Case Study
A $961,949 quarter for a furniture brand
Product-level campaign decisions, cleaner shopping feeds and coordinated promotions during Q2 2025.
A furniture retailer working with Four15 recorded $961,949 in overall revenue in its Q2 2025 Wicked Reports view. The same report recorded 763 sales. Behind that quarter was a focused shift in how the team organized the catalog, evaluated channels and supported seasonal promotions.
The brand sold across multiple furniture categories, with an online store and physical retail presence. Its advertising account needed a clearer view of which products deserved investment and where those products performed best.
An earlier account audit found no Google product segmentation, mixed branded and non-branded traffic, and inconsistent geographic targeting. Product availability and feed classification added another layer of complexity. Treating the catalog as a single group made it harder to decide what to promote, what to exclude and what to test next.
Four15 moved toward category-level campaigns and product-level decisions. The team segmented the account in March, then continued testing and refining the approach through Q2. This made it possible to adjust budgets, positioning and promotional support by product category.
The work covered paid media, shopping-feed cleanup, refreshed promotional creative and additional channels. Campaign decisions were informed by category performance, with weaker products paused or optimized and promising categories given more attention.
Q2 reporting snapshot
$961,949 overall revenue • 763 sales
April–June 2025 | Wicked Reports, linear attribution
These are overall results in the reporting view, which includes organic, email and other sources alongside paid channels. They are not revenue attributed solely to Four15 or paid advertising.
Four15 organized campaigns by category and tested how different products performed across platforms. The review highlighted a practical distinction: stools performed better on Meta than on Google, while chairs showed strength across platforms. Those findings gave the team a reason to make different decisions for different products.
The team cleaned product feeds, worked on Performance Max campaigns and reviewed negative keywords. A concurrent shopping-execution document shows the operational detail: how to group products by category or product ID, exclude unsuitable items and resolve classification mismatches. Geographic performance analysis added another way to evaluate where budget should go.
Seasonal campaigns combined refreshed creative with stronger budgets. The Q2 review identified Memorial Day among the promotional wins. The later review also highlighted a product-customization creative concept as a strong performer across the funnel. This gave the team a creative direction to refresh and carry forward.
Four15’s work also included Pinterest expansion, designer lead-generation campaigns and local listing improvements. The team launched Amazon in April. These were distinct parts of the engagement, rather than interchangeable sources of the quarter’s revenue.
The Q2 reporting view recorded nearly $962,000 in overall revenue. The engagement also produced a more specific operating plan: evaluate products by category and channel, keep the feeds usable, and coordinate promotional activity with creative production.
The case illustrates how Four15 approaches a complex retail account: connect campaign structure to the catalog, use performance evidence to guide changes, and keep the broader business result separate from channel attribution.