Proof, measured where it counts.

Metric notes & assumptions

1. [1]Non-brand organic sessions from Google Search Console and GA4, averaged over the last three months of the period (May–Jul 2025) against the Jul–Sep 2024 baseline average. Brand-term exclusion regex was agreed with the client and unchanged throughout.
2. [2]Approvals are credit-approved applications recorded in the client's loan origination system, deduplicated by PAN, excluding re-applications within 30 days. Disbursal counts run roughly 8–11% lower and are reported separately in the monthly dashboard.
3. [3]Blended cost = (paid media spend + our monthly fee) ÷ total approved applications from all channels. Because organic approvals carry no media cost, this figure falls as organic share grows; a paid-only CPA over the same window moved from ₹2,060 to ₹1,884.
4. [4]Attribution is GA4 last non-direct click for the digital funnel, reconciled each month against the LOS source field. Roughly 6% of approvals could not be attributed to a channel and are excluded from the share calculation, not from the totals.
5. [5]Media spend is invoiced spend excluding GST. Spend was deliberately held roughly flat so that the change in cost per approval reflects funnel and channel-mix work rather than budget change.

Metric notes & assumptions

1. [1]Nineteen branches had no profile at baseline, so part of this rise is new coverage rather than improved ranking. On the 44 branches that existed at baseline the like-for-like increase is 2.2×, which is the number we treat as the performance signal.
2. [2]Measured as call-button interactions in Business Profile insights. Connected-call volume from the call tracking layer runs about 12% lower, mostly from taps outside branch hours; both series appear in the client dashboard.
3. [3]An enquiry is a tracked call lasting over 45 seconds, a branch page form submission, or a redeemed walk-in coupon code, deduplicated by phone number on a 30-day window. Referral and repeat-customer walk-ins are excluded because they cannot be attributed to digital.
4. [4]Cost = media spend plus our fee, divided by enquiries the branch manager marked qualified in the CRM. Qualification is a human judgement made at branch level, so this metric carries more variance than the volume metrics above.
5. [5]Unweighted mean of the public rating across all 63 profiles at the end of the period versus baseline. Review volume grew from roughly 2,900 to 8,600, so newer reviews carry most of the weight in each branch's displayed rating.

Metric notes & assumptions

1. [1]Completion rate is applications reaching document submission ÷ applications started, measured on event-level data. The move is 32% to 47% — a 15 percentage-point gain, or +46% in relative terms. Both framings appear in the client's dashboard.
2. [2]Credit-approved applications in the lending system. The client confirmed in writing that underwriting policy and score cut-offs were unchanged between the baseline and reporting periods, so the rise is funnel volume and quality rather than looser approval.
3. [3]Cost = (media spend + our fee) ÷ approved applications. Media was held at ₹11.5L a month by agreement, which is why this metric moves almost entirely with approval volume.
4. [4]Recovered applications are stalled applications that resumed within 7 days of an opt-in nudge and reached document submission. Where a borrower also clicked a paid ad in that window, the application is credited to the journey only if the resume link was the last interaction.
5. [5]Budget was intentionally frozen for the engagement. This is the control that makes the cost-per-approval movement meaningful; scaling spend afterwards would change the figure in both directions.