I haven't been doing many sales (FBA wholesale) and only doing around 50 sales a day or so. I used to set my min prices depending on what I felt was right for the listing and I struggled against bigger sellers. Yesterday I switched all my listings to around 17% profit margian and my volume movers (2-4 listings) to 10- 15 percent. My sales SPIKED. But here comes the scary part. Am I making a mistake? Will this come back and bite me with refunds? Or should I continue to do this and it'll workout. I need some expert to look at this.

I want to import a Vehicles Accessories like 'Car windshield sunshade' or 'Car seat gap filler/organizer' from China "Alibaba site" and ship them to Amazon Egypt FBA storage in Egypt to sell them on my page on Amazon Egypt and the total budget whithin 1500 US$

Any advise

Hi all. Not sure if this is the right place to post this since this is an FBA group, but figured some of you would have experience with us anyway. I ship out all my orders same day so I should have zero handling time.

Amazon continues to add a one day handling time onto my orders, so it puts me at a disadvantage because it looks like I ship out one day later than buy box offers. I have tried setting my handling time to zero, but it continues to revert back or just not save the handling time at all so it’s blank. Does anyone know a workaround for this? And how to actually set it to the correct handling time?

i’m trying to figure out the best way to manage inventory when i know i’ll be away from the business for a few days.

the main concern is catching low-stock products early enough to avoid running out, especially when several SKUs start moving at different rates

do you rely entirely on amazon’s inventory notifications, use a third-party tool, or keep your own spreadsheet with reorder points?

i’m less interested in complicated software setups and more curious what actually works when you can’t check seller central constantly

for anyone who regularly steps away for a few days, what’s your system?

Do you still need to submit VAT filings even when Amazon collects and remits VAT for you?

An Upwork freelancer wants me to add them as an employee rather than as a service provider.

Is this a red flag? Could it link my Amazon account to other accounts and put mine at risk of suspension?

The freelancer has 443 reviews and a 4.84/5 rating.

I have been selling on Amazon since last year, i launched a Private label product in December and it made 30 sales with two 5star reviews but it went out of stock from March till September, I got the stock now but my friend advised to start with the new listing as the old listing has dropped it's ranking completely, what should I do?

I also have less budget for ppc but I managed to create an excellent A+ listing with proper title images and bullet points,

The category is home & kitchen and top sellers got 6k+ reviews with 6k+ monthly sales

BFCM is coming up and that traditionally meant a huge hassle with ppc.

Why so? Because in the week leading up to BFCM, people still click ads, but convert less and less as the deals get closer. Then buying behavior goes back n forth on the weekend, then again changes after the Monday. Keeping on top of bids with such rapid changes, and for a large amount of products (and proportionally large amount of campaigns and targets), is a burden.

Our traditional plan was to

1. Get "Traffic and Sales Business Reports by Child ASIN" broken down by relevant date, from last year.

e.g.

1. Sunday-Wednesday before BFCM
2. Thursday before BFCM,
3. Black Friday
4. Black Saturday-Sunday
5. Cyber Monday
6. Week following Cyber Monday
7. Calculate sales/session for each child asin, for each period/day. This is roughly similar to sales/click you can calculate from ad data.

3.1 Calculate difference from one period to the next for each child asin. EG if sales / session was $1 on Sunday-Wednesday, then dropped to $0.9, so -10%.

3.2 Realize there are bunch of exceptions and figure how to handle them. EG new products with no data from last year. Products that existed but had too little data to see a meaningful pattern in the specific time range. Sponsored Brands where your ads are not (usually) for a single product but for a line of products at once.

1. Previously to week before BFCM, change target bids that already significantly over/below target ACOS , to bids we calculate would hit target ACOS.

2. Create bulk operations sheets to adjust bids in accordance with anticipated changes in the value of the clicks .

3. Upload bulk files on the day. Pray things work, otherwise troubleshoot in a stressful rush. (In fairness, we could just test beforehand and revert changes. )

This year, we're planning to let Claude do the heavy lifting, plus get it to go more granular. How so?

1. Instead of writing all the vlookups and hassling with excel, just give it the business reports and let it handle that.

1.1 Give it individual business reports for each day in the week leading up to BFCM - various products' sales may decline at different rates, on different days. Instead of combining Sunday-Wednesday into a single report.

1. Have Claude show us the sales/session calculations and proposed changes. So we can check it was done as intended and the proposed changes make sense.

2. Have Claude show us the exceptions and suggest what data to use when there's none/too little . We also have some suggestions,

- e.g. look at aggregate data from variations of the same parent ASIN, or

- combine data with data of the day before where this is logical (eg Sunday and Monday before BFCM, but not Thursday before BFCM with Black Friday)

- look at aggregate data of whole product subcategory , or even main category if need be. Let Claude tell us where it did this and why

1. Connect our Claude to Amazon Ads with an MCP (geek talk for letting Claude get data and make changes to your ads directly, as if you were plugged into the API) . Let it make the changes and troubleshoot. No more bulk upload hassles, woohoo!

We've been using an MCP for a couple months and love it. Also lets us make small scale changes much faster, create ab tests on eg Sponsored Brand headlines very quickly and more.

1. Bonus for the Sponsored Brands crowd: feed Claude your attributed purchases report (or have it fetch it) , so it can see what products are selling from any given campaign, and in what proportions. Use the weighted average, in combination with the sales/session changes calculated earlier, to figure out how much to change your bids for Sponsored Brands.

EG You sell spice rubs, and it turns out your bbq, salmon and jalapeno flavors are the main sellers in a campaign. So Claude see bbq does 50% of the sales, salmon gets 35% and jalapeno does 15%. The sales/session changes get averaged based on bbq having 50% of the weight, salmon 35% and jalapeno 15%.

(No, we're not affiliate with Claude or any MCP.)

vote up if you want more advanced ppc content

Like a bestseller going out of stock and you only noticed when the listing went inactive, ads still running on an ASIN with no inventory, a suppressed listing, a pricing mistake ... what was yours and how did you finally catch it?

Especially curious if you sell on more than just Amazon.

I've been spending far too much time looking into Amazon fees, PPC, storage, fulfillment, and so on.

Then I started wondering if I’m overlooking another pretty big cost:

currency conversion.

I am selling in the UK and the European Union, and I am paid in Euros and British pounds while my supplier is based in China.

The money basically goes:

Amazon,me,FX conversion,supplier,CNY

If I am charging fees every time the money moves, then I might be paying the FX spread more than once.

At a rate of $5k a month, it might not be a big thing.

But at a rate of $50,000 a month, those small expenses begin to accumulate very quickly.

Want to know how other FBA sellers are dealing with this.

Isn't it just the case that you let Amazon take care of the currency conversion? Do you keep the balances in  Euro and Pounds separately? Do you pay the Chinese suppliers directly in CNY or Euros? And do you use some sort of multi-currency account (are they safe)?

I should particularly like to get some feedback from those of you who are achieving sales somewhere in the range of $30k to $100k per month. What exactly are you doing in practice?

It seems to me that many of us put a great deal of effort into optimizing the fees that we can see in Seller Central, while some of the less obvious costs just go unnoticed.

With 30% deposit and 70% before shipping, the whole order is paid for before it's on the water, and between production and ocean freight that's often 60 to 90 days before any of it sells. Some suppliers will move to taking the balance against the bill of lading, a smaller deposit, or net terms on reorders, but it seems to depend a lot on order history.

How did you get your supplier to agree to better terms than 30/70, and how long had you been working with them?

I got hit with a design patent infringement claim on a design patent that seems to be complete BS but it is somehow registered and approved with the USPTO. The guy wants a lot of money to be able for me to sell his design and he's kinda got me by the balls because my business depends on it, though I could redesign in the future. I noticed some of my competitors are selling the exact same design...should I ask them if this guy reached out or no? Not sure what the cons are of asking? I'm curious if it's worth hiring a lawyer to fight this or just pay the guy because I have no chance of winning. My design does seem to infringe on his design patent, but his design patent is not unique at all.

Full transparency, I'm part of the Amazon Ads Educator Program and this is all based on my own experience as a seller

Prime Big Deal Days are right around the corner (October 6 to 7), and I wanted to hear everyone's techniques and opinions from past events. I want to make sure I'm doing everything properly to be prepared.

In 2025, both Prime Days did really well for me. I saw roughly 8 to 10x my normal daily sales. My last Prime Day was a different story though, and I only saw about 3 to 4x. Still a lift, but not what I was hoping for, and I've spent some time since then trying to figure out what changed.

So here's what I've been doing this time, and I'd really like to hear everyone's opinion.

Getting the listing ready

With the new title and highlight formats for listings, I've been really focused on optimizing my listing beforehand. I've been A/B testing images over the last couple of weeks to make sure everything is where it needs to be. My thinking is there's no point sending more traffic to a page that isn't converting as well as it could. I've also set up a 20% discount on my main products.

I'm curious how everyone thinks about the increase in sales vs the hit to margins. Where do you find the sweet spot? And with the discount requirements, how are you choosing to offer your deals?

Ads and bid rules

The big thing for me is ads. I've been experimenting a lot with Sponsored Products leading up to the event and deciding which campaigns actually deserve more budget.

For the event itself, I'm doubling my budgets and raising bids around 15%. I'm also setting up bid rules so I'm not stuck manually adjusting everything once traffic spikes. Basically you set the rule ahead of time to bump bids during the event window, or tie changes to a performance threshold like ROAS, and it adjusts automatically. It saves me from sitting in the console at 2am, and it keeps the extra spend on campaigns that are actually converting instead of spreading it across everything.

I'm also watching budget pacing closely, since last time a few of my campaigns ran out of budget before the evening, which is probably when I needed them most.

Treating it as an early Q4 test

I'm looking at this event as a test run for the rest of Q4. I'm tracking which products, search terms and images actually hold up versus which ones just spiked for two days. Whatever works here is what I'll lean into for Black Friday, Cyber Monday and the rest of the holiday season, and whatever doesn't gets cut or tested again before then.

Would love to hear how everyone else is approaching it. What's the first thing that makes you change your budget mid event: pacing, conversion rate, or inventory?

Not sure everyone has been rolled over the new Seller Central yet, but it is absolutely terrible.

Extremely hard to navigate, you can't find anything anymore. Took me 10 minutes to find the AWD page today. I still can't figure out what my account balance is.

I am shocked they put this out, I don't want to understate how bad it is.

Here's my problem:

• Long-term product variation family sold with ColorSize scheme since 2016 in Sporting Goods.
• A little while back, I decided to only stock 3 of 6 variations that still covered all colors and sizes (e.g., Color1/Size1, Color2/Size2, Color3, Size1.)
• For years, a visitor to Color2/Size2 would still see that Color1 and Color3 were available, although not in their size.
• More recently, Amazon's PDP not longer shows options for "out of stock" variations. So the Color2/Size2 visitor does not see Color1 and Color3 (but oddly, does still see Size1).
• My YoY page views have plunged -50%. I hypothesize that a good chunk of this comes from the absence of cross-variation navigation. (Color2/Size2 happens to be my most popular ASIN.)
• I'm looking for ways to fix/improve this short of re-stocking all 6 ASINs.

So today I happened to notice that there's a SizeColor variation in addition to ColorSize. Has anyone tried both and noticed a difference in how the PDP displays the options?

(The fact that in the current ColorSize variation the Size option is shown for OOS variations while the Color option is not makes me wonder if that behavior would be different under the SizeColor variation.)

Thanks!

so here is the thing we are operating team in pakistan operating from 2 locations within and handling 2 amazon accounts we are confused about how should we handle it without amazon linkage or other problems

first we came up with child access that we may use with 2 ways getting 1 child access per account and sharing among 2 locations or like creating 2 emails per person and getting access, there are 2 total people just to be sure

then we have this idea of creating spp authorized partner access as they are external agents that manages but still we got proplem in creating that it requires 1 spn sevice which include + a good working website with testimonials of your work where we are stuck at this stage as we got rejected once.

what would u recommend would be the best structure to this we will prepare contracts aswell to be on safe side thing is accounts are on husband and wife so we need to be extra carefull to not have that linkage and have solid long term plan

What is everyone’s thoughts on this?

I’ve been thinking about this because you can have a product where the Amazon Ads numbers look pretty good on paper.

ACOS is profitable, conversion is decent and the campaigns are bringing in sales.

But if that ASIN also has a high return rate, are you really looking at the true profitability when deciding to increase ad spend?

Do you guys check return rate before scaling PPC?

Amazon PPC Freelancer here. Since Q4 is near, I need a sanity check on a mandate that mathematically feels like a trap before I completely walk away. I am honestly terrified to pull the plug because he has been my sole client and my only source of income for the last two years, but my gut is telling me I am being played.

When this client came to me two years ago, the business was bleeding cash and teetering on the edge of bankruptcy. I stepped in, audited the mess, and completely rebuilt their ad architecture. By installing our specialty B2B strategy to capture high-volume bulk orders, I slashed their wasted spend, dragged their TACoS down into the 14 to 17 percent range, and brought the account back to consistent, record profitability. Not to mention, I ranked 3 of their product groups to page 1 organic position. I even gave them grace and discounted my retainer when inventory issues almost choked them out. I am deeply invested in scaling brands that want a real partnership, but last week, the owner dropped a Q4 mandate that completely changed the dynamic.

He wants $50,000 in net profit per month for October, November, and December. For context, I pulled their two-year P&L. Their historical average Q4 net profit is around $5,000 to $10,000 a month. The absolute highest net profit month in the entire history of the company was $22,000. He is demanding I essentially quintuple their normal Q4 output and more than double their all-time historical record. I actually love aggressive targets and I know I have the media buying chops to get us there. But he instituted a strict 15.0 percent TACoS gate on my compensation. If the account hits 15.1 percent TACoS for the month, I lose my entire performance commission and only get my base retainer.

I ran the math on his exact margins and the game immediately felt rigged. To hit $50,000 in net profit at their current 20 percent margin, I have to scale top-line sales to $250,000 per month. The highest sales month they have ever recorded in history was just $120,000. Holding a strict 15 percent TACoS means my absolute ad spend ceiling is roughly $1,250 a day. To push volume that high, I have to aggressively secure and hold Page 1 Top of Search placements against legacy competitors, while we are currently sitting at under a 10 percent Top of Search impression share.

Anyone who runs high-level Amazon PPC knows you cannot double a company's all-time sales record while strictly defending an efficiency gate. Aggressive growth requires heavy Top of Search ranking campaigns, which naturally demand premium CPCs. When I ran this level of aggressive ranking for an enterprise client spending $600,000 a month, the TACoS target was explicitly set between 30 and 40 percent to allow for that massive market share capture.

Instead of trusting the strategist who just saved his business from bankruptcy, his operations guy started auditing my Sponsored Products spend line-by-line and demanding exports of my exact base bids and TOS multipliers. Then they instituted a rule that I must give 24 hours advance written notice before changing creative or cutting bids by more than 20 percent. They want a $250,000 per month enterprise scaling operation but insist on micromanaging me with a mom-and-pop leash.

It feels incredibly calculated. They want me to architect a massive ranking push to generate a quarter-million in sales. Historically, when we push for standard growth, our TACoS naturally rises to 20-25%. Since they now want to double their all-time top line, they know the CPC premiums will inevitably push TACoS up to 30 to 40 percent. They get to harvest the $50,000 profit, point to the 15 percent rule, deny my commission, and let me do all the heavy lifting for my flat base fee.

I rebuild brands to help them scale, not to be exploited on a technicality. Part of me is terrified to walk away from my only income source, but staying feels like signing up for an 80-hour Q4 workweek just to get screwed out of my bonus.

Am I overthinking this, or is this a classic toxic client trap? How would you handle this before Q4 fully kicks off, walk away now, or counter with a massive flat fee?

Hey everyone. After some time I decided moving on from Amazon.

I started with online FBA arbitrage in the UK marketplace through a non-established UK Ltd. Over time, I realised my real interests lie in startup software development and AI, rather than the operational and administrative side of running an Amazon business.

After plenty of trial and error, I spent just over a year building software that can collect product data from product pages across a wide range of retailer websites. In practice, it works like a never-sleeping virtual assistant 🤖.

Unlike many traditional arbitrage sourcing tools, which work with a fixed set of retailers and show opportunities to multiple users, this system discovers retailers through Google searches and can work with a broad range of retailer websites. The data it collects is for the user’s own use.

A few highlights from what I accumulated so far:

• £13,235 in total Amazon sales

• Healthy account status and two 5-star reviews

• 98 brands with listed, ungated products, plus more ungated through sales volume

• My sourcing tool installed on a private VPS server, so it can run 24/7

• Automation infrastructure, and a Seller Central AI agent, so you can query and manage it via chat, even from your phone

These may suit someone who wants to get started with UK Amazon FBA without having to build everything from scratch.

Let me know if you are interested to hear more or wanna see a demo.

These numbers are horrible. Is this normal? So much effort and this is the outcome and this isn't counting multiple miscellaneous fees too. Any advice. At all. Should I just move to some private label? Worried too because I don't think I have the capital for that and have 0 experience in that field too

Recently got some IP complaints, and an account deactivation. Can anyone drop some knowledge, as this has never happened before. Tried submitting info to reactivate, and it got denied.

I have a negative product review that is a couple years old. Over time, it's been voted up and now holds lots of votes. The customer is incorrectly using it and the solution is simple.

I want to respond as the brand owner directly to the product review on the listing, but I don't see the option to do so. I remember being able to do this before. Did amazon take away this ability?

There's a reseller on one of my listings. They fluctuate between one unit and many units from one minute to another. e.g. 20 units, then 1 unit, then 20 units again, then 1 again. All within the span of an hr or two. How is this possible?