Work & thinkingCase studyYamibuy
Would they have bought anyway?
At Yamibuy, I changed how we retargeted shoppers and which products we used to acquire new customers. Both decisions came from looking beyond the best-looking ad reports to the order someone was actually likely to place.
- Question
- Were the ads creating a reason to buy, or taking credit for an existing one?
- Decision
- Replace cart-item retargeting with weekly promotions, and acquire customers through products closer to the free-shipping threshold.
- Result
- −15%Customer acquisition cost below baseline, with orders up 25% year over year across the broader acquisition program.
Give people a reason to come back.
We were running too many ads for products people had already put in their carts. I wasn’t convinced those ads were changing many purchase decisions. They could make reported return on ad spend look good while reaching people already close to buying.
I stopped that tactic and replaced it with reach-focused retargeting featuring the promotion of the week. We spent 80% less on that retargeting and maintained the same reach.
A best seller wasn’t always the best first purchase.
Our acquisition ads had focused on individual products. One of our top ten sellers was a low-priced snack. Someone could want it and still be a long way from qualifying for free shipping.
I shifted the ads toward products priced closer to the free-shipping threshold. Those products gave new customers a starting point for an order, with top sellers helping fill out the cart. The traffic converted at a higher rate after the change.
The broader program grew.
The acquisition work recorded customer acquisition cost 15% below baseline and orders up 25% year over year. Those are results of the broader program. The 80% spending reduction describes the retargeting change specifically.
How would you test that question?
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