First, grow demand. Then, keep more of every sale.

Across the five Haraz locations in this engagement, monthly sales averaged approximately $2,500 per store. The opportunity was to build a larger delivery customer base, then make that demand less dependent on broad promotional spending.

That called for a strategy with two distinct jobs. First, give more customers a reason to order. Then, once sales had grown, become more selective about where offers and advertising dollars went.

The work covered five locations—not the entire Haraz brand. Store-level differences mattered throughout, even when the overall objective was shared.

Grow BOGO campaigns gradually

We expanded buy-one-get-one campaigns in stages rather than immediately pushing every promotion to its maximum reach. The early emphasis was growth: helping more customers try the stores and building order volume.

Use segmentation to guide the next decision

Customer segmentation helped separate acquisition opportunities from existing demand. Broad campaigns served the initial growth phase, while segment-level performance informed where targeting should become more selective.

Manage promotions and advertising together

Campaign decisions and ad-spend adjustments were part of the same process. The objective was to grow demand across the five-store group while understanding where each location needed support.

Once the higher sales level was established, the objective changed. Maintaining demand mattered, but so did the share of sales reaching the operator as a platform payout.

We scaled campaigns back from all customers toward new customers, refined segmentation, and adjusted ad spend. That made the promotional strategy more selective: acquisition offers were directed toward the customers the stores were trying to win, rather than automatically extending the same incentive to everyone.

Across this second phase, sales remained broadly stable while the average payout ratio across the locations improved from 46% to 53%. The growth phase had built the base; the next phase focused on retaining more of its value.

Average monthly sales increased from approximately $2,500 to $7,500 per location. Across five stores, those averages imply combined monthly sales of approximately $12,500 before and $37,500 after—three times the starting level.

The second result was the change in sales quality. The average payout ratio rose by 7 percentage points as the campaign strategy narrowed and advertising was adjusted, with sales holding at broadly the same level during the efficiency phase.

The lesson: a campaign that helps establish demand does not have to remain unchanged forever. As the customer base grows, the strategy should evolve with it.