Case: Internet store Becompact.ru

Goals

Decrease in DDR*
Increased turnover
Implementation of SUM**
Increased coverage
Launch of new RayBe brands

ACR* is the advertising cost ratio. MMS** is the Marketing Management System.

Declining DDR

At the time of adoption of the draft, the company’s ACR (percentage of revenue spent on advertising) was 8.1%.

Work has been done to attract affiliate traffic on the CPS (cost per sale) model, more than 800 partner sites have been attracted, the total turnover of which amounted to at least 114 million rubles / month.
Work has been carried out on the distribution of product offers on different sales channels: goods are divided into categories (example: category A) Goods with the best price on the market, are sold through the most competitive and popular advertising channels by potential buyers. Category B) Goods that cannot compete with the price or have RRC are sold on partner resources on the CPS model, on promotional promotions, on marketplaces and offline stores.
After 6 months, the company's DDR decreased to 3.2%, after 12 months, the indicator decreased to 1.8%.

Increased turnover

The attraction of new partners in the face of partner sites, new offline sales points and new channels to attract potential buyers increased the total revenue of the company by 48% for the first 12 months of work, taking into account the decrease in the share of advertising costs by more than 2 times. Over the next 12 months, the profit increase varied from 32 to 54% depending on seasonality.
The company also introduced an initiative to enter the marketplace, which allowed the company to receive additional profit in the amount of 15-20% per year.
The total increase in the company’s turnover for the period of operation (36 months) is not lower (depending on seasonality and other external factors) than 70% of the initial indicators.

Implementing SUM

The marketing management system combines end-to-end analytics, marketing architecture methods and modern technical tools. It helped reveal the strongest and weakest areas in product offers, advertising channels and employee performance KPIs.

The system allowed (with a probability of more than 90%) to determine which advertising products to distribute certain product offers.
The system allowed to take into account the work of managers’ products at all stages, which increased the KPI of employees and improved the pricing model.
Significantly helped to reduce the company’s DDR and identify shortcomings in the work of advertising campaigns and call center.

Increased coverage

At the time of the project adoption, the average monthly total (offline / online) audience coverage did not exceed 5 thousand people per day (~ 150,000 people / month).

Attracting affiliate sites (over 800)
Attracting influencers (hi-teck)
Opening of new offline points
Interaction with partner offline points

The manipulations described above allowed the company to reach 16,000 people per month in the first 6 months, with the maximum effect achieved after 14 months of operation, reaching a record 23,000 visits per day (~690,000 people per month).

The launch of the RayBe brand

RayBe initially produced gaming chairs under this brand; now the brand covers dozens of categories.

Problematics:

They could not compete head-on with the already established brands of gaming seats on the market.
There's no brand recognition.
There is no CCU that would allow you to stand out among competitors.

Decisions taken:

Purchase of goods of the main competitors in the market (for analysis), allowed to create a product that in its technical characteristics and quality surpassed competitors in everything.
The first-night launch of the product on marketplaces, affiliate platforms and offline partners, in order to save budget and pay percent exclusively for the purchase of goods, this allowed to increase brand awareness (identify weaknesses in production and build reputation), as well as launch advertising activities with minimal losses and low DDR.