[Industry] client
- Starting point
- [Verified baseline]
- What we did
- [Summary of work]
- Outcome
- [Verified results with timeframe]
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Talk to a Marketing ExpertHaving data isn't the same as knowing what to do. We analyse your marketing and sales data to find out which channels are profitable, where your funnel leaks, how much a customer is really worth, and where your next rupee of budget will work hardest, then give you clear, evidence-based recommendations.
Most businesses have plenty of marketing data and very little insight. Dashboards show what happened; they rarely explain why, or what to do about it. Meanwhile, the big decisions, such as how much to spend, where to spend it, which channels to cut and how fast to grow, are often made on instinct or on whichever platform report looks most impressive.
Marketing performance analysis bridges that gap. We look across your analytics, advertising, CRM and financial data to answer specific business questions, test assumptions, and turn the findings into practical recommendations with the expected impact spelled out.
The work can be a one-off deep dive before an important decision, such as setting next year's budget, or a regular quarterly review that keeps your strategy grounded in evidence.
We follow the evidence wherever it leads. If the data says a channel should be cut, even one we manage, or that a website or sales process problem matters more than advertising, we say so clearly and show why.
Performance analysis is part of our marketing analytics services and relies on the accurate data we build through tracking and attribution.
Sustainable growth depends on a simple relationship: the value a customer brings must comfortably exceed what it costs to acquire and serve them. Yet many businesses don't know these numbers precisely, and optimise campaigns towards cheap leads or high platform-reported returns that don't translate into profit.
We calculate customer acquisition cost (CAC) by channel, including media spend and, where relevant, agency, tool and sales costs. We estimate customer lifetime value (LTV) using real purchase or retention data and gross margin, not revenue alone. And we work out the payback period: how long it takes for a new customer to repay what it cost to win them.
Together, these tell you the maximum you can afford to pay per customer in each channel, which becomes the target your campaigns are optimised against.
If an average customer spends ₹12,000 a year at a 40% gross margin, they generate ₹4,800 of gross profit per year. With an acquisition cost of ₹3,600, the payback period is 0.75 years, or about nine months. If typical customers stay two years, lifetime gross profit is ₹9,600, so the ratio of lifetime value to acquisition cost is about 2.7 to 1.
We choose the analyses that answer your question, rather than running everything.
| Analysis | What it reveals |
|---|---|
| Channel profitability | Revenue, margin and acquisition cost by channel and campaign, beyond platform-reported returns |
| Unit economics | Customer acquisition cost, lifetime value, payback period and their trends |
| Funnel analysis | Conversion rates and drop-off at each stage from visit to customer |
| Cohort analysis | How customers acquired in different periods or channels behave over time |
| Segment analysis | Which customer types, regions, products or offers perform best |
| Diminishing returns | How efficiency changes as spend increases in each channel |
| Performance diagnostics | Root causes behind drops or spikes in results |
| Forecasting | Expected leads, sales and costs under different budget scenarios |
Improving one stage of the funnel often matters more than adding traffic. If only a small share of qualified leads ever receive a follow-up call, or most checkout visitors abandon at the delivery step, spending more on ads simply sends more people into the same leak.
We map the full journey from first visit to customer, using analytics and CRM data, and measure conversion at each step by channel, device, segment and time period. Comparing stages against benchmarks from your own history, and against what we'd expect for your type of business, shows where the biggest opportunities lie.
Sometimes the answer is a marketing change; often it's a website, sales process or operational one. We say so plainly, because the goal is more customers, not more marketing activity.
Every channel eventually hits diminishing returns: the first rupees reach the most interested people cheaply, and each additional rupee costs a little more per result. Budget allocation is therefore about finding where the next rupee earns most, not just which channel has the best average return.
We analyse how cost per result changes as spend rises in each channel, combine it with attribution data and incrementality test results, and model scenarios: what's likely to happen if you shift budget from one channel to another, increase overall spend, or cut back.
Recommendations come with realistic ranges and stated assumptions, not false precision, and with suggested tests to confirm the biggest changes before committing fully.
When leads or sales fall, the pressure to act quickly often leads to guesswork: pausing campaigns, changing agencies or redesigning pages without knowing the cause. A structured diagnosis usually finds the real reason within days.
We work through the possibilities systematically. First, is the drop real, or has tracking broken? Next, is it seasonal or market-wide, visible in search trends and competitor activity? Then we isolate where it happens: which channels, campaigns, devices, locations, landing pages or funnel stages changed, and exactly when.
Lining up the timing with changes in your business, such as website releases, price changes, stock issues, sales team capacity or platform updates, usually reveals the cause. The recommendation then targets that cause directly, rather than changing everything at once.
Senior analysts with marketing, finance and statistics experience.
Analysis framed around the decisions you need to make.
SQL, BigQuery, statistical and modelling tools as needed.
Evidence from several data sources, with limitations stated.
Practical recommendations with expected impact.
Follow-up to measure whether recommendations worked.
Findings presented clearly for leadership and teams.
Honest conclusions, even when they're uncomfortable.
From one-off deep dives to ongoing quarterly reviews.
We start with the decision, not the data.
The decision to be made and what evidence would change it.
Analytics, ad platforms, CRM, sales and cost data.
Data checked for gaps, errors and inconsistencies.
The analyses best suited to the question.
Findings turned into clear conclusions and options.
Specific actions with expected impact and risks.
Follow-up to see what changed and refine.
| Deliverable | Details |
|---|---|
| Executive summary | Key findings and recommendations on a few pages |
| Detailed analysis | Supporting charts, tables and methodology |
| Recommendations | Prioritised actions with expected impact and risks |
| Models and data | Spreadsheets or queries used, for your team to reuse |
| Presentation | A session with your leadership or marketing team |
Selected analysis projects will appear here, showing the question, findings and verified results of the recommendations.
Facing a big marketing decision? Request an analysis.
In-depth analysis of marketing and sales data to understand what drives results and recommend how to improve them, beyond standard reporting.
Dashboards show what is happening. Analysis explains why, tests assumptions and recommends what to do next.
Usually analytics, ad platform, CRM and sales data, plus cost and margin figures. We work with whatever is available and note any gaps.
Focused analyses can take one to two weeks; broader reviews covering several channels and questions may take longer.
Yes. Independent analysis is often valuable when several agencies each report their own results.
The total cost of acquiring a new customer, usually marketing spend (and sometimes sales costs) divided by new customers acquired.
The total gross profit a customer is expected to generate over their relationship with you.
We state the limitations, use ranges instead of single figures, and recommend tracking improvements alongside findings.
Yes. Many clients use quarterly reviews to guide budgets and strategy.
Yes, as scenario ranges based on historical performance, diminishing returns and stated assumptions, not guarantees.
If the evidence says so. The aim is profitable growth, which sometimes means cutting underperforming spend.
A senior analyst, who walks your team through the results and answers questions.
Tell us the decision you're facing and we'll show you the evidence.
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