From Meta-heavy to full-funnel balance with 2.7× ROAS.

About Aazol

Aazol sells Maharashtrian recipes made the way they are meant to be made, by women-led producers, with no factory shortcuts. The marketing did not match the product. Almost all of it leaned on Meta, most of that on Advantage+, and the funnel was held together with guesswork. Google sat nearly untouched. A premium heritage brand was being scaled like a hobby. The Shizz came in on strategy, performance consultation and a creative revamp rather than as a pure media buyer.

The work rebalanced the engine across Meta and Google, identified the SKUs worth building on, and rebuilt the creative so it looked as premium as the product tastes. CAC came down by 70%, ROAS reached 2.7x, and revenue moved past ₹22.5L a month.

The challenge

Aazol was running on autopilot. Spend leaned hard on Meta Advantage+, which is efficient at finding buyers and opaque about how it found them. That opacity is the problem at scale. When the campaign picks the audience, the brand cannot tell which cohort, creative or SKU is carrying the result, so there is nothing specific to double down on when performance dips and nothing to diagnose when it swings.

ROAS swung wildly for that reason, and CAC ran too hot to add budget with confidence. Google sat almost untouched, so demand that already existed, people searching by product or category, was left for someone else to collect. The creative did not do justice to a premium heritage product. Product-market fit was real. The system around it was not.

What we corrected

The strategy was rebuilt from the ground up. First, the hero SKUs were identified: the products that carry higher order value and bring people back, not simply the ones that sell most often. Those are rarely the same product, and building spend around the wrong one caps revenue permanently. Second, the Advantage+ dependency was broken with a 60:40 mix. 60% of budget went to manual targeting on specific cohorts, which buys back control and readable data, and 40% stayed on Advantage+ for scale.

That split keeps the efficiency of automation while restoring the ability to learn from it. Third, the creative was overhauled so the advertising looked as premium as the product tasted, because a heritage price on a generic-looking ad reads as overpriced rather than considered.

Our approach

Hero SKUs led every campaign, and cohorts were addressed separately: first-timers, cart-abandoners and category switchers each got creative written for where they actually were. A first-timer needs to understand the product. An abandoner needs the one objection that stopped them removed. A switcher needs a reason this is better than what is already in the kitchen. One message cannot do all three, and averaging them satisfies nobody.

The content did real work rather than decorating a feed: what the product is, why it matters, and why Aazol is not another label on a crowded shelf. Google was woken up with fresh keyword maps and landing pages built to convert rather than to exist, so search demand landed somewhere designed to close it instead of on a generic homepage.

The results

Four months in, CAC was down nearly 70%, ROAS was close to doubled at 2.7x, and revenue had moved past ₹22.5L a month. Acquisition cost sets the ceiling on how much budget a brand can add before growth stops paying for itself, so cutting it does not just improve one metric, it widens the band of spend that stays profitable.

The structural change matters more than any single number. Aazol now runs a balanced engine across Meta and Google, with a manual layer that can be read and an automated layer that can be scaled. That is the difference between a business that can plan its next quarter and one hoping a single channel keeps behaving.

What you give up when the campaign picks the audience

Broad automated campaign types are genuinely good at finding buyers and genuinely bad at explaining how. That trade is fine while spend is small. It gets expensive as budget grows, because the account cannot answer the questions that decide the next move: which cohort is profitable, which creative is working, which product deserves more weight. A common fix is to split budget between a manual layer and an automated one, so the manual side produces readable signal and the automated side keeps the reach.

Channel balance is the other habit worth naming. Search captures demand that already exists, social creates demand that does not, and a brand running only one is either paying to educate people it never converts, or harvesting a pipeline nobody is refilling.

What we ran

On Aazol, The Shizz ran Strategic Consultation, Performance Marketing Consultation and Creative Strategy Revamp.