Same sales.
34.5% less budget.
A paid lead-gen campaign running a monthly media budget in the tens of thousands of shekels. Before our creatives, the account spent heavily and returned sales at a high cost. A new creative set went live — and the month after, it delivered more sales on a far smaller budget.
The client's performance data — budgets, costs and volumes — is confidential. Every number here is therefore shown as an index against the starting point, never as a real value. The ratios are exact and come from the client's PPC report; only the absolute levels have been withheld.
For example: a brand going from 10 sales a month to 23 appears here as 100 → 230. The growth is preserved precisely; the original volume is not disclosed.| Metric | Before | After | Change |
|---|---|---|---|
| CPACost per sale | 100 | 61.0 | −39.0% |
| SpendMedia budget | 100 | 65.5 | −34.5% |
| Sales | 100 | 107.3 | +7.3% |
| +44% in CTR — a metric measured before the click, so no landing page or form can account for it. | |||
The same sales on two thirds of the budget — and no other brand in the account moved like that over those days.
An improvement that held.
10 UGC-style hooks in total, alongside AI-generated product cuts. Some of the versions that went live:
Sales showed a large share of installs going into a single model — the Land Cruiser. The cut is generated end to end, so a version showing that exact vehicle and speaking to its owners was a change of prompt, not a new production — a signal from sales can be chased the same week.
How we measured — and why it isn't chance
The comparison: 30 days before the creative went live against the 30 days after, within the same ad account. The client's other brands in that account served as a control — same seasonality, same period, no new creative. They are not detailed here, for confidentiality.
CTR rose 44%. That is measured before the click, so a landing page, a form or an offer cannot account for it — it belongs to the creative.
Sales are a more restrained picture than leads: sales rose 7.3% while leads jumped 60% and CPL fell 57% — meaning lead-to-sale (L2S) dropped. What makes it a win is the budget: the same sales for a third less money, and so a CPA 39.0% lower.
And at daily resolution — leads around launch day:
The sharp lift ran for about two weeks, then the creative fatigued and the daily rate returned to baseline. That is not a failure — it is how creative behaves. Every asset wears out; the only question is whether there is another ready to go up behind it. That is exactly why we plan a shoot day that yields an asset bank rather than a single asset — and the monthly figure above shows what that looks like.
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