1.
1
FUNKI GRILLER POST-CAMPAIGN REPORT
Executive Summary: Campaign Overview: Funki Griller Steak and Seafood Restaurant (FG)
is part of an independently run local chain in Bournemouth and was established in 2013. The
restaurant has failed to perform effectively in the e-commerce space. Therefore, the primary
purpose of the GOMC, as set by the client and team, endeavoured to drive customers to
the FG website through a combination of Search and Display Campaigns. Our Bournemouth
Restaurant market analysis identified a lack of stag-friendly restaurants which clarified an
area for FG to create competitive advantage. To meet these objectives, 3 campaigns 'Stag
and Hen Weekend', 'Special Occasions' and 'Brand Awareness' were created. The GOMC
was active for 21 days and accumulated to $250.99 in spend. It consisted of 11AdGroups,
125 Keywords and 16 Negative Keywords. The primary strategy was focused on raising
awareness of FG events (e.g. birthdays, corporate parties and stag and hen weekends) in
preparation for the up-coming summer.
Key Results: The GOMC generated a total of 96,464 Impressions, 315 Clicks and CTR of
6.19% at an average CPC of $0.80. 'Stag Weekend Bournemouth' AdGroup had the highest
conversions (30) accounting for 81% of Impressions within the ‘Stag and Hen Weekend’
Campaign. ‘Special Occasions’ was the most successful Search Network Campaign with the
highest CTR of 3.38% and 92 clicks. ‘Brand Awareness’ greatly surpassed projected
Impressions by 615% (96,494). The 'Auction Insights' feature reported FG at an 83.27%
‘Top of Page Rate’ above organic search results.
Conclusion: The goal to increase awareness and footfall to FG was achieved by altering the
strategy of Keywords, AdGroups and Campaigns. This was reflected in a significant
increase of table bookings and premature stag enquiries. The success of raising
awareness was evident from ‘Auction Insights’ that positioned FG’s Ad at an average
position of 1.2 on search results pages. Despite careful budget planning, the expected spend
in phase 1 and 2 was overcautious. Therefore, an aggressive approach was taken in phase 3
spending $195. This increased Impressions by 62,052; generated an average CTR to 3.77%;
generated a conversion rate of 240.14%; amounted to198 Clicks throughout this period.
Future Online Marketing Recommendations: FG should improve its online channels,
capitalise on current platforms and integrate these with paid search. Mobile optimisation is
essential for their website as its customers predominantly browse using smartphones.

2.
2
Industry Component
Campaign Overview: The GOMC goal was to increase traffic to the website, online
enquires (respectively stag and hen weekend) and brand awareness, to increase revenue
and create a more diverse customer base. To meet these objectives, three Campaigns: 'Stag
and Hen Weekend' targeted nationally
and 'Special Occasions' and 'Brand
Awareness' targeted to the
Bournemouth area were created
consisting of: AdGroups, Ads,
Keywords and Negative Keywords
(Figure 1). The campaign ran for 21
days in total (7th
-27th
March) and
achieved an overall spend of $250.99. Prior to the GOMC, Impressions were predicted to
generate between 11K and 16K and 642 Clicks. Figure 2 demonstrates the key metrics of all
Campaigns, how they were measured and planned, as well as Clicks, Impressions and total
spend.
The Campaign observed a 611.5% increase in Impressions satisfying the objective to raise
brand awareness for the client. Although attempting to follow the schedule and cost structure
set in the pre-campaign report, unforeseen circumstances, discussed throughout this report,
disrupted the original plan. From market research, FG's ability to fill the stag and hen
friendly restaurant gap in Bournemouth's restaurant market, was pre-determined as the
primary goal of the overall campaign. Accordingly, the key Campaign ‘Stag and Hen
Weekend’ was produced. Further to this, FG's direct competitors had no paid advertising
on Google search, identifying an opportunity for competitive advantage through paid search.
Figure 1 Final Account Construction
Figure 2: Campaign Key Metrics

3.
3
This was evidenced from the 'Auction Insights' feature that positioned FG at an average post-
campaign position of 1.2 on search results page and an 83.27% ‘Top of Page Rate’ above
competitors in the organic search results. Over the GOMC period the campaign metrics (e.g.
CTR, Clicks, Conversions and Impressions) were monitored intently. Tools such as Google
Bid Simulator, Negative Keywords and Search Term Report enabled us to continuously
scrutinise and adapt Keywords and Campaigns to achieve best practice.
Evolution of Campaign Strategy:
Phase 1. Data Collection (7th March-13th March):
The first week was assigned to data collection and observation. To further our knowledge
of GOMC, an assortment of external digital resources were used, e.g. Google AdWords
Channel1
. These learning extensions had strong influence on the decision processes which
have been discussed throughout this report. The Impressions for Search and Display Network
Campaigns accumulated to 24,536 by end of phase 1. However, the majority of Keywords
produced ineffective search returns and simultaneously Campaigns failed to appear on the
first search page of Google. This was due to the limited daily budget previously set: ‘Stag
and Hen’ and ‘Special Occasions’ at $3.57 and 'Brand Awareness' at $1.42. Therefore, spend
across the first week was significantly lower at $27.04 than the anticipated $100 in the pre-
campaign report. As the team were still in the learning phase of the GOMC, it was deemed
appropriate to gradually increase the daily budget in phase 2. This was achieved through
using the 'Google Bid Simulator' for Keywords, e.g. '+steak +restaurant +bournemouth' from
$1.20 to $2.50, to increase the likeliness of appearing on the first page, as well as adding 12
other Keywords (Figure 3). This plan of action was executed in phase 2. Following this,
feedback from the restaurant manager observed that 12th
March was the busiest Saturday on
1
AdWords tutorial from Google - Step 11: Fine-tune your keywords to match your goals and budget
https://www.youtube.com/watch?v=9fHS-8l2PmY&index=20&list=PL9piTIvKJnJN4ot42xcaxuaa2biOszf4m
Figure 3 Increased Keyword Bids per Google Bid Simulator

4.
4
Figure 4. Top 5 Performing CTR Keywords
record with 200 covers in comparison to an average of 120. This illustrates a direct
relationship between increased customer footfall and the implementation of this
strategy.
Phase 2. Optimisation of Observations (14th March-20th March):
Following phase 1, the strategies outlined above were put into action. The bids for 12
Keywords were increased (Figure 3), as well as incorporating ‘Call Extensions’ into each
Campaign to enhance immediate call to action for enquiring consumers. ‘Call Extensions’
were identified as a contributing factor, generating 105 Clicks over two weeks with a CTR of
3.6% and a conversion rate of 127.62%. The ‘Google Opportunity’ feature prompted a new
set of AdWords which generated Keywords with the aim of improving Clicks and
Impressions. For example, within the 'Special Occasions' Campaign another AdGroup:
'Restaurants Bournemouth Test Week 2' was formulated. This generated 7 ‘Broad Match’
Keywords e.g. +restaurant +in +bournemouth +town +centre, generating a CTR of 5.88%.
Although the budget was increased at the start of phase 2, all Campaigns were still not
appearing on the first page of Google results, which in turn had an adverse effect on CTR.
Therefore, the daily budget was increased following another Google suggestion (e.g. ‘Special
Occasions’: $3.57 to $11.00). A further problem identified was that users from mobile app
websites were being directed to the Display Network Ads e.g. Adsenseformobileapps.com.
To overcome this issue and reduce the inefficient use of budget, ‘Negative Websites’ were
added to avoid irrelevant and accidental Clicks. Despite the additional changes made in phase
2, the overall spend remained exceptionally low at $64.77, an increase of only $31.78 from
the previous week. The overall performance for phase 2 saw the growth of Impressions by an
additional 9,906, as well as the total CTR reaching 2.5%, whilst generating a conversion rate
of 50.35%. This was an important learning outcome as the conversion rate depicts
consumers' interaction from the ad to the website.
Phase 3. Optimising Budget (21st March-27th March): Phase 3 was the most successful
week of the GOMC, focusing
mainly on distributing the
remaining budget of $195.81.
‘Good Quality’, ‘Low Traffic’
words were monitored intently
with their budgets scrutinised
and adapted to meet Google's

5.
5
recommendations. Despite the suggested guidance from Google, no relationship was evident
between suggested Keywords and the top five performing CTR Keywords (Figure 4). The
recommended increase in daily budget across all campaigns was beneficial for the initial
three days and significantly improved CTR from 0.32% on 21st
March, to a peak of
2.91% on 23rd
March. However, due to the aggressive nature of this budget strategy, the
spend exceeded the overall allocation to $250.99 and CTR decreased to 0.21% on March 24th
.
This indicates the need for the client to find a median spend between all phases in order to
make best use of budgets available. Additionally, ‘Radius Targeting’ was adjusted for the
Display Network from 15 to 30 miles to increase the reach of audience. To improve
customer satisfaction, the previously disapproved Ads, producing an error message were
amended, e.g. URL in the Ad copy was corrected from funkigriller.co.uk/Steakhouse, to the
home page URL. After reassessment, the ‘Ad Schedule’ was amended from running between
11am and 12am to 24 hours in order to increase the visibility of Ads. It cannot be guaranteed
that the organiser of an event like a ‘stag do’ will search for venues at a particularly time;
thus it is appropriate to increase the chances of interactivity. Overall, the most significant
improvements to the GOMC were indicative of the strategy in phase 3. The remaining budget
was successfully spent, satisfying the week's main objective. Essentially, Impressions rose by
62,052 with a CTR for phase 3 at an average of 3.77%, a conversion rate of 240.14% on
Search and Display Campaigns and the generation of 198 Clicks throughout this period.
Key Results: The GOMC reported the total of 96,464 Impressions, 315 Clicks and CTR of
6.19% at an average CPC of $0.80. The start of week two had the lowest performance rate as
a result of the continuous changes discussed. Additional Keywords and AdGroups were
implemented at the end of the second week furthering alteration to the budget allocation;
‘Call Extensions’ were also added. Key findings from each Campaign are summarised below:
'Stag and Hen Weekend' - In terms of Google's success metrics, this Campaign had the
lowest performance in Search Networks with the lowest CTR at 2.6% and 33 Clicks.
However, it also accounted for the lowest spend as suggested by Google; further indicating a
correlation between low spend and inferior Campaign performance. Interestingly, Stag
AdGroups outperformed the Hen AdGroups. The 'Stag Weekend Bournemouth' AdGroup had
the highest conversions of 30, accounting for 81% of Impressions (Figure 2) which
suggested that this is a niche target market for FG. This was further represented by an
increase of 31 advanced stag party bookings offline, a factor noted by the restaurant
manager as unusual for this time of year; suggesting somewhat success in the overall
campaign.

6.
6
'Special Occasions' – This was the most successful Search Network Campaign as evidenced
by the highest CTR of 3.38% and 92 clicks. Due to the 'Stag and Hen' Campaign
underperforming, the budget was transferred and allocated to 'Special Occasions' per
Google's recommendations which accumulated to $163.68. Due to the budget flexibility in
phase 3, the team explored the opportunity by increasing the spend across all Campaigns,
inclusive of 'Special Occasions' by allocating $50 per day. It is highly likely that the
exponential growth in Clicks (2 to 18 Clicks) was the result of this action. This suggests that
investment by increasing the daily budget of overall Campaigns might be more beneficial
than concentrating spend on individual Keywords. Alternatively, removing ineffective
Keywords such as ‘+vegetarian +friendly +restaurant’ which produced non-existent activity
should be considered to avoid wasting budget.
'Brand Awareness' - This Display Network Campaign surpassed our expectations and
significantly raised awareness of the brand, generating the maximum number of Clicks (190)
and Impressions (92,504) with an 85.79% conversion rate. This was a likely result of
increasing the ‘proximity target’ by 15 miles in phase 3. The CPC budget for ‘Brand
Awareness’ was increased from $0.15 to $2.50 on 22nd
March to increase visibility.
However, on 24th
March a reduction of $2.50 to $0.50 was made to the CPC budget, due to
the Campaign performing naturally well.
Conclusion: The overall strategy of the GOMC was to drive customers to the FG website
through a combination of Search and Display Network Campaigns to add value for the client.
This was achieved from an increase of covers and bookings. Additionally, the client has
commented on an unusual demand for stag party advanced bookings during the period of the
GOMC. As a result, FG is placed in a
better position than its competitors as
it was also identified as the only steak
restaurant in Bournemouth investing
in paid advertising. These
circumstances suggest a strong correlation between the campaign’s inception and the
resulting outcome. A significant finding from exploring different approaches was that by
investing in Campaigns at times, was more efficient than investing in individual
Keywords. The initial cautious approach of spending, prohibited stability in the overall
campaigns performance (Figure 5). Although highly impressionable, CTR and conversion
rates remained low until phase 3 when a much more aggressive tactic was adopted in regards
to spend. This must be considered in the future by the client.
Figure 5. Relationship between Cost and Conversion
◼ Conversions ◼Cost

7.
7
Learning Component: Learning Objectives and Outcomes:
From participating in the GOMC, the team became immersed in online-marketing; hoping to
put digital marketing theory into practice through the use of Google AdWords and Google
AdWords Editor. 'Google Bid Simulator' was a key learning component which assisted the
bidding strategy and was indicative of which words were performing well. Additionally, the
'Keyword Planner' was used to identify the most relevant Keywords to support the initial
planning process. The power of online display advertising highlighted the importance of
creating Ad text according to user relevance, as well as optimising Campaign performance
through the Quality score by deleting Keywords and reallocating the budget. From
embarking on this experience with limited knowledge, our projected and actual approach
differed drastically forcing us to adapt our strategies to meet our objectives. As phase 1 and
2 focused on learning and observations, spending was cautious until phase 3 where a more
aggressive approach was employed. By phase 3 a more advanced understanding of Google
AdWords tools (Google Bid Simulator, Negative Keywords and Keyword Status) was
developed. Additionally, focus was diverted towards the highest performing Keywords
such as ‘+steakhouse’ where the budget was increased from $1.50 to $6.46. To reflect and
assess the overall performance of the GOMC, the ‘View History’ feature was utilised.
Finally, a Digital Marketing professor and a Google AdWords consultant provided the
necessary support to execute a project of this size.
Group Dynamics: The team comprised of six members, specialising in the areas of
International Hospitality, Retail and Tourism; which together brought various insights. A
number of challenges were encountered during the GOMC, such as managing academic
commitments and time constraints, for instance the restriction of the Easter break whereby
group members were unable to meet in person. The team effectively delegated individual
days amongst the group to optimise the progression of the campaign. Individual findings
were communicated daily through WhatsApp and Facebook and the overall GOMC was
discussed on a weekly basis. Objectives were set for maintaining and monitoring
progress during the course of the campaign to effectively manage the allocated time. Google
AdWords was an unfamiliar software for all group members, thus additional online learning
was required in order to successfully optimise all the relevant tools available. This included
the use of: Google AdWords YouTube Channel for tutorials; Keyword Planner to assess the
suggested Keywords; AdWords Editor to manage the Campaigns.
Client Dynamics: The concept of applying the GOMC to FG was initiated by the group
leader who was aware of the lack of effective digital presence within the company from her

8.
8
Figure 6. Device interaction with campaigns
employment at FG. Therefore, excellent communication with the client was achieved.
Meetings were arranged with the manager to discuss ideas and incorporate the client’s
goals into the challenge. The group brought forward the idea of focusing on stags and hens
due to the market research which identified FG’s stag friendly policy as a USP. The group-
client dynamic was strengthened through weekly communication, where both parties shared
the campaign and the restaurant’s feedback and progression. Despite the client’s approval
to implement an ‘Events’ page onto the site, the client and team experienced difficulties in
communicating with FG’s third party website developer. Overall the restaurant manager was
pleased with the campaign, and has decided to continue with Google AdWords with the
help from the team leader.
Future Recommendations: The GOMC proved to be influential for increasing FG’s online
presence. The client’s decision to continue with Google AdWords corroborates on this.
Although having a digital footprint, FG must improve its online channels to create more
engaging assets and thus improve the customers’ overall journey. This might include
capitalising on current owned platforms (Website and Social Media) and integrating these
with paid assets such as AdWords. FG should implement an ‘Events’ landing page focusing
on e.g. ‘Stag and Hen Weekends’, to create a more direct customer journey from Google Ads
to relevant content. ‘Tracking Codes’ should be inserted to identify where Conversions are
coming from. Due to FG’s low spending power, it is essential to find a median to maximise
the budget focusing on one Campaign per season, i.e. ‘Special Occasions’ over the Christmas
period. Furthermore, as mobile devices were driving the most interactions (Figure 6), it is
essential for FG to mobile optimise its website as continuously suggested in the ‘Google
Opportunities’ tab, and to further exploit
the success of ‘Call Extensions’. ‘Brand
Awareness’ should be continued due to its
mass success in Impressions and raising
FG’s business profile. Going forward with
AdWords a different approach could be to:
limit the amount of underperforming
Keywords; optimise high performing
Keywords e.g. ‘+steakhouse’; adopt a more
aggressive bidding strategy into the GOMC. Incorporating the above recommendations and
effective teamwork are crucial components in the success of a Google AdWords Campaign.