Demand
A whole education business measured together: media on Meta and Google, an email cadence, WhatsApp broadcasts, in-person and online events, and the product mix. The ruler runs from spend through to enrolment, not to the lead.
Media spend in a spreadsheet, sales in the CRM, enrolment history in another sheet. Nobody could see investment and return on the same screen, so budget decisions were made on instinct.
The media operation on Meta and Google, with campaign structure by front and product, plus the reading layer that was missing: consolidated investment against return, monthly goal pacing, and an enrolment funnel with cohorts.
Plus a written UTM taxonomy and a generator that locks source and medium per channel, so the data comes in clean.
Paid media opens the door. The enrolment closes across the whole set: an email cadence mapped to the decision stage, WhatsApp broadcasts to the owned base and to new leads, in-person and online events that warm the cohort before sign-up, and a product mix where an entry-level course and a graduate programme feed the same funnel.
That is why the ROAS here is blended: it divides the revenue of the whole operation by the media spend. Pinning down which enrolment came from the ad and which came from the email sent after the event would be invention, and the number would stop being useful the moment someone asked how it was measured.
The ruler stopped being cost per lead and became cost per sale. Every funnel stage returns its own event to the platforms, so they optimise toward revenue rather than toward form fills.
The figure on the dashboard is net of the 12.15% tax that applies to media spend. The gross number would be higher; the conservative one is what survives a question.
A blended ROAS above 18× across the operation, with investment and return read on the same screen by the leadership team, month by month, by front and by product.