Vendor Central · Manufacturer · European Markets
61% growth in end-customer sales by getting more from the existing catalogue
Glasmark was already operating through the Vendor model and selling across European Amazon marketplaces. The challenge was not to keep adding products.
The business wanted to increase sales of older products, broaden the range Amazon was ordering and improve the profitability of the Vendor relationship while making better use of the assortment already available.
Go2Market focused on the existing catalogue: strengthening product content, restructuring product families, improving category placement, finding new sales contexts for existing products and reviewing list price and cost price.
Between January and June 2025, end-customer sales increased by 61% year on year. Amazon purchase orders increased by 64% over the same period.
+61%
end-customer sales, January–June 2025 YoY
+64%
Amazon purchase orders, January–June 2025 YoY
Existing assortment
developed without relying on a large number of new product introductions
THE STARTING POINT
An established Vendor operation with untapped potential in older products
Glasmark is a manufacturer from the glassware sector with experience in wholesale order handling and fulfilment.
The company has been selling through the Vendor model in cooperation with Go2Market since 2022. Its products are available across European Amazon marketplaces, with Germany representing the largest sales market and generating both the highest end-customer sales and the largest volume of purchase orders from Amazon.
This meant the account already had reach, products and an established operating model.
The opportunity was inside the existing assortment.
Glasmark wanted to generate more sales from products that had been available for some time and increase the breadth of the portfolio ordered by Amazon without depending on a large number of new product launches.
At the same time, the business needed to improve NET PMM, the profitability measure used in the Vendor relationship described in the case study.
THE BUSINESS CHALLENGE
How do you grow a mature catalogue without constantly adding new products?
When a Vendor account already contains a broad product range, growth does not have to come only from catalogue expansion.
Existing products can still be limited by how they are presented, grouped, categorised or positioned for different customer needs.
That became the focus of the Glasmark project.
Go2Market worked on increasing the sales potential of what was already in the account rather than treating new product introductions as the primary route to growth. The objective was to improve end-customer sales, encourage broader purchasing from Amazon and strengthen the economics of the relationship.
STRENGTHENING THE PRODUCT PRESENTATION
First, improve what customers see
The first area of work was visual content.
Go2Market expanded the product pages with a larger number of product images and introduced A+ Content. A brand video was also added to each offer to strengthen the visual presentation of the brand and products.
The written content followed.
Product descriptions and headings were optimised in line with the Amazon SEO and positioning approach described in the published case study, with the aim of improving product visibility and helping the range reach relevant customers more effectively.
Rather than treating graphics and copy as separate improvements, both areas were used to strengthen the way existing products were presented within the marketplace.
REBUILDING PRODUCT FAMILIES
Make the range easier to navigate before expecting customers to buy more of it
The next step was to review how related products were organised.
Go2Market connected products from the same series into logical product families. The source gives examples such as glasses sold in four- and six-piece sets and the same models offered in different capacities.
This created a more coherent structure around related products and made it easier for customers to choose between available options.
According to the published case study, the reorganisation also contributed to increased sales volume.
For Glasmark, catalogue development therefore did not begin with creating more individual offers. Part of the opportunity came from presenting the products already available as a more connected range.
PUTTING PRODUCTS IN THE RIGHT CATEGORIES
An existing product cannot realise its potential if customers encounter it in the wrong place
Go2Market also reviewed category assignments across the catalogue.
Products were moved into relevant high-traffic subcategories where appropriate. The case study gives the example of the water glasses subcategory on the German market.
According to the source, these category changes increased product exposure and contributed to higher turnover.
This was another way of developing the existing range without changing the physical product itself.
The commercial opportunity could sometimes be improved by changing how Amazon customers encountered that product inside the catalogue.
The same product can answer more than one customer need
One of the more distinctive elements of the project was a review of the existing range for additional uses and positioning opportunities.
Rather than developing an entirely new product for every new customer need, Go2Market analysed whether existing models could be presented in another relevant context.
The example published in the case study is simple: low glasses were also positioned as ice cream bowls.
This allowed Glasmark to broaden the way the catalogue addressed customer demand while continuing to work with products it already manufactured.
The source describes this approach as a way to expand the product portfolio without the need to invest in completely new products.
More volume was not the only target
The project also addressed the commercial conditions behind the Vendor relationship.
Go2Market analysed list price and cost price with the objective of improving NET PMM during the first half of 2025.
This mattered because increasing sales alone did not answer the full business challenge.
Glasmark wanted to develop the account while also improving the profitability of its cooperation with Amazon.
The published case study states that this work helped improve both sales and profitability, although it does not provide a numerical NET PMM result. For that reason, no specific profitability percentage is claimed here.
Content, catalogue structure and commercial analysis worked on the same objective
The work did not depend on one major intervention.
Go2Market developed several areas of the existing Vendor operation:
better visual and written content made products easier to evaluate;
product families made related variants easier to navigate;
category corrections improved where products were presented;
existing items were repositioned for additional customer uses;
and list price and cost price were reviewed in the context of Vendor profitability.
The common objective was to extract more potential from the assortment already available rather than making catalogue growth dependent on continuous product launches.
THE RESULTS
End-customer demand increased - and Amazon ordered more
The central comparison published for the Glasmark case covers January to June 2025 against the same period in 2024.
+61% - End-customer sales year on year
+64% - Purchase orders placed by Amazon year on year
Go2Market states that increasing conversion and end-customer sales were priorities during 2025 and that stronger sell-out, together with improvements in NET PMM, translated into higher order volumes from Amazon.
The two results are important together.
The first shows the development of sales to customers. The second shows that Amazon also increased the volume it ordered from Glasmark during the same comparison period.
WHAT CHANGED FOR GLASMARK
Growth came from using the established assortment more effectively
Glasmark did not need to rebuild its Vendor business from zero.
The opportunity was to make more of the operation it already had.
Existing products received stronger visual and written content. Related offers were organised into product families. Category assignments were reviewed. Products were positioned in additional relevant sales contexts, and Vendor pricing inputs were analysed with profitability in mind.
The published result was 61% year-on-year growth in end-customer sales and 64% growth in Amazon purchase orders during the first six months of 2025.
Find more potential in the range you already sell
What the Glasmark Vendor Central case study shows
The Glasmark Vendor Central case study shows how an established Amazon Vendor operation can grow by developing the existing assortment rather than relying on continuous new product introductions.
Glasmark was already selling across European Amazon marketplaces and had an established wholesale relationship with Amazon. The opportunity was to generate more value from products already available in the catalogue.
Go2Market focused on product content, catalogue structure, category placement, additional sales contexts and Vendor pricing inputs. Between January and June 2025, end-customer sales increased by 61% year on year, while purchase orders placed by Amazon increased by 64%.
Developing an established Vendor Central catalogue
The project did not begin with building a new Amazon operation.
Glasmark already had products, marketplace reach and an established Vendor model. The challenge was to improve the performance of older products and increase the breadth of the assortment Amazon was ordering.
The work therefore focused on the potential already inside the existing catalogue.
Improving Amazon content for existing products
Go2Market strengthened both visual and written product content.
Product pages received additional imagery and A+ Content, while brand video was added to the offers. Product descriptions and headings were also optimised according to the Amazon SEO and positioning approach described in the published case study.
The objective was to make existing products easier to find, understand and evaluate without changing the physical range itself.
Reorganising product families and category placement
Catalogue structure formed another part of the Vendor Central work.
Related products were connected into logical product families, including different pack sizes and capacities of the same models. Category assignments were also reviewed, with products moved into relevant subcategories where appropriate.
This changed how customers encountered and navigated the existing assortment.
Finding new sales contexts for existing products
Go2Market also reviewed whether products already manufactured by Glasmark could address additional customer needs.
The published case study gives the example of low glasses being positioned as ice cream bowls.
This allowed the existing range to address additional purchase contexts without requiring the development of an entirely new product for each opportunity.
Connecting Vendor sales growth with profitability
The project was not focused on sales volume alone.
Go2Market analysed list price and cost price with the objective of improving NET PMM during the first half of 2025.
The published case study states that this work supported improvements in both sales and profitability, although no specific numerical NET PMM result is provided.
For that reason, the verified numerical results remain the 61% increase in end-customer sales and the 64% increase in Amazon purchase orders.
Glasmark Vendor Central results in context
The results relate specifically to Glasmark, its Vendor operation, assortment, markets and the January–June 2025 comparison period.
They should not be treated as a forecast or guarantee for another Vendor Central account.
What the case demonstrates is the route Glasmark followed: before expanding the catalogue, examine whether the existing assortment is already being presented, organised, categorised and positioned in a way that allows more of its potential to be realised.
FAQ
Was Glasmark already selling through Vendor Central?
Yes. Glasmark had been selling through the Vendor model in cooperation with Go2Market since 2022 and was already present across European Amazon marketplaces.
What was the main objective of the Glasmark project?
The objective was to increase sales from the existing assortment, broaden the range Amazon was ordering and improve the profitability of the Vendor relationship without relying on a large number of new product launches.
How did Go2Market improve Glasmark’s product content?
The work included additional product imagery, A+ Content, brand video and optimisation of product descriptions and headings.
Did Go2Market change the catalogue structure?
Yes. Related products were connected into logical product families, and category assignments were reviewed and corrected where appropriate.
Did Glasmark introduce new uses for existing products?
Yes. The case study describes existing products being positioned in additional relevant sales contexts, including low glasses being presented as ice cream bowls.
Did the project include Vendor profitability analysis?
Yes. Go2Market analysed list price and cost price with the objective of improving NET PMM.
What results did Glasmark achieve?
Between January and June 2025, end-customer sales increased by 61% year on year and purchase orders placed by Amazon increased by 64%.
Were the results achieved by expanding the product range?
No. The documented strategy focused primarily on getting more from the existing assortment rather than depending on a large number of new product introductions.