How I would reinvent an Amazon business in 2025

Over the past 10 years in the Amazon space, I’ve seen brands rise and fall—some succeed and grow, while others struggle to keep up, or exit Amazon completely.

This reinvention playbook is shaped by those experiences of working in the trenches with the clients, watching and conversing with brands: what works, what doesn’t, and what I’d focus on to build a thriving Amazon business in 2025.

If I had to reinvent an Amazon business in 2025, here’s exactly what I would do:

Product Offer

First, I’d make sure the product fits the market. Reviews would need to be 4 stars or above. If not, I’d fix that first.

I’d aim for a gross margin of 70% or higher. Price - Amazon fees - COGS = 30%+.
This would leave room for marketing, operational costs, and unpredictable factors.
I used to recommend 60%, but with rising advertising costs, inflation, and potential tariffs, 70% is now the must-have unit P&L benchmark.

I’d focus on higher AOV or LTV:

• Bundles, multipacks, or limited/seasonal editions with higher price points.

• Post-purchase promotions to encourage repeat purchases, cart abandons, cross sells.

My pricing would be competitive, but I’d lean premium.

Low-price products make scaling hard on Amazon due to high operational demands. Efficiency and margins are critical.

Presence

I’d control my brand and product presence on Amazon. If I sold through retail or other channels, I’d address reseller risks first. Brand control means clean catalog in search results, updated images, consistent pricing. Resellers often disrupt this.

I would definitely aim for brand-based differentiation, but wouldn’t rely on only a brand story to stand out.
My images, visuals, and videos would:

• Highlight product benefits in easy to consume visual form

• Create emotional connections.

• Align with Amazon’s evolving AI algorithms (contextualized ‘grabbing’ of content by AI)

Other essentials:

• Cross-sell products in A+ pages.

• Design my storefront around a typical customer journey, not just a product dump.

• Update seasonally.

• Use reviews-analysis tools to pull positive, recurring phrases into copy and visuals.

Promotions

I’d combine advertising with strategic non-PPC promotions.

Advertising success would align with TACOS (Total Advertising Cost of Sales). It would need to make sense within my P&L. Marketing spend/total sales fit into that 30% allowed expense space.

For promotions, I’d go big during events like Prime Day and the holidays.
But I’d prioritize higher AOV or LTV. For example:

• A big coupon discount on Subscribe & Save, rather than a plain coupon

• 20% off for repeat buyers.

I wouldn’t obsess over ROAS and ACOS.

If my product mix was strong, unit economics were healthy, and my PPC approach (and PPC manager) was solid, returns on ad spend would naturally fall into place.

Processes

I’d structure my workflows with 4 cadences: annual, quarterly, monthly, and daily.

• Annual/Quarterly: Planning, goal-setting, and review.

• Monthly/Daily: Delegating execution and oversight to my team.

I’d keep tools simple. Amazon is already complex.

The must-have tools for me would include:

1. Reporting and performance data aggregation (product performance, ads, operations, P&L).

2. PPC management.

3. Inventory management (especially for multi-channel operations).

People

Running an Amazon business requires specialized expertise. A “jack of all trades” wouldn’t cut it for me.

I’d keep my team small and focused:

• Outsource wherever possible.

• Clearly define roles:

  • Thinking - Strategy, aligning Amazon with business goals, project management, data interpretation

  • Doing - Tactical tasks like design, advertising, and operational oversight.

If my Amazon business were under $50K/month, I’d hire freelancers instead of agencies and let my “thinking” person oversee them.

With the abundance of tools, data, and AI, execution has become more system-driven. The human role would focus on managing those systems effectively.

Final Thoughts

THere is nothing glamorous or glorious about an Amazon business reinvention. To me it’s ongoing harnessing of fundamentals, supported by smart decisions, right people, numbers, and good old work. 

While I would watch for trends, and short term opportunities I would 100% double down on strengthening fundamntals of my Amazon business as the core of the reinvention.

Looking to reinvent your Amazon in 2025? I can help.

Saludos,

Irina