Project Ward Cap
Input data
Tariff
Subject
Crypto community
Instagram link:
Monthly budget:
About the client:
Goal
Results
Tariff package project
Short result
.png)
70%
Subscribers grew by
491%
Number of appeals
98%
Number of customers per month
The basis of the team
Denis
Denis is the voice of our company. He spends hours making sure that our clients feel cared for and enjoy their interactions with the company. If you have any suggestions or ideas, you can write to us.
Christina
Khrystyna is responsible for the product concept, manages the creative team. Her task is to help the customer formulate a message for the target audience and visually package it so that it is correctly perceived.
Eugene
Evgeny is the main creative engine of our team. Logical thinking, analytical mindset, but at the same time can always impress our clients with a unique approach to business.
Daria
Daria's job is to formulate the client's objectives and desires, and then communicate them to the team of specialists. The project manager has to gather his or her will into a fist and finish the task with shocking force.
Nikita
Responsibility, broad horizons, marketing vision and many more qualities that can be said about Nikita. A unique tandem is the quality and speed with which Nikita performs her work.
Karina
A native speaker and expert in foreign languages with over 10 years of experience in writing texts for various tasks. She will study your tone of voice and craft the perfect text for each specific need.
SMM case: Ward Cap targeted advertising — Meta Ads
The story of how Ward Cap turned social media into a predictable source of B2B leads. The Needed People team built a funnel for real-world buying scenarios, adjusted creatives to SKUs, and synchronized offers with operational constraints — availability, shipping times, certification. Below are specific solutions that lowered CPL and raised ROMI without any “magic” tricks.
Additionally, the approach to feedback speed was redesigned: an agreed SLA for manager responses, templates for quick calculations, and short clarification scripts. Thanks to this, requests did not "freeze" on weekends or during peak weeks, and the sales department received a brief with sufficient detail for the first estimate without many hours of clarification.
Context and objectives: which applications were considered high-quality
Requests ranged from urgent “close positions by the end of the week” to full terms of reference for the project. Success was measured not by the number of forms, but by the “completeness of the brief”: component names, currents, dimensions, quantity, deadlines. Key KPIs — managed CPL in the target corridor, the share of qualified applications in CRM 70%+, stable CTR without creative fatigue and predicted ROMI.
To ensure that advertising promises matched the reality of the warehouse, offers were tied to availability and logistics SLA. Priority was given to SKUs with better margins and guaranteed delivery. This framework allowed us to avoid "empty" leads and level the load on the sales department. Similar quality control is needed - it is appropriate to order an express audit.
Added the criterion "brief quality" as a separate micro-goal: if the field with current/rated value or a photo of the specification is empty, the application is marked as incomplete and automatically warmed up with a short selection of tips in retargeting. This increased the share of useful calls without increasing the budget.
SMM + Meta Ads Funnel: Three Intents — Three Flows
Stream #1 — "urgent completion". Ads with clear promises of "today/tomorrow" deadlines, minimal form, field for photo specifications. Stream #2 — "project calculation": calmer visuals, checklist for the engineer, mandatory fields for currents and quantities. Stream #3 — "stock consultation": selection of analogues, clarification of compatibility, replacement options.
Audiences were not gathered randomly: 50–75% interaction with video, visits to sections of specific product groups, lookalike based on CRM buyers and those who sent “full” briefs. Dynamic catalog retargeting worked on BOFU, returning users to viewed items. The “audience × creative × page” links issued from the funnel gave a manageable CPL and higher conversion to sales. The same structure is needed — it is worth agreeing on a launch roadmap.
Additionally, negative segmentation was implemented: audience intersections between streams were cut off, frequency was limited in groups with a longer decision cycle, and placements with low traffic quality were turned off. This reduced impression cannibalization and allowed for more accurate budget allocation between intents.
Creatives and messages: the language of composition, not clichés
Instead of general phrases, there was objective evidence: photos of real shelves, markings on boxes, short descriptions of standards and series. Key theses: “panel for the project — complete set in 48 hours”, “certified components with a guarantee”, “selection of replacements in the absence of a position”. For buyers, there were carousels with delivery times and price ranges, for installers, there were diagrams from real assemblies.
The texts remained concise and technical: logistics conditions, warranty, certification, SLA, manager responses. CTAs were selected based on intent: “Get a quote,” “Attach specification,” “Request a replacement.” Creatives were rotated according to the rule of frequency and decreasing engagement so as not to “burn out” in warm segments. You need a visual package for your SKU — the People Needed team will prepare the TOR and first options.
A separate block of mockups responded to shortages: honest messages about availability and possible alternatives, visual clues to compatibility, “ready to ship” signs. This tone reduced rejections after consulting with the manager and increased trust in the brand: only what is actually in stock is promised.
Analytics and optimization: what really affected CPL and ROMI
Tracking was based on Meta Pixel/Conversions API with Lead, Spec_Request, Call_Back events to distinguish between "talk" and requests with full technical information. UTM structure synchronized with CRM - connections were evaluated not by likes, but by revenue. Every week, the intersection of audiences was cut off, forms were adjusted, and the budget was redistributed to streams with a higher share of qualifications.
Significant improvements came after honest communication of the shortage: ads indicated alternatives and delivery times, which reduced rejections after contact with sales. ROMI increased due to a focus on marginal SKUs, and CPL stabilized in a given corridor. Transparent analytics for your processes are necessary - it is appropriate to book an audit from Potrіbnі Lyudі.
To monitor stability, benchmarks were added: median manager response time, share of briefs with attachments (photo/specification), card viewing depth. In case of drawdowns, quick A/B tests of CTA and benefit cards were run, as well as checking the quality of traffic sources using behavioral metrics to maintain lead quality without expanding the budget.
Scaling: SKU, geography, channel synergy
Further growth is based on three steps. The first is SKU clustering: separate offers and creatives for groups with their own lookalike models. The second is geography: expansion within Ukraine with tests across the EU and adaptation of delivery time promises. The third is synchronization with search and email sequences to warm up "long" deals.
The systematic approach allows you to transfer the matrix "audience × offer × creative × page" to related niches - distribution of components, industrial automation, service companies. To get started, a short roadmap is useful: KPI, budget, creative rotation schedule and responsible people. Willingness to scale Ward Cap - leave a request for consultation with People Needed.
Practical growth potential — integration with email/CRM scripts (series for different intentions) and testing new formats in Meta with a focus on demonstrating real-world configuration. This strengthens the push with retargeting and increases the share of repeat visits without significantly increasing costs.