Amazon Ads Success Story: How Sun Right Foods Tripled Orders - #259

Samuel (0:00)

A strong reputation at home doesn't guarantee success overseas. In this episode, we explore how Taiwan's Right Foods partnered with BQool and Spire to overcome time zone challenges, improve advertising decisions, and coordinate inventory with demand on Amazon. Learn how the company reduced advertising cost of sales by nearly half, lowered cost per order by approximately 40%, tripled orders, and earned Amazon's Choice and Overall Pick badges. We'll also discuss how shared data and closer collaboration helped connect advertising performance with business growth.

Welcome to the Next Amazon Top Seller Podcast. Stay updated with the latest Amazon news and learn the nitty gritty of selling on Amazon through BQool's years of expertise in the Amazon world. I'm Samuel and I am the host of this podcast, brought to you by the fantastic Amazon experts in BQool. Let's start our journey to become the next Amazon Top Seller.

A brand can spend decades building a strong reputation at home and still have to start from zero when it enters a new market. That was the challenge facing Right Foods, a Taiwanese food company with more than 50 years of experience when it began selling on Amazon in the United States. The products were there, the experience was there, but growing the business required more than a familiar brand name. The team had to manage advertising across time zones, move beyond manual guesswork, and make sure inventory could keep up with demand. In this episode, we will explore how Right Foods worked with BQool and Spire to connect advertising with supply chain operations. We will look at the problems they faced, how the partnership worked, and how the company reduced advertising cost of sales by nearly half while growing orders to three times their previous level. Let's get started.

Right Foods operates in the grocery and consumer packaged goods industry. In Taiwan, it is a household name, known for products such as glass noodles and sugar. But being well-known in Taiwan did not automatically make the company recognizable to shoppers in North America. On Amazon, Right was another new seller trying to earn attention and build trust. For general manager Cai Hui Li, the move into direct selling came from the difficulty of breaking into overseas markets. Rather than continuing to depend on others to sell the company's products abroad, the team decided to try selling them directly. Right first entered the Amazon marketplace in the United States in 2020, during the coronavirus pandemic. The business showed promising early traction.

Then conditions changed. As the pandemic eased and supply chain disruptions grew, that early momentum stalled. The company relaunched two years later and handed operations to an outside agency. Even then, monthly revenue remained at just a few thousand dollars. To understand what changed next, we need to look at three problems that were holding the business back. The first was the time difference. When shoppers in the United States were browsing and buying, the team in Taiwan had already finished work for the day. That meant campaigns were running without timely optimization during some of the busiest shopping hours. Keywords that converted well were not getting enough budget. Keywords that performed poorly continued spending. By the time the team reviewed the results the following morning, those opportunities had already passed. The second problem was manual decision making without a strong data foundation. The team selected keywords by hand and set bids largely on instinct. The approach was to try a keyword at a particular bid and see what happened. But without enough data guiding those choices, it was difficult to know where advertising money would have the greatest impact. The third problem was the disconnect between advertising and inventory.

The advertising team focused on click-through rates and advertising cost of sales.

Advertising cost of sales measures advertising spend as a percentage of the sales attributed to those ads.

Meanwhile, the logistics team focused on shipping schedules. The two sides were not sharing the information they needed to coordinate their work.

Sometimes, advertising generated demand that available inventory could not support. At other times, products sat in warehouses without enough advertising behind them. Running out of stock also created a problem beyond the immediate loss of sales. As the article explains, stockouts can hurt search ranking and organic visibility on Amazon. Recovering that position can require several times the original advertising investment. For Right, the solution was a partnership that brought three areas of expertise into one connected system.

Right supplied the products and the brand. BQool provided advertising powered by artificial intelligence. Spire handled supply chain management and Amazon operations. Each partner had a clear responsibility, and shared data helped them work together. Let's start with the advertising. BQool's artificial intelligence downloads Amazon advertising data every hour and compares it with 60 to 90 days of historical performance. It uses that information to identify which keywords convert and when customers make purchases across time zones. It then optimizes bids and automatically reallocates budget to peak purchasing windows. For a team based in Taiwan, that meant advertising optimization could continue around the clock, including when employees were off work. Spire co-founder Jeff Lin described the system as helping cover the hours when staff were unavailable. Cai Hui Li also explained that adopting BQool helped the team identify keywords associated with repeat purchases and better timing for ads. Because of the time difference with North America, the company could let the artificial intelligence manage that timing after the initial setup. But advertising was only one part of the change. Spire also reworked how Right fulfilled orders. Previously, the company relied on small shipments sent directly from Taiwan. Spire moved the business toward holding inventory in the United States. Early in the partnership, that shift helped reduce North American operating costs by more than 50 percent. Just as importantly, inventory planning became more closely connected to advertising performance. When BQool's advertising data showed rising demand for a particular product, Spire could identify the trend early and position inventory before the product ran out. That coordination helped protect the ranking and visibility Right had worked to build. Instead of advertising and logistics making separate decisions, both sides could respond to the same demand signals. The partnership also depended on how the teams worked together.