Marketing for telecommunications and internet providers
A connection is only worth what it earns before it churns, so the whole programme is built to the payback period rather than to the acquisition number.
Where the money moves.
Every decision in your category resolves to one comparison: what a connection costs to win against what it returns before it leaves. A cheap acquisition on a plan that churns inside the first year is a loss booked slowly. We build reporting by cohort, so the channel that looks expensive on cost per connection and holds households for years becomes visible against the channel that fills the funnel with people who came for a promotional rate. That is a different job to lead counting, and it needs your billing data talking to the ad platforms.
Nothing in your marketing works without service qualification. A campaign that reaches an address you cannot serve buys a complaint and an abandoned form, and a campaign that misses a new estate three weeks after developer handover misses the only moment those households will ever shop for a provider. We put the address check at the front of the funnel rather than a page deeper, target at estate, building and node level, and time new development activity to handover dates rather than to a media plan drawn up a quarter earlier.
What you can say is codified. The Telecommunications Consumer Protections Code governs how plans are sold and what must be disclosed, a critical information summary sits behind every offer, and speed claims are held to a typical busy period standard the regulator measures independently. Creative briefed without that gets rewritten at legal review, late and at cost. We put the disclosure logic into the templates, so the offer, the term, the summary link and the speed wording travel together through every ad, page and email, and approval becomes a check rather than a rebuild.
Retention is the cheaper half of your connection target and it usually has no owner. Contract anniversaries, plan changes on the wholesale side, a household moving address, a fault that took three days to clear, each is a predictable trigger and each is a moment where the customer decides again. We build the lifecycle programme against those triggers, with movers treated as a retention opportunity instead of a cancellation, because a customer who takes you to a new address resets the payback clock rather than ending it.
What we run.
Address check acquisition
Paid search and paid social routed into a serviceability check that qualifies before it asks for anything else. Unservable addresses are captured to a waitlist tied to your rollout plan rather than lost, so footprint expansion arrives with demand already waiting for it.
Estate and building campaigns
New estates and multi dwelling buildings are won in a narrow window around handover and first connection. We run geofenced and address matched campaigns timed to that window, with creative written for a household choosing a provider for the first time in that home.
Compliant creative systems
Ad, landing page and email templates with plan terms, the critical information summary link and speed wording built into the structure. Legal review shifts from rewriting creative to approving a variant, which is the difference between an offer catching its window and missing it.
Lifecycle and churn defence
Triggered sequences on contract anniversary, plan under use, service incident recovery and change of address. Each is a moment the customer would otherwise use to shop around, and each is measured on retained revenue rather than open rates.
Business and enterprise demand
Business fibre and enterprise grade services sell to an IT manager on uptime, service level and escalation, not on headline price. That needs its own site paths, content and sales enablement, kept clean of the consumer plan messaging sitting next to it.
Questions we get asked.
By connecting the ad platforms to the billing outcome rather than to the form. A submitted form is not a connection, and a connection cancelled in the cooling off period is not revenue. We report cost per activated service by channel and cohort, then track that cohort's retention, so acquisition cost and payback period sit on the same page.
It changes when the disclosure lives in the template instead of in a copywriter's memory. Once plan terms, the summary link and speed wording are structural, legal reviews a variant against an approved pattern rather than reading creative cold. The review still happens. It stops being the reason an offer arrives after the window closed.
Model both against the same payback period and the answer often surprises people. Holding a household through its contract anniversary or a change of address is usually cheaper than winning the same revenue in new connections, and both moments sit on a calendar you already have. We size retention first because it is bounded and knowable, then commit the remainder to acquisition.
Only when the attribution is wrong. Comparison traffic is high intent and low loyalty, direct brand demand is the opposite, and both belong in the mix. The work is making sure a customer who found you on a comparison page after seeing your campaign is not counted twice, and that your own channels are not priced as though they were incremental.
Talk to us.
9 services under one team, run against the numbers your business already reports on.
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