From fragmented strategy to 3X D2C growth across multiple SKUs.

About Zama Organics

Zama Organics built the difficult parts of the business first. Exports, a strong HORECA presence and a wide B2B network were all in place. D2C, the part that looks easy on a spreadsheet, was the neglected child: misaligned ads, broken tracking, and a brand voice that changed depending on where you looked. The Shizz came in on strategy rather than media buying alone.

The job was to decide what the brand should sell online, say the same thing everywhere, and put budget behind proof instead of opinion. Ketchup, ghee, mushrooms and Khapli atta became hero SKUs, and D2C grew 3x. The work spanned positioning, media, creative and the on-site experience, because a fragmented strategy never gets fixed inside one channel.

The challenge

The ad channels underdelivered and B2C had no real focus. Messaging drifted between social and ads, so the brand never felt like one brand to a person who saw both. A shopper who meets a brand several times before buying is stitching those impressions together, and an inconsistent voice makes them start again each time. Premium products were not converting online because the premium in the positioning never made it into the actual ads: the price stayed high while the reason for it stayed invisible.

Underneath sat a sprawling SKU range with nobody calling the shots on priorities. Every product got a little attention, which is the same as no product getting enough.

What we corrected

First, one voice. Creative across Meta and Google was pulled back into a single premium register, so the ads looked like they came from the same company as the packaging. Second, concentration: firepower went onto the SKUs that win, starting with ketchup and ghee. Third, a real hook. Mumbai's 1-2 day delivery became the selling point in hyperlocal campaigns, because delivery speed is a claim a customer can verify and a competitor cannot copy quickly.

Fourth, B2B lead-gen funnels were opened for SKUs like mushrooms, which pulled in top restaurant chains. Seasonal drops were treated as launches of their own, and the premium mango drops sold out twice.

Our approach

Every SKU was treated as its own mini-brand: test, validate, scale, no favourites without evidence. That discipline matters most in a wide catalogue, where the founder's favourite product and the market's favourite product are rarely the same one. Creative was built on hooks that had already proved themselves. Hyperlocal targeting turned fast delivery into the argument instead of a footnote.

Seasonal campaigns were dressed in premium, platform-native creative, so a drop felt like an event rather than a discount. The bigger structural change was refusing to run B2B and B2C in silos. The content that convinced a household to try the ghee gave a chef a reason to enquire, so each side fed the other.

The results

D2C tripled. The figure worth dwelling on is not the growth multiple but what sat alongside it: ROAS stayed high even as significantly more spend went in. Efficiency usually decays with scale, because the cheapest audience gets used up first. Holding both at once is the signal that the winners were genuine winners and not just the best-measured slice of a small budget.

Ketchup scaled 3x and became the entry product online. Ghee and Khapli atta turned into category drivers. The premium mango drops sold out twice within days. Mushrooms pulled pan-India B2B leads from top restaurant chains, revenue the D2C plan would never have found on its own.

How a wide catalogue decides where D2C budget goes

Catalogue breadth is the constraint nobody names. A brand with a long catalogue cannot afford a creative pipeline and an audience test for every product, so budget splits until no product gathers enough data to prove anything. The common fix is a hero-SKU structure. One or two products carry acquisition, because they have the clearest use case and the fastest reason to buy, and the rest of the catalogue earns its money after the first order through bundles and repeat.

Brands that also sell wholesale have a second lever that generally sits unused: the same category demand shows up as a household purchase and as a bulk enquiry, and one content investment can serve both if the funnels are built to catch each.

What we ran

On Zama Organics, The Shizz ran Performance Marketing, Social Media Marketing, Content Creation and CRO Consultation.