribe and save or had they completely disregarded it and they didn't >> They only were they were in in in the you know, you know, fortunately I like numbers. Fortunately, have a very um had a very intelligent CFO. Um By the way, same CFO for our agency. She she came over with We brought a lot of the core people from from VitaCup cuz we developed We spent, you know, fortunately private equity backed. We spent a lot of money learning things. Um, and building a brand from ti- you know, up to $20 on Amazon and and other other channels, retail and and direct consumer. So, we you know, we got very comfortable in like these day-to-day like how you look at things and you know, we we we we liked working with each other and so um no, very very intelligent CEO of the company is very intelligent. Um, CFOs are intelligent. So, we started just having monthly conversations around these things and driving these as North Star metrics. Um, it's easy to get sucked into I'm seeing top line sales go up because I mean, Slim Tea was crushing it. Um, but once it start working out and then you start to see that daily volume, then it became a strategy play of well, how do we how do we create a funnel to get more acquire more new to brand. Push them from retention to subscribe and save cuz it's statistically going to be easier and cheaper. Um, so even though our initial CPC was a little bit higher, our costs are a lot like, you know, you have this long-term value cost but our cost to move them along the chain to subscribe and save was mathematically cheaper because they have higher propensity to. Um, great great blend. Um, you know, wrote that keto coffee but it it also, man, I I still drink it today. Morning cup of of Genius Blend to to clear that that brain fog. Um, I'm a I'm a you know, I'm definitely a big believer in functional coffee at this point. Um, and that's where you really want to get to. You want to use math to your advantage and um and there's fortunately there's you know, you can either be doing it yourself through API connections or towards the end we can talk about, you know, there's different sections in Helium 10 through um that you can um through customer intelligence that you can you can pull this data through. And so it it's accessible and I think it's it's definitely worth every quarter sitting down and then figuring it out. And then that's your KPI North Star what you're driving to. And then all your tactical decisions, keywords you're going after, advertising strategies, listing optimizations, these become a little bit more nuanced and a little bit more easier. And I I know people are like, "I'm just going to optimize my listing and everything will take care of itself." It's like, "Well, how do you know which which listings to start with and prioritize?" >> Yeah. >> Um how do you know which at the end of the day you're you're just you're you're wasting that ad dollar? Like >> So what would you what would you say then? How do you how do you what's the strategy? >> Um once you have it like becomes the metric. So we know like like how we would play this is like, you know, if you're going further in the the presentation, we ended up sunsetting Slim Tea. Actually all tea bags. >> Okay. >> Tea tea bags is we sunsetted it. It was done with it, the not worth investing the customer. Um we ended up what I ended up with would do a lot is a we all have people reporting to. We all have budgets to hit. I would play with long-term and short-term value. >> Okay. >> Like green tea pods. Not a lot of like okay product repeat rates, not my best, so not great for long-term, but wants enough to do a balance on giving enough ad spend cuz it was cheaper to acquire that customer. Portion's going to still retain. And it could help my short-term revenue goals. So I'd always play a balance. Like um >> Yeah, interesting. >> I I remember I remember in college um uh one of my profess- one of my business professors, and this was years and years ago, he always says, "Hey, you know, if you're walking down the street to go pick up that dollar at the end of your destination, if you see a nickel there, pick it up as you're as you're walking. And And so that's So that's what we do with with the green tea with with the nickel. It's like we pick it up, it would help it would help sustain like our um we aggressively grew every year um through through understanding the metrics, innovation, and just um being able to use that product to help support while we're growing the long-term value. Because and and you know, you you flash for a year and then 30% of your your your repeat rate is your recurring daily orders is subscribe and save. And um eventually got up to 35, got up a little higher, and then it just you but you always want to balance that, too. You want enough new to brand coming in so you can continually [clears throat] to feed that cuz at some point, once you're looking at your cohorts, you're going to see there's going to be a total diminution point, but you need enough to keep that cycle going. Um and >> Yeah. >> Um >> To keep growing, right? >> Yeah. >> to keep funneling them in. >> This I pulled off one of our customers, I forget which one, but this is kind of how we looked at um cohorts. Um you can get something very similar in customer intelligence on your own account in Helium Um and you know, what's really important is like you can start seeing if this one actually has a really good um uh cohort retention. As you can see, as you're going along like you know, we're looking at new to brands all new to brands over 100% acquired in in in month zero. And then as you go along that chain, you know, looking at from 12 1 2023, 19.88% of those that bought in in that first month, so December, repeated. Um and then so that'd be January, and then in February of uh 2024, 19%. And so on. You can see you can see how it it starts to dwindle over time. And sometimes it's really interesting where you you see it dwindle and then you see it spike back up and then it's repeating this. We're working with a sporting good company um that you you would see it on their cohorts where every 11 to 12 months it spiked back up from that initial acquisition. And it was great because you know, then things that we throw like, "Hey, we could probably get this juiced even more. Like we can look back at like everyone acquired for that sporting under this time frame representing them with an ad. We already know they're they're they're going to be buying updated shoes or bats or whatever the the item is. And so put an ad in front of them. No like you know that consumers are pretty static in their buying habits and patterns. And so leverage that that knowledge that cuz we're seeing it there. Give them a DSP ad. Now you can do it with P Amazon AMC ads. Yeah. Yeah. So um >> Very nice. >> Yeah. That was I mean that was a core of it. I'm I'm I'm actually it's a little surprised we we haven't talked about this before in everything else that we talked about cuz I think this was this was core North Star every quarter um and then once you have all that down, you just need to adapt your strategies. Understand especially understand how to tighten up from acquisition to retention to subscribe and save. And there's great things you can do on that. Definitely, you know, if you guys are looking for some some quick tips here, um first time subscribe and save um couponing, you know, >> Yeah. >> uh I personally love love a first time subscribe and save couponing at 30%. That's the only coupon you offer cuz sometimes you'll see that acquisition to retention to subscribe and save it's acquisition. They all immediately take that coupon and go to subscribe and save. And then you just kind of have to track that like how how am I net net retaining subscribe active subscribe and saves by products? Because do I feel that I'm I'm staying pretty flat so people are utilizing and they're just churning to get that coupon they never have any intent or is there enough that they like the product and stick with it it makes, you know, it it makes it stick. But generally what I found is it's it's generally makes it worth sticking to. Um and and you know, anytime you can collapse between retention to subscribe and save it's it's it's a boon. >> This is actually kind of goes along with what you were just saying is that somebody was asking which, you know, subscribe and save discount percentage showed the best performance across cohorts. >> Everything I've tested generally, and there are some exceptions to some categories, but generally it's about 30%. And that's a great question. >> 30%. And it's interesting we did that Sell and Scale um series with you and um they weren't actually doing a discount. There was a subscribe and save but there was no discount or incentive to join subscribe and save. So, you know, they weren't getting any subscribe and save customers. So, that's that's your kind of hook to get them in. >> But you do need a hook. Like think about yourself like I always try to like put myself in the customer. I am a customer. What's my experience like? What Okay, so a convenience is great, but I man, I can get it I use this product. Mhm. I know I'm going to use it again. Yeah, it'll tip me over the edge if I get a first time 30%. I love saving money. Who doesn't? And then I'm in that flow. >> Mhm. >> And and when once you're a subscribe and save, you know, you're just the convenience of it coming in. I don't have to worry about it. Tend to forget about it. Um yeah, so I'd say 30%. >> Um something else so you're maybe some of these kind of products that you had, maybe they were good for like a one-time purchase. How were you kind of using that to kind of to cross-sell for your other products? Were you Were you doing that or were they just completely separate customers or what was your strategy to kind of keep utilizing that? Great question. So, I looked at two two ways. New product launch, I would always like I would always look at who has previously bought me over X amount of time more than once. I would hit them. I would hit them with a DSP ad that I have a new product. Um I One thing I really loved about Body Hackers when we started innovating like just beyond coffee when we started doing some mushy mushroom coffee alternatives. We did some Super H2O which was this this this great um uh um water enhancer. Tasted just like Crystal Light. Yeah. Yeah, like um These were new types of customers. And so, a opportunity to introduce our current customer base to new products might not but they trust us they trusted us enough as a brand to go, "I've liked other things. I am willing to try." And then once acquired these new customers on these things and they were brand loyalists, presenting them cross-selling them other products of ours that they might have not have ever thought about but they trust us as a brand. Because that's what you're doing as you're building it. You're you're creating a relationship with your with your customers. You're getting them to be brand loyal. You're getting them to buy into you as a brand and what you stand for. And then if if you can establish that trust, it it it creates less friction for them to be able to try something new. Yeah. Now, are you Would you put bundles on your listing, too, for some cross-selling? So, virtual bundles 100%. I we tried that we would do some physical bundles for mainly in like ground coffee and they were mainly the same type because we found that we had a higher success rate. And that one was a really interesting strategy. We could take this off of a tangent like we when we released that concept and we did it FBM because we could do you know you one g ground one bag of ground g so we started doing two grounds, three grounds, four grounds up to six to do a case. We discovered and we could do it cheaper doing FBM. We discovered that our conversion jumped up dramatically on the one bag. >> Yeah. >> Because people are like oh I saw the two or three bag I'm really interested. I will try the one bag less risk. It was just purely psychological and all those started building. It became a really nice portion of wasn't 30% of my daily volume but it became a really nice portion of our business on our ground bags when we started doing the multi quantity. Um >> Very interesting. >> Yeah. >> Well, what's interesting I remember on ClickFunnels Russell Brunson would talk about how like basically they would say okay they purchased one and then they would do an upsell page and they'd be like okay well I'm going to give you you know six of these for like you know this discount or like 10 for this discount and people would buy like 10 more. So doing that kind of multiples is actually a really good idea. >> So doing the and Amazon Amazon has since come out with like the virtual multi-packs. Um I I you know if you can pull it off and do it FBM it's even worth doing it because it's a physical you get a little bit more advertising out of it. >> Yeah. >> Um and um yeah it was it was the uh it it was it was great learning experience. And it was it was great. It really it gave us another, you know, you're always looking for those tiers of growth. Like, what's going to push you up there over the edge? And we learned a lot from it. Uh >> Yeah. >> Yeah. >> I I have I'm curious cuz I always think about this. When you came to Vidercup, what were some things that they were not doing that you did that helped them to kind of continue moving forward to the 20 million? And if there's anything Helium 10 that, you know, specific that would be cool, too, that people could >> So, cool Helium 10 story. I had a really short interview cycle with them, uh Vidercup, which was very fortunate. We like I we immediately hit it off. Um Like, craziest interview process. Basically, I interviewed with them. Um I ran some analysis. Um And one of the things I pulled I pulled some stuff out of Helium 10 um for them, and I like, I walked them through it, and like, I did it I had like a little mini presentation. I walked them through it in in the interview process. And then, they gave me some they gave me a project to do. They turned it around basically in 24 hours, and I didn't sleep that night. I turned it around, and um they were happy with it. Um but, uh you know, probably one of the things they were doing a lot of things right. Um and there was a lot of things we had agreement on. Um Uh there was some little nuances. Um they had full-on creative staff that did amazing stuff. There was little tweaks that I liked that as soon as I explained it, it was like, oh yeah, that makes sense, and became part of this organic culture of what we did on listings. Um listing optimization, I think I really helped bring that, too. Um something I I'm passionate about. Everything starts with our listing and the customer experience, and understanding customer sentiment. Um And once you understand customer sentiment and and keywords, it becomes really fluid on how to write it. So, but, you know, I did bring Helium 10. And so, when I went back the like, couple days later, I I came back like the second or third day for the for the the second interview. They had a went and got a Helium 10 subscription based off my interview. They're like, "We just want to thank you. We went and subscribed." So >> That's funny. >> And and so if we offer you a job, you're not going to need your own subscription now. >> [laughter] >> That's great. >> It was it was cool. Um So, yeah, and just a couple and I had some of my own little tools I had developed that I um >> Yeah. >> deprecating over time but that I kind of brought but I I think a lot of a lot of it was just um listing. Listing optimization. >> Yeah. >> Just really and just merchandising. Just how I I think I have very unique thought process of whether it's right or it's wrong. Um I I just I've been doing this for since the early 2000s and there's a lot of stuff that when this was just eBay eBay is the 800-lb gorilla. Um and they will and eBay will be like the 800-lb gorilla for the longest time. It's amazing to see how things have evolved over time. But there's a lot of basic things that I did then from Think about it. eBay was all HTML. >> Yeah. >> Visual content. A lot of it was writing titles that could convert that were SEO. Like a lot of the core basics have just carried forward. And that's kind of where I I cut my teeth and I've always just carried that methodology forward. I I carried that methodology forward with some adapting for both, you know, eBay, Amazon, and Walmart. They're just little nuances for each one that makes it a little bit different. >> It sounds like, you know, listing start with the listing and I I think that's definitely key. You want to make sure people aren't bouncing off your listing. But also you're looking at the data, too. You were really like studying the data and trying to really understand the customer behavior so that you could make changes based on that. >> Yeah. >> That's important, too. >> You know, at the end of the day, we we can try everything. And and statistically, go with the math. Like there's there's great tools. You got great tools within Helium 10. You got manage AB experiments within and I'm a firm believer in manage AB experiments. That that has really hardcore PhD level stats built into it so that you can statistically trust it and um we would we would test that on like new packaging concepts. Like we could we would we would roll that out and do a split AB test to actually before we went into production to kind of get an idea of what's going to convert better on a packaging idea. Like we've put a ton of research into it. We met with people. We've talked with it and then like, okay, final proof in the pudding is how does the Amazon consumer respond to it? And so there's different tools you can use for different things and and you know, one thing like if we're talking about optimization, you know, a lot of buzz going on is July 27th how Amazon will be splitting it and so I did watch Bradley's video last week and I thought it was extremely well done. I think if for those who are really concerned about optimization, watch that video. I think Bradley did a great job on that and showing the back end of what Amazon's recommending for it and there there is not much difference. I think a lot of it is you know making sure you and you should have always already been making sure that first 75 characters was the most important thing is and it's just great to to see how they're just going to be doing a lot of separation between that 75 characters to the next and the highlights. And I'm I'm really convinced this is it it is to make a better customer experience. Um Amazon's pushed towards it but I also think it's also a push for Amazon building for the future when back end key attributes become even more important for Alexa for shopping and Cosmos. Um If if you you know, I you know, any any type of content I would say um Deborah Lee's putting out or Carrie's putting out like I would consume that because I think it's a really good thing now to become very aware of. Um it's not going to drive this great business spike in your sales, but doing it now will get you set up for the future. >> Yeah, definitely. I've always had a shorter title, so I guess it works for me. Um >> No, it and it depends on the product. Some some are some behave really well shorter titles and some you're you're thing it also titles should be not keyword stuff. They should be written story. There's a logical flow, logical order. The consumer is looking for something. And then sometimes there's keywords in it which is I'm excited they kept item highlights which I call soft soft keywords. These soft convert keywords are actually conversion keywords. They have no SEO ranking at all, but they really speak to customer sentiment. >> Mhm. >> Highlights taste, flavor. Like like no mess. We know that this product really consumers return it from have a high return because it's it's messy um which can be a wide difference. So communicating those things in your title really can help with initial conversion and click through. >> Yeah, if you have the space. >> Yes, if you have the space. >> Um we do have a question here from Jacob Paulson which I think you we all know him. He's in our elite group, so Uh glad to see you Jake. >> [laughter] >> Um so he said we have some items Amazon has created virtual multi-packs for. They grab some sales, but I think the reality is many of those buyers would have bought two units full price. What's a good way to determine what's a good multi-pack quantity would be to avoid cannibalizing full price purchases? >> Oh, great great question uh Jake. Um so what I would uh, say is, um, I would look at, you know, always look at a before and after. Did your sales really move up? Also, take a look at your single item. Did your sales move up? Did your conversion also move up on them? Um, great tool that really does get underutilized. Um, uh, catalog performance report. Um, you know, it was released at the same time uh, search query performance was within Amazon Seller Central. No one really uses it. It's a great It's a great tool to to pull down like once a quarter and you can do some sorting with it. You can actually now dump into the AI and and ask for recommendations on what we should, uh, be um, improving and fine-tuning and optimizing. And it can give you like some quick go-to guides. But I would go there and I'd look at like on your your single item. Like, did you see increase in the conversion? Um, and I, you know, I let the math speak for itself is how is at the bottom bottom at at the bottom of the at the end of the day, are you up as that as a product even with the multi-packs, um, rolled up into it? And if it isn't, which 100% you're you might be right. Um, you could, you know, honestly, you could also download a wide swathe of your order, um, if you're you're in Seller Central, which I believe you are, Jake. Um, you can download your order report and you can look at how many two quantity purchases that you've historically done in specific months and compare them. Has that decreased as well? >> Yeah, that's a good good thing. If somebody wants to get in touch with you, uh, they have any questions or maybe they're interested in, you know, your agency, how could somebody contact you? >> Uh, two best ways is, uh, Jason McCollam on LinkedIn. Um, just feel free to connect. Or, uh, jason@primeteam.agency. And, uh, um, inbox gets a little full, but I eventually do respond. Uh, I try to respond to fight everything by the end of the day. So, yeah, just feel free to reach out. LinkedIn is great to to reach out to me, too. It's It's a little easier to keep clear. >> Very good. Well, thanks again for for joining. And yeah, if you guys have any more questions, you can reach out to Jason on LinkedIn. He's definitely always on there. So, good a good place to be. If you want to learn from just really the community in general. So, but thanks again for for all this great information. And thanks to everyone who joined. And we'll see you all on the next webinar. Bye, everyone. >> Bye.