Numbers are not enough. Knowing what they say is.
A performance study built on real account data, connecting acquisition, conversion and revenue into decisions that can be made with precision.
Reporting period · 1 Dec 2025 — 24 Jul 2026
- SAR 581.7KTotal Sales
- +57%Sales Growth
- 1,704Orders
- 5.02xROAS
Six metrics, and what each one means.
Open any metric for its definition and what it implies. The source is named beside every figure — business data and campaign analysis are two different systems and are never merged.
RevenueSAR 581,659.85Business data
Everything the business collected over the period.
Revenue is the outcome every other decision is measured against.
Orders1,704Business data
The number of orders recorded.
Order growth means demand genuinely widened, not that prices rose.
Sessions97,176Business data
Visits to the site.
Traffic expanding while revenue kept growing means scale did not cost quality.
ROAS5.02xCampaign analysis
How much revenue was produced for every unit attributed to advertising.
Acquisition stayed efficient enough to support scaling while testing continued.
CPASAR 74.97Campaign analysis
What it cost, on average, to acquire an order or a customer.
A known acquisition cost makes raising budget an arithmetic decision, not a bet.
Conversion Rate2.11%Business data
The share of visits that ended in a purchase.
This is where headroom remains: every point here lifts revenue from the same traffic.
Growth showed up in revenue first.
Three levels of revenue, each growing at a different rate — and the distance between them is what exposes the pricing and discount structure.
- Total SalesSAR581,659.85+57% Growth
- Gross SalesSAR566,249.56+65% Growth
- Net SalesSAR527,222.48+64% Growth
Show the breakdown
| Gross Sales | SAR 566,249.56 |
|---|---|
| Discounts | −SAR 30,475.34 |
| Sales reversals | −SAR 8,551.74 |
| Net Sales | SAR 527,222.48 |
| Shipping charges | SAR 3,369.00 |
| Return fees | SAR 0.00 |
| Taxes | SAR 51,068.37 |
| Total Sales | SAR 581,659.85 |
Where the revenue came from
- SAR 526.3KDirect purchase flow+51%
- SAR 54.6KDraft Orders+144%
The primary revenue engine was the direct purchase flow, while the secondary order channel also grew meaningfully.
From visit to order.
Four stages, and every step between them holds either an opportunity or a leak. Open any stage to read it.
Sessions97,176100% of all sessions
Visits that reached the site.
The base of the funnel — every rate below is measured against it.
Add to Cart7,1497.35% of all sessions
Of every 100 visits, around 7 added the offer to a cart.
This stage measures the offer and the page, not the strength of the ad.
Reached Checkout6,3616.54% of all sessions89.0% from the previous stage
Those who reached the checkout page.
Cart to checkout was strong — intent was there and the lower funnel worked.
Purchases2,0542.11% of all sessions32.3% from the previous stage
Those who actually completed the purchase.
The largest opportunity sits here: more revenue from demand that already exists, with no extra spend.
The data behind the result.
Everything shown here comes from real account reporting. Every figure on this page can be reconciled against the screenshot.
What the campaign data says.
These come from the ad account, not from business reporting. Open any metric to read it.
ROAS5.02xCampaign analysis
How much revenue was produced for every unit attributed to advertising.
Efficient enough to support scaling while audience and creative testing continued.
CPASAR 74.97Campaign analysis
What it cost, on average, to acquire an order or a customer.
A known cost makes the next budget increase calculable in advance.
CTR1.25%Campaign analysis
The share of people who clicked the ad after seeing it.
A read on how well the message fit the audience it reached.
Frequency2.47Campaign analysis
How many times, on average, the same person saw the ad.
Read it alongside creative concentration: rising frequency on one asset is how fatigue begins.
Campaign AOVSAR 376.35Campaign analysis
Average order value attributed to the campaigns.
Different from the business AOV — two sources, never merged.
Data does not only tell you what works. It tells you where the risk is.
≈80%
of campaign revenue came from a single creative
One creative became a primary revenue driver.
Strategic implication: the winner can be scaled, but revenue concentrated on one asset creates both a scaling risk and a creative-fatigue risk. Diversification is what reduces the dependence.
Acquisition efficiency was not uniform.
Women 25–44
Strongest segment
- SAR 112CPA, 18–24
- SAR 74.97Overall campaign CPA
The data showed a meaningful difference in acquisition cost across age segments — which is what turns budget allocation into a decision made on the number rather than on impression.
Mobile was not a design preference.
94.6K
mobile sessions
The overwhelming majority of traffic arrived on mobile, which makes optimising the mobile experience a commercial requirement rather than an aesthetic choice.
SAR 90.6K Instagram revenue · +49% growth. Instagram was a meaningful contributor to revenue.
Offer structure is part of the growth equation.
80%+
of revenue came from bundle-structured offers
Bundle-based offers accounted for more than 80% of revenue, indicating a clear customer preference for higher-value offers.
Strategic implication: raising average order value and improving offer architecture can matter as much as increasing traffic.
What the data revealed.
- 01
Demand expanded
+60%+62%
Growth came with a real increase in traffic and transaction volume, not with higher prices.
- 02
Acquisition was measurable
5.02xSAR 74.97
The acquisition system produced commercial output that could be calculated before the next unit was spent.
- 03
The funnel held opportunity
89.0%2.11%
Strong progression into checkout, with room still left to improve the final conversion.
- 04
Concentration created risk
≈80%
A large winner is a gain, but diversification is the condition for scaling it sustainably.
What do you do with the data?
A number does not decide anything on its own. This is the reading order that turns data into a decision.
- 01Identify what contributes most to revenue
- 02Compare segment efficiency
- 03Read creative performance
- 04Analyse where the funnel leaks
- 05Separate an acquisition problem from a conversion problem
- 06Identify where the offer can be improved
Where is the next growth opportunity?
72.69% · 76.44% · 76.51% · 82.00% · 82.69%
The whole thing, in one line.
- SAR 581,659.85Total Sales
- +57%Sales Growth
- +62%Order Growth
- +60%Session Growth
- 5.02xROAS
- SAR 74.97CPA
- 1,704Orders
The numbers are the beginning, not the end.
The task is not to optimise the ad in isolation from the business. It is to understand where the spend goes, what the customer does after the click, where demand turns into revenue, and where the next opportunity sits.
The result is not a sales figure. The result is a system whose performance can be read, whose strengths are known, and whose next constraint can be named.
The first call is diagnostic, not a sales pitch.