Context
DAMAC is one of the region’s largest luxury off-plan developers. In late 2022, digital was a supporting act: it influenced sales, but the direct, digitally driven number was a single-digit share of the group total, and the cost of sale carried by digital channels was too high to scale aggressively.
Mandate
Turn digital into a primary, accountable sales channel, measured in booked sales and cost of sale, not leads.
Strategy
Three moves, in order. First, rebuild attribution so every dirham of media could be traced to pipeline and sales, full-funnel diagnostics replaced channel reporting. Second, re-tune international demand generation for HNWI buyer behaviour across more than 70 markets spanning the CIS region, Europe, Asia and Australia, with priority programs in the UK, Russia, India, Germany and Switzerland: localized creative, multi-lingual landing pages, market-specific media mixes and broker activation. Third, raise creative velocity and connect digital, performance and telesales teams to a single revenue KPI set, so launches ran as one integrated system.
Operating model
Digital, performance and telesales under one leadership line, aligned with sales on pipeline definitions and reporting directly to senior leadership on ROI, spend efficiency and forecast.
Outcomes
- Digital established as one of the group’s main sales channels
- Digital-only contribution to total group sales grew from 6% to 14% in six months
- Cost of sale reduced from 4.0% to 1.8% in six months, and to 1.4% by Q1 2024
- Multi-million-dollar budgets managed with measurable ROI across every core channel
Transferable principle
High-consideration categories don’t need more leads, they need a measurement system honest enough to let you buy fewer, better ones.