A Home & Appliances account on eMAG Romania: a wide catalogue of accessories and consumables that people buy regularly.
The seller already had organic sales and campaigns set up "for everything": one automatic campaign on the whole catalogue and a few tests with no structure. The account generated about 400 campaign orders a month, but the budget was spread across product lines with very different margins and turnover rates.
The category has one important feature: part of the range is consumables bought cyclically, so a customer won once comes back. That changes the maths - the first sale from advertising can carry a higher ACOS, because the following orders arrive without a click cost.
The goal was to split the budget by product line and raise the number of orders without raising ACOS. The measure of success was campaign orders per month and the ACOS of the whole account. Campaigns were one part of this work - the other was the catalogue: the content and structure of the product pages in the lines that received budget. The growth on the chart is the effect of both.
| month of cooperation | campaign orders |
|---|---|
| M1 | ~400 |
| M2 | ~1,300 |
| M3 | ~2,100 |
| M4 | ~1,800 |
| M5 | ~1,600 |
After the peak in the third month, the number of campaign orders stabilised above 1,500 a month - the level the account holds without raising the budget.
Instead of one campaign for everything - separate automatic campaigns for each of the six product lines. Each line got its own budget and its own ACOS threshold calculated from its margin. We kept manual keyword campaigns as a supplement - the result in the reference month came from the automatic campaigns and Product & Category Targeting.
The products with the best conversion additionally went into a Product & Category Targeting campaign, which in the reference month accounted for close to a fifth of campaign order value.
We systematically moved budget to the lines that kept ACOS below the threshold, while weak lines got lower bids or a pause. We switched off test and expired campaigns so they would not blur the report.
The budget grew gradually, in step with rising sales and stock levels. The jump from about 400 to over 2,000 campaign orders a month took three months, after which the level settled above 1,500.
One product line makes most of the result - but it was the split into lines that let us see it and fuel it with budget, instead of drowning it in a campaign "for everything".
A catalogue with several product lines needs several campaigns, not one. Only then do you see which line earns, and you can give it budget.
In categories with repeat purchases, the ACOS of a single campaign does not tell the whole truth - a customer won once comes back for the next product with no advertising cost. It is worth counting the cost of acquiring a customer, not just an order.
Scaling is not a one-off budget increase but the systematic moving of money to where ACOS holds the threshold.
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