Confidential brandControllers & Accessories14 mo

Handing a catalog over to the next platform generation without a gap

No revenue dip through the transition

A controller brand's products live exactly one platform cycle, and its previous generation change cost it eleven months of declining revenue. We planned the second one as a handoff instead of a cliff.

Handing a catalog over to the next platform generation without a gap

At a glance

Category
Controllers & Accessories
Marketplaces
US, UK, DE
Revenue at start
$338k / month
Context
Previous generation change cost 11 months of decline
Engagement
Full account management + listing SEO
Timeframe
14 months

Results

Lowest month during transitiondip removed-38% (last cycle) -3%
Monthly revenue+64%$338k $554k
Revenue from current-generation SKUs+69 pts12% 81%
End-of-cycle stock written off-89%$410k $46k

The challenge

A controller is compatible with one platform generation and then it is scrap. The brand had lived through this once: when the previous console generation arrived, its entire catalog became last-year's product over about two quarters, revenue fell 38% at the worst point, and $410k of inventory was eventually cleared below cost.

The instinct after that experience was to hold the old catalog as long as possible, since it was still selling. That is exactly what makes the cliff steep. Demand does not fade gradually across the whole catalog — it collapses for the old generation while the new generation's terms, which the brand has no ranking on, become the entire market within a few months. Arriving late to those terms means arriving after competitors have already banked a year of reviews and rank.

Our approach

We treated the generation change as a scheduled handoff with overlapping catalogs, not a replacement.

  • A declining-inventory plan for the old generation, with order quantities cut on a curve rather than held flat until demand disappeared.
  • New-generation listings live early, indexed months before the volume arrived, with Vine supplying the first reviews so the page was not empty when its market showed up.
  • Compatibility stated explicitly on both catalogs, so neither generation's shoppers buy the wrong one — the single largest source of returns in the previous transition.
  • Advertising budget shifted on a fixed schedule, moving from old to new by planned steps instead of by monthly argument.

Timeline

Months 1–4

Prepare

  • Old-generation order quantities put on a declining curve
  • New-generation listings created, indexed and seeded with reviews
  • Compatibility language standardized across both catalogs
Months 5–9

Overlap

  • Both catalogs advertised, budget shifting 15 points per quarter
  • New-generation SKUs reach page one before the demand peak
  • Old-generation pricing stepped down to clear rather than discounted in panic
Months 10–14

Complete

  • New generation carries 81% of revenue
  • Remaining old stock cleared at $46k written off, against $410k last cycle
  • Playbook documented for the next platform change

Inside the ad account

Anonymized account view, rebuilt from the figures reported above: ad sales growing from $152k to $249k a month while ACoS falls from 33% to 22% across the 14-month engagement.

Anonymized account view, rebuilt from the figures reported above: ad sales growing from $152k to $249k a month while ACoS falls from 33% to 22% across the 14-month engagement.

The results

The worst month of the transition was 3% below the month before it, against 38% in the previous cycle — the dip effectively disappeared.

Revenue grew 64% across the fourteen months, because the new-generation listings were already ranking when their market arrived rather than starting from zero behind competitors. Write-offs fell by almost 90%: inventory that is wound down on a planned curve is cleared at a small discount, while inventory held until demand vanishes is cleared at whatever anyone will pay.

“Last time we defended the old catalog until it died. This time we started burying it while it was still our best seller, which felt insane and was the right call.”
Operations Director, Controller brand

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