Our Work

Scaling OG Kicks

Fashion & Apparel

Joined January 2025

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Top Line Revenue Increased by +436%

Marketing Efficiency Ratio Increased by 49%

+516% Repeat Customers YoY

About the Brand

OG Kicks is one of the UK's leading destinations for authentic sneakers and streetwear, built on a deep, fast-moving catalogue of Jordans, Yeezys, Dunks and limited drops, and a community of buyers who care as much about provenance as they do about price.

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But sneakers and streetwear has become one of the most competitive corners of UK e-commerce. Acquisition costs have climbed, gross margins are tight by category default, and brands are fighting for attention against a wall of near-identical product feeds. By early 2025, OG Kicks was hitting that ceiling, top-line growth was harder to unlock, brand efficiency (MER) was slipping, new customer acquisition costs were creeping up against margin, and the CRM engine wasn't pulling its weight on repeat revenue.

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In February 2025, OG Kicks partnered with Prospa to rebuild their performance engine across Paid Social, Paid Search and CRM. Aligning creative, spend and lifecycle into one unified system built for margin-led, sustainable growth in a category where every percentage point counts.

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The Challenge

Profitable growth in one of UK e-commerce's most saturated categories

Acquisition: Scaling against a tightening category

Sneakers and streetwear is a relentless auction. Every brand bids on the same buyers, the same hype releases, the same head terms. Top-line growth had stalled, paid couldn't break new ground without a premium the category couldn't absorb.

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Margin: nCAC vs. unit economics

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Gross margin in resale and streetwear is tight by default, meaning every pound of acquisition cost had to work harder than in most verticals. Spend was spread across the full catalogue rather than concentrated on the SKUs that actually delivered profit and nCAC was creeping up against available margin headroom.

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Brand efficiency: MER moving the wrong way

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MER was sliding. Creative volume on Meta wasn't keeping pace with the platform's appetite for fresh assets, and quality didn't match the wider brand. The result: lower returns per pound spent, even as media costs rose.

Retention: A repeat revenue engine that wasn’t compounding

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In a category where LTV should carry heavy weight, repeat revenue wasn't growing. The CRM programme lacked the touch points needed to turn first-time buyers into a returning base, leaving the brand over-reliant on net-new acquisition to hit its numbers.

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Our Solutions

How We Did It

Paid Social: Creative volume, brand-led

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We rebuilt the Meta engine around creative, in line with how the platform has shifted toward it as the primary growth lever. Volume and diversity of assets ramped up significantly and have continued to climb as Meta's appetite for fresh content has grown. But volume only works if the work is good, so we raised the quality bar across every channel, ensuring every piece of paid output looked and felt like the wider OG Kicks brand. More, and better: the two factors behind the step-change in Meta and PMAX performance.

PMAX: Creative-led top-of-funnel

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The same uplift in creative quality flowed through to Google PMAX, previously a blind spot. Bespoke assets, repurposed from our paid social work gave PMAX the top-of-funnel firepower to compete in a category where visual storytelling drives the buying decision and generic creative gets ignored.

Paid Search: Margin-led catalogue management

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With a large active catalogue, Google was wasting spend on low-margin SKUs that didn't move the business forward. We split the catalogue into three tiers: Best Performers, High Margin, and Low Margin and structured campaigns around them so spend, bid strategy, and prioritisation could flex by tier. That gave us direct control over the margin profile of every pound spent on Google, instead of letting the auction decide.

CRM: Touch points across the buyer journey

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We relaunched the CRM strategy across campaigns and automations with the bulk of the lift coming through automation. In a category where buyers shop across multiple drops, brands and price points, more touch points throughout the buyer journey is what turns first-time purchasers into a returning base, and what unlocked the repeat revenue growth needed to take pressure off net-new acquisition.