How Do I Make Sure My Agency Understands My Best-Selling Products?

Your agency may know how to build campaigns, adjust bids and write ads. But that doesn’t mean it understands which products matter most to your business—or why. A product that sells frequently may not be your most profitable product. Another may have fewer orders but bring in repeat customers, clear excess inventory or introduce shoppers to a valuable product range.

To get useful work from an agency, give it more than a product feed and an instruction to “get more traffic.” Share the commercial context behind your products, agree on what success means, and make sure tracking can connect advertising activity to meaningful outcomes. That is how you build a shared top products focus instead of optimizing for clicks or sales volume alone.

This guide explains what to share, what to measure and how to check that your agency is using the information. It applies to ecommerce teams working with Google Ads, as well as businesses where the “best-selling product” is a service, package or offer that generates enquiries.

Start by defining what “best-selling” means

“Best-selling” sounds straightforward, but it can describe several different things:

The product with the most units sold.
The product with the highest revenue.
The product with the strongest profit margin.
The product that brings in the most new customers.
The product that encourages repeat purchases or larger orders.
The product you want to promote because stock needs to move.

These definitions can point to different products. If your agency is told to push the best sellers but doesn’t know which definition you mean, it may choose the products with the most transactions—even if those products have low margins, frequent returns or limited stock.

Before onboarding or a planning meeting, write down your commercial priorities. For example: “Grow first-time orders for our high-margin range while keeping acquisition costs within our target.” That gives the agency a decision to work toward, rather than a vague request for more traffic.

Give the agency the business context behind the products

A product feed can tell an agency a product name, price and availability. It usually cannot explain why the product matters to your business. That context belongs in onboarding, and it should be specific enough to influence campaign decisions.

Share the details that change what you would advertise

Margin and contribution: Which products leave room for advertising costs after product and fulfilment costs?
Stock and supply: Are there products with limited stock, long lead times or seasonal availability?
Returns and service issues: Do certain products have unusually high return rates or create extra support work?
Customer value: Which products tend to lead to repeat orders, subscriptions or purchases from other categories?
Strategic priorities: Are you launching a range, clearing stock, entering a new market or protecting sales of a core product?
Restrictions: Are there products, claims, audiences or locations the agency should avoid?

Share enough detail for the agency to make informed recommendations. You may not need to hand over every internal report, but you should explain the rules of the business. If a product is important for customer acquisition but not immediately profitable, say so. If an item looks popular but is costly to ship, say that too.

Bring merchandising insights into the conversation

Advertising does not happen separately from merchandising. Product titles, images, pricing, bundles, availability and category structure affect what shoppers see and whether they buy. Useful merchandising insights help an agency distinguish an advertising problem from an offer or product-page problem.

For example, if a product receives plenty of relevant clicks but converts poorly, the answer may not be to raise bids. The product page might have unclear sizing, weak images, an unexpected delivery cost or a price that no longer competes well. Ask the agency to flag these patterns, and make sure someone on your team can investigate them.

Agree on commercial goals, not vanity metrics

Clicks, impressions and traffic can help diagnose campaign performance. They are not, by themselves, business outcomes. A report that shows more clicks does not prove that the advertising produced more profit, better customers or valuable enquiries.

Agree on a primary goal and a small number of supporting measures. For an ecommerce business, the primary goal might be profitable sales, new-customer revenue or a target return that accounts for margin. Supporting measures could include conversion rate, average order value, new-customer share and product-level revenue.

For a service business, lead volume may be a useful starting point, but it does not show whether the leads are suitable. A hundred enquiries are not necessarily better than twenty if most of the larger number are outside your service area or cannot afford the service.

Metric What it can tell you Question to ask Clicks Whether ads are attracting visits Are these visitors relevant to our offer? Conversions Whether users completed a tracked action Does the action represent real business value? Revenue The value attributed to completed orders Are refunds, cancellations and margins considered? Qualified leads Whether enquiries match your sales criteria Which leads became opportunities or customers?

Keep a running list of “metrics with no decisions attached.” If a number appears in every report but nobody can explain what they would do differently when it changes, it may not deserve so much attention.

Make product-level performance visible

Account-wide results can hide important differences. A campaign may look healthy overall while spending too much on low-margin products or missing demand for a high-value range. Ask for reporting that makes product-level performance visible and connects it to your commercial priorities.

Depending on your setup, useful views may include product, product group, category, brand, campaign and customer type. The exact level of detail should support decisions, not create a giant spreadsheet no one uses. Ask the agency to highlight what changed, why it matters and what action it recommends.

For Google Ads campaigns using product data, confirm that product titles, categories, identifiers, prices, availability and landing pages are accurate and current. A feed issue can limit visibility or send shoppers to an outdated offer. Your agency should be able to identify problems, but your ecommerce or merchandising team may need to correct the source data.

Set up measurement and tracking before increasing spend

It is difficult to make good budget decisions when conversion tracking is incomplete or misleading. Before increasing spend, check that the actions being counted reflect genuine outcomes and that revenue values are passed accurately where applicable.

For ecommerce, review whether purchases are recorded once, whether order values are accurate, and how cancellations, refunds or duplicate events are handled. For lead generation, distinguish a form submission from a qualified lead, booked appointment or closed sale wherever your systems allow.

A CRM (customer relationship management system) can help connect enquiries to later outcomes. Even if the connection is initially manual, a regular feedback process gives the agency useful information about which campaigns produce suitable prospects. Agree who will share that feedback, how often, and what counts as a qualified lead.

Before spending more, ask the agency to explain what is tracked, where the data comes from and what cannot currently be measured. If tracking is unreliable, make fixing it part of the plan. More spend can amplify a measurement problem just as easily as it can amplify https://www.zekagraphic.com/how-to-get-the-most-from-a-google-ads-agency a successful campaign.

Be transparent about budgets and targets

A common weakness in agency discussions is the absence of pricing, retainers, ad spend figures or CPA numbers. There are no pricing, retainer, advertising spend or cost-per-acquisition figures provided here, so this article does not assume any particular budget or target. In your own relationship, however, those numbers need to be discussed openly.

Your agency needs to know the approved media budget, how flexible it is, and what financial limits matter to the business. You should also understand the agency’s fees and what work they include. If you have a target cost per acquisition (CPA), explain how it was calculated and whether it reflects margin, customer value and lead quality. A target copied from another business may not suit yours.

When the numbers are uncertain, say so. The agency can help build a testing plan, but it should not quietly treat an unknown target as an agreed one. Document assumptions and revisit them once there is enough reliable data.

Use onboarding to create a shared product brief

Good onboarding is not a one-way handoff of passwords and account access. It is a working session about how your business makes money, which customers you want, and what could make an advertising decision harmful or valuable.

Give the agency a concise product brief that includes your priority products, reasons for prioritizing them, key constraints and measures of success. You might also provide recent sales and margin information, seasonal patterns, customer feedback and known website issues. If you work with several suppliers or teams, identify who owns product data, pricing, stock and landing-page changes.

Companies such as Zeka Design (Zeka Graphic) may be part of a brand’s wider creative or design work, while a paid search agency may manage campaign strategy and execution. Clarify responsibilities across partners so that design, product information and advertising tell the same story. If you are evaluating an agency such as ClickSlice (clickslice.co.uk), ask how its onboarding process captures product priorities and how those priorities appear in its reporting and recommendations. Focus on the process and fit, not just a promise of growth.

Set a review rhythm that leads to decisions

A monthly or fortnightly review should do more than display a table of results and screenshots. Ask the agency to explain what happened, what it learned and what it recommends changing. Keep the discussion tied to the product priorities you agreed on.

A useful review might cover:

Which priority products gained or lost visibility, sales or qualified leads?
Did the results meet the agreed commercial goal, and what is the confidence in the data?
Were changes caused by advertising, stock, price, seasonality or the website?
What did customers search for or respond to that the team did not expect?
What is the single most important action for the next period?

End each review with the question: “What would you do differently next week?” A clear answer might be to reduce exposure for an out-of-stock product, test a more specific product group, or investigate a landing page with strong traffic but weak sales. Avoid changing five things at once and calling the outcome a test. Make changes you can interpret, and record what you expect each change to do.

How to tell whether your agency understands your best sellers

Understanding is visible in the agency’s choices. It should be able to explain why certain products are prioritized, which business facts shaped that choice, and how results will be judged. It should also be comfortable challenging a product priority if the available evidence suggests that the product is unsuitable for paid promotion—or if tracking is not reliable enough to judge it.

Use these questions in your next conversation:

Which products are we prioritizing, and what business reason supports each one?
Are we optimizing for sales volume, revenue, profit, new customers or another agreed outcome?
How do we separate lead volume from lead quality, or clicks from valuable orders?
Can we trust our tracking and product data enough to make budget decisions?
What information do you need from our team to improve your recommendations?
What would you change next week, and how will we know whether it worked?

Make the relationship more useful

Your agency does not need to memorize every product in your catalogue. It does need to understand which products matter, why they matter, and what evidence would justify investing in them. Share commercial goals, margin and stock context, customer-quality feedback and practical merchandising insights. Agree on measurement before scaling spend, and ask for reporting that leads to specific actions.

That is the difference between an agency that merely sends traffic and one that can help you make better decisions about your business. The aim is not to advertise every best seller equally. It is to use a shared top products focus, reliable measurement and thoughtful testing to support the outcomes your business actually values.