
The Open Houses generated approximately 100 new inquiries for the school with a 10% conversion rate, resulting in 10 new enrollments that generated in average $24,000/year per child.
The British International School of Houston is a premium private K-12 located in one of Houston's suburbs. Because of its location away from the center of wealth, Houston's heavy traffic, and it's location in a suburb away from main roads or highways, BIS Houston was known as one of Houston's best kept secrets but had reached a plateau in its growth. In addition, as a premium private school, BIS Houston also has 2 or 3 competitors that are located closer to the center of wealth within Houston that have comparable tuition rates (averaging $24,000/year per child).
As BIS Houston's Marketing Manager I was in charge of developing and executing the Marketing Strategy, managing the advertiser relationships, and designing graphics to promote both in-school events for current families, and to promote the school within the Houston community.
However, my biggest accomplishment with BIS Houston was the planning, advertising and executing of the school's Open Houses which resulted in a source of additional lead generation for the school.
Part of my efforts revolved around finding viable advertising opportunities and tracking their performance with Google Analytics to ensure ROI. For the Open Houses I was also in charge with designing the landing page that collected the leads, tracking attendance, performance, and promoting the event through various means, including Facebook Advertising.
The Open Houses generated approximately 100 new inquiries for the school with a 10% conversion rate, resulting in 10 new enrollments that generated in average $24,000/year per child.
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Shark Clean AU is the sister brand to Ninja Kitchen and they both faced similar challenges.
The brand was struggling to improve the ROAS of their online store above 300%, after getting a taste of 800 - 900% during the pandemic, when people being stuck at home all day every day was beneficial to a brand like theirs. The brand was already familiar to consumers who were used to seeing it at stores like Harvey Norman and Kmart, but now could no longer shop at those stores. Another challenge was not being able to offer discounts on their products deeper than the stockist retailer were offering.
The target ROAS was 500 - 600%. The channels they were using were Facebook/Instagram Ads and Google Ads. Facebook was an area of concern as they did not see consistent returns there, although the channel did very well during lockdowns.

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