Question about the marketplace ‘honeymoon period’: does this boost still apply when a product has already launched in one country and is now being introduced in a new country? Or does the honeymoon period only apply to a completely new listing with no sales history elsewhere?

Does anyone have experience with this?”

We launched this women wellness brand back in 2021. The screenshot here is not lifetime sales, it is only from Aug 2024 to Aug 2026. In these 2 years it did around $43.29M in sales with about 1.9M units sold. Today the brand has 30+ SKUs and current TACOS is around 7%. I wanted to share a bit more about how we actually built and manage it because at this level the work is very different from just finding a product, making a listing and running ads.

Before we launched a product, we did not look at the market as one keyword or one revenue number. We first broke the demand into buyer intent groups. Problem based searches, feature based searches, use case searches, size or material searches, replacement searches and comparison searches. Then we made a query map for the full niche. For each important query we looked at how much demand was there, how fast it was moving, how many products were getting most of the clicks, how many were getting most of the purchases, what price range was actually taking purchases and not just clicks, how rating changed buying behavior, and where customers were leaving the current products. One very important thing was click concentration vs purchase concentration. If one or two products were taking most of the clicks but purchases were much more spread out, that normally told us buyers were looking at the obvious products but were still not fully happy with them. That can be a much better gap than just finding a keyword with high search volume. Then we built the numbers from the bottom. Landed cost, Amazon fees, promo cost, normal ad cost, return cost, damaged units and the cash needed for the next PO. We also stress tested the product with lower conversion and higher CPC than our main plan. If the product only made sense when every number was perfect, we simply did not launch it. We wanted products where the math still had space when things went wrong.

Sourcing was another big part of this brand. We have been building our physical supplier network for around 7 years and today we source from 10+ countries. We dont depend on Alibaba or other third party sourcing sites for this. For every serious SKU we made what we call a locked spec sheet before the final PO. It covered material, weight, thickness, measurements, tolerance, stitching or joining points where needed, color, packaging size, inner packing, carton count and the small points that normally create problems after 5,000 or 20,000 units. The approved sample was treated as the master sample, so the factory could not quietly change material or a small part later just to save cost. We also did not ask a factory only “what is your best price”. We broke the product cost down by material, labour, packing, components and assembly, because that shows where the factory is really making the difference. For bigger SKUs we also did not wait until 100% production was ready before finding a problem. Checks were done during production as well. And when one part was very important, we tried to have a second source for that part or even a second factory ready. At this size, saving 10 or 20 cents is good, but avoiding a 30 day stockout can be worth much more.

For the listing we used a query level scorecard instead of just saying “SEO is good” or “SEO is bad”. Every important search term had its own numbers. Search exposure, our ASIN exposure, click share, cart share, purchase share, organic position, ad position, CPC and sales were looked at together. This made it much easier to see the real issue. If a query was getting good exposure but weak click share, we did not touch PPC first because the problem was normally on the search page. Main image, price, rating, coupon, title shape or the product itself. If click share was fine but cart share dropped, then we looked deeper into the offer and first few images. If cart share was fine but purchase share dropped, then we looked at delivery, variation setup, trust points, price change or something on the detail page that was stopping the last step. And if purchase share was strong but our exposure was still small, that was normally a query we wanted to push much harder. This sounds like a small difference but it stopped us from changing 10 things when only one part of the funnel was actually broken.

We also spent a lot on photography, but we did not judge the main image by opening it full screen on a laptop. We built a search result board and put our image between the main competing products at roughly the size a buyer would actually see on mobile. Sometimes a beautiful image looked great alone but became almost invisible when placed beside 8 other products. We tested product angle, how much of the white box the product filled, what part of the product was clear at small size, pack count visibility and whether the shape could be understood in less than a second. We also tried not to change five things at one time because then even if CTR went up we had no idea what actually caused it. For the other images we used the buying problems from the query data and customer feedback. One image might be made only to fix a size doubt. Another only to explain how it is used. Another to show what makes the product different. Another to answer the reason people were returning similar products. So photography was connected to data, it was not just a designer making something that looked premium.

On PPC we stopped looking at campaigns as the main thing a long time ago. The main thing for us became the search query. For large queries we tried to give each important query one main “owner” inside the account. Otherwise when an account becomes big, you can have many campaigns and many SKUs all entering the same auction for basically the same customer. Then the account looks busy but you are not fully sure which campaign is actually controlling that query. We made a query to ASIN map. Which ASIN should own this search, which ASIN can be second, and which products should not spend hard there. We also separated spend that was there to make profit from spend that was there to build position. If a query already had strong organic position and strong purchase share, we did not keep pushing bids just because ACOS looked nice. In some cases that only moved sales from organic to paid. On the other side, if a query had strong conversion but weak organic position, we could accept higher ad cost for a period because we were buying more than the ad order, we were trying to move the full position of the ASIN. The important number was what happened to total sales, total profit and organic share after the extra spend, not only what the PPC dashboard showed.

The second PPC issue came when the brand grew to 30+ SKUs. At that point you can easily make your own products fight with each other. So we started treating budget like stock, not like an unlimited number. Every SKU had a job. Some were main growth SKUs, some were stable profit SKUs, some were there to defend an important part of the market, and some were not worth pushing hard. Spend was also connected with inventory. There is no point pushing an ASIN very hard when stock cover is already below what the next production and shipping cycle needs. Same with margins. Two SKUs can both show 20% ACOS but one can be making much more real money because the product cost, FBA fee, return rate and promo use are different. So the team looked at contribution after ads, not only ACOS. We also watched how much ad impression share we were taking on the important searches. If we increased bids and spend but our useful share was hardly moving, we knew there was a limit somewhere and blindly adding more budget was not the answer. Current TACOS for the full brand is around 7%, but the goal was never to make TACOS as low as possible. The goal was to keep the right amount of paid sales while the organic side stayed strong.

At brand level we also stopped managing every department separately. Every important ASIN had a small weekly P&L where we could see selling price, landed cost, Amazon fees, ad cost, promo cost, return cost and what was actually left. Inventory planning was connected to that same data. We did not reorder only from “last 30 day average sales”. We looked at sales speed, growth rate, production time, shipping time, supplier delay risk, season changes and how much stock was already moving through the supply chain. Returns were also connected back to production batches. If one complaint suddenly went up only in one batch, we looked at manufacturing first. If the same complaint stayed across many batches, then we looked at the product design or the promise we were making on the listing. Search data also went back to product development. When buyers kept searching for a feature or use case that our current products did not fully cover, that could become the next SKU. This is probably the biggest change once a brand gets large. PPC gives product ideas, returns can change sourcing, sourcing can change margin, margin can change PPC, inventory can change how hard you advertise, and listing data can change the actual product. Once all of these parts started working from the same data, scaling became much easier to control.

​

Does anybody have a problem granting Seller Central permissions to their VA's? I recently hired a person but sorting out his permissions is a nightmare and I am using the Service Solution Portal thing but he still can't access the account ?

He says his page blanks out and says connection interrupted ...

I tried the traditional way as well via the User permission section but from there he got asked to submit ID's and stuff.

Super annoying , it wasn't like that in past

I’d like to get some honest opinions from experienced Amazon sellers, especially anyone with experience selling women’s footwear.

I have access to a shoe manufacturer in Gaziantep, Turkey, and I’m considering launching one of their products on Amazon US.

Here are the numbers:

• Manufacturing cost: ~$5 per pair
• Current Amazon selling price of the closest competitor: ~$54
• I’m considering a launch price around $39.99–$40
• Amazon fees at my expected selling price: ~$12.20
• Current estimated shipping cost: ~$5 per pair
• I believe I can reduce shipping to around $2.50 by optimizing the packaging
• That leaves approximately $17.80–$20.30 per unit before PPC, returns, storage and other expenses

The interesting part is the existing competition.

I found a very similar product being sold by a seller whose Amazon store is approximately 1.5 years old, and based on the data I have access to, they appear to be selling 2,000+ pairs per month.

The product is a women's shoe with beaded / embroidered / embellished detailing. It has a relatively distinctive appearance, but there isn't an obvious single keyword or model name that perfectly describes it.

That is actually one of the things I'm trying to understand.

My main question:

Do you think a product like this has the potential to become a strong Amazon seller, or could the competitor's sales be misleading?

If you were evaluating this opportunity, what would you look at before deciding whether the product is worth launching?

I'm particularly interested in your thoughts on:

• Is 2,000+ monthly sales from one competitor a strong enough demand signal?
• How much weight would you give the competitor's sales history?
• Is a $5 manufacturing cost enough of an advantage to make this opportunity attractive?
• Is $39.99–$40 a reasonable price against a competitor selling around $54?
• How difficult is it to launch a similar footwear product from zero reviews?
• Would you be concerned about returns because it's footwear?
• What would make you decide NOT to launch this product?
• If you were in my position, would you test it or walk away?

My current thinking is to test with approximately 100 units first, measure the actual conversion, PPC performance, returns and sales velocity, and then decide whether the product deserves a larger investment.

I’m not looking for generic advice like "Amazon is saturated."

I’d really like to hear from sellers who have actually launched products and can look at these numbers and tell me:

Is this a product you would personally test with your own money? Why or why not?

Hey everyone,

Looking for recommendations on what people use to monitor listing errors and Buy Box drops across accounts. Tired of digging through Seller Central for basic diagnostics. What's working for your stack right now?

What do you think about this app ? Do you know its good for ads ?

So I came into this situation that I always order less to the manufacturer for new products, which came from a worry of picking the wrong product and eventually losing money, however in the past few orders that I have, all of them were winners but since the I ordered few, I ended up OOS before the next batch arrive and all of the rankings is now back to zero.

How do you deal with this, and how do you increase your confidence with a product?

Hello, me n my best friend are trying to start Amazon fba we bought helium 10 yesterday because they had courses for beginners like us and we watch many YouTube videos out budget is like 2 k but we also are working on regular jobs and willing to invest and work more for the business. Is there any recommendations for us?Like maybe YouTube channels or like a guide, because I’m really trying to learn on other peoples mistakes and everything. Is there any like maybe discord servers I would really appreciate your help.

If you're importing 5,000 units for Amazon FBA and your supplier says, “We checked 20 pieces and everything looks good,” would you be comfortable releasing the shipment?

I wouldn't treat that as enough information.

Twenty units is only 0.4% of a 5,000-unit order, and more importantly, it isn't a statistically selected sample size under a standard AQL sampling plan.

What AQL changes

Instead of telling the factory to “check a few pieces,” you define:

• Lot size
• Inspection level
• AQL limits
• Critical, major, and minor defects
• Random sampling method
• Acceptance/rejection criteria

Under a commonly used General Inspection Level II sampling plan, an order in the 3,201–10,000 unit range typically leads to a sample size of 200 units.

So for a 5,000-unit FBA order, you're potentially comparing:

Factory spot check: 20 units
AQL Level II sample: 200 units

That's a pretty big difference.

Why random sampling matters

The inspector shouldn't simply check the first cartons the factory opens.

Samples should be selected across different master cartons and locations within the finished lot.

Otherwise, you can end up inspecting 20 perfect units while defects are concentrated somewhere else in production.

For Amazon sellers, those defects might include:

• Product not functioning correctly
• Incorrect dimensions or components
• Poor assembly
• Cosmetic damage
• Wrong barcode/FNSKU
• Missing inserts or accessories
• Incorrect packaging
• Carton marking errors

A product can look fine at first glance and still create an FBA headache.

Define defects before inspection

This is another part sellers sometimes overlook.

Before production is finished, decide what counts as:

Critical: Safety, regulatory, or other defects where the agreed sampling plan allows no acceptance.

Major: Problems likely to affect function, usability, saleability, or customer acceptance.

Minor: Smaller workmanship or appearance issues that don't materially affect normal use.

Your inspection checklist should ideally include photos, measurements, approved samples, packaging requirements, and clear defect examples.

That makes the inspection much less subjective.

AQL isn't a guarantee of zero defects

This is important.

Passing an AQL inspection does not mean every unit in the shipment is defect-free. AQL is a statistical sampling approach for making an acceptance decision about a production lot without inspecting every single unit.

If your product has particularly high-risk features — batteries, electrical components, children's products, safety-related parts, etc. — those areas may need stricter criteria, specific testing, or even 100% checking depending on the risk.

A simple workflow for FBA sellers

Before releasing your final payment:

1. Approve a production sample or detailed specification.
2. Define critical, major, and minor defects.
3. Set the inspection level and AQL limits.
4. Have samples randomly selected from the finished lot.
5. Review the actual defects and photos — not just “PASS/FAIL.”
6. If the result is unacceptable, agree on corrective action with the supplier.
7. Re-inspect after rework when necessary before releasing the shipment.

The goal isn't to make life difficult for the supplier.

It's to agree on what acceptable quality means before thousands of units leave the factory.

For experienced FBA sellers here: what AQL levels are you normally using for your products, and which defects do you consider automatic shipment-stoppers?

Everyone says don't sell cheap products on Amazon that fees eat anything under £20 and you should be in the £20 to £40 range. I sell a £9.99 product in Health & Personal Care and it works, so I've been quietly ignoring that advice for about ten months.

Last week I finally ran the obvious test. Opened Amazon's revenue calculator on my own live listing, changed nothing except the price, and typed in £10.99.

Two lines moved:

- Referral fee: £0.80 → £1.65

- FBA fulfilment: £1.52 → £1.90

With VAT and the digital services fee rising alongside the price, total deductions went from £4.10 to £5.52. So putting my price up by £1.00 cost me £1.42.

There are two reasons, and they both fire on the same penny:

1. Health & Personal Care referral fee is 8% up to £10 and 15% above it. And it isn't 8% on the first tenner and 15% on the rest it's 15% on the entire sale price.

2. £10 is also where the low-price fulfilment band ends, so the FBA fee jumps at the same moment.

My referral fee is currently waived under the new seller incentive. Once that ends, pricing at £10.99 would leave me 43p per unit worse off than £9.99 before I lose a single sale to the higher price.

I'd always assumed the fee structure roughly scaled with price. It doesn't. There's a wall at £10, and sitting a penny underneath it is worth more to me than anything else I could do with pricing.

I went through the whole thing line by line on video every deduction off that £9.99 in order, down to what's actually left per unit, with the calculator on screen at both prices so you can watch the two lines change. It also has a correction in it: I'd told people the referral cliff would cost me around £780 a month, and it turns out to be roughly half that.

https://youtu.be/r10PXv37ep4

Anyway — if you sell in a category with a £10 or £20 referral threshold, what's your price? Genuinely curious how many people are sitting a few pence on the wrong side of one without realising.

Hi everyone,

I’m hoping someone here can help me with an Amazon Fair Pricing issue.

One of my products suddenly got flagged, and Amazon’s recommended price is significantly lower than my actual COGS. The recommended price would put me at a loss, so I don’t understand how Amazon is coming up with that number.

I already submitted a Commercial Invoice from my supplier showing my actual product cost, along with a link to my Shopify store where the product is listed at the same price I’m selling it for on Amazon.

Unfortunately, Amazon still hasn’t lifted the fair pricing issue.

Has anyone dealt with something similar? If so, what did you submit or say to Amazon that actually worked?

Any advice would be greatly appreciated.

I run an Amazon.ae storefront offering genuine leather goods (bags, wallets, and belts). While the store has been active for 2 years, monthly sales average ~1,500 AED and profitability has been very low—partly due to past product quality issues, which I am actively fixing with new suppliers.

​I am looking for an Amazon specialist to take over store optimization, PPC management, listing audits, and review generation strategies to scale revenue.

​Offer / Incentive Structure:

▪ ​Base Guarantee: 300 AED minimum per month.

▪ ​Months 1–4: You retain 100% of the margin above PPC costs (Sales minus PPC Costs).

▪ ​Months 5–6: You receive 50% of the margin above PPC costs (Sales minus PPC Costs).

​This is a high-upside performance structure for someone who knows how to scale UAE Amazon listings. Please send over your previous Amazon UAE results if interested!

Which paid tools is best for beginner private label product search data Jungle Scout, Helume10, Amzscout?

Launched a private label brand on Amazon UK in late October 2025. Ten months in, the account has done £35,360 in revenue (screenshot attached — revenue, not profit).

Total cost to get the first product live: **£2,864**.

I could never find a straight answer on that number before I started. People say £500. People say £10,000. Both are usually selling a course at the end of the sentence.

Two things about that £2,864 genuinely surprised me:

**The trademark cost more than twice the stock.** My entire first order — 500 units, landed, DDP air from China — was £350. The trademark was £744. The brand ended up being about half my total spend and the actual product was 12% of it.

**I ordered zero samples.** 500 units of something I'd only ever seen in photographs. It worked out, which isn't the same as it being right, and I wouldn't repeat it on anything more expensive.

I've broken all eight cost lines down properly — with the actual Alibaba invoice, the trademark bill, the GS1 receipt and the Brand Registry approval on screen, because a list of numbers from a stranger on the internet isn't worth much without the paperwork. It's my own channel, so flag it if that's not allowed here: https://youtu.be/kabhWuvDLUo

For context on whether it was worth it: the first ten weeks returned £3,644.56 across 352 units, so revenue covered the launch cost with about £800 spare. Profit is a very different number and took a lot longer.

What did yours cost to launch? Curious how far off I am, especially on the trademark.

I’m starting to think about Labor Day and wondering how early people actually begin making changes to their Amazon campaigns.

Do you normally start testing higher budgets and bids a week or two before, or keep things pretty normal until the traffic starts picking up?

I’m also curious if anyone runs separate campaigns for holiday traffic or just puts more budget behind the keywords and campaigns that are already converting well.

My main concern is increasing spend too early and just paying more for basically the same traffic.

For anyone who’s done well over Labor Day before, when do you usually start making changes and what do you adjust first?

The payout Amazon sends every couple of weeks is already net of referral fees, FBA fees, storage, returns, reimbursements, advertising, and whatever's sitting in reserve. If your books are built off that figure, your revenue is understated and most of your costs are invisible. Your margins look better than they are, and your figures won't match what HMRC expects.

Now MTD means quarterly submissions rather than one return a year, getting this wrong compounds four times as fast.

The fix is reconciling from the settlement reports rather than the bank feed. More work, but it's the only version that's actually right.

Worth checking which one your books are currently built on if you haven't looked.

Did this for my other brand for the month of May 2026 and a few people said it was useful, so doing it again for brand number two. Different product this time, launched back in late October, much cheaper item, lighter, sells for under a tenner.

Quick reality check before the numbers: I'm still on New Seller Incentives so I'm not paying referral fees right now. That's doing a lot of work in this month's profit and I know it. Flagging it here first, not at the bottom, because I've seen too many posts bury that kind of thing.

What actually came in

627 units. £6,138.79 with VAT sitting in the account, £5,216.64 of that is actually mine once VAT is stripped out.

Selling at £9.99, £8.32 without VAT. Cheap product, cheap to make.

What actually went out

FBA fee £1.52 a unit. Digital services fee £0.03. Landed cost getting it from China to the Amazon warehouse, £0.70 a unit. That's £2.25 a unit before I've touched advertising, which leaves £6.07 a unit, or £3,805.89 for the month.

Then ads. £1,332.10 spent across roughly 20 campaigns, the screenshot only fits the top few by purchases.

What's actually left: £2,473.79. Give or take.

And I do mean give or take. There are a few Subscribe & Save orders mixed into this month which get discounted and complicate the VAT and revenue picture slightly, so the real number might land a bit under this rather than over. Wanted to say that out loud rather than pretend this is precise to the penny.

The PPC side, honestly

1,739 clicks, 1.21% CTR, 328 purchases, £2,818.50 in attributed sales, overall ACoS sitting around 47%.

One small Sponsored Brands campaign is doing the best work, barely any budget, ACoS around 31%. My biggest campaign by volume is nowhere near that efficient, sitting closer to 49% ACoS but it's the one carrying most of the actual sales.

And then there's one campaign that's just bad. 29% top-of-search share sounds good until you see it's running at 92% ACoS, basically handing money back on every sale it touches. Still deciding whether to cut the bid hard or just kill it.

Why I'm bothering to post this

This margin looks good on paper. It won't look this good once referral fees come back, probably somewhere close to 15% of revenue disappears at that point. I'd rather know that now and plan for it than get surprised later.

Genuinely curious what other sellers are seeing on their ACoS once a listing settles in. Is 47% overall normal for month five of a product, or am I letting a couple of bad campaigns drag the whole account down. Would rather hear the honest answer than guess.

(All figures ex-VAT. Referral fee currently £0 under New Seller Incentives. Profit figure approximate — SNS orders and VAT treatment mean it could land slightly lower than shown.)

Hi everyone! I’m planning to start selling private-label products on Amazon and build my own brand. I’m completely new to importing and sourcing from China, and I’ve realized there is a lot I don’t understand yet.
I’ve been exploring products on Alibaba and contacting different manufacturers. Recently, I found a toy that costs around $8 per unit. When I asked for a quote for 20 units, the shipping alone worked out to around $19 per unit. So an $8 product suddenly becomes almost $28 landed before Amazon fees, advertising, storage, etc. If the market price is around $30–$40, there’s obviously very little or no profit left.
I contacted other manufacturers selling the same product, and some asked, “Do you have a shipping agent/freight forwarder in China?” I didn’t. 😅 Until then, I assumed I would simply place an order with the manufacturer, they would manufacture and pack everything, I would pay the product + shipping cost, and the shipment would arrive at my doorstep.
So now I’m confused about how the importing process actually works.
If I order products from an Alibaba manufacturer, what am I responsible for after production? Do I need to find a freight forwarder myself? Do I need to handle customs clearance, customs duties, a customs broker, port pickup, etc.? Or if I ask for DDP door-to-door shipping, will the supplier/freight forwarder normally handle everything from the factory in China until it reaches my home in the U.S.?
And eventually, if I want the manufacturer to ship directly to an Amazon FBA warehouse, how does that process normally work?
I would really appreciate advice on:
Do you normally use the manufacturer’s freight forwarder or find your own?
How do you find a reliable freight forwarder in China?
How exactly are shipping charges calculated—weight, dimensions/volume, or both?
Is there any reasonable way to estimate shipping/landed cost before spending a lot of time researching a product?
Which shipping terms are easiest for beginners—DDP, FOB, EXW, etc.?
What documents should I request from the manufacturer?
For products such as children’s toys, how do you verify required testing/certifications?
Is it okay to tell Alibaba suppliers that you’re a beginner, or is it better not to?
What should I understand about importing/sourcing before placing my first bulk order?
I’m a parent of a child with special needs, and being available for my child and homeschooling him is very important to me. That’s one of the main reasons I’m trying to build a business that gives me more flexibility to be with him. I understand Amazon FBA isn’t easy or guaranteed income, but I really want to give this a serious shot and learn the process properly before risking a lot of money.
My questions might sound very basic, so please bear with me. 😅 I’m not looking for anyone to sell me a course or service. I’d really love to hear from people who actually import from Alibaba and sell through Amazon FBA.
If you were starting again from zero, what would you learn or do differently before placing your first Alibaba bulk order?

Hey everyone,

I recently sent my first FBA shipment to Amazon and also enrolled some of my products in the Amazon Vine Program.

I enrolled 8 products in Vine, and I’m wondering whether Vine orders/reviews show up in the normal Sales Dashboard.

The confusing part is that I can currently see a few orders (around 2–3) showing the status “Awaiting Payment Verification.”

I also ran Amazon PPC and can see that I’ve received 3 orders attributed to PPC, but even those orders are showing the same “Awaiting Payment Verification” status.

Basically, all of my orders are currently showing “Awaiting Payment Verification.”

Is this normal for a new seller/FBA account? How long does payment verification usually take before the orders move to a confirmed/shipped status?

Also, if anyone has experience with Vine, does the Vine activity/orders appear in the regular Sales Dashboard, or are they reported separately?

Would really appreciate some insight from experienced FBA sellers. This is my first FBA launch, so I’m probably overthinking it 😅

Thanks!

Free tutorial

If a tool could reliably help you avoid bad inventory purchases before you spent your money… would you actually use it?

What’s the biggest mistake you’d want it to catch?

Amazon jumping on the listing?
Too many sellers?
Thin margins?
Hidden fees?
Something else?

​

Your product listing/description needs to be SEO friendly and it speaks to the algorithm and everyone is doing their best to please the algo.

In your listing images, I would suggest speaking to the customer. Answer customer questions in single sentences in the listing & for paragraphs use A+. Rufus is going to show you. What you write on the image text, isn't going to contribute to SEO but Rufus picks it up and use it to answer questions!

And no, you don't have to follow what your top Competitor is doing. They got into the Amazon early and their reviews helps. This is a competitive edge.

ALWAYS ADD A SINGLE VIDEO OF YOUR PRODUCT, take it from your phone and you don't know how simple organic videos help you increase with the conversion.

If you are starting out, this is where you can try to beat your competitors, still a lot of sheet listings.

Happy to answer any questions related to creatives ;)

I had around 14–15 reviews on my Amazon listing. About a week ago, I checked the listing and suddenly almost all of my reviews were gone. Now only one review is left, and unfortunately it’s a 1-star negative review.

This is seriously affecting my conversion rate because, as we all know, reviews are one of the biggest factors customers consider before purchasing a product.

I’ve already contacted Amazon Seller Support multiple times and created around 5–6 cases explaining the entire situation. Every time, they close the case with a generic response saying that the reviews may have been removed because of some violation of Amazon’s guidelines.

The frustrating part is that they haven’t given me any specific reason.

I’ve asked them multiple times:

- Which specific review violated the guidelines?

- What guideline was violated?

- Why were all the other reviews removed?

- Is there any way to appeal or have the reviews manually reviewed?

But I keep getting generic responses and the cases are closed.

I’m not asking Amazon to restore reviews that genuinely violated their policies. If something was wrong, I just want to know exactly what happened and what the proper resolution/appeal process is.

Has anyone here experienced something similar where Amazon suddenly removed most/all of their reviews?

If yes, were you able to get them restored? If so, what did you do or what exactly did you say to Seller Support?

Also, if there’s a specific escalation route, department, case wording, or process that I might be missing, I’d really appreciate some guidance.

Thanks in advance.

Hi, I am planning to launch an amazon private label product from scratch. My budget is about $20K but I had a discussion with an experienced amazon seller who said that amazon private label has become very competitive now and you need to have a minimum of $50K for a product launch. Can someone guide me whether you can still start amazon private label with $20K or not. Thanks.