TJ Hughes is a discount department store for furniture & homeware, electricals, fashion, beauty & toys. They have a vast portfolio of brands such as Morphy Richards, Nike, Wrangler, Calvin Klein and many more, all designed at the highest level to meet the demands for quality goods at low prices.
We developed a consolidated account structure centred on ROAS and product value. This strategy involved vertical scaling and strategically increasing investment in high-ROAS products.
To achieve B2’s dual objectives of revenue growth and improved return on ad spend (ROAS), we restructured their advertising account to consolidate campaigns by product category and performance tier. The new structure was built around a clear hierarchy of product value and historical ROAS performance, allowing for more focused budget allocation and simplified management.
By consolidating campaigns, we were able to reduce overlap and cannibalisation across ad sets, which previously diluted performance data. We then implemented a vertical scaling approach, gradually increasing ad spend on campaigns that demonstrated consistently high ROAS, while pausing or limiting spend on underperforming products.
This allowed us to reinvest budget more aggressively into proven top-performers, particularly high-margin or high-conversion items, thereby maximising efficiency. In parallel, we monitored campaign performance closely to identify new opportunities for scale, while adjusting bidding strategies and creative assets to maintain a positive growth trajectory without compromising profitability.
To optimise the account, we analysed product data from the past 12 months, identifying performance trends to guide a new, structured campaign approach. Based on this analysis, we restructured the account into dedicated campaigns that focused on product value and performance. Products were segmented into "High Value" and "Low Value" campaigns. High-value campaigns focused on products with significant revenue potential, prioritising resources to capitalise on their profitability. Low-value campaigns targeted products with smaller margins, where spending was carefully managed to capture opportunities without overextending resources.
In addition to these core campaigns, we implemented two specialised strategies. The first was the "Elite Products" campaign, which concentrated on a select group of high-ROAS, high-converting products. These top performers were strategically prioritised with increased investment to drive substantial returns and improve overall account efficiency. The second specialised strategy was the introduction of "Sleeper Products" campaigns. This approach targeted underperforming items that consistently failed to deliver results, such as generating minimal clicks or conversions. By pulling back spending on these products, we minimised wasted budget and ensured that resources were allocated to campaigns with stronger potential for growth.
This refined campaign structure, built around product value and performance, allowed us to strategically allocate spend, maximise ROAS and maintain efficiency. By focusing on high-performing products and reducing investment in less effective areas, we not only delivered immediate improvements but also set the groundwork for sustained growth and success.
Remus Uomo
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