A third more budget.
Half again as many registrations.
The category leader still has to be found.
Prosci has led change management since 1994 and has trained more than 100,000 practitioners worldwide. Its methodology is research-driven and its authority in the field is not in question.
None of that helps an organisation that needs a change programme next quarter and starts its search on Google. The problem was visibility and qualified lead flow across several markets at once, not credibility.
Three platforms, one acquisition cost.
Lead generation across Google, Bing and LinkedIn, run as one account rather than three, so budget could move to whichever platform was producing registrations at the lowest cost that quarter rather than sitting where it was allocated in January.
Five years of continuous optimisation against two objectives held together: grow revenue, and bring the cost of acquisition down while doing it. Those two usually pull against each other, which is the whole point.
Both numbers moved the right way.
In the first two quarters of 2024, with a budget increase of roughly a third, registrations grew by 50% and revenue by more than 50%. Because registrations outgrew the budget, cost per registration fell at the same time, which is what turned the period into a step change in return rather than simply a bigger year.
Growth and efficiency, at the same time.
Adding a third to a budget and getting half again as many registrations is only interesting because of the third number: the cost of each one fell while it happened. Volume bought with proportional spend is not a result, it is arithmetic.
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