As ecommerce partnerships grow more complex, brands are increasingly asking for greater transparency, fairness, and shared upside. Spreetail’s Share Buyback Program was created to directly address that need by rewarding brands when performance exceeds expectations and reinvesting success back into growth.
At its core, the program is designed to align incentives between retailer and brand, ensuring that when both parties win, both parties benefit.
“We were trying to work on the problem that a lot of brands and retailers have,” explains Owen Carr, Chief Merchandising Officer. “When there’s overachievement of metrics, sometimes one party gets all the win. We wanted to make that mutually beneficial.”
The program is built around clear, data-driven performance goals, including revenue growth, profitability, market share gains, inventory health, and cash flow. Spreetail evaluates these metrics on a 90-day cycle using internal analytics tools, ensuring both sides have a shared understanding of what it takes to grow. When brands exceed those benchmarks, Spreetail shares a portion of the resulting profit back with them.
This approach represents a meaningful shift from traditional retail dynamics, where brands are often asked to continuously invest without seeing direct financial upside from overperformance. In many cases, Spreetail partners reinvest buyback earnings into advertising, content, new product launches, or expanded channel exposure, while others choose to take the profit directly.
A core principle behind the Share Buyback Program is transparency. Spreetail provides brands with deeper visibility into costs, inventory health, and operational performance—areas that are often hidden behind closed doors in traditional retail relationships.
By sharing this information openly and reviewing performance quarterly, Spreetail and its brand partners can work together to improve efficiency, grow market share, and reinvest capital more strategically. The program is intentionally designed to be repeatable, creating ongoing alignment rather than one-time incentives.
“Our goal is to be the most brand-centric company in the world. That means putting ourselves in our partners’ shoes and giving them a transparent understanding of the levers to grow — and rewarding strong performance so they can reinvest and keep scaling.”
Growth Marketing Specialist
