A retail banking organisation and significant user of direct response marketing across a range of media was concerned about the high cost per acquisition associated with the television campaigns. The client was reluctant to drop television, but needed to see cost improvements if TV was to remain in the schedule.
Creative was reworked to include unique telephone numbers and web URLs and response data was stamped with the time and date. With this in place, responses were readily attributed to specific creative executions, channels and campaign flights. The richer dataset also meant that cost per acquisitions could be calculated at a granular level rather than the average previously referenced by the client.
These changes resulted in a 22% reduction in the cost per acquisition. Television remained in the mix – but it was optimised to provide the lowest possible CPA.