The receipts,
in full.

The problem

DBH set out to connect marketing investment directly to ticketing outcomes across an expanding portfolio of Minor League clubs. The challenge was holding revenue performance steady in a shifting digital landscape, where audience behavior, platform dynamics and creative fatigue all moved through the course of a season.

What we did

Each club’s media plan was designed around its own market, budget, audience behavior and regional character rather than a portfolio template. Meta, Google Performance Max, programmatic display, Connected TV and digital out-of-home ran in a full-funnel mix. Continuous optimization, creative testing and shared learning across clubs drove budget toward the highest-converting channels, week by week.

The result

By season’s end DBH recorded its strongest portfolio performance to date, with measurable impact across ticketing, merchandise and event campaigns. The unified framework held efficiency across channels, standardized performance reporting, and tightened the link between digital investment and fan engagement.

Late-season incremental spend
With strong momentum heading into the final stretch, 21 clubs opted to add budget to capture late-season demand. Digital Ignite recommended concentrating it in the two channels that had converted best all year — Meta and Google Performance Max — with pacing tuned to each club’s remaining home games.

The deck notes this as correlation rather than proven causation, and that clubs with few remaining home games saw limited lift — budget deployed earlier would likely have returned more.
$107K Incremental spend · 21 Clubs opted in · 680 → 3,700 Daily purchases, Aug 20 to early Sept

The problem

William Cogswell was running against a two-term incumbent. The campaign had first-party supporter lists that needed turning into turnout, and a message that had to reach well beyond those lists to voters who had no reason to know him yet.

What we did

A multi-channel build across Meta, OTT and CTV, YouTube, Google Search, programmatic display and SMS. Cogswell’s own supporter lists drove the addressable layer; everything else ran as sequential messaging — awareness among likely voters first, then retargeting with endorsements, articles, personal stories and events, then activation through direct calls to action and personalised text messaging. Creative was built with the campaign’s own team, and the whole thing was re-optimised against live analytics throughout.

The result

Cogswell won. 7,773,775 impressions and 36,426 clicks across the flight, with 2,893,776 video views watched to completion out of 5,324,725 video engagements — a completion rate the deck does not state but which the two figures imply.

The problem

Build on an already strong digital foundation and keep driving efficient sales performance while expanding reach across key channels.

What we did

Programmatic through The Trade Desk led the mix, with Meta and Google Performance Max alongside it. Campaigns combined evergreen and single-game ticketing creative, supported by timely homestand assets. A further $8K went to Meta and Google in August.

The result

4.2 million impressions and 6,508 purchases produced $408,258 in revenue on $44,165 in spend. Worcester held the highest ROAS of any DBH club on The Trade Desk and ranked top five across Meta, Google and programmatic. The deck credits part of the result to the club itself: reliable asset delivery and fast approvals allowed continuous optimization and efficient pacing.

The problem

Fill four contractor roles across seven key market regions.

What we did

Owner Operator, Fleet Owner, Material Truck Driver and Ready-Mix Driver personas were developed from historical first-party data, lookalike modeling and scraped site-visitor data. Traffic went to a custom landing page carrying a form for name, phone, email, market and which of the four roles the prospect wanted. Leads reached hiring managers in real time for phone and email follow-up.

The result

23,648,645 impressions produced 150,465 clicks and 2,007 form submissions. Of those, 1,304 were contacted, screened and deemed qualified for the positions, and 1,129 were carried through to become attained drivers.

The problem

Grow Black Friday sales year over year through a brand awareness campaign built to reach a new, younger audience.

What we did

Media was purchased across a range of channels that spoke to a younger buyer, using data-driven tactics including programmatic advertising and social placements.

The result

Across the Thanksgiving Day to Cyber Monday window, sales moved from $108,201 in 2019 to $408,410 in 2020. Transactions rose 209.32% and average order value 22.03%.

The problem

After a strong inaugural season built largely on organic promotion, the fan-owned club knew that would not sustain it — with minor league ticket sales trending down nationally, they saw an opening to turn data into revenue, scale fan acquisition and build lasting community engagement.

What we did

A full-funnel media strategy across Meta, Google Performance Max and programmatic display with CTV and OTT, built on audience segmentation and a working understanding of the market’s own dynamics.

The result

$859K in campaign revenue at a 5.35 ROAS from 16 million impressions, alongside transaction revenue up 36% year over year.

The problem

The Clemson Athletics Department was having trouble selling tickets to home football games.

What we did

A multi-channel programmatic and social strategy over four months reached loyal Clemson fans while targeting new purchasers, and returned audience insight to the Clemson team.

The result

429 purchases at a 4.31 ROAS from 9,623,446 impressions, plus a retargeting audience and a profile of the average ticket purchaser.

The problem

A brand-new franchise in the DBH portfolio, with no historical performance data and no existing fan base. The job was to establish awareness, generate excitement around the debut, and convert that into ticket sales inside a single season.

What we did

Full-funnel across programmatic display, Meta and Google Performance Max. Early effort went to awareness and fan education, introducing the brand and building anticipation. As the season progressed the strategy shifted to conversion and retargeting against audiences who had engaged with launch creative, with budget moving dynamically toward Meta and Google while programmatic held awareness support.

The result

Nearly eight million impressions and more than $450,000 in revenue in the debut season. Google Performance Max was the strongest converter.

The problem

A luxury swimwear brand founded in 2022 by three entrepreneurial moms, with a superior product and the problem most new brands face: no awareness and no sales. The brief was to build an online presence, grow traffic, and generate web sales.

What we did

Email marketing, programmatic outreach and retargeting, Google and paid social targeted the audience at every stage of the consumer journey.

The result

Over 18 million impressions, an email list grown past 7,800 subscribers, a 3.64 ROAS and an 8.34% add-to-cart rate, all inside the first year of the brand.

The problem

Reach travelers who had previously vacationed elsewhere and convince them to choose Myrtle Beach — 60 miles of coastline, the boardwalk, the restaurants — for their next trip.

What we did

A campaign called “The Art of Convincing People to Have Fun” paired the destination’s attractions with narrative creative, driving travelers to myrtlebeach.com with a chance for one traveler to win a free trip.

The result

6,565 unique emails collected from the giveaway entry form, more than 50,000 new visitors to visitmyrtlebeach.com, and video view rates 54% above the industry average at the time of the campaign.

The problem

Palmetto Custom Carts rebranded as etto Leisure Cars and needed the new name to perform commercially, not merely to look different.

What we did

The rebrand launched alongside paid social, programmatic, digital out-of-home and Google Search across a ten-month flight.

The result

7,324,030 impressions and 26,146 clicks produced 2,293 attributable on-site conversions.

The problem

Build brand awareness for a regional grocer against national competition, and do it at the level of individual products rather than the banner — while pulling shoppers who were already loyal to somebody else.

What we did

The first campaign carried Harris Teeter’s “My Hometown” initiative, advertising 25 individual brands stocked by the chain — Perdue, Snyders, Lance, HT Organic and Cheerwine among them — with display creative built per brand and served into designated zip codes. Alongside it ran competitive conquesting and geofencing, serving ads to Whole Foods, Trader Joe’s, WalMart, Ralph’s and Earth Fare shoppers.

The result

11,630,500 impressions and 17,929 clicks across the fourteen months. The brand lift from the first flight is what bought the second: Harris Teeter came back for a further four months at increased spend, and the second campaign was built on what the first one taught us.

The problem

Community college is available and affordable to far more people in greater Charleston than know it. Trident needed awareness of that accessibility, not a brand campaign.

What we did

Programmatic behavioural targeting built to find the people who would actually benefit from what the college offers, rather than buying broad reach. Running alongside it, retargeting against first-party lists of former enrollees — people who had already started a qualification and could get value from re-engaging now.

The result

27,294,730 impressions inside the first two years, at a 0.195% all-campaign click-through rate. The deck puts that CTR at 2.4× the industry average for programmatic display. The engagement has run continuously since June 2021.

The problem

The Class A affiliate of the New York Yankees plays 70 home games across five months. One KPI: sell as many tickets as possible at the lowest cost per acquisition. Every game is its own deadline, and unsold inventory expires the moment the first pitch is thrown.

What we did

Creative built per day of the week, because the promotions are — Friday Fireworks and Thirsty Thursday each got their own assets, deployed days ahead of the game for the window when people actually buy. When a homestand ended and the club went on the road, the creative switched to advance discounted tickets for the next homestand. Display was held to the Charleston DMA; retargeting was deliberately left unrestricted, which in 2017 produced ticket sales across 37 states and four countries.

The result

Roughly 1,050 online ticket sales attributed to programmatic display, at an average transaction of $46 and 4.4 tickets per transaction — a $6.13 CPA and slightly better than a 7:1 return. Facebook ran at 4.5:1 with a $36.80 average transaction and an $8.02 CPA. AdWords returned 3:1. Season to date, digital advertising revenue was up 25% on the same point in 2017 — while display spend came down 22%.

The problem

RedWeek, an online vacation-rental and timeshare booking marketplace, had an attractive offer — a week-long stay at one of its destinations, given away — and no efficient way to put it in front of enough of the right people. The prize was the easy part. Reach was the constraint.

What we did

Sourced and selected seventeen travel influencers whose audiences were already in market for a trip, and had them produce more than thirty pieces of content pointing at a custom giveaway landing page. Their own accounts carried it organically. Then the same creative was whitelisted and run as paid media from the influencers’ handles, which pushed it past their follower counts to a broader travel-seeker audience without losing the credibility of a personal recommendation.

The result

83,522 people reached the landing page and 42,743 of them completed the entry form — a 51% conversion rate, which the source records as roughly 70% above what comparable giveaways return. Better than one in two visitors handed over their details, from an audience that arrived through somebody else’s recommendation rather than an ad they had no reason to trust.