Retention contribution
Acquisition efficiency
Subscription depth
Footprint
Channel performance
Where the spend actually moved.
Overview
THE CHALLENGE
A category-defining ingestible beauty brand operating across multiple regions, with the kind of demand profile most challengers would envy and most agencies struggle to hold together. The problem wasn't awareness. The problem was that growth across markets was being run as if each region were a separate brand, with separate playbooks, separate creative cadences and separate views of what was actually working.
Acquisition costs were drifting in the channels that mattered most, and the lifecycle programme, the lever that should pay off fastest in a consumables category, was underperforming what the customer base could support. Subscription depth and second-purchase rates were doing the heavy lifting on LTV, but the work being asked of the retention programme wasn't matched to the sophistication of the audience.
The brief was direct: pull the regions together. Stop treating each market as an island. Get acquisition and retention working off one plan rather than two teams optimising against different scorecards.
THE APPROACH
How the engagement was structured.
The starting point was a clear-eyed look at where things actually stood, not a rush to execute. We mapped where revenue was actually being made, where the lifecycle programme was leaking value, and where paid investment was being credited for demand it wasn't creating. That picture reset the priority order and gave the in-house team a single view of what to fix first across regions.
Acquisition was rebuilt around creative velocity and discipline at the channel level. Paid social and paid search were treated as separate problems with separate efficiency curves rather than a single blended number. We pushed for sharper hooks, faster iteration on what was working, and a steady pipeline of new angles so no one format had to carry the channel. Top-of-funnel volume scaled without flattening the efficiency the brand had already earned.
Retention was the second front, and the one with the most to gain over time. The category lives or dies on second purchase and subscription depth, so the lifecycle programme was rebuilt around behavioural triggers, replenishment windows, and segments that recognised how customers actually consume the product. Win-back and lapsed flows were treated as their own profit centre. Subscription journeys were tightened so the first ninety days carried customers past the drop-off cliff where most ingestible brands lose them.
Across regions, a simple weekly rhythm did the real work. Working sessions kept paid, lifecycle and creative pulling in the same direction, with the measurement team arbitrating what was actually incremental versus what was riding on brand demand. That cadence is what turned a multi-market footprint from a complexity tax into a strength.
VIDA GLOW · IN THE ROOM
Inside the engagement.
The working moments behind the numbers.
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THE OUTCOME
Acquisition efficiency moved off the drift it had been on, with paid social and search holding their ground as spend increased rather than buckling under it. The lifecycle programme started doing the work it was capable of. Second-purchase rates lifted, subscription depth extended past the windows where the category typically loses customers, and repeat revenue became a more reliable share of the mix.
Across regions the gains compounded rather than cancelling each other out. The same weekly rhythm across paid, lifecycle, creative and measurement meant the international footprint stopped being a fragmentation tax and started behaving like the asset it always was. The brand's LTV story now sits on durable retention mechanics rather than a constant top-of-funnel chase.
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