Portfolios Archive - Abdul Aamer

Deepija Telecom

Aamer — Sat, 13 Dec 2025 17:40:19 +0000

Deepija Telecom: Scaling Digital Revenue & Lead Quality at Deepija Telecom

A Strategic Transformation Journey (2023–2025)

Role: Digital Marketing Manager
Tenure: Feb 2023 – Dec 2025
Team: 6 Members (Cross-functional operations in Hyderabad & Raipur)
Core Focus: Paid Media, SEO, Social Media, AI-Driven Strategy

Overview

From February 2023 to December 2025, I led digital marketing at Deepija Telecom Private Limited with a clear mandate: turn an underperforming online presence into a reliable, measurable growth engine.

Over three years, I managed a 6-member distributed marketing team (3 based in Hyderabad, 3 in Raipur), an annual ₹25 lakh marketing budget, and a multi-channel mix across Google Ads, LinkedIn Ads, Meta Ads, SEO, and social media. The work resulted in a stable ₹80 lakh ROAS per year, over 1,000 paid enquiries, 400+ MQLs, and 50+ SQLs each year, and a significant shift in weekly lead flow from 10–20 valid leads to a consistent 30–40 high-quality leads through more intelligent, data-led and AI-informed strategies.

The Starting Point: Low Visibility, Unpredictable Inbound

When I joined in early 2023, Deepija’s digital marketing was present but not effective.

The website and campaigns generated only 10–20 valid leads per week, and many of those were either poorly matched, non-decision makers, or outside our target industries.
Most activity was channel-centric rather than pipeline-centric—Google Ads, occasional LinkedIn campaigns, and some social media posts existed, but they weren’t connected to a clear funnel or revenue narrative.
The split between Hyderabad and Raipur teams meant execution was fragmented. Each side was doing its best, but processes, messaging, and reporting weren’t aligned, which led to duplicated work and missed opportunities.

The business expectation was blunt: make digital channels a serious contributor to pipeline, not a line item that was “nice to have.” That meant I had to rework not only campaigns, but also how the team operated day-to-day.

My Role: Owning the Funnel, the Team, and the Numbers

As Digital Marketing Manager, I was accountable for three things:

Orchestrating a cross-location marketing team so it functioned as one unit, not two disconnected groups.
Turning paid and organic channels into a predictable opportunity engine.
Making sure every rupee in the ₹25 lakh annual budget could be defended with data and outcomes.

The team structure looked like this:

Hyderabad (3 members): performance and analytics-heavy—PPC execution, SEO implementation, and reporting.
Raipur (3 members): content and design-focused—social media creatives, landing page content, and marketing collateral.

I set up a simple but strict operating rhythm:

Daily stand-ups: Short check-ins to align on priorities, blockers, and campaign status across both locations.
Weekly reviews: Deeper, data-focused sessions where we looked at channel performance, cost per enquiry, MQL/SQl conversion, and what to change next.
Monthly management presentations: Boardroom-level reviews where I connected the dots between budget, campaign performance, lead quality, and revenue impact.

This rhythm kept everyone focused on outcomes, not just activities.

Strategy: From Channel Silos to a Full-Funnel System

The core problem wasn’t the lack of tools; it was the lack of a coherent system. My strategy was to build a full-funnel model that combined paid media, SEO, and social into one unified engine that sales could trust.

Paid Media with a Revenue Lens

The ₹25 lakh annual budget was spread across:

Google Ads for high-intent search (core telecom and contact center solution terms).
LinkedIn Ads for B2B decision-makers and targeted ABM-style campaigns.
Meta Ads for retargeting and nurturing visitors who had shown interest but hadn’t converted.

Instead of chasing clicks, we prioritized:

Search terms that historically converted to MQLs and SQLs, not just visits.
Campaign structures that allowed us to separate cold, warm, and hot audiences.
Continuous testing of ad copy, landing pages, and audience segments guided by performance patterns and AI-informed suggestions (e.g., predictive audience refinement, bid strategy tweaks).

The goal was simple: every major campaign needed a clear line-of-sight to pipeline and revenue, not just impressions.

SEO and Organic Presence as the Bedrock

In parallel, I treated SEO as the silent engine behind the scenes:

Cleaned up on-page fundamentals: meta tags, URL structure, internal linking, and basic technical issues.
Prioritized pages that sales teams frequently used in conversations—product pages, solution breakdowns, industry-specific use cases.
Created and optimized content aimed at mid- and bottom-funnel searches, so prospects could discover Deepija even without touching ads.

Over time, this reduced our dependency on paid campaigns for some segments and strengthened brand recall when prospects later saw our ads.

Social Media as a Trust Layer

On social channels, we moved away from sporadic product posts to a structured calendar:

Product explainers and feature highlights.
Customer stories and use cases where appropriate.
Industry-specific insights that made us part of the conversation, not just another vendor.

The point wasn’t “vanity metrics”; it was to warm up audiences so that when they encountered a Google or LinkedIn ad, Deepija already felt somewhat familiar.

Execution: How We Made It Work Day-to-Day

Strategy only matters if it survives daily operations. A lot of the real work was about discipline, iteration, and communication.

Daily Stand-ups: Keeping Two Cities in Sync

Every morning, the Hyderabad and Raipur teams joined a single stand-up. The agenda stayed tight:

What is going live today?
What’s under review?
Any blockers in approvals, creatives, or tracking?

This avoided the classic “Hyderabad launched it, Raipur didn’t know” scenario and reduced misalignment in campaigns and messaging.

Weekly Performance Reviews: Turning Data Into Decisions

Once a week, we stepped back and treated the data seriously:

Paid campaigns: CTR, CPC, cost per enquiry, and how many of those enquiries moved to MQL and SQL.
SEO: ranking movement for key terms, organic traffic behavior, and form-fill contributions.
Social: engagement patterns, referral traffic, and how well posts were supporting campaign narratives.

If a keyword was burning budget but not generating qualified leads, we cut or reshaped it. If a landing page was generating clicks but failing to convert, we reworked the offer, form flow, or clarity of the messaging. Nothing stayed in “set and forget” mode.

Monthly Management Presentations: Talking the Language of Business

Every month, I presented to management with a straightforward storyline:

Budget spent vs ₹25 lakh annual plan.
Enquiries generated: over 1,000+ paid enquiries per year.
Pipeline progression: more than 400 MQLs and 50+ SQLs annually.
Impact on ROAS, holding the line at approximately ₹80 lakhs per year in returns, which meant a 3.2x ROAS.

These sessions were not vanity slides they were accountability reviews that helped maintain trust in digital marketing as a serious revenue lever.

Results: From Partial Digital Presence to a Reliable Growth Channel

Quantifiable Performance Outcomes

Across each year of this period, we consistently delivered:

Annual marketing budget: ₹25 lakhs.
Annual ROAS: approximately ₹80 lakhs attributed revenue, maintaining a 3.2x Return on Ad Spend.
Paid funnel per year:
- 1,000+ paid enquiries entering the top of the funnel.
- Over 400 Marketing Qualified Leads (MQLs) after applying qualification criteria.
- More than 50 Sales Qualified Leads (SQLs) handed to the sales team for serious opportunities.

This didn’t happen overnight; it was the product of continuous tuning, clear lead definitions, and close collaboration with sales to understand what actually closed.

Before vs After: The Lead Pipeline Shift

One of the most visible changes was in weekly lead quality and volume:

Metric	Before (Early 2023)	After (By Late 2025)
Valid weekly leads	10–20	30–40
Lead intent	Mixed, often low-intent	Targeted, high-intent enquiries
Funnel structure	Ad-hoc	Defined and measurable
Reporting	Basic volume metrics	Volumes plus MQL/SQL breakdown

The improvement from 10–20 to 30–40 valid leads per week was not “more traffic” alone; it came from better audience targeting, smarter bidding, tighter landing page alignment, and ongoing refinement of what we classified as a “valid” lead.

Leadership Lessons: What Actually Moved the Needle

Looking back at these three years, a few decisions had outsized impact:

Treating the team as one unit, not two locations
Once we moved to unified daily stand-ups and shared goals, the Hyderabad–Raipur split stopped being a coordination issue. People took ownership across geography, not just department.
Shifting the conversation from “leads” to “qualified pipeline”
Internally, we stopped celebrating raw enquiry counts. The real conversations happened around MQLs, SQLs, and what sales could realistically close. That alignment reduced frustration on both sides.
Holding every channel accountable to revenue
Whether it was Google, LinkedIn, Meta, or SEO, the benchmark was simple: does this help us maintain or improve ₹80 lakhs/year in returns on a ₹25 lakh/year budget? If not, something had to change.
Building processes that survive busy weeks
Daily, weekly, and monthly routines may sound basic, but they prevented drift. Even during product launches or heavy campaign periods, the structure held and allowed us to adapt without losing control.

Conclusion

Between February 2023 and December 2025, my role at Deepija Telecom was more than just “running campaigns.” It was about building a digital marketing function that leadership could trust:

A 6-member cross-location team working as one.
A ₹25 lakh yearly investment returning around ₹80 lakhs consistently.
A pipeline that grew from 10–20 valid weekly leads to 30–40, while also improving the quality and progression from enquiry → MQL → SQL.

The transformation came from combining structured operations, clear metrics, and channel expertise with a simple expectation: digital marketing must show up as a reliable driver of business, not a hopeful experiment.

The post Deepija Telecom appeared first on Abdul Aamer.

Paani Lao

Aamer — Tue, 11 Apr 2023 06:13:18 +0000

Paani Lao:

Connecting Hyderabad Homes to Water in Just 1 Tap!

Introduction:

This case study examines the marketing strategy of a prominent best drinking delivery app to connect a water delivery provider agent to an end user who needs water, a year significantly impacted by the demonization days in 2017 of the pandemic.

Objective

The company aimed to achieve a Return on Investment (ROI) target of 10% during the during the demonetization days of 2017. The primary goals were to:

Increase the vendor counts through online advertising with revenue.
Stand out in a highly competitive online market.
Capture customer attention early whenever they book a water can from home to avoid losing sales during busy working hours.
Leverage insights from market trends, customer behavior, and competitor strategies to inform their campaign.
To target the audience on each location areas of liberal people staying in Hyderabad, the Paani Lao app can meet the requirements of a business owner

Challenge

The key challenges faced by the company included:

High Competition: The branded drinking water company itself does aggressive marketing and high spending from all brands, making it difficult to stand out.
Expensive Keywords: The cost of bidding on popular search terms was significantly high, impacting the ROI.
Pandemic Impact: With the shift to online shopping due to the demonetization, there was an increased pressure to perform well in the currency shortage.
Stock Maintenance: Ensuring adequate stock levels to meet the anticipated high demand during the sales period.

Solution

The company developed a unique and proactive strategy to address these challenges:

Exclusive commission for non-brand water provider vendors:

Launched ratings-wise silver, gold, and platinum, offering exclusive benefits and early access to deals.
Aimed to capture customer interest before the other brand water provider is visible to a customer, reducing competition and increasing visibility.

Data-Driven Approach:

Utilized market, competitor, and industry insights to shape the campaign.
Focused on understanding customer behavior and preferences to tailor marketing efforts effectively.
Through local SEO implementation in the location of areas in Hyderabad, we easily got the organic queries and calls to help us to generate sales.

Customer Engagement:

Implemented SEO-technique-compliant customer profiling to enhance targeting and personalization.
Focused on mid-funnel events to drive engagement and conversions before the season changed from summer.

Optimized marketing spend equally on traditional and digital marketing.

Allocated budgets on advertising strategically to maximize ROI.
Integrated data insights into optimization processes to ensure efficient use of resources.

Results

The strategic approach led to impressive results:

ROI: Achieved 10%, 60% over the target.
Revenue: Increased by 10%.
Orders: Increased by 60%.

Conclusion

The company’s ILM Infosoft “Paani Lao App” vendor ratings commission strategy proved to be highly effective in achieving its objectives. By capturing customer attention early, leveraging data insights, and focusing on strategic engagement, the company was able to significantly boost its ROI, revenue, and order volumes. This case study highlights the importance of innovative strategies and robust value engagement frameworks in achieving outstanding marketing outcomes during competitive periods like Summer Days.

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Oliva Clinic

Aamer — Wed, 29 Aug 2018 07:11:20 +0000

Oliva Clinic:

“How I Boosted High-Ticket Leads for Oliva Clinic’s Laser Hair Removal in Hyderabad”

Summary:

In just 60 days, I helped Oliva Clinic achieve a 3x increase in high-intent leads for their premium laser hair removal treatment in Hyderabad using my D-C-T-C performance strategy—resulting in a 5.6x ROAS and 40% more walk-ins.

Introduction:

Oliva Clinic is a leading chain of advanced dermatology clinics across India, known for its high-quality hair removal treatments and medically certified specialists. The Hyderabad branch wanted to increase footfall and digital appointments.

Objective/Challenge:

What was the goal or business problem?

Low lead quality from past campaigns
High cost per lead (CPL)
Poor visibility in a competitive segment

Strategy Used:

By implementing in this case a D-C-T-C method (D-C-T-C = Define, Create, Target, Convert)

Define: Identified high-intent female audience aged 20–45 via Google
Create: Created service-specific landing pages with lead magnets and practiced SEO implementation of on-page and off-page optimization to generate organic traffic.
Target: Through organic SEO submissions in niche portals directly list and local SEO optimization, Google Ads strategy.
Convert: Optimized CTA placements, reduced friction in lead forms

Results/KPIs Achieved:

Use real numbers and percentages

3X increase in quality leads in 90 days
Cost per Lead reduced by 38%
ROAS: 5.6X
Over 850 qualified leads
40% walk-in to consultation rate
Ranking on page 1 for “Laser Hair Removal Hyderabad” via SEO

Tools Used:

Mention platforms/tools to show technical skill

Google Ads
Google Analytics
WordPress (Landing Page)
SEO Moz, SEO Yoast, and Google Search Console (for SEO)

Conclusion

This case proves that with the right data-backed strategy, even competitive services like laser hair removal can scale profitably, something I’m excited to replicate for other healthcare or beauty brands seeking serious growth.

The post Oliva Clinic appeared first on Abdul Aamer.

CIBO house

Aamer — Wed, 29 Aug 2018 07:08:48 +0000

CIBO house: A Recipe for Digital Success—From Local Favorite to Citywide Icon with Proven D-C-T-C Growth

Introduction:

CIBO House is a premium Italian restaurant located in Hyderabad, known for its authentic cuisine, fine-dining experience, and loyal urban clientele.

Objective / Challenge:

What did the client want to achieve?

Increase weekday and weekend reservations
Improve visibility on Google & Instagram
Grow online reviews and brand loyalty
Achieve high ROI from limited ad budget

Strategy Used (D-C-T-C Method):

Highlight your unique approach.

Using my D-C-T-C Framework (Define, Create, Target, Convert), I built a full-funnel marketing plan:

Define target personas (IT employees, foodies, influencers)
Create high-converting reels, food photography, and geo-targeted content
Target through Google Search, Meta ads, and Swiggy/Zomato retargeting
Convert via landing pages and reservation booking forms

Execution Highlights:

What actions were taken?

✅ SEO-optimized Google My Business updates

✅ Instagram Reels: 10K+ reach in 12 weeks

✅ Google Ads: Local campaign for “Italian food near me”

✅ WhatsApp retargeting and email offers on weekdays

✅ Influencer collaboration with 6 Hyderabad food bloggers

Results Achieved (With Numbers):

Show measurable impact.

🥇 30% increase in reservations in 90 days
📈 20% growth in Instagram followers
💰 ROAS of 5.7x on Meta Ads
⭐ 4.9 Google rating with 1,200+ new reviews

🧾 Weekend table bookings full for 5+ consecutive weeks

Conclusion:

This campaign proves that with a focused digital strategy and the D-C-T-C method, even a niche business can achieve massive citywide impact and ROI—making me a valuable addition to your marketing team.

The post CIBO house appeared first on Abdul Aamer.

Levonor Projects

Aamer — Wed, 29 Aug 2018 07:08:32 +0000

Levonor Projects

Introduction: This case study examines the marketing strategy of a prominent, best-gated community of luxury villas in Hyderabad, significantly impacted by the Telangana government strikes and land rates going up and down in real estate around 2018 to 2023.

Objective:

The company aimed to achieve a Return on Investment (ROI) target of 60% during the days from 2018 to 2023. The primary goals were to:

Increase the site visits counts through digital media, road shows, Radio ads, newspaper ads, and hoarding pillar ads to generate the sales count
Stand out in a highly competitive online market and offline market
Capture customer attention early whenever they visit our target areas to see our hoarding ads and digital ads to avoid losing sales during busy working hours.
Leverage insights from market trends, customer behavior, and competitor strategies to inform their campaign.
To target the audience in each target location, In Hyderabad, there are areas of liberal people, high-value goods, and citizens who are looking to shift to a new home, away from their hometown and different types of business owners or professionals; it depends on their income and occupation.

Challenge:

The key challenges faced by the company included

High Competition: The branded luxury real estate in Attapur, Hyderabad, location itself does aggressive marketing and high spending from all brands, making it difficult to stand out.
Expensive Keywords: The cost of bidding on popular search terms was significantly high, impacting the ROI, due to real estate’s tough online and offline competition in the 2018-2023 duration.
Difficult Situation Impact: From 2018 to 2023, the previous Telangana government released some conditions on real estate registration policies; due to that, they were unable to complete sales registration instantly on a couple of months.
Land-surrounding issues: Most of the gated community site visitors were unable to identify the location easily, and we have multiple other real estate ventures also in the same locality.

Solution:

The company developed a unique and proactive strategy to address these challenges:

Exclusive referral commission for channel partners

Launched the referral program with exclusive benefits and early access to deals.
Whoever brings the customers to visit the Prazanta Villas location on each sale closure, they will receive 10% of the commission.

Data-Driven Approach:

Utilized market, competitor, and industry insights to shape the digital paid campaigns.
Focused on understanding customer behavior and preferences to tailor marketing efforts effectively.
By doing the Analysis of the website and social media handles, we did the retargeting marketing through bulk email and WhatsApp
Through digital media paid campaigns from Google, Meta, and LinkedIn Ads, the audience, customer behavior, demographics, occupation, and interest in real estate are targeted to purchase a ready-to-move villa.

Customer Engagement:

Implement SEO optimization to the website and social media management through a calendar and customer behavior-wise to engage the audience.
Display advertising, radio ads, and hoarding ads to get engagement from the audience for purchasing the villa.

Optimized Marketing Spend equally on traditional and digital marketing.

Allocated budgets on advertising strategically to maximize ROI.
Integrated data insights into optimization processes to ensure efficient use of resources.

Results:

The strategic approach led to impressive results:

ROI: Achieved 30%, 75% over the target.
Revenue: Increased by 30%.
Site Visits: Increased by 60%.

Conclusion:

The company’s Levonor Projects “Prazanta Villas” DCTC Proven Method strategy proved to be highly effective in achieving its objectives. By capturing customer attention early, leveraging data insights, and focusing on strategic engagement, the company was able to significantly boost its ROI, revenue, and order volumes. This case study highlights the importance of innovative strategies and robust value engagement frameworks in achieving outstanding marketing outcomes during competitive periods in Hyderabad

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