Farotech also wanted to assess the current customer engagement and behavior of its customers.

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Next, Chris’ team laid out a timeline for achieving their goals in a Gantt chart, emphasizing that they had to address brand and messaging deficiencies before scaling lead generation. Then, quarterly reviews reference the scorecard to push the metrics in the right direction.

While many companies just want more leads, throwing leads into a flawed sales process is pointless, like pouring water into a bucket with holes.

Often, the real issue isn’t lead quantity, but lead quality and retention. These holes represent brand gaps that lead to customer churn. Chris' job is to identify those gaps early and fill them. Businesses can build trust and visibility by strengthening their branding through every buyer touchpoint, so prospects convert rather than churn.

A key goal in the onboarding process is to determine a customer’s cost per purchase. Assuming Chris can calculate the cost per purchase based on existing data about the customer, that's great. If not, he must build a cost-per-acquisition model within 90-120 days. Without cost-per-acquisition, goals would be unclear.

They'll analyze the database to understand engagement scores—how often customers return and what drives them to ultimately convert. These insights enable Farotech to attract and retain customers more effectively.

By clarifying CPA and quantifying customer engagement, Chris and his team can set clear goals and refine marketing strategies for their clients. Measurement allows them to reduce guesswork and increase impact.