Case studies
Google Ads case studies
JudeLuxe: ecommerce Google Ads (plus Microsoft Ads in-house), managed to profit (POAS), for UK brands. Typical client spend is around £10k/month, and we welcome enquiries below that. Fixed fees from £2k/month.
Google Ads results measured in profit, not just platform metrics.
+94%
Contribution, Thermos. After fixing the numbers Google Ads was optimising towards.
Named client · Defined metric · Full story below
Google Ads can report more revenue while the business makes less money. That is why we judge our work differently.
JudeLuxe manages ecommerce Google Ads around the commercial economics underneath each sale: contribution, margin, customer acquisition, stock, cash and product-level profitability.
These case studies show what happens when advertising investment is allocated around those realities instead of a single blended ROAS target.
Want the numbers behind the claims rather than the stories? See how every result on this page is measured.
Trusted by ecommerce brands that expect Google Ads to do more than report revenue.
Trusted by leading brands
Choose a case by challenge
Fashion · returns and stock
ClosureLDN
UK, 1 March–31 August 2026: £4.35m Google Ads-attributed revenue from £415k spend; reported 10.48× ROAS. Attributed, not incremental sales or profit.
Sports · ageing inventory
UKSoccerShop
Client-reported £520k gross cash recovered from ageing stock over 45 days; not profit or the separate £287k working-capital measure.
Home and kitchenware · measurement
Thermos
+94% contribution margin after correcting double-counted conversions, versus the preceding equivalent period; a single-client comparison, not net profit.
Interrogate the results
Go on, ask.On three of these accounts it was the wrong number entirely. Thermos's was inflated by roughly 40% through double-counted conversions. UKSoccerShop's looked stable while the margin on ageing stock fell away underneath it. Wilsons let first-purchase ROAS get worse on purpose, because the second order is the one that pays. Every account here is now judged on contribution, not the ratio.
Rarely from spending more. Thermos restructured around COGS and contribution rose 94%. The multi-brand retailer let budget follow a product score and improved the annual P&L by £320k. Husk & Seed changed what the ad sells and doubled contribution margin. UKSoccerShop recovered £520k of cash from aged stock.
Paying for traffic already won (Fat Cow Skin). Buying aged stock at full-margin targets (UKSoccerShop). A national spread in the US (Flavour Blaster). Funding products by historic habit (the multi-brand retailer, where wasted spend fell 47%).
The pattern across all eight is the same: the accounts would have kept looking healthy while the businesses kept feeling it. Cash trapped in stock, profit quietly subsidising loss-making markets, first orders that could never pay for themselves, and budgets nobody could explain.
The numbers that matter
£620k
Inefficient spend removed or reallocated (trailing 12 months)
Advertising budget moved away from activity that could not justify its commercial return.
+94%
Contribution improvement
Real improvement to the economics underneath advertising performance.
98%
Client retention
Long-term relationships built around commercially accountable performance.
75+
Ecommerce brands
Across retail, fashion, beauty, home, sports, FMCG and complex multi-SKU businesses.
Different businesses. Same question. Where should the next £1 go?
That answer changes by business. It changes by product. It changes with margin, stock, customer value, seasonality and trading priorities.
Our job is to make those decisions explicit.
Every SKU has a commercial job. Every pound of spend needs a reason for being there. And performance is judged by what that investment contributes to the business, not merely what Google attributes back to itself.
Hover or tap an option to see what JudeLuxe sees
Each of these came from the same method: decide what job a product has, then spend against that job. How BOI® works →
Start with the problem, not the sector
ClosureLDN
£4.35m in Google Ads attributed revenue over six months.
A style may still be listed as in stock while important sizes are unavailable. Return rates and product goals also affect how much a click is worth.
The commercial problem
High-return products, broken-size lines, cash-flow stock and new-customer products were not suited to one undifferentiated Shopping bid.
What changed
- Differentiated Shopping bids and product roles across four routing groups.
- Kept high-return and broken-size groups restrained; allowed cash-flow and new-customer groups higher bids.
- Identified Performance Max exclusions as an open action in the client's review.
The result
£4.35m
Google Ads attributed revenue
UK, 1 March–31 August 2026; all Google Ads channels, conversion-time reporting. Rounded scorecard figure.
£415k
Google Ads spend
All channels in the same six-month UK scorecard; rounded figure.
10.48×
Reported ROAS
Blended across all Google Ads channels; attributed result, not incrementality or profit.
The principle
Product-level decisions brought returns, size availability and commercial priorities into account management. The four Shopping groups are one example within the full-account result. Source and measurement basis on the case study.
Flavour Blaster
Scaling internationally without sacrificing profitability.
Flavour Blaster had already built a strong UK business. The challenge was taking that success into international markets where the economics were completely different.
US CPCs were significantly higher, European demand was fragmented, and treating every market against one global ROAS target made it increasingly difficult to understand where expansion was genuinely profitable.
The commercial problem
Global performance reporting was hiding significant differences between markets. A return that worked economically in the UK did not automatically work in the US. Budget therefore needed to follow regional contribution, not global revenue.
What changed
- We gave each market its own commercial targets based on local economics.
- Google Ads investment was concentrated where incremental demand could be acquired profitably, rather than distributing budget evenly across markets.
- Product feeds were localised around pricing, availability and market-specific search behaviour.
- US investment was focused more heavily around the locations and audiences with the strongest hospitality demand.
The result
+110%
Global revenue
Growth across international markets.
+250%
US revenue
Scaling from a low initial base.
+114%
POAS
International growth became materially more profitable.
They gave us the roadmap to scale internationally without burning cash. Every market now has its own commercial logic.
Flavour Blaster Team · Marketing · Flavour Blaster
The principle
International expansion should be judged market by market, not against one global ROAS number.
Fat Cow Skin
Turning unpredictable demand into a more dependable growth engine.
Fat Cow Skin regularly experienced significant spikes in demand through TikTok and organic social. The problem was that Google Ads was reacting to that demand rather than managing it intelligently.
Spend rose when interest spiked. Efficiency deteriorated. When demand fell, performance dropped with it.
The commercial problem
Google Ads was treating temporary demand spikes as sustainable growth. That made both budget allocation and inventory planning difficult.
What changed
- We separated demand capture from broader discovery activity.
- High-intent searches were managed differently from customers arriving through viral awareness.
- Stock levels were incorporated into campaign decisions so investment could be reduced where availability became constrained.
- Rules were introduced to respond quickly when demand accelerated, without assuming every spike should be chased indefinitely.
The result
+65%
Baseline revenue
Growth excluding exceptional viral periods.
-30%
CPA
More efficient customer acquisition.
+20%
Repeat purchase rate
Improved value from acquired customers.
They turned our chaotic TikTok traffic into a predictable revenue engine. We finally have consistency.
Fat Cow Skin Team · Founders · Fat Cow Skin
The principle
Demand spikes should change the advertising decision, not remove the need for one.
Husk & Seed Skincare
Growing order value without making customer acquisition more expensive.
Husk & Seed was generating plenty of conversions through lower-priced discovery products. On the surface, performance looked healthy.
Commercially, it was much less attractive. The cost of acquiring some customers was greater than the profit generated from their initial purchase.
The commercial problem
Conversion volume was being rewarded even when the transaction itself created very little contribution. A sample order and a full skincare routine could not sensibly be treated as equally valuable conversions.
What changed
- Campaign and product priorities shifted towards higher-value bundles and full-size products.
- Search and advertising messaging was aligned with the customer problems most likely to lead to larger purchases.
- Customer behaviour after the first order was incorporated into how acquisition activity was evaluated.
The result
+45%
Average order value
More customers moved into higher-value purchases.
2x
Contribution
Profitability doubled.
Flat
CAC
Acquisition cost held while customer value increased.
JudeLuxe isn't your standard Google Ads agency. Gee and Chris are friendly and clear communicators, explaining things simply. They're creative and use the latest tech, including AI, to maximise your ad spend. But the best part? They truly care about your company's success.
Wendy Lane · Owner · Husk & Seed Skincare
The principle
The cheapest customer to acquire is not necessarily the most valuable customer to acquire.
Creation Furniture
Making high-consideration Google Ads behave like high-consideration retail.
Buying a hardwood dining table is not an impulse purchase. But the Google Ads account was effectively treating it like one.
High volumes of traffic were being generated without enough consideration for the longer buying cycle required by premium furniture.
The commercial problem
The account rewarded immediate conversion behaviour while much of the customer journey happened over a longer period. That created plenty of traffic but weak commercial efficiency.
What changed
- Campaigns were separated around different levels of purchase intent.
- The product feed was improved to answer important purchase questions before the click, including dimensions, finishes and product context.
- Remarketing was rebuilt around the actual consideration period of high-ticket furniture buyers.
The result
+100%
Conversion rate
From 0.7% to 1.4%.
+34%
Average order value
From £680 to £912.
-64%
Cost per acquisition
From £89 to £32.
They've supported us in enabling real growth, not just through innovative approaches but also by always being transparent and offering clear guidance when we needed it most.
Paweł Lenarcik · Marketing Director · Creation Furniture
The principle
Google Ads should reflect how customers actually buy the product.
UKSoccerShop
Recovering more than £520k from stock before it lost its value.
Football retail creates a particularly brutal inventory problem. A shirt can be highly desirable today and heavily discounted tomorrow because a player transfers, a season ends or a new kit launches.
Advertising performance therefore cannot be separated from stock economics.
The commercial problem
Traditional ROAS optimisation could continue favouring products even while their inventory value deteriorated.
The business did not simply need more sales. It needed Google Ads to help decide when to protect margin, when to scale demand and when to turn ageing inventory back into cash.
What changed
- Products were classified according to stock age, commercial priority, margin and demand.
- New-season products were managed for profitable growth.
- Ageing inventory progressively moved towards cash-recovery objectives before discounting became unavoidable.
- Budget shifted dynamically as product economics changed.
The result
£520k+
Gross cash recovered from ageing stock
Client-reported stock value cleared during a 45-day recovery programme. Cash released, not profit and not ad spend saved.
+35%
Inventory turnover
Stock moved materially faster.
£287k
Working capital released
Cash previously trapped in inventory.
Highly recommended. Immediate uplift to a decade long campaign. Quickly improved ROAS after mess left by underperforming previous agency and now starting to scale the account. Highly dedicated team.
Simon Prestwell · Owner · UKSoccerShop
The principle
Sometimes the most profitable job for Google Ads is not maximising margin. It is recovering cash before stock loses more value.
Multi-brand retailer
Reallocating £180k away from products that had not earned the investment.
Managing more than 15,000 products meant the account had accumulated spend across products with very different commercial value.
Some deserved significantly more investment. Others were consuming budget simply because nothing had explicitly told Google otherwise.
The commercial problem
A blended campaign target was forcing thousands of products to compete under broadly the same rules. High-value products could therefore subsidise weak ones without that cross-subsidy being obvious in headline reporting.
What changed
- Products were scored using margin, stock and sales velocity.
- The catalogue was divided into distinct commercial groups.
- Advertising investment then followed those priorities rather than historic campaign structure.
The result
£320k
Annual P&L improvement
Verified against client finance data.
2.3x
Contribution improvement
Significantly stronger underlying profitability.
£180k
Spend reallocated
Budget moved away from commercially weak activity.
The difference is they think commercially, not just technically. They understand that ROAS isn't the whole story.
Emma Thompson · Head of Performance · Multi-brand retailer
The principle
Large catalogues do not primarily have a campaign-management problem. They have a capital-allocation problem.
Thermos
Increasing contribution margin by 94% after correcting conversion measurement.
Thermos was being shown a version of performance that was better than reality.
Duplicate conversion tracking was inflating results and creating the appearance of stronger efficiency than the business was actually receiving.
The commercial problem
If the conversion data is wrong, automated bidding simply becomes very efficient at optimising towards the wrong answer.
What changed
- Tracking was corrected to establish an accurate baseline.
- Campaign architecture was rebuilt around product categories and commercial economics.
- Targets moved away from maximising apparent revenue efficiency and towards contribution.
- Product-feed improvements supported Shopping and Performance Max activity.
The result
+94%
Contribution margin
Single-client, post-restructure versus the preceding equivalent period, after correcting double-counted conversions. Before-and-after account comparison, not an incrementality test or net profit.
+86%
Revenue
Post-restructure versus the preceding equivalent period, using the corrected conversion baseline.
+86%
Conversions
Same comparison on the corrected, deduplicated conversion baseline.
The principle
Automation is only as commercially intelligent as the information you give it.
Wilsons Pet Food
Growing revenue 212% by optimising for customer value instead of the first transaction.
Wilsons operates a subscription-led business. That makes the economics of customer acquisition fundamentally different from a retailer where most customers purchase once.
A customer's first order is only part of their commercial value.
The commercial problem
Optimising around immediate purchase ROAS underestimated the value of customers likely to subscribe and repurchase. That made it harder to invest confidently in acquisition.
What changed
- Campaigns were rebuilt around customer intent.
- Product-feed strategy was aligned with the specific needs customers searched for.
- Most importantly, acquisition decisions began reflecting lifetime customer economics rather than simply first-order revenue.
The result
+212%
Revenue
Subscription-led growth.
+112%
Contribution
Profitable scaling rather than revenue at any cost.
+83%
Customer lifetime value
A materially stronger customer base.
Working with Jude Luxe was different. Chris, Gee and the whole team do genuinely care about your business and give you more support than you should expect. More than this they are genuinely very switched on, of course about PPC but also about wider business.
Craig Wallace · Owner · Wilsons Pet Food
The principle
For subscription businesses, the first order is not the customer.
The pattern behind the results
Different sectors. Different products. Different challenges. But the same three principles appear repeatedly.
Revenue isn't profit.
Google Ads can report strong revenue while returns, fulfilment, customer acquisition or product margin make the underlying transaction unattractive.
Every product is commercially different.
A high-margin bestseller, a new-customer gateway product and an ageing clearance SKU should not all be chasing the same outcome.
Those priorities change.
Stock moves. Margins change. Promotions start. Demand shifts. Customers behave differently. Google Ads needs to move with them.
That is why JudeLuxe manages advertising as a capital allocation problem, not simply a campaign optimisation problem.
Every SKU has a job™. BOI® is the framework we use to give each product a clear commercial objective.
A product might need to:
- Scale
- Generate profit
- Protect demand
- Acquire customers
- Recover cash
And when the economics change, its job can change with them. Google's automation still does what it is good at. The commercial decision about what it should be trying to achieve stays firmly connected to the business.
How BOI® worksNext step
Want to know what your Google Ads account is actually contributing?
We'll look beyond campaign settings and platform ROAS, then examine where the budget is going and whether those decisions make commercial sense.
30 minutes · No obligation · No generic sales deck