Case study · Global Scale

Flavour Blaster

Scaling a Global Cult Brand

Ongoing

Global revenue growth: +110%
US market growth: +250%
Profit (POAS) increase: +114%
International partnership: Ongoing

Period: Post-restructure against the preceding equivalent period. Observational comparison, not isolated advertising lift.
Basis: Regional contribution and POAS rather than global ROAS. US growth is measured from a low initial base.
Source: Client account data.

How we define and measure these figures

"They were burning cash trying to go global. We gave them the roadmap to scale profitably."

Interrogate this case study

Go on, ask.

The single global ROAS target was retired. It had been hiding wildly different market economics, with UK profit quietly subsidising unprofitable US expansion. Each market is now judged on its own contribution, and POAS rose 114%.
Client account data shows global revenue rose 110% and US revenue 250% from a low base. These before-and-after figures do not isolate additional profit caused by Google Ads.
Regional contribution replaced a single global ROAS as the decision lens. Market-specific product data and hospitality demand were reviewed separately.
We cannot evidence the counterfactual, only the exposure. UK profit was subsidising unprofitable US expansion, and on the structure in place that was set to continue while genuine European demand went unserved.

Situation

Flavour Blaster had won the UK and hit a ceiling everywhere else. The US was barely breaking even and Europe was being served by one campaign trying to cover markets with entirely different economics.

The brief was not to spend more internationally. It was to find out which international spend could ever pay.

Diagnosis

A single global ROAS target was hiding wildly different market economics. UK profit was quietly subsidising unprofitable US expansion while genuine European demand went unserved.

The largest untapped opportunity was not consumer at all. Bulk hospitality buyers carried far better margin than the consumer clicks the account was competing hardest for.

Decision

The call

Judge every market on its own contribution rather than a blended global number, and treat B2B hospitality as a distinct commercial job.

UK campaigns were already working and were deliberately protected rather than rebuilt.

Execution

Global ROAS targets replaced with region-specific contribution targets.

US regions reviewed for their own demand and contribution rather than a single national assumption.

Separate US and EU feeds built with localised pricing, compliance and shipping data.

Customer Match used to reach hospitality owners for bulk orders, lifting average order value.

Result

Global revenue rose 110%, US revenue 250%, and POAS 114% against the preceding equivalent period.

The POAS figure is profit after COGS, shipping and fees, not revenue on ad spend.

Principle

A global average is not a market. Once each region was allowed its own economics, the expansion that looked unaffordable turned out to be affordable in the places that mattered.

The Numbers