Performance ads, SEO and conversion work that returned 4–5x on ad spend and lifted average order value by 15–20% for one of Singapore’s best-known homegrown fashion brands.

Fashion is one of the hardest categories to run performance media in, and almost all of the difficulty sits in the gap between wanting something and being confident enough to buy it. A customer can love a dress on screen and still not order it, because she does not know whether it will fit, how the fabric will sit, or what happens if it is wrong — and every one of those unanswered questions is a reason to close the tab. The catalogue works against you as well. A womenswear range turns over constantly: new arrivals land week after week, sizes sell through unevenly, and last month’s hero piece is this month’s dead link. That churn quietly breaks the machinery underneath the advertising — product feeds drift out of step with what is actually in stock, spend collects on lines that cannot be fulfilled, and creative goes stale faster than it can be replaced. On top of that sits the auction itself, where every fashion label in the market is bidding against the same broad terms and the same lookalike audiences, so the cost of reaching a new customer only ever moves one way. A well-known brand has a further, subtler problem: a large share of the demand it captures is people already searching for it by name. That traffic is cheap and it flatters the numbers, but it is not growth. Growth has to come from the more expensive, less certain end of the market — and that only pays for itself if the store converts well and the basket is big enough to carry the cost of winning the customer.

Make paid acquisition something the brand could scale with confidence rather than something it had to ration. Three measures defined success. First, a return on ad spend strong enough to justify putting more budget behind the channel each month instead of holding it flat. Second, a higher proportion of the people arriving at the store actually completing a purchase — closing the fit, delivery and returns questions that stall a fashion basket rather than accepting them as the cost of selling clothes online. Third, a larger average order, because in a category where acquisition is expensive and returns are a fact of life, the size of the basket is what decides whether a new customer is profitable on the first order or only on the third. Revenue return, conversion rate and average order value were treated as one problem rather than three, since a better-converting store with a bigger basket is precisely what makes a strong ROAS achievable at scale.

We built performance campaigns across Meta and Google Shopping and Search, structured around how the range is actually shopped rather than how it is merchandised internally. Search carried the deliberate end of the demand — the customer who already knows what occasion she is dressing for and is looking for the category, the fit or the brand by name — where the job is to be there and to be the cheapest route to the product rather than to persuade. Social carried discovery and consideration, putting new arrivals, collections and the fit-and-styling story in front of women whose intent had not yet turned into a search, and giving the range enough exposure that the branded searches downstream had something feeding them. Because the catalogue moves constantly, feed and campaign structure were maintained as ongoing work rather than a one-off setup: products grouped so that spend concentrated on lines that were in stock, in size and converting, instead of being spread evenly across everything published. A retargeting layer ran continuously against browsers and cart abandoners, which does more in fashion than in most categories — an abandoned bag is very often a size or a returns question rather than a change of mind, and it can be answered.

Alongside the paid work we developed SEO for the branded and category searches the brand should own outright, so a steady share of high-intent demand arrived with no media cost attached — the part of the mix that keeps the blended return healthy when the auction gets expensive. On the store itself we reworked the e-commerce and conversion experience, tightening product pages so that sizing, fit and fabric were answered before the customer had to go looking, making delivery timings, exchanges and returns unambiguous ahead of checkout rather than a discovery at the end, and clearing the friction in bag and payment where orders were leaking. Styling, cross-sell and multi-item paths were built into that flow so that building a bigger basket was the natural route through the store rather than something the customer had to assemble herself — the change most directly responsible for the movement in average order value. Email capture ran through both the site and the campaign journeys, and lifecycle email and retargeting flows carried those contacts back for the next drop and the next occasion, so the media budget was buying a customer rather than a single order.

Over six to seven months the campaigns returned 4–5x on ad spend, conversion settled between 3% and 3.5%, and average order value rose 15–20% — a paid channel that earns back several times what it costs, on baskets large enough to make acquiring a new customer worth it.

See the rest of our client work on the case studies page.