One advertising account increased its investment from €16.38 in June to €255.89 in August while keeping the cost of acquiring a contact within a narrow band. Another business made a decision that appears to run against the pursuit of maximum visibility: it closed its selling catalogue to the public and made entry a qualification process. The two cases Sayonara published on September 14 address the same commercial concern, finding the right way for a suitable customer to arrive before asking them to buy.
The agency in Jerez de la Frontera presents results from two different activities. The first is a local franchise providing prenatal ultrasound services and advertising on Meta . The second is a distributor of hairdressing and beauty products that needed to distinguish professional buyers from consumers. Their offers and purchase journeys differ. Their shared interest lies in how Sayonara changes the targeting, destination and subsequent conversation so that acquisition follows each business model.
For the franchise, the agency reports 220 leads in three months at an average cost of €2.17 per contact. For the distributor, it states that more than 2,275 qualified B2B leads were generated and ecommerce sales rose 106% from the beginning of the strategy described. These are agency-reported outcomes for separate projects. The figures illustrate two mechanisms: a local campaign gaining scale and a professional purchasing funnel filtering access to the store.
From a repeated national campaign to acquisition for each clinic
The Meta case begins with a franchise network using generic brand campaigns. Sayonara describes the same advertising being shown in locations with different populations, competitors and commercial conditions. Its diagnosis was not simply that another advert was missing. The planning unit was too broad: a national brand does not make every territory the same local market.
The relationship came to the agency through another franchise in Cádiz province that was already working with it. According to Sayonara's account, that establishment's performance led the parent company to ask what it was doing differently and to explore repeating the approach. The published case concerns one of the locations subsequently added. The sequence explains how the agency turned a local experience into a proposition for a wider network of businesses.
The intervention differentiated advertising by area, population, interests, demographic and economic profile, and local competitors. Those are the criteria Sayonara lists; it does not present the work as a change of design alone. Creative and budget operate within an audience selection adapted to the individual franchise instead of distributing an identical national campaign across all locations.
The effect on the funnel is significant. The advert no longer attempts to represent an entire network's offer for anyone in the country. It aims to start a commercially relevant conversation for a particular branch. The lead is the intermediate outcome through which that acquisition can be read. The agency reports contacts generated, while purchase of the service belongs to a later stage in the customer journey.
Three months show the scaling at its actual spending level
The June, July and August sequence published by Sayonara starts with a small test. In June, €16.38 of spending generates seven leads. In July, expenditure increases to €204.64 and contacts to 96. In August, it reaches €255.89 with 117 leads. The increase between the first and last month is approximately 15.6 times in investment, the measure the agency uses in its case title.
Monthly spending in the local Meta account
June-August sequence reported by Sayonara in the case published on September 14, 2026.
EUR
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| Category | Spending |
|---|---|
| June | 16.38 EUR |
| July | 204.64 EUR |
| August | 255.89 EUR |
Leads generated each month
June-August sequence reported by Sayonara in the case published on September 14, 2026.
leads
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| Category | Account leads |
|---|---|
| June | 7 leads |
| July | 96 leads |
| August | 117 leads |
Lead volume increases from seven to 117, approximately 16.7 times between June and August. The contact multiplier is therefore somewhat higher than the spending multiplier. This editorial comparison uses the two ends of the published sequence and helps unpack scaling into its two components: how much additional investment is committed and how much potential business arrives in the account as a response to that expenditure.
The amounts put that multiplier into its commercial scale. The final figure is a monthly budget of €255.89, rather than an account spending hundreds of thousands of euros. The interesting result is what happens in moving from a test campaign towards more sustained local activity: contact numbers rise alongside spending, while the unit cost stays within a relatively small range.
Together, the three published spending figures total €476.91, and contacts add up to 220. Dividing the former by the latter gives approximately €2.17 per lead, consistent with the average Sayonara reports. This editorial calculation relates expenditure and contacts from the same sequence. It does not turn a lead into a sale or combine these figures with the hairdressing distributor's data, where the professional purchasing process works differently.
Calculated separately, monthly CPL is approximately €2.34 in June, €2.13 in July and €2.19 in August. These are editorial divisions of the published spending and contact counts, rounded to cents. July records the lowest acquisition cost of the three months; August brings more contacts with a slight increase against that low. The story concerns stability while activity expands, rather than an uninterrupted monthly decline in every cost measure.
Between July and August, spending increases by approximately 25% and contacts by 21.9%, calculated from the monthly figures. Expenditure rises somewhat faster than lead volume in this second step, explaining the small CPL increase from July's low. Efficiency stays within the band communicated by the agency, even as the relationship between budget and response changes slightly while activity expands.
Comparing the months also avoids an overly simple interpretation of scaling. The largest jump comes between June and July, when spending moves from a €16.38 test to €204.64. August brings a smaller increase and another rise in contacts. The case shows expansion in two steps after the initial validation described by the agency, rather than a single large budget allocated without previous experience.
Click costs and the creative add detail to the explanation
The cost data helps explain why increasing investment did not produce an equivalent increase in the price of acquisition. Average CPC moves from €0.25 in June to €0.21 in July and €0.17 in August. CPM follows the same direction, at €3.86, €3.23 and €2.69. The former measures average cost per click and the latter cost per thousand impressions, two stages preceding the commercial contact.
Average cost per click
June-August sequence reported by Sayonara in the case published on September 14, 2026.
EUR/click
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| Category | CPC |
|---|---|
| June | 0.25 EUR/click |
| July | 0.21 EUR/click |
| August | 0.17 EUR/click |
Cost per thousand impressions
June-August sequence reported by Sayonara in the case published on September 14, 2026.
EUR/1000 impressions
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| Category | CPM |
|---|---|
| June | 3.86 EUR/1000 impressions |
| July | 3.23 EUR/1000 impressions |
| August | 2.69 EUR/1000 impressions |
The June-to-August reduction is approximately 32% for CPC and 30.3% for CPM, calculated from the published amounts. Over the same interval, Sayonara places cost per lead between €2.13 and €2.34. The sequence combines cheaper exposure, lower-cost clicks and a higher contact volume. Each indicator retains its unit: a €0.17 CPC is not a lead acquired for €0.17.
The publication also provides a specific observation about the creative carrying part of the growth. A static advert based on the idea of seeing the baby was introduced in July and generated 79 leads that month. In August, it produced 80 and was the account's highest-result advert in both months. Growth across the account therefore coexisted with a creative producing almost the same monthly volume of contacts.
The relationship between that advert and the total also changes. July's 79 contacts represent approximately 82.3% of the account's 96 leads; August's 80 represent 68.4% of its 117. These are editorial proportions calculated from the agency's figures. The creative maintains its absolute contribution while the account grows around it. An account can consequently depend less on its main advert in relative terms without that advert ceasing to work.
That detail changes the creative reading of the case. Improvement is not narrated as a permanent sequence of new adverts. One recognisable piece sustained a substantial part of acquisition as the budget evolved. The 79 and 80 leads are results attributed to that advert within the respective monthly totals of 96 and 117. They are subsets of account performance, rather than additional contacts to be counted a second time.
At the second business, the problem began after the form
The hairdressing and beauty distributor started with a platform mixing professional buyers and consumers. Sayonara places the problem's origins in a structure the business had carried since 2014. Catalogue, prices, promotions and messages coexisted without sufficient commercial segmentation. A professional could see offers intended for the consumer and then discover that they could not use them.
B2B access consisted of completing a basic contact form and waiting for someone to assign a user group manually inside the platform. According to the agency's diagnosis, no dedicated professional lead-acquisition strategy existed. Campaign destinations, acquisition resources and a journey distinguishing a prospective business from a consumer enquiry were missing. The form collected a contact but did not organise what happened after the response.
The first intervention rebuilt the B2B platform and imported only the catalogue, customer and order data corresponding to that customer type. The technical separation made it possible to differentiate commercial actions afterwards. The work was not simply about sending a different email to a list: the purchasing destination, access and relationship with the distributor gained their own structure for professional buyers.
Acquisition combined SEO, content, Social Ads, Google Ads, email marketing, automation and conversion optimisation. Sayonara describes a new domain, website and brand for the B2B operation. Those channels were intended to attract and develop a contact before registration because the professional ecommerce store required authorisation. Online selling began before the prospective customer could browse an open product catalogue.
Four segments and private access change the campaign destination
The agency divided the audience into four main groups. Each had its own landing page, campaign and lead magnet, alongside temporary segments addressing relevant informational searches. The operating principle was to preserve the relationship between what attracted visitors and what they found on arrival. A particular acquisition resource did not necessarily end at the same generic homepage used by the rest of the audience.
The brand change accompanied that architecture. Sayonara describes revising colour, message and positioning from the previous identity mixing B2B and B2C. The professional proposition moved from presenting a catalogue and distributor towards emphasising specialist support and advice. The commercial structure and the brand's account of its value changed at the same time.
The most striking step kept the ecommerce store outside public access and indexing. Only registered users could see the private shop. Landing pages and content performed discovery and acquisition functions, while the catalogue remained within an already initiated professional relationship. The agency sacrificed open exposure for that part of the site to place greater weight on customer selection and contact with a salesperson.
Segmentation continued after the first response. A chatbot filtered whether the contact fitted the requirements of a genuine B2B customer. When the contact qualified within that process, it directed them to WhatsApp and collected their details for the CRM. Direct contact with the commercial team and registration in the private ecommerce store followed. The journey connects marketing and sales through identifiable steps instead of ending in a form without an organised next action.
The CRM receives a contact with context already attached
The sequence makes it possible to follow information through the funnel: arrival from SEO or a campaign, a segmented landing page, download of the relevant resource, chatbot filtering, a WhatsApp conversation, CRM registration and commercial action. The contact reaching the sales team comes from a journey related to their profile. Automation organises that entry, while a human commercial relationship remains before access to the shop.
The difference from the franchise becomes particularly clear at that handover. Someone interested in a local branch and a professional buyer needing access to prices and catalogue do not require the same next step. At the distributor, account registration forms part of the commercial product by enabling entry into a relationship reserved for the trade. In the local campaign, the reported outcome remains acquisition of an interested contact. Both cases are more useful when the lead's destination retains that difference.
The content also distinguishes registered users from «primacy» members, with shipping benefits that the agency compares to a premium programme. That distinction adds another relationship layer after initial acquisition. The system described is not limited to identifying who left an email address; it also organises communication of the proposition and the advantages attached to different levels of connection with the distributor.
Sayonara reports more than 2,275 qualified B2B leads and a 106% sales increase from the beginning of the strategy presented. It also associates the change with greater repeat purchasing, basket value and better use of salespeople's time, without publishing amounts for those three measures. The contact figure and sales variation are the case's quantified outcomes. They concern the work described as a whole, rather than a separate test of the chatbot or one particular campaign.
Read together, the projects show that segmentation means more than choosing an audience inside an advertising platform. At the franchise, the campaign's geographical unit changes. At the distributor, the architecture connecting content, qualification, conversation and purchasing changes. The same agency describes two different ways of reducing the distance between a contact and the business they should actually reach.
Who's who and how to read the figures
Sayonara is the agency publishing both cases. Its legal operator, SAYONARA MARKETING, SL, is identified in its legal notice with a Jerez de la Frontera address, tax identification B42948166 and registration in the Cádiz Commercial Registry. Meta is the advertising platform used in the franchise case. The clients are not named in these two publications; the Spanish business at the centre of this story is the agency documenting its work.
A lead is a contact generated during acquisition. CPL divides spending by those contacts; CPC concerns clicks and CPM a thousand impressions. The franchise's 220 leads, the distributor's more than 2,275 professional contacts and its 106% sales growth retain different bases. The CRM organises commercial information and the chatbot filters entry; neither term, on its own, implies an additional sales outcome.
In this article
Marian Vasile
Marian Vasile is a MarTech and growth professional. His work spans product marketing, SEO, paid advertising and deep online tracking, including behavioral analytics and attribution.