How Olivia Garden Grew Prime Day Revenue 56% While Shifting Mix Toward Appliances

Increased competition in the hair styling appliance category made it harder for Olivia Garden to keep scaling efficiently. The brand was pushing into a segment where it is not yet the known name, against a Prime Day 2025 comp that had already performed under full gating. 

Appliances carry revenue through price point rather than unit volume, and at that price point the path to purchase is longer, so unit-led tactics would not move the number. Prime Exclusive Discount funding was also not available across the full catalog.

Success definition: The task: drive qualified traffic to optimized appliance detail pages and lift conversion rate, so the higher price point carries revenue growth without deeper discounting.

The Decision Point: 

The available alternative was to put discount depth and media behind the brushes. They already rank, they convert on event traffic, and a discount on a brush is affordable. That approach would have produced a year-over-year beat and left the appliance objective untouched.

Nectar built the event around appliance conversion instead. Two factors drove the decision. First, a single point of conversion rate on a dryer returns far more revenue than the same point on a brush, which made the appliance PDPs the highest-return place to work. Second, at that price point, the purchase decision is harder and slower, so a shopper needs more convincing before they buy. 

That moved the work upstream into content quality, pricing health, and inventory depth before any deal went live. It also meant the media plan had to reach people who had never bought from the brand, which is why DSP was stood up on the account for the first time.

What We Did — catalog, pricing, and inventory:

1. Audited every PDP for brand story and A+ content across the catalog, verifying that no child ASINs had dropped their content. At the appliance price point the path to purchase is longer, so thin detail pages cost conversions on the most expensive traffic of the year.
2. Audited variation families so sizes, colors, and attachment bundles sat under the correct parent, consolidating reviews and traffic onto a single detail page.
3. Price matched to alternate channels in the weeks leading up to the event. This maintained pricing health and Featured Offer stability, and removed suppression risk during a critical window. It also raised the bar on the deal side: a Prime Exclusive Discount has to beat the ASIN's lowest price across the prior 60  days, so a lower matched price means the event discount starts from a lower base.
4. Planned inventory early at up to 2.5x normal run rate, with the load-in schedule advanced to match the shift of Prime Day from July to June.
5. Structured promotions so most units carried a visible discount: Prime Exclusive Discounts where funding was available, strikethrough pricing at 20% off where it was not.

What We Did — media:

6. Back-loaded media onto the event week. Prime Day fell in the first full week of July in 2025 and the last week of June in 2026, so budget was paced to match. The event week carried 36% of the month's spend and ran at 2.4x the prior week, against 1.9x in 2025.
7. Built AMC audiences and pointed Sponsored Products and Sponsored Brands at them: a lookalike of prior Prime Day purchasers, plus new-to-brand, add-to-cart, and cart-abandoner segments. 49 campaigns carried AMC audience targeting during the event, against none in 2025.
8. Deployed Performance+ in DSP against a detail-page-view goal on hair-dryer intent, starting three weeks before the deal went live. The purpose was to let Amazon's algorithm find customers outside the audiences we could define ourselves and push them onto the appliance PDPs.
9. Ran category share-of-voice keyword funnels alongside the deal media, so rank gains earned during the event would carry into the weeks after it.

How We Measured It:

• Primary comparison: the four days of Prime Day 2026 (June 23-26) against the four days of Prime Day 2025 (July 8-11). Equal event length and equal gating status, so the read is like-for-like.
• Tracked units sold and average selling price separately, so we could tell whether growth came from selling more items or from selling more expensive ones.
• Tracked results day by day inside the event to confirm the growth held across all four days rather than landing in a single deal spike.
• Held media performance separate from total revenue, at 3.08x ROAS across the event, with DSP reported on its own since it was net-new to the account.
• Tracked new-to-brand orders and revenue account-wide, to check whether the growth brought in customers the brand did not already have.

"Volume tactics alone weren't going to move the needle against our strong 2025 benchmark. By shifting our focus from brush volume to appliance conversion, and backing it with net-new DSP and AMC targeting, we didn't just chase raw traffic; we captured high-intent shoppers willing to invest in our premium blow dryer." — Caroline Adams, Sr. Strategic Brand Manager