I’ve spent much of my career working with established affiliate programmes. Recruiting publishers, entering new markets and increasing visibility can deliver strong early growth. Once a programme reaches scale, the next opportunity can be harder to find.
At that stage, I would look closely at how the programme is running. Is the setup still fit for purpose? A commission model that worked three years ago may no longer suit the products you want to sell. Some publishers may have more potential than their current performance suggests, while too much revenue may depend on a handful of partners.
That is where I often see room for further growth: reviewing the decisions behind the programme and asking whether they still make sense for the business today.
1. Build a Programme that Supports Today’s Priorities
An established programme can outgrow its original setup. Tracking gaps, outdated technology, slow payments and rigid commission structures can make it harder to grow, even when there is publisher demand.
Start by checking that tracking is accurate and up to date, including app activity where relevant. Partners need short payment terms, efficient validation and prompt answers to transaction queries. Getting these basics right gives publishers confidence that their work will be recognised and paid for.
The commission model deserves the same scrutiny. A flat cost per acquisition (CPA) may be simple to manage, but it does not always reflect differences in product margins or the value of a new customer. Tailored incentives can encourage publishers to focus on priority products or regions, app downloads or seasonal campaigns. Measure the results against the objective behind each incentive, so you can see whether it is worth continuing.
Fraser Hart worked with Tradedoubler to introduce product-level tracking and variable commissions linked to margins, stock priorities and seasonal campaigns. Alongside closer work with cashback and reward publishers, the programme delivered 18% year-on-year sales growth, a 31% increase in order value and a 20% reduction in CPA.
2. Create a Compelling Publisher Proposition
A well-known consumer brand does not automatically make an attractive affiliate partner. Publishers have choices about where to invest their time, content and promotional space. Your programme needs to offer an opportunity that makes sense for their audience.
Commission is part of that decision, but so is how easy you make it to work with you. Campaign information needs to arrive early enough for publishers to plan. They need useful assets, clear briefs and someone who can answer questions when an opportunity comes up.
This is where the quality of the relationship matters. Sharing a campaign calendar is useful, but a conversation about what a publisher can contribute could uncover a better opportunity. Ask publishers what their audience responds to, which activity has worked and what would help them do more. A partner may have an idea that fits your objectives better than the promotion you originally had in mind.
Treating publishers as strategic partners means giving them enough context to contribute. In return, their audience knowledge and experience can help you shape campaigns that perform better for both sides.
3. Get the Partner Balance Right
Mature programmes can become reliant on the partners that have always delivered. Those relationships deserve attention, but depending heavily on one or two partners, or a single publisher type, leaves the programme vulnerable if their performance changes.
A larger publisher base does not necessarily solve that problem. It can also absorb time without adding much value. Look at where revenue is concentrated, which partners have room to grow and whether there are audiences or opportunities your current mix is missing.
Different partners will need different levels of support. Strategic relationships may justify joint planning and tailored investment. Mid-tier publishers may respond to a targeted incentive or more regular contact. For the long tail, clear communications and accessible campaign opportunities can support participation without requiring individual account management.
There should also be room to test new publisher models. I would start with a specific question about what they could add: a different audience, additional sales or a way to support a business priority. That gives the test a purpose and makes it easier to decide whether to invest further.
4. Make Affiliate Part of the Wider Marketing Strategy
Affiliate teams should be involved early in planning product launches, customer acquisition and retention activity. Understanding those priorities gives them time to identify suitable publishers and agree how those partners can support the wider marketing plan.
A publisher’s value will depend on what the brand is trying to achieve. Sales matter, but a partner may also bring in new customers, drive app installs, encourage repeat purchases or reach audiences that other channels struggle to engage.
The measurement needs to reflect that role. If you assess every publisher in the same way, you can overlook contributions that deserve further investment. Agreeing what success looks like at the outset makes it easier to judge performance and explain the value of affiliate activity to the wider business.
Huawei UK worked with Tradedoubler on a strategy combining closer commercial planning, publisher segmentation, a more varied partner mix and performance incentives. Over 12 months, the programme delivered 87% year-on-year revenue growth, 61% sales growth and a 16% increase in average order value.
Where I would start
I would start with the issue most likely to be limiting growth. That might be a tracking gap, a commission model that no longer fits or a promising publisher relationship that has received too little attention.
Choose something specific enough to act on and measure. Fixing it will give you a clearer view of what to do next, rather than trying to change the whole programme at once.
A mature programme gives you years of performance data and partner experience to draw on. Use that knowledge to challenge familiar decisions. What worked in the past is a useful starting point, but it should not decide where you invest next.
