India 10×
We were growing India 10–20% from campaigns. That's ceiling growth — the market wasn't a marketing problem. Three structural fixes later, orders went from 1,000 to 10,000 a month in four months.
1,000 orders/month to 10,000. CAC declined during the same period we were increasing spend — a sign something structural changed, not just a budget spike.
The Problem
India is a structurally complicated market for cross-border ecommerce. Import GST adds 30% to landed cost. Payment infrastructure runs on rails most international platforms don't support — UPI, net banking, local card networks. And consumer behaviour in India is shaped by years of transacting domestically, which means price sensitivity and payment familiarity are table stakes, not differentiators.
We were running campaigns and growing — maybe 10–20% — but from a small base. That rate on a small number is still a small number. The question was why India wasn't working at the structural level, before we spent more on ads.
"India didn't respond to campaigns the way other markets did. The 10–20% growth we were getting was real, but it was ceiling growth — we'd hit the limit of what a marketing fix could do."
Three Structural Fixes
The Result
All three changes compounded. 1,000 orders a month became 10,000 in four months. CAC fell during a period when we were actively increasing spend — a reliable sign that something structural shifted rather than a budget spike.
"The comedians campaign worked because it didn't try to be a wellness brand. It named something people already did and just connected our product to it. Specificity is the thing that makes creative actually cut through."