RESULTS

What changed
for real businesses.

Three engagements, measured the same way: the same quarter one year apart, with the definitions spelled out. Client names stay private.

Jump to:Powersports ecommerceDiabetic supplyManufacturing

01POWERSPORTS ECOMMERCE

Improving product discovery and conversion

Powersports parts and accessories retailer · 12-month engagement

The challenge. A powersports retailer attracted traffic but lost shoppers at confusing product pages. Inconsistent vehicle-fitment information and promotions focused on sales volume made it hard to grow orders while protecting margin.

$18.8k → $44.3kGross profit less marketing spend
1.40% → 1.64%Session-to-order conversion
33.4% → 34.9%Gross margin

What I did

  • Aligned budget and campaign priorities with product demand, inventory and margin.
  • Clarified vehicle fitment, product-page information, shipping expectations and purchase steps.
  • Introduced relevant accessories and bundles to raise order value.
  • Coordinated email follow-up, merchandising and campaign planning with available inventory.
Net merchandise revenue, same quarter one year apart
Before
$202k
After
$282k

“We used to run sales just to move volume. Now every promotion is planned around inventory and margin, and our product pages answer the fitment question before a customer has to ask.”

Owner, powersports ecommerce business
See the full numbers
MetricQ2, year 1Q2, year 2Change
Website sessions96,847109,214+12.8%
Completed orders1,3541,786+31.9%
Session-to-order conversion1.40%1.64%+0.24 pp
Net average order value$149$158+6.0%
Net merchandise revenue$201,746$282,188+39.9%
Gross margin33.4%34.9%+1.5 pp
Gross profit$67,383$98,484+46.2%
Marketing spend$48,620$54,180+11.4%
Gross profit less marketing spend$18,763$44,304+136.1%

Revenue rose from $201,746 to $282,188 while marketing spend rose from $48,620 to $54,180. Gross profit less marketing spend grew from $18,763 to $44,304, before remaining business costs.

  • Gross profit less marketing spend is not net profit; outbound fulfillment and other operating costs remain.
  • Marketing spend includes paid media plus the same service and software costs in both periods, not ad spend alone.
  • Conversion = orders / sessions. Net revenue uses the same 30-day return window in both periods.
  • All dollars are USD; pp = percentage points. These comparisons don’t isolate marketing from other business changes.

02DIABETIC SUPPLY

Coordinating inquiries and follow-up

Diabetic supply provider · 12-month engagement

The challenge. A diabetic supply company generated inquiries but had no clear owner for follow-up. Marketing and customer service couldn’t connect campaign spending to completed first orders, so delays and acquisition costs were hard to diagnose.

247 → 381Completed first-order customers
$169 → $128Media cost per new customer
22.7% → 29.9%Inquiry-to-first-order conversion

What I did

  • Aligned marketing and customer service around a shared first-order scorecard.
  • Built a CRM follow-up workflow with clear ownership and escalation rules.
  • Connected campaign-source reporting to completed first orders.
  • Introduced a checklist and status tracking for required onboarding information.
Completed first-order customers, same quarter one year apart
Before
247
After
381

“Inquiries used to sit while marketing and customer service each assumed the other had them. Now every inquiry has an owner, and we judge campaigns by first orders, not lead counts.”

Operations director, diabetic supply business
See the full numbers
MetricQ2, year 1Q2, year 2Change
Qualified paid-campaign inquiries1,0861,274+17.3%
Completed first orders247381+54.3%
Inquiry-to-first-order conversion22.7%29.9%+7.2 pp
Paid media spend$41,740$48,768+16.8%
Media cost per acquired customer$169$128-24.3%
Median first human response14.5 business hours5.5 business hours-62.1%
Onboarding info complete within 2 business days48%69%+21 pp

First-order conversion rose from 22.7% to 29.9% across matched 90-day inquiry groups. Paid media spend rose from $41,740 to $48,768, while media cost per new customer fell from $169 to $128.

  • Each quarter is a group of new paid-campaign inquiries, each followed for 90 days, using the same source attribution rule.
  • Qualified means product interest within the service area, not medical or insurance eligibility. Cost per customer is paid media only; it excludes staff, agency and software costs.
  • Response time is the median in business hours to a human reply.
  • All dollars are USD; pp = percentage points. These comparisons don’t isolate marketing from other business changes.

03MANUFACTURING

Supporting the sales and quoting process

Commercial seating manufacturer · 12-month engagement

The challenge. A seating manufacturer relied on referrals and sales relationships. Its website offered little help to commercial buyers, and inconsistent qualification and quote follow-up made it hard to connect marketing with booked business.

$1.26m → $1.67mBooked order value
34.6% → 39.7%Quote win rate
91 → 78 daysMedian sales cycle on won deals

What I did

  • Clarified positioning and marketing priorities for selected commercial markets.
  • Built coordinated campaigns and sales materials for priority buyer groups.
  • Standardized inquiry qualification, CRM stages, quote follow-up and handoffs.
  • Introduced reporting that connected opportunity source, quote outcomes, order value and estimated margin.
Booked order value, same quarter one year apart
Before
$1.26m
After
$1.67m

“We’d always sold on relationships. Now our website actually helps a buyer, every quote gets followed up, and we can see which marketing turns into booked orders.”

President, commercial seating manufacturer
See the full numbers
MetricQ2, year 1Q2, year 2Change
New qualified sales opportunities8294+14.6%
Opportunities receiving a formal quote5258+11.5%
Quote win rate34.6%39.7%+5.1 pp
Won quoted orders1823+27.8%
Booked order value$1,256,400$1,665,200+32.5%
Average booked order value$69,800$72,400+3.7%
Estimated gross margin on bookings27.8%29.4%+1.6 pp
Median cycle for won opportunities91 calendar days78 calendar days-14.3%

Across matched 180-day opportunity groups, booked order value rose from $1.26 million to $1.67 million. Quote win rate moved from 34.6% to 39.7%, and the median cycle for won deals shortened from 91 to 78 days.

  • Each sales-accepted opportunity was followed for 180 days; all quoted opportunities had a won/lost decision by then.
  • Win rate = wins / (wins + losses). Bookings are accepted orders, not recognized revenue. Estimated margin is not realized profit.
  • Sales cycle covers won opportunities only.
  • All dollars are USD; pp = percentage points. These comparisons don’t isolate marketing from other business changes.

HOW TO READ THESE

Honest numbers,
plainly labeled.

Every result compares the same quarter, one year apart, so seasonality doesn’t flatter the numbers.

Marketing never works alone. Pricing, staffing, inventory and the market all move too, so these comparisons show what changed for the business during the engagement, not a lab test of marketing by itself. Where a figure leaves something out, like operating costs or staff time, the full numbers say so.

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