GlantierA dual-track beauty model structured across four markets
Glantier combines product sales with partner-network growth. We structured the campaigns so e-commerce revenue, consultant recruitment and distributor development could be measured separately across four markets at different stages of maturity.
Brand context and starting point
Glantier is a Polish perfume and cosmetics brand built on French fragrance compositions from Grasse, with a high concentration of fragrance oils. The company operates both as an e-commerce brand and as a direct-sales model, where consultants and distributors extend reach beyond the online store. That means advertising has to support two commercial goals at once: selling products and growing the partner network.
Engagement priorities
- Grow product sales and partner recruitment as two separate, measured streams.
- Run Poland as the core market while testing DE, NL and SK.
- Keep the mature market profitable without artificially averaging out the results of the new markets.
- Keep the conversion signals separate, so sales never masks the quality of partner leads.
The business challenge
The biggest risk was allowing too many signals to collapse into one account average. Selling perfumes and cosmetics behaves differently from recruiting consultants or distributors, and Poland cannot be judged by the same expectations as markets still being built. The strategy had to separate goals, markets and measures of success so budget decisions came from the real profitability of each stream.
How we set up the work so results repeat.
The campaigns were split by business goal: product sales, consultant recruitment and distributor recruitment. Each stream has its own budget, audience and measure of profitability.
Poland, Germany, the Netherlands and Slovakia are run as separate structures. The core market is managed for profitability, while newer markets are treated as controlled expansion rather than a copy of the Polish setup.
Meta works across sales and partner recruitment in cold and warm traffic, while Google captures purchase intent and protects branded demand.
Product value and partner opportunity require different arguments. The creative system separates these motivations while protecting one consistent brand impression.
From strategy to ad accounts and creative.
Structure with clear roles
Each campaign type had a clear role in the funnel and its own way of being judged.
Core market
Growing the network
Wholesale recruitment
New markets
Brand protection
Messaging angles
This wasn't about polishing single lines. Each angle had to spark the right image of the brand, reinforce positioning, or help the buyer move to a decision.
Product value anchored in fragrance quality
This angle strengthens the perceived value of the product and draws in customers interested in the fragrance, not just a bargain.
The consultant role framed as a credible partnership path
The partner funnel has to build trust and the motivation to make contact, so it was kept separate from the messaging aimed at buying the product.
Daily ritual rather than a one-off purchase
This angle builds demand around repeat use and feeds remarketing with people who have already engaged with the product.
Outcomes that mattered to the business.
The greatest value was putting the growth model in order. Product sales, consultant recruitment and distributor development stopped competing for the same averaged signal. Poland can be managed as the profitable core, while Germany, the Netherlands and Slovakia are developed as separate market tests with their own budget, messaging and measurement.
- Poland remains the profitable core of the sales activity.
- Product sales, consultant recruitment and distributor recruitment are run as separate funnels.
- Expansion into DE, NL and SK is tested without distorting the read on the core market.
- Budget decisions rest on a clean signal of goal and market, not on an averaged result for the whole account.
The company truly understands our needs, works proactively, and takes real ownership of the project.”
“We recorded a significant increase in sales and brand awareness, with better KPIs and more online interest in the brand.”
Glantier shows how much structural discipline matters when a brand has more than one growth model. Product sales and partner-network growth can support the same business, but in advertising they must be measured separately. Only then can you see what builds profitability, what grows the market and what still needs testing.”
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