The Amazon Vendor 90-Day Turnaround Plan: Fix the Catalogue, Recover the Margin

Paul Sonneveld
Hi, everyone, and welcome back to Marketplace Masters. If you've ever taken over an Amazon vendor account and thought, right, where do I even start? This episode is for you. My name is Paul Sonneveld, and I'm the host of Marketplace Masters. And today's guest is Gregor Leopold. He is the CEO and founder of a Global AMZ in Munich in Germany. Now I've known Gregor for a long time, and he's been in this world, in the Amazon world, for well over a decade. First as a seller, and now he's running an agency that handles vendor and seller accounts across Europe and North America. 

And I would add that Gregor's focus is really around specialising in those categories that have a high compliance hurdles and a lot of regulatory challenges as well. So that is really his game. Now, when Gregor and I were talking, my brief to him was, hey, I don't wanna just talk top-line strategy. I want practical insights and specifically sequence. Let's pretend we've got ninety days. We've just taken on an account. What is it that we need to do, and what order? 

So that's what we're going to focus our discussion around today. Minor housekeeping: this is, as always, a live episode, which means you get to participate; you get to ask questions, so don't hold back. Put your comments or questions in the LinkedIn comments or in the YouTube comments, and I will make sure they get in front of Gregor. All right, great to have you all and a special welcome to Gregory here today. Thank you so much for joining us, Gregor. 

Gregor Leopold
Hi, Paul. Hi, all. Thanks for having me, Paul. Great to meet you, talk with you here in this audience. And I'm happy to share some interesting insights and my learnings and findings of the last couple of years and decades. So I think really looking forward to that and also for the questions from all the people joining in today. 

Paul Sonneveld
So yeah, let's roll. Put them in that comment section. But yeah, let's get the ball rolling. I actually want to start with the audit question. I know that you are quite stubborn on this in that you tell or kindly ask every client to really start with an audit. Even the ones that say, oh, nothing, it's all good. We're in top shape. The ones that are not even convinced that there's anything to do. Right. But you insist and, um, that must mean that you, I wanted to ask you actually, you know, why do you, why do you insist on that? And what are some of the things that you are consistently finding as you do these audits? 

Gregor Leopold
I think, yeah, you're right. We're really insisting on that. And there's like subaudits you're normally doing. One is for the advertisement, one is for the account, one is for the content, and one is for like the overall frameworks. And we find so many interesting things very often at the accounts where we typically get said, oh, we're perfect at it, everything's running, we're growing. And then you very often find ASINs which are selling in big volumes but don't turn in any profits, duplicated ASINs, no proper reimbursement made, missing documents, missing information. 

When we look into advertisement, what is really the KPIs mark meaning? Because return on invest is easy. For example, if you just bid on your own brand keywords, then yes, your advertisement KPI is amazing. But the problem of all is that you're basically buying the sales you will get anyways in big times. And when this is very often a problem, when the account or the brand or the product sales are growing anyway, and everyone's like, oh, we have so good KPIs in the advertisements, and you're growing year over year x epsilon percent and these are the typically first things which are popping up in audits or focusing on the wrong topics to the wrong time or also like contents which haven't been updated in decades just to like give you a very quick examples about Paul here we could probably talk about this for two hours or so if you want. 

Paul Sonneveld
Yeah, well, I'm actually glad because you started to touch on a lot of topics that I have on my questions to ask Gregor list here. So I look forward to getting into some of those a little bit more. Before we do, I want to cover one more sort of big picture topic here, which I think you said it to me about three weeks ago, and it really stuck with me, right? This idea, and I'm just going to look at my quote here. You said, like, you know, Amazon is now really a media platform with a store attached rather than a store with a media bolt-on. It's a fundamentally different mindset, right? And, you know, I mean, why do you think that? And actually, if you believe it, right, what changes from a vendor's perspective in terms of mindset, how you look at the account and all of that? 

Gregor Leopold
First of all, yes, I think I remember we had a conversation three or four weeks ago where I came up with this and I absolutely got the proof a week ago for that because Amazon officially announced that they start working now together with OpenAI and ChatGPT for, like rolling out advertisements in their environment and so on. So the basically thing is Amazon is so big these days that the influence is far ahead over Amazon when it comes like all the AI tools are crawling into Amazon. All of us are crawling in. The customers looking on Amazon for reviews, all these products. That is like the basic stuff. 

But additional on this, you have like the really big media network when it comes to banners, to CTV, to video ads. So these days, even if you're not making the biggest profit or the biggest sales numbers on Amazon, Amazon is for building your brand, getting visibility outside of Amazon- so much more important than a couple of months or years ago. And it gets proven and proven all over time. They announced the advertisement corporation, the really deep one was Spotify, for example, a couple of months ago. Now they announced the OpenAI stuff. So it's not only like rumors going around, there's basically really big signs popping over all over the place. So I definitely stand with this quote, and I will underline it five times after like the last week. 

Paul Sonneveld
Yeah, no, look, I think you're absolutely right. I mean, some of us are heading over to Accelerate and then Unboxed after that in San Francisco. And I think we're going to hear a lot of these types of announcements in about two weeks as Amazon rolls that out. 

Gregor Leopold
That is one thing. And on the other side, you have to see, like, if I look on the upper funnel, on the awareness part of the Amazon advertisement environment, Amazon, for example, here in Germany, now starts ungating disease awareness marketing, meaning you can make now basically advertising. Yes, it's very regulated and you have to follow a lot of rules and you can't use every kind of targeting and ad placement and so on. But they're starting now ungating not only products which are not sold on Amazon itself, but also on guarding product categories, which are typically really hard and regulated to advertisement for. And that is basically everything you have to know to get the proof additional to that. 

Paul Sonneveld
Yeah. 

Gregor Leopold
Yeah. I'm also, I'm not going to, to unbox to the States. You're going, I'm really excited what you're telling me. And I'm one of our next calls about that. 

Paul Sonneveld
Yeah, let's, I hope I just have the energy left after Accelerate. I know that will be pretty full on, but I do appreciate the events being so close together. I don't have to fly there twice. Anyway, let's get into the kind of the plan, right? This sort of, you know, the sequencing and how to address it, right? So let's say you've taken on a new client. I know you've got a great account team. I'm picturing you in the office Monday morning. You've just taken on the client. What are you telling your team to say, hey, guys, this is what we got to do first, right? That's going to come second. That's going to come third. How do you talk to your team about that? 

Gregor Leopold
Yeah, like the first thing you typically do is, yes, we have all the negotiations back and forward, as you have in every business. And then we get a kickoff meeting. On our side, we typically have one or two key accounts which are in charge in the face for the clients and which manage the experts in the back end for sure for some topics, experts from my team or I jump in because the whole vendor or vendor account or Amazon environment is so complex. Now you can't run the whole show alone with your own expertise like a couple of years ago. So we got a new client. What we normally do, we have kickoff meeting with the client before we have then we have the kickoff, we start and then we start really looking into the account. And this is the first step where we start pulling data using MerchantSpring, using Amazon CSV file downloads, using our own tools, pulling data and getting a really deep understanding what's going on. That is like the first point. 

And before we have this understanding, and this also includes like talking with the client or if possible also with their former agency or the existing agency or the in-house team, it makes no sense to start switching around with the advertisements and the strategy if you don't understand the whole picture. And a big part of this is for example, the deduction chargebacks you have very a lot on Amazon. We're working together there with specialised partner agencies and business partners because that's a completely different piece to tackle as you probably know quite well, Paul, from your point of view, and then we basically also start looking. Just making the classic, the first move, and it's always really one of the most important moves. If you have a bigger portfolio, doing an 80/20 analysis. Just have a look into it. What I like, if I have like a hundred ASINs, what I like the fifteen, twenty, twenty-five ASINs, which have the most positive impact on the outcome. And much more important, which are the ten, twenty, twenty-five ASINs, which have the most negative impact. 

And there you have to separate positive, negative. If I look into the advertisement, or if I look into the basically how much money the account makes, because what we see very often is you have ASINs, everyone selling a ton of those products. And then they start realising it if they're looking really deep into the numbers. Yes, but we basically just putting money from our left into our right pocket because no one has run the numbers on that product really properly in the last couple of years and adjusted the new pricing of internal or some spendings regarded to Amazon or whatever. And then you really often realise, oh, sales volume alone without a bigger picture strategy isn't the whole game. Because if you make like two percent profit on ASIN and yes, you can really sell a lot of inventory before you make some money by side of like drinking a couple of nice coffees in a bar. 

Paul Sonneveld
But practically speaking, there's so many things to fix, right? Like you can do an audit. Could be advertising, could be profitability, could be the catalogue, could be a whole range; it could be operational things. Typically, and of course, every vendor is different; I completely get that. But where do you tend to start the journey, right? In terms of what goes first, what comes later? Is there a pattern to it? 

Gregor Leopold
Yes, there are like three basic scenarios. The first scenario is the client comes short time before any kind of big deal event suddenly focus on this, meaning we look, okay, what kinds of deals they have with Amazon for these deal events. How does the content look for this deal event? All these things. So we focus on this, but this is like the smaller cases. The normal way are two big ways. The first way is we look into the catalogue. What's going on with the listings? What is missing in the listings? What is missing in the data? Very classic things are missing, like there are like no variation listings there. So you're losing a lot on this. This is a very quick fix normally where you can make a lot of wins or your metadata is missing, or you have product videos. So no one uploaded them because everyone forgets about, oh, maybe we also use them for Amazon, or someone was in charge who left the company. 

So this is like a catalogue where we start really on parallel to that. If you also do the advertisement, we start from day one. Auditing the advertising, meaning we take all the historical data we can get out of the account, out of the consoles and see what was the strategy, what was running, also why it wasn't performed. Very often you can find out, yes, they have really good sponsored campaign setups. But as I said before, there's no strategy behind them or they're really bad with other strategy or they do not perform after all as good as possible because they didn't ship enough merchandise fast enough to Amazon. So that is a much more common problem as you think what is hurting the brand on the short but also on the long term. 

So, catalogue again and yeah, data again, I would say. And yeah yeah when we have says it really depends what the client wants what we typically see then is also you have to go into really uncomfortable conversations with your client about who is in charge for that what how is the structure on the client side uh who has the head for what and also uh what is their overall goal because normally we get hit oh we do Amazon, and we just want to sell stock. And then it's like, yes, it would be a legit reason eight years ago. But as you mentioned before, Amazon is a media platform now, attached as a store. So the strategy has a much bigger picture and wider influence. And they say, oh, I have another additional sales channel to like, for example, Walmart in the US or other places marketplace and other ebay or whatever other marketplace you're operating so yeah. 

Paul Sonneveld
Yeah, I mean this goes back to your broader point that you made at the start um, yeah which makes me think: I mean would you just putting out there like do you think a catalogue is more or less important than I must say five years ago? 

Gregor Leopold
More, ten times more 

Paul Sonneveld
More? Like, why do you say that like tell me more?

Gregor Leopold
It's basically all, as I mentioned before, even if it's not allowed by Amazon, basically everyone who is collecting product data on the internet is more or less earlier or later crawling into Amazon. So all the product data you have in Amazon, like all the product information you have on Amazon are not just relevant for Amazon itself, also relevant for like the AI models, all the search results. 

Second of all, nowadays, like we had it a couple of years ago when Amazon was coming out with like a plus content. It was just like, okay, you had A+ content. We had like four modules. You get your little star. Perfect. Your listing is better. Then it evolved into: they were measuring much more stuff in the A-plus content. These days, not only in the A-plus, but also in the product pictures, they're not only measuring, oh, they have a picture, and the picture is good. They're also measuring what's in the picture like. They understand the picture, basically. And you transfer information with all these things. 

I just had a conversation with a client on a trade show yesterday and i was basically saying yes you had well you still have good listings they were really good two years ago but you have to update them over and over again because amazon is adjusting so much stuff, and you know if everyone in your industry or in your niche stays on the same level like two years ago you're still fine but when someone comes in with the new good content and a new strategy everyone else starts losing if he's not catching up to them. 

Paul Sonneveld
And can I ask a side question here, but how hard is it? How hard do you personally find it to convince vendors of this fact? 

Gregor Leopold
Right. Because I'm thinking like putting myself in a vendor's shoe. I may have spent, I don't know, fifty thousand dollars on sorting my catalogue two years ago, right, and i i'm sort of like oh we spent all that money big investment we got beautiful photography done for all of our products and we had copywriters in it was a gigantic effort, and now you're telling me it's all out of date. How do you convince them easily? Do you have any tricks or any, I don't know, tools that you pull out to say, hey, I hear what you're saying, but let's have a look at this example. 

Gregor Leopold
If I would be a fairy with magic sticks, it would be my dream for these kinds of discussions. But rational data, it really depends on the vendor. But what I'm always saying, that's my favourite quote for myself. It's like Amazon is a marathon. It's not a sprint. It's not like a platform where you put in your data and then you shouldn't forget. So you have to have something like an ongoing service. It's like if you have a sales team who's like visiting pharmacies or stores and talks with the store managers about placement, about special promotions in the stores, about like updated packaging. So you have to do exactly the same in the digital world on a digital shelf for Amazon. So if you're not rolling over and over again, then you every couple of years run into exactly the problem you're describing. Oh, I have invested like fifty cases, and we didn't do anything for two years, and now we can basically burn sixty percent down, rebuild it to be very extreme. So what's helping very often is rational data. 

Second of all, showing them the competition. When it's not in their country at that point, overseas, very often what we see the US earlier gets all the new things and features on Amazon. So also the brands move faster there. And last but not least, I'm just very often saying, hey, guys, you update your packaging, your design every couple of years. And then you basically scratch a lot of your packaging because you have to put new information on the back, or even your brand colour or whatever you're doing. And you're like redoing your websites every couple of years. So it's basically the same. It's hard discussions. Yes, I'm absolutely with you. It's really hard discussions. And that is where I think is the most opportunities missing, especially in mid-sized and big companies at the moment. They are losing a lot of money and double and triple investing because their internal processes, which are not directly connected to Amazon, are absolutely crap. Because I understand it, it's like historically grown, and you have like your sales department, you have your marketing department, you have your sales marketing department, you have your accounting team who's in charge for the pricing, you have your performance marketing team, you have your expert team and all these teams, everyone is in a lot of companies, a little kingdom with a king. 

And I understand that when I have a nice kingdom, I don't wanna have someone else my kingdom or taking my crown true wills or my budget or whatever. But if they would adjust all these things and strategies, they can save so much money. An example, okay, they make a shooting for a new product like lifestyle pictures with, I don't know, an influencer model. And then what we see very often, we came up, oh, cool, we need this for Amazon. Did you think about when you do the post-production of the stuff to get us the pictures in the frameworks we needed? Or like the videos you produced for something else, we get it ready to go for Amazon. Oh, no, we forgot about this. So then they have to restart the whole process again. What costs double the time if they would have done it in the same time in the beginning? I don't know how your experience is here, Paul, but that's like a very typically experience we have all the time. 

Paul Sonneveld
But I think it's hard for an agency to really try and change internal behaviour. I'd like, you know, I don't know. I'd love to hear if you've had any successes on that front or, you know, maybe even just encouraging them to make some small changes internally could yield some really great results.

Gregor Leopold
I'd like a couple of scenarios here. What you said, sometimes the small changes are working really well. Second time is what is for us really helpful. What we normally also, especially with big vendor accounts, this day says is a must. We can talk with every sub-department as needed in your company as a service provider, but we need one point of contact in your company who has also something to say and can access C-level and leadership for decisions for these Amazon things.

Because the market and the Amazon marketplace, especially in the environment, is turning so fast. There's no one waiting for your twelve-month budget cycle, which is like planned half a year ahead. Because three months ago, no one knew. We heard rumors. You also heard some about the OpenAI stuff, for example. But no one knows when it will finally announce that starting. So how should a company plan for this? But no one even cares on the Amazon side if your budget is now fixed the place or not, because there will be some competition who is much more flexible. And that is also the point where I'm saying these days, size isn't necessarily the best thing. Let's frame it that way. It's not very often the best thing to being the biggest fish in the pond. 

Paul Sonneveld
Yeah, I used to always think the bigger you are, the better your unit economics the more advantage you have but i think in a lot of cases the opposite is true right you just create lots of kingdoms lots of walls, lots of inefficiencies, lots of overhead and you can't even move even at a snail pace so i mean 

Gregor Leopold
You know,  I can just like use MerchantSpring here as an example like If we work with you guys, you're really, really fast when you need adjustments. Our biggest problem isn't you. Our biggest problem is if you need something from the clients. Because then the bottleneck is, yeah, we have to talk with someone about that. We have it very often when it comes to reimbursements, accounting, all these things, because then suddenly you have people involved, which are basically live in SAP or IBM software and Excel. And then you have to explain to them, hey, guys, you need an API from Amazon for your financial data to give you some stuff as spreadsheets you need to put into your SAP system. And that is a very interesting conversation you normally have. 

Paul Sonneveld
I can honestly say I haven't had one of those conversations for about ten years, and I'm quite glad for that. 

Gregor Leopold
I'm happy to invite you to one. 

Paul Sonneveld
No, no, no. I do get frequent updates from my wife, who's sort of more into that enterprise space. So that's enough. Hey, let me throw another tricky situation at you because this comes on a lot as well. You know we've talked about optimising the catalogue there's obviously the optimising the advertising spend and the campaigns and all of that as well. But one of the common things you you might get like, oh i'm just role playing here you know testing my acting skills to say, " Hey, Gregor, uh you know don't don't worry about the advertising you know look we've got you know look at ROAS it's six times you know it's humming along we're killing it” it's probably more from north american expression or australian expression um you know you you guys should just focus on the catalogue and maybe profitability but you know like advertising is humming fine right Of course it's not, right? We all know that. How do you get into those conversations? They must be interesting. 

Gregor Leopold
First of all, amazing that your advertising is fine and your ROAS is good. Second or the first question we normally ask back, or we can answer it ourselves normally with the data is, what are you advertising and where are you advertising? Because as I said in the beginning, if your ROAS is six, seven, eight, nine, or ten, and if it's all like branded keywords- like if you're selling shoes and Paul is the brand and every keyword is like Paul running shoe, Paul shoe for lazy days, and everyone has your brand in it, then it's really easier to have a ROAS because you're basically advertising to the people which are basically looking for the brand. So, that is where the strategy picture comes in. Like advertising on your own brand keywords makes absolutely sense to protect you in some ways against competition being visible. All these things. I'm not saying don't do it. But if your strategy is to grow sales numbers overall or grow market share and also grow long-term, then this shouldn't be the end of the end of the journey. Then there's also much more important KPIs. 

Everyone is looking or focused on ROAS. I absolutely got it. Why? But most don't understand. There's like a tackle, for example. So how much you basically spend on advertising compared to all your sales, if they came from advertising or not, because, as you know, and I guess, Paul, you have even more knowledge of that than me. Every sale on Amazon, if it came through advertisement, if it came to organically, if it came through external affiliate links, whatever. But every sales on Amazon is basically a conversion, or the highest conversion, which is giving you more and more and more organic visibility. So the advertisement, yes, sure, your advertisement should be make money, but your advertisement in the best case, if the strategy is right, is also growing your organic sales overall. So that's why ROAS is an interesting KPI, but not the most important. And yes, the first question to answer you on is always where did you advertise and what keywords you're advertising for? 

Paul Sonneveld
And would you have had the sales anyway? Certainly, if they're looking for your brand, they're very unlikely to become new customers. 

Gregor Leopold
It really depends on the product. If you're selling usable products, let's say you're selling supplements. So that makes absolutely sense to retarget and also retarget your brand customers. If you're selling once-in-a-lifetime products, I don't know, a microwave, for example, probably we can agree no one is buying a new microwave, hopefully, every six months. So it makes sense to advertise parts of your advertised budget into your own brand, but much more of your budget should be spent in like, stealing it from competition, stealing it from organic keywords, whatever the strategy is overall. 

Paul Sonneveld
We probably have time for one more question. So I want to touch a little bit on the profitability side. Let me take Amazon's perspective on profitability. If you answer this really quickly, we may do the vendor side of profitability as well, but not uncommon, right? You've taken over an account. It's great. And you've just, you've done your eighties, twenties. You find it out. Luckily, I've got some great sales drivers, right? I've got some great products that do really well. The profit is okay on our side. And then Amazon tells you that, those products are about to be in crap, right? Amazon says, Can't realise a profit. We're going to stop ordering it. How do you deal with that? What's your strategy to try and recover from that? I don't know if this is a hypothetical for you, but I've certainly heard agencies talk about it as well. 

Gregor Leopold
No. It's quite common. And if you don't know what you're doing, Amazon is very often saying it to all the products you have in your vendor account, even if it's not true. And first problem we see with most businesses we start working with, they don't look into the numbers as they don't calculate their own numbers. Also from the point of view of Amazon. So what you normally do is you go in, and you calculate holes through what is theoretically the margin, more or less what Amazon has over. You don't get the hundred percent right numbers, but you can get ballpark numbers, which gives you some feeling. And if you see then, okay, if I use, for example, for the shipment costs, the costs you would have if you ship it with the sellers through FBA and you see, okay, after all these costs, because you know how much Amazon pays you for the product, Amazon has a margin of like two, three percent. And yes, Amazon needs to talk with you about it. If you see, oh, Amazon still has like, twenty percent margins, then you have to say you have to stay your ground. 

And then you also have to prove it with numbers. And you have to have something in your bag, like deal arrangements, special offers, stuff like this, where you can work together with Amazon to find a solution. And also to protect you from It's not a hundred percent protection, but as more important your brand is for your category, your subcategory, as more willing is Amazon to work together with you. If you're just like a, oh, eight, fifteen product, it's a German saying, oh, eight, fifteen, sorry. But if you're just like an annual product, which is replaceable really easy, you're on the much worse side. If you're like a good advertisement spender, you have an important product and important brands, and you leverage it much bigger. 

Paul Sonneveld
Yeah. Yeah. I mean, uh, if you, if you actually, uh, it's about leverage, right. How much you bring to the table versus how much Amazon brings to the table. 

Gregor Leopold
Yeah, because I explained it almost to my clients. Amazon in the end, sorry for saying this- doesn't care about your brand because they get, if I look into seller, the percentile commission, if I look into vendors, they get their split anyways. If they sell a thousand units more of your product or of your competition, they have the buyers. So they, in the end, don't care about your brand. 

Paul Sonneveld
Unfortunately, it's true. All right. Hey, we're well over time. No, no no that's fine it's a great. Actually, I've got about half the questions left, so we should just get another one. But I do want to be conscious of our audience. We do have a live question come in, so I want to finish on that question if that's okay with you.

Gregor Leopold
For sure.

Paul Sonneveld
It's actually coming from Gerard. He's actually a frequent attendee of our podcast. So I always appreciate his questions and perspectives. He says, Hey, Gregor, very friendly guy. What is the biggest mistake that you see brands make when they think their Amazon account is already doing well? And obviously, let's put this in the context of a vendor as opposed to a seller. I know you've already mentioned some of them, but what are some of the other things where you feel that there's a big misunderstanding in terms of perception versus reality? 

Gregor Leopold
Yes, and normally they are, from our perspective, don't understand that everything is connected into each other. So they very often see, oh, our sales are doing really well. And then if you look into the product category itself, you see, oh, okay, but say in a product category, the market is growing every year, ten percent over ten percent. And their brand is growing eight percent per year, and they're thinking it's really good. But when your total market is growing ten percent, when you want to outgrow your competition, then you should grow fifteen percent a year. That is one thing. 

And a second really big mistake is that they chase really, really often the short term wins and sacrifice the long-term success for the brand, especially when you go into looking deeply into organic sales. And you also the third thing is they don't measure a lot. And if they measure a lot, they don't fully understand the numbers and how they work together. I think that is like now three mistakes I could point out at that point without like blowing the timeline completely full. So thanks for the question. 

Paul Sonneveld
That's great. Great question, Gerard. Thank you so much. And thank you, Gregor. Some great practical answers there as well. So thank you. Unfortunately, that does bring us to the end of today's episode. As always, we tend to run out of time. I don't think there's ever been an episode, by the way, where you finished well on time. But we do try to be conscious of people's lunchtime slots or whatever time they've allocated here so we have to wrap up here. 

But before we do, I want to ask you, Gregor, I'm sure there are people that have listened to us and they as you were talking they're like yes he's hitting something on the head there in terms of yes he's we've got that advertising issue, we've got that shortage issue or that catalogue issue the thing sounds vaguely familiar if anyone's listening there, and actually, you know, actually would be great to just have a follow-up conversation with you around that. What is the best way for them to get in touch with you? 

Gregor Leopold
The best way is just LinkedIn. It's very easy. Just connect with me on LinkedIn, Gregor Leopold, or go to the company website, globalamz.com. Shoot me an email. Worst case, if you can't find both of it, just call Paul. That's my email, I guess. Yeah, just contact us. I'm open, very open and happy for conversations. And right now is also the time to do because now we're rolling to like the last quarter with all the big events. And even if you just can realise a couple of quick wins now, it will help you a lot in the next couple of weeks and months. 

Paul Sonneveld  
Yeah, yeah. And don't forget, the AVN cycle is not far away. So now's a good time to get organised for that as well. 

Gregor Leopold
Yeah, absolutely, Damn. I also can just say, use the data you get. Like, there's a reason why we're using tools like MerchantSpring, because Amazon is a data-driven company, and you should be data-driven when you talk to them. 

Paul Sonneveld
A hundred percent. Gregor, thank you so much for offering your time and your experience and your insights in terms of dealing with vendors and all the intricacies that come along with it, including some of the organisational dynamics. It was absolutely great to have you on it. And let's talk about doing another show, maybe where we can cover the other half of these topics. Really appreciate it. 

Gregor Leopold
Yeah, thank you, Paul. Thank you very much for having me. Also, thank you for everyone else like spending the time with me and with us, and yes, I'm happy to go on another show and am looking forward to your episodes about all the news you will bring from the big events which are coming up now.

Paul Sonneveld
I will keep you updated. Thank you. 

Gregor Leopold
Thank you, bye. 

Paul Sonneveld
All right, everyone, that is it for today's episode of Marketplace Masters. I hope you enjoy that. I'm going to take a two-week break to travel down to Accelerate and Unboxed in North America. But I will be back with you in early October to continue this fantastic series and help you really gain more insights around how to improve the performance of your vendor account. Now, of course, you don't have to wait for that time. You can also just head straight to our website and access our extensive library of content. 

I think we've now recorded well over a hundred episodes like this, where you can really learn and pick up a lot of practical tips when it comes to vendor performance. So yeah, do allow, go and go and check that out. But for now, I want to say thank you for listening. Thank you for tuning in, and look forward to catching up with you either in person, if you are at Accelerate or Unboxed, or at our next episode in early October. Until then, take care.