DLV InsightOne layer over product, ads and catalog — so the team stays in balance
Purchasing, ads, catalog and finance each see their own part. You see where the money leaks between them: the stockout nobody on the ads side heard about, the ad budget running on a split listing, the margin resting on a stale unit cost.
Built for you if
- You run an Amazon brand at seven figures a year or more, across several accounts, brands or regions.
- Purchasing, PPC and catalog sit with different people or agencies — and the link between them is spreadsheets and calls.
- Your catalog runs to hundreds of SKUs, with size and colour variations.
Probably not for you if
- You sell one or two products — you already see stock and ads with your own eyes, and a simpler profit tracker covers you.
- You buy one-off lots with no reorders — half of what is inside has nothing to work on.
- You want a repricer, a keyword research tool or a review autoresponder — that is not what this is.
Are we on track — and where are we falling short or overshooting?
A yearly target becomes a plan per month and per part of the business, and every month is read against what actually happened.
A revenue and gross-margin target split across the months from last year's shape, then across accounts, brands, marketplaces or your own groups.
Which part of the business carries the growth — settled before the year starts, not argued about in October.
Goal, plan and fact side by side for sales, gross margin and ad spend, month by month.
Where to step in this month, while the gap is still small enough to close.
A forecast per product, built from that product's own history and seasonality, with any month open to override.
Whether the target is arithmetic or hope — and what over-delivery means: the niche grew, or the goal was set too low.
Who acts on it: Owner / CEO · Head of e-commerce
Is there enough for next month — and where is a stockout or overstock building up?
Stock is read against each product's forecast, not only against what sold last month — so a season that hasn't started, or a stockout that dragged the average down, doesn't shrink the next order.
Days of cover for every product from FBA, AWD and inbound stock against its forecast. Under four weeks is red, and each row says whether it reads the forecast or the last 28 days.
What to send in, and when — while the listing is still selling, not after it goes dark.
Stockout days counted per product and per parent family.
Which "dying" product was simply under-ordered — and gets reordered rather than cut.
Sellable stock by region and account, and a size × colour grid for each parent family.
Where the mix is wrong — plenty of one size, none of its sibling — so the next order fixes it.
Who acts on it: Purchasing · Head of e-commerce
Is the ad budget earning — and is the PPC work actually getting done?
Ads read next to profit, product by product, and next to what the person running them actually changed.
A scorecard per product and account — spend, sales, ACoS and TACoS against target — assembled without an export.
Where to invest harder and where to pull back, judged on profit rather than on ad-attributed sales alone.
Search terms with a dozen clicks or more and no sale, as a worklist, plus the terms worth promoting to exact match.
What to negate this week, and how much spend that stops.
Every change made to campaigns, per week and per person — including the weeks with none.
Whether your PPC manager or agency is working the account or just being paid — judged on their own actions, not only on a sales line the whole team moves.
Who acts on it: PPC / agency · Head of e-commerce · Owner / CEO
Is the catalog costing us sales — split families, the wrong account, stale listings?
The catalog is where ads and stock meet the shopper. When a variation family splits, the ads can keep running on a child that no longer carries the family's reviews — and nobody on the ads side can see why.
Every attribute that differs between siblings in a variation family — the differences that make Amazon split it.
Which field to fix so the family, and its reviews, come back together.
Attributes edited in a grid and sent to Amazon from here — no flat files — with who changed what, when, and what Amazon answered.
Who on the team may push to Amazon, and which edit to roll back when one goes wrong.
Which ASIN is listed on which seller account, and stocked listings that are missing images.
Which account should hold a listing, so the listing, the stock and the ads sit in one place.
Who acts on it: Catalog · Head of e-commerce
What do we really earn — per product, parent, country and account?
One profit number every department reads, with each fee, refund, ad dollar and unit cost attached to the product and the day it belongs to.
Profit per SKU, parent, brand, marketplace, account or your own groups, daily to yearly, every country in one currency.
Which products fund the business, and which ones the business is funding.
Unit costs that are missing or out of date, flagged before they turn into profit that is not there.
Which cost to correct first — the one sitting under the most revenue.
What Amazon charged, fee by fee; the cash Amazon still holds; and a monthly report that builds itself, with a PDF.
Which charge to question, when the cash lands, and what the month did — without anyone rebuilding a spreadsheet.
Who acts on it: Finance · Owner / CEO
Which products bring the customer back — and deserve more ad money?
Some products sell once. Others bring the buyer back. The ad budget should know which is which.
Lifetime value by monthly cohort, per product, grouped by marketplace or parent.
Which products can carry a higher cost per new customer, because the second order pays for the first.
Lifetime value against acquisition cost by group, next to the 3 : 1 benchmark.
Where to spend harder on ads — and where each new customer costs more than they bring.
Who acts on it: Owner / CEO · PPC / agency
Every screen on this page runs on a demo catalogue — invented products and example figures, not anyone's account.
Where one team's win becomes another team's problem
Ads double a product's sales and nobody tells purchasing. Stock sits on one account while the listing and the ads run on another. Everyone is right inside their own frame, and the business loses in between. Here is the whole cycle on one map — every stage opens its own page.
Everything an Amazon business does, in the order it does it
Some of this work it does for you. Some it helps you plan. The rest it points at — so the right person fixes it without asking you first.
- 01PlanThe reorder quantity argued from each product's own history — not from memory.
- 02BuyThe stale unit cost quietly falsifying every margin — found, and the missing ones flagged.
- 03StockStockout days counted and priced, so an under-ordered product stops reading as a dying one.
- 04SellEvery order with every cost that eventually attached to it — a search, not an afternoon of downloads.
- 05AdvertiseWasted ad spend gets a number and a worklist — and whoever runs your ads gets an honest scoreboard.
- 06ReturnsThe product that keeps coming back, the one reason why, and the evidence for your claim to the factory.
- 07EarnThe monthly profit spreadsheet nobody rebuilds again — per product, per account group, any period.
What it does not do
Worth knowing before you connect an account:
- It doesn't track star ratings or review text.
- It doesn't separate organic sales from ad-driven sales.
- It reads your ads; it doesn't change bids or budgets.
- The TACoS target is one number for the account, not one per product.
- Stock cover counts FBA, AWD and inbound shipments — not 3PL stock or open purchase orders.
- It doesn't create FBA shipments.
- When a return goes back into sellable stock, its unit cost isn't credited back to profit.