Spent $300K and almost quit Google Ads. Then revenue grew 333%.
Three broad campaigns. Less than 10% search impression share against Amazon and BookBaby. The client was ready to abandon Google entirely. We rebuilt the account around 64 Single Purpose Campaigns, and turned it into their best channel.
$300K spent. Diminishing returns. Almost ready to quit.
Gatekeeper Press. A US book publishing and distribution company, had spent over $300K on Google Ads with 3 broad campaigns. Search impression share was below 10%, dwarfed by Amazon and BookBaby. The team was ready to abandon Google entirely.
There was no MQL, SQL, or LTV tracking, meaning budget allocation was happening blind. The campaigns optimised for raw conversions because raw conversions were the only signal. Quality of those conversions was unknown.
Activity was high. Visibility was low. Commercial impact was unmeasurable.
Single Purpose Campaigns. Real conversion tracking. Intent-led structure.
We restructured the entire account around the Single Purpose Campaign framework. One campaign per intent, audience, and funnel stage. And implemented proper MQL/SQL/LTV tracking for the first time.
Each new campaign targeted a single intent signal, audience segment, and funnel stage. No more averaged performance hiding outliers. Granular optimisation became possible.
Implemented MQL, SQL, and LTV tracking from scratch. For the first time, the account could see which conversions actually became revenue, and which were noise.
Categorised every keyword and audience by intent stage. Personalised messaging per stage instead of one-size-fits-all ad copy.
Once the account had clean conversion data flowing, layered in AI bidding and additional audience signals. Performance compounded.
Impression share 5x. CPA down 80%. Conversions up 2,029%.
From competing for scraps against Amazon and BookBaby to commanding more than half the available impressions in their category.
An 80% reduction. Not from spending less. From spending into intent rather than into averaged campaigns.
Same account, same product, same market. The structure was the constraint, not the demand.
