One shop, two markets.Orders 324% largerin one of them.
Ladymakeup sells makeup and skincare online to individual buyers and to industry professionals. It focuses on two markets and ships to more than 50 countries. Before more money went into growth, the CRM was read against Google Analytics and the marketing data. Every figure below is a finding from that read or an estimate built on it, and each one is labelled as such.
- 464%
- higher annual revenue per customer in Country A than in Country B
- 324%
- higher average order value in Country A than in Country B
- 200%
- room found in Paid Search revenue, the study’s headline potential
- 10–20%
- estimated order value lift from cross-sell sections, not yet measured
Fifty countries on the shipping list, and no order to grow them in.
Scaling without a map
The shop wanted to grow internationally and had no plan saying where. Shipping to more than 50 countries makes every market look open. Without customer value by country, the next budget lands wherever the last one did.
Customer value split by country
The CRM showed that a customer in one country was worth several times a customer in another. That gap had not yet been turned into a plan.
Small baskets, few returns
Average order value and the number of returning customers sat below what the market suggested. Promotions ran with no end date visible on the site. Email to existing customers went out rarely.
Country A gets the budget. Other markets have to earn it.
Put the effort where customers pay more
Country A had orders 324% larger than Country B and a lower cost of acquiring a new customer (nCAC). The recommendation was to concentrate marketing there first and test further markets only if they showed similar or higher potential.
Raise the basket where it is thin
“Others also viewed” and “Bestsellers” sections, estimated to lift average order value by 10–20% on pages that lack them. Buyers in the two markets chose different products, so the proposal matched bundles and cart bestsellers to the buyer’s country. Promotions were to carry a countdown to their end date.
Bring the customer back
Country A buyers purchased far more often. Remarketing was underused, and promotions never reached the ads. The plan was to rebuild the account so promotions get dedicated campaigns, remarketing included, and to add dynamic product remarketing. Email to existing customers was to go out regularly, because in the CRM and Google Analytics data email tracked purchases closely.
Use the channels that sell before adding one
Matching CRM orders against Google Analytics traffic showed paid and organic search tracking purchases most closely, alongside email. The same comparison put the room in Paid Search revenue at up to 200%. New channels wait until those are used in full, and SEO extends to non-branded queries.
Two markets, one moment. The gap was the finding.
Both figures come from the client’s CRM and set Country A customers against Country B customers. Neither is growth over time.
The two bars fit together. Annual revenue per customer is order value multiplied by orders per year, so the distance between 324% and 464% is the extra orders Country A customers place. The published study also lists both figures under its results, as revenue and order value that “increased”. Here they stay what its analysis calls them: a difference between two markets. The same results section reports Paid Search revenue growing by 200%, while the study’s headline calls 200% a potential identified and its summary says the recommendations were still to be put in place. This page follows the headline. 200% is room found in Paid Search, with no published figure for what was booked.
Cut your customer value by country before you cut the budget.
Split customer value by market before you decide where the next budget goes. Here one country’s customers brought in 464% more revenue a year than another’s, and that number only appears once the CRM is cut by country. A single LTV for the whole shop tells you how much you can afford to pay for a customer. Per-market LTV points at the country.
Keep the label on every number too. A gap between two groups of customers and a growth figure both end in a percent sign, and they answer different questions. Before a figure reaches your board, check whether it compares two markets or two periods.
This work was delivered by MTA Group, which Zero Fluff Digital is part of, by the same specialists who would work on your account. Every figure here comes from the case study MTA published, republished here with their consent. The reviews behind it are public and verified on Clutch, where clients rate the work rather than the agency describing itself.
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