Younited Nutrition - Crag Marketing case study

Every customer worth 81% more, on fewer discounts

Younited Nutrition sell supplements and daily nutrition in Canada to customers who buy on repeat, and every subscriber was getting the same email. Each customer is now worth 81% more, on an account that already worked and with less discounting than before.

↑ 81%

Revenue per customer

What a customer is worth decides what a brand can afford to pay to acquire one.

46% → 70%

Orders from returning customers

Across 33 months, repeat buyers went from under half the order book to seven in ten.

430% v 290%

Email growth against every other channel

Across 33 months, through the same seasons on the same range, and only one is ours.

Where they started

Younited sell plant protein, superfood blends and daily supplements direct to consumers across Canada, with subscribe and save available on most of the range. It is a repeat-purchase business by design. A protein tub and a daily multivitamin empty at different rates, people buy across the range rather than settling on one product, and a customer who stays is worth several times one who does not. The economics sit on the second order and the fifth.

They had been running Klaviyo for two years when we took over. Campaigns went out regularly. There was a full set of lifecycle flows covering welcome, abandoned cart, abandoned checkout and browse abandonment. Email was already attributed a fifth of store revenue. None of that was broken.

Every subscriber received the same email. Sends went to the whole list or to one all-time engaged segment. Somebody who bought protein last week and somebody who bought a multivitamin two years earlier got identical mail, so the mail could only speak to the middle of the range. When the message cannot be specific, the only lever left on any individual send is the offer inside it.

Which is why a third of orders carried a code. Discounting was doing the work that relevance should have been doing, on a range where subscribe and save was already live. A discount applied to a recurring order gives away margin on revenue that was arriving anyway.

The flows were built for a narrower catalogue than the one being sold. One abandonment sequence covered every product in the range. On a catalogue where consumption cycles differ by weeks and people buy across categories, a single generic reminder is the difference between a nudge and a sale.

Lapsed customers were handled like everyone else. Someone six months absent received what someone who ordered that week received. On a subscription-led range, a lapsed customer is a cancelled recurring order rather than a missed one-off, and nothing in the programme treated it differently.

14.0%

New customers reordering within 30 days

Six in seven first orders went cold before a second one was ever asked for.

32.2%

Orders carrying a discount code

Almost a third of the book needed an offer attached before it converted.

49 days

Median wait to a second order

The longer that gap runs, the more working capital sits in stock waiting to turn.

1.42%

Unsubscribe rate per email

That rate caps how often you can mail, and cadence caps everything underneath it.

What we changed

We rebuilt the segmentation first and the rest followed from it. Campaigns now go to segments defined by category, intent, behaviour and lifecycle stage rather than to the list, and because those segments are mutually exclusive an individual subscriber receives only a fraction of what goes out. That is what let the volume rise without costing them subscribers, alongside the suppression rules built with it. Stronger creative against a sharper segment is what brought the discount down, because the email no longer needed a code to earn its place in the inbox. None of it was slow: campaign revenue per month was up 284% four months in, 443% by six and 644% by twelve.

The flows were rebuilt around the catalogue instead of around the stage of the funnel. Cart, checkout and browse abandonment all have new timing and new copy, split by product interest. Replenishment is timed to the consumption cycle of the specific product someone bought. The welcome sequence branches on what the subscriber is interested in rather than on where they arrived from. We added a structured winback path on time since last order, VIP tiers on lifetime spend, and sunset and churn-risk sequences that move disengaged subscribers out before they complain.

Subscribe and save was already live and Younited own that offer. What changed is where it gets asked for. We built the case into the post-purchase window, aimed at customers whose buying pattern already looked like a subscription.

Most of this ran concurrently rather than in sequence.

↑ 644%

Campaign revenue per month

Over twelve months, once sends went to defined segments instead of the whole list.

↑ 1,018%

Campaign orders per month

Across six months, the number of orders email closed rather than the value of them.

↑ 39%

Campaign placed-order rate

Across six months, the same list converting better per email instead of simply receiving more.

↑ 852%

Subscription revenue per month

Across six months, after the case for subscribing moved into the post-purchase window.

↑ 572%

Flow revenue per month

Across six months, with the lifecycle rebuilt around the catalogue instead of the funnel.

↑ 542%

Lapsed customers returning per month

A structured route back, on a range where lapsing means a cancelled recurring order.

Where it landed

The business sells more of what it sells on repeat, to customers who come back sooner and pay full price more often than they did. Email carries a larger share of revenue than it did, and it got there by growing faster than every other channel in the business rather than by riding something already underway.

21% → 31%

Email share of store revenue

Email went from a fifth of what the business earns to nearly a third of it.

32% → 55%

Orders arriving on subscription

More than half of everything sold now arrives on a recurring order.

↑ 58%

Orders per customer

The same customers buying more often, which is what retention actually means.

↑ 37%

Repeat purchase within 30 days

Every cohort acquired since we started, each given a full 30 days to return.

49 → 37.5 days

Median wait to a second order

The same order arriving twelve days earlier is working capital for a brand funding stock.

68% → 73%

Orders paying full price

Revenue grew while discount depth fell, so the growth did not come from a bigger offer.

↓ 52% and ↓ 41%

Unsubscribe and bounce rates

Nine times the send volume, and fewer people leaving per email than before it rose.

We Will Run This On Your Account

Not a benchmark report. Your own history: what your email actually earned against what the rest of the business did over the same period, how long your customers take to come back, and where the programme is underperforming its own past. The findings are yours to keep either way.

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