90% of This Clothing Brand's Sales Now Come From Livestreams

October 30, 2026


UK streetwear brand SPYRO Apparel reportedly doubled its turnover after joining TikTok Shop. Now, approximately 90% of its sales come from livestream shopping, illustrating how live commerce can move from a promotional experiment to a company's primary sales channel.


For most retailers, livestreaming is still viewed as an additional marketing opportunity. A brand might host a product launch, demonstrate new arrivals or experiment with selling directly to viewers.


For UK streetwear brand SPYRO Apparel, the relationship between livestreaming and retail has developed into something considerably bigger.


According to figures published by TikTok in August 2026, SPYRO doubled its turnover after joining TikTok Shop. More significantly, approximately 90% of the company's total sales now come through livestream shopping.


That is a fundamental shift in how a retail business generates revenue.


Rather than relying primarily on customers visiting an online storefront, browsing products and completing purchases independently, SPYRO has built a sales model in which live product presentations and real-time customer interaction play a central role.


From Marketing Channel to Main Storefront


Traditional ecommerce is largely built around a self-service shopping experience.


Customers discover products through search engines, advertisements, social media or recommendations. They arrive at a website, examine photographs and descriptions, compare options and decide whether to purchase.


Livestream shopping changes that experience.


A presenter can demonstrate products, discuss sizing and materials, answer questions and respond to customer interest as it happens. Viewers can move from discovering a product to purchasing it without leaving the live shopping environment.


For apparel retailers, where appearance, fit, styling and product presentation influence purchasing decisions, this creates a different kind of selling experience.


The distinction is particularly important in SPYRO's case.


If approximately 90% of its sales come through livestreams, live commerce is no longer simply supporting the company's retail operation. It has become the dominant channel through which that operation generates revenue.


Sales Growth Created a New Inventory Challenge


One of the more revealing figures in TikTok's announcement has little to do with broadcasting.


SPYRO reportedly increased its monthly stock investment by 166% to support demand.


That figure illustrates an important consequence of successful live commerce: generating additional orders is only one part of scaling a retail business.


As sales volumes grow, businesses need enough inventory to meet demand. They also need reliable replenishment, sufficient working capital, accurate stock management and fulfillment processes capable of handling the additional orders.


A retailer can attract a large audience and generate substantial purchasing interest during a livestream, but that success becomes difficult to sustain if products are unavailable or orders cannot be processed efficiently.


SPYRO's reported increase in stock investment suggests that its growth has required significant changes beyond the livestream itself.


The business behind the camera has had to develop alongside the sales channel.


The Wider UK Live Shopping Market Is Growing


SPYRO is not the only retailer reporting significant results.


In the same August 2026 announcement, TikTok reported that live shopping in the UK had grown 55% year over year, with more than 6,000 live shopping sessions taking place daily.


The company also highlighted other retailers using TikTok Shop.


CKL Streetwear reportedly doubled its sales after joining the platform, while sneaker retailer

Lux Laces generated more than £100,000 in its first month.


These examples cover different businesses, but they point toward a similar development: livestream shopping is becoming a meaningful commercial activity for some specialist retailers.


The figures are company-reported results published by TikTok, rather than independently audited financial disclosures. They also do not establish that every retailer entering live commerce will experience comparable growth.


Nevertheless, they demonstrate why the format is attracting attention beyond its initial reputation as a social media experiment.


Selling Live Requires More Than an Engaging Host


The visible part of live commerce is relatively straightforward.


A presenter appears on camera, introduces products, interacts with viewers and encourages purchases.


The operational requirements are considerably more involved.


Businesses need a consistent supply of suitable products, dependable broadcast schedules, clear product information and reliable customer support. They also need systems for processing orders, managing inventory, handling returns and delivering purchases.


As sales increase, those requirements become more demanding.


A successful livestream can generate orders quickly. The retailer must then fulfill those orders with the same reliability customers expect from any established ecommerce business.


This is one reason the distinction between experimenting with livestreaming and operating a live commerce business matters.


Occasional broadcasts can be organized as marketing events. A sales channel responsible for most of a company's revenue requires a more developed operational structure.


A Different Way to Think About Ecommerce


SPYRO's reported results raise a larger question about the future of online retail.


For years, the dominant ecommerce model has centered on attracting visitors to a digital storefront and improving the percentage who make a purchase.


Livestream commerce introduces another possibility: bringing the storefront, product presentation, customer interaction and purchasing opportunity together in one live experience.


That does not mean traditional ecommerce websites are becoming obsolete, or that every product category is equally suited to livestream selling.


It does mean that some businesses may find their strongest sales channel in an environment where customers are actively watching, asking questions and making purchasing decisions in real time.


SPYRO's reported experience is a particularly striking example.


A clothing brand doubled its turnover, expanded its inventory investment and reached a point where approximately nine out of every ten sales came through livestream shopping.


For some retailers, live commerce is no longer an additional channel attached to the business.


It is becoming the business.

Your Next Marketer Might Need to Code

October 26, 2026
Marketing is becoming more technical. As businesses adopt AI tools, automation and increasingly complex software, a new kind of specialist is emerging: the marketing engineer. For years, businesses have built marketing teams around familiar responsibilities: advertising, content creation, search engine optimization, social media and lead generation. Those responsibilities haven't disappeared. But the technology behind them has become increasingly complicated. Businesses now rely on advertising platforms, customer relationship management systems, email automation, website analytics, e-commerce software and AI tools. Making those systems work together is becoming an important part of marketing performance. That's where the marketing engineer comes in. What Is a Marketing Engineer? A marketing engineer combines marketing knowledge with technical skills. Traditional marketing specialists might develop a campaign strategy, create content or manage advertising budgets. A marketing engineer can help build the technical systems that make those activities more effective. That might involve connecting a CRM to advertising platforms, automating reporting, improving conversion tracking, integrating customer data or developing workflows using APIs and AI tools. The role connects marketing strategy with technical execution. Rather than relying entirely on separate developers, analysts and software specialists, businesses can use technical marketing expertise to bridge those functions. The Problem With Disconnected Marketing Systems Many businesses already have the technology they need. The challenge is getting it to work together. A company might use Google Ads to attract customers, Shopify to process orders, Klaviyo for email marketing and a CRM to manage relationships. Each platform collects information, but that doesn't necessarily mean the information is connected. Employees may still need to download reports, transfer leads between systems, update spreadsheets or manually compare campaign results against actual sales. Those disconnected processes can make marketing slower and more difficult to measure. Marketing engineering focuses on improving the connections between systems. When information moves reliably between platforms, businesses can reduce repetitive work and make decisions using more complete data. AI Search Is Changing How Businesses Get Discovered Technical marketing is also becoming more relevant as AI-powered search develops. Traditional search engine optimization focuses on helping websites appear in organic search results. But customers increasingly use AI-powered tools to research products, compare services and find answers. That has brought greater attention to two related concepts. Answer Engine Optimization (AEO) focuses on making information clear, accessible and useful for answer-based discovery. Generative Engine Optimization (GEO) focuses on improving how content can be discovered, understood and potentially referenced by generative AI systems. These approaches overlap with established SEO practices, including technically accessible websites, useful content and clear information architecture. They do not guarantee inclusion in AI-generated answers. For businesses, the practical lesson is that website content and technical structure need to support more than traditional search rankings. Automation Can Eliminate Repetitive Marketing Work Another opportunity is workflow automation. Marketing departments often spend considerable time on tasks that don't require much creative judgment. Downloading reports, updating spreadsheets, transferring customer information, preparing campaign summaries and moving data between applications are common examples. Many of these activities can be automated when systems are properly connected. That doesn't eliminate the need for marketers. It can give them more time to focus on strategy, creative development, customer relationships and improving campaign performance. The objective isn't to automate everything. It's to identify which tasks can be handled more reliably and efficiently through technology. Better Data Can Lead to Better Marketing Decisions One of the biggest challenges in marketing is understanding which activities actually contribute to revenue. A campaign might generate thousands of impressions, hundreds of clicks and dozens of leads without producing profitable customers. Marketing engineers can help businesses connect advertising activity with customer and sales information. That includes improving conversion tracking, integrating data sources and identifying where potential customers drop out of the buying process. The goal is to move beyond reporting what happened on an advertising platform and develop a clearer understanding of what happened across the business. Does Your Business Need a Marketing Engineer? Not every company needs to hire a full-time technical marketing specialist. For smaller businesses, the first step is identifying where disconnected systems, manual processes or unreliable data are creating problems. Consider whether your advertising and sales platforms share information, whether campaign performance can be connected to revenue and whether repetitive reporting tasks could be automated. It is also worth reviewing whether your website is technically accessible, well structured and capable of answering the questions potential customers are asking. Depending on the complexity of the business, these improvements might be handled by an internal employee, an outside specialist or a combination of both. The important decision isn't necessarily who to hire. It's determining which capabilities the business actually needs. The Future of Marketing Is More Connected Creative thinking, compelling messaging and customer relationships remain essential to effective marketing. But those strengths increasingly depend on the technology supporting them. Businesses need systems that communicate, data that can be trusted and processes that allow teams to work efficiently. Marketing engineering represents one approach to bringing those capabilities together. The next competitive advantage may not come from producing more content or launching more campaigns. It may come from building a marketing operation where everything works together.

P&G Rebuilt Its Operations and Saved $600 Million. Here's How.

October 23, 2026
Procter & Gamble didn't simply outsource its support operations. It first rebuilt how they worked, then brought in outside partners. By 2008, its business-services transformation had generated approximately $600 million in cumulative savings. In the late 1990s, Procter & Gamble faced a problem familiar to businesses of almost every size: too many teams performing similar work. Finance, human resources and other support functions were spread across different parts of the company. That meant duplicated activities, inconsistent processes and unnecessary costs. Instead of continuing to expand those departments independently, P&G decided to fundamentally change how its business operated. First, P&G Fixed Its Internal Operations In 1999, P&G began bringing its support functions into a single global organization. Over the following three years, the company consolidated and standardized more than 70 services. It also established shared-service centers to support operations around the world. The goal was to replace fragmented systems with a more consistent and efficient operating structure. Importantly, P&G didn't begin by handing all these functions to outside companies. It first reorganized how the work was performed internally. That foundation would make the next phase possible. Then Came $4.2 Billion in Outsourcing Agreements In 2003, P&G entered into outsourcing partnerships valued at approximately $4.2 billion. Outside specialists took responsibility for selected operations, including IT infrastructure, payroll support, accounts payable and facilities management. Rather than maintaining every capability internally, P&G could rely on partners with specialized expertise, established systems and the scale to manage these activities. But it didn't outsource everything. The company retained control of functions it considered strategically important, including procurement, logistics, IT architecture and technology-driven innovation. This distinction was central to the strategy. P&G wasn't trying to eliminate internal operations. It was deciding which activities made sense to manage itself and which could be handled more effectively by partners. The Benefits Went Beyond Cost Savings One of the clearest examples came during P&G's integration of Gillette. According to P&G's business-services leadership, its established systems and outsourcing partners helped the company mobilize approximately 750 additional people within weeks. The business-services integration was completed in 15 months, a process its leadership believed could otherwise have taken three to four years. That flexibility mattered. P&G could draw on existing capabilities and outside resources without having to build every part of the operation from scratch. By 2008, the company's broader business-services transformation had produced approximately $600 million in cumulative savings. Those savings came from a combination of internal consolidation, standardized processes and selective outsourcing, not outsourcing alone. What Smaller Businesses Can Learn Most businesses aren't managing P&G's scale or negotiating multibillion-dollar agreements. But the underlying decision is surprisingly relevant. As companies grow, they often add employees and departments without reconsidering how work gets done. Over time, the same problems can emerge: duplicated tasks, fragmented responsibilities, rising administrative costs and employees spending too much time on activities outside their core expertise. The first step isn't necessarily outsourcing. It's understanding the operation. Which processes are inefficient? Which functions require direct internal control? Which activities could a specialist handle more effectively? Customer support, bookkeeping, administrative work, creative production and certain technology operations may be candidates for outside support, depending on the business. But outsourcing a poorly defined process can simply transfer the problem to someone else. P&G's experience illustrates a more disciplined approach: improve the system, identify which capabilities are strategically important and use external partners where they offer a genuine advantage. You Don't Have to Build Everything In-House The most important lesson from P&G's transformation isn't that every business should outsource more. It's that growth doesn't require owning and managing every operational function. By combining stronger internal processes with carefully selected partners, businesses can reduce unnecessary complexity and concentrate their resources where they create the most value. Sometimes the smartest way to grow isn't to build another department. It's to rethink how the work gets done. Sources McKinsey & Company, From internal service provider to strategic partner: An interview with the head of Global Business Services at P&G (2008). Procter & Gamble, 2008 Annual Report.