D2C brands spend aggressively on ads. NetNet shows you which campaigns generate profit (not just revenue), tracks contribution margin, and sends AI-powered weekly P&L analysis.
Customer acquisition cost has risen 60% since 2020. Ad platforms are more competitive. Your paid channels need stronger ROAS just to break even.
iOS privacy updates, cookie deprecation, attribution loss. You're flying blind with targeting. Audience quality has dropped while costs rose.
Carrier rates up 15–25% in the last 3 years. Free shipping thresholds set in 2021 are now loss-leaders. Need to recalculate CM monthly.
Stripe, Square, and others raise rates 0.1% at a time. 2.9% + 30¢ became 2.99% + 30¢ became 3.09% + 30¢. That's 3.4% of your margin gone.
High CM products scale better than high ROAS products. NetNet ranks products by contribution margin. Scale the winners, kill the margin-killers.
Meta profitability (1.5x POAS minimum), Google Shopping (2.0x POAS minimum). Set hard rules per channel and let your campaigns optimize within them.
Every Monday: 'Your margin dropped 2.3% WoW. Cause: new shipping rate.' Get ahead of the problem instead of discovering it in month-end reporting.
They're losing money per order. Some look profitable until you add shipping and fees.
Set a $45 minimum in 2020. It's now a 5% margin killer. Recalibrate quarterly.
Campaign A: 5x ROAS, 25% margin = 1.25x POAS. Campaign B: 2.5x ROAS, 55% margin = 1.375x POAS. B wins.
The only metric that tells you if a campaign makes money. Sync Meta and Google Ads. See blended and per-platform POAS.
Know if each order contributes to covering overhead. The layer between gross profit and net profit that sets your acquisition ceiling.
Every Monday: what drove the week, top concern, one actionable recommendation. In your inbox, powered by AI.
See revenue and profit by source/medium/campaign. Know which channels bring profitable customers.
Are your acquisition discounts eating all the margin? Compare discounted vs non-discounted orders side by side.
A brand between roughly one and five million in revenue has outgrown the tools that worked at the start and cannot yet justify the ones built for the next stage. The spreadsheet that answered every question at fifty orders a month is now a part-time job, and the analytics suites that would replace it are priced and scoped for businesses several times larger.
It is also the size at which cost structure stops being simple. There are multiple suppliers with different terms, more than one shipping lane, a second payment method, a growing stack of software subscriptions, and enough return volume to matter. Each addition is individually small and collectively decisive.
The result is a business making real money with real complexity, run on numbers that were accurate two quarters ago.
The product ranking. Ranked by contribution margin rather than gross margin, most catalogues reorder — and the items that fall are frequently the ones being advertised hardest, because they convert well precisely by being priced attractively.
The acquisition ceiling. Knowing margin per order converts what you can afford to pay for a customer from an argument into arithmetic, which changes the conversation with whoever is running the ads.
And the shipping line. The gap between what customers are charged for delivery and what delivery costs is the single most common source of quiet margin loss at this size, usually because a free-shipping threshold was set when baskets were larger and never revisited.
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