From ₹12 lakhs a month to ₹1.2 crores a month in just 8 months.

About My Pahadi Dukaan

My Pahadi Dukaan sells a Himalayan pantry range, and it had a loyal base that kept reordering. That sounds like a healthy business until you notice it was the whole business. New customers barely trickled in, ROAS had flatlined, and the same tired creative was being shown to the same tired audience. A genuinely special brand was coasting at ₹12 L a month.

The Shizz rebuilt the acquisition engine from the creative pipeline up, running Meta Ads, Google Ads, retention marketing, content creation and CRO consultation. Eight months later the brand was doing ₹1.2 crores a month, a 10x increase, with a steady month-on-month climb the whole way rather than a spike. The base had simply stopped being the only thing holding the revenue up.

The challenge

Repeat buyers carrying a brand is a compliment and a trap. The compliment is obvious: the product is good enough that people come back unasked. The trap is arithmetic. A revenue line made mostly of repeat orders looks stable and reports a flattering blended return, which hides that the top of the funnel has stopped working. New-customer acquisition had stalled, ROAS was stuck, and the ads had gone blind from creative fatigue, the same formats, the same hooks, the same faces.

A distinctive product was generating almost no fresh demand. ₹12 L a month was starting to feel like a ceiling instead of a floor, and a base nobody is replenishing shrinks quietly, one lapsed customer at a time.

What we corrected

The first move was to break the creative monotony with a pilot of fresh formats and frameworks, and traction returned almost immediately. That speed is diagnostic. When new creative works quickly on an account that had gone flat, the problem was never the audience or the product, only the asset being put in front of them. Second, the audience stopped being treated as one blob.

Cohort-based segmentation meant first-time scrollers, repeat buyers and fence-sitters each got messaging built for their specific hesitation, because a stranger and a returning buyer need entirely different sentences. Third, spend was pointed at the hero products that actually close, rather than spread thin across a catalogue where no single line gets enough budget to prove anything.

Our approach

The creative pipeline was rebuilt around what actually stops thumbs: native-style video, carousels and founder-led storytelling. Founder-led content does specific work for a regional pantry brand. It supplies the proof of origin a polished studio ad cannot, and it is cheap enough to produce at the volume a scaling account eats through. A cohort-based funnel made sure every audience got a message written for them, not at them.

Retention flows ran underneath the whole thing as acquisition scaled, so the loyal base kept compounding while new buyers arrived. That ordering matters. When retention holds, every new customer stacks on top of existing revenue instead of replacing someone who has quietly churned, which is how a revenue line climbs steadily rather than sawing up and down.

The results

Eight months later the brand was doing ₹1.2 crores a month, up 10x from the ₹12 lakhs it was stuck at, with a steady month-on-month climb the whole way. A steady climb means the gains came from a repeatable system rather than one campaign catching fire, and a system can be funded with confidence.

ROAS held strong as spend scaled, which is the harder half of the result, because return normally erodes as budget grows. For the first time the loyal base was the foundation rather than the entire business, with a real pipeline of new customers pouring in on top of it.

Why retention-led brands often have the weakest acquisition

A strong repeat base can disguise a broken top of funnel for a long time, and blended reporting is the reason. When returning customers convert cheaply and are counted in the same pot as cold prospecting, the account-level return looks acceptable and nobody goes looking for the leak. Meanwhile the prospecting campaigns are buying almost nothing, and the creative serving them has usually been running long enough that the intended audience has learned to scroll past it.

The fix is to separate the numbers before separating the budget. Report new-customer acquisition on its own, with its own cost and its own return, and the true state of the funnel becomes visible at once. A brand that cannot say what a first order costs does not know whether it is growing or harvesting.

What we ran

On My Pahadi Dukaan, The Shizz ran Meta Ads, Google Ads, Retention Marketing, Content Creation and CRO Consultation.