Acquisition case study interview exercise at Sleek

Submission for a 'Head of Acquisition' interview at Sleek, based in Singapore. This interview exercise details preliminary customer research, marketing strategies, and team management philosophies.

Priyanka Nath
Growth Advisor | Fractional CMO/VP @ Freelance

A- General Marketing:

We know everything about the companies we have as clients from a corporate standpoint (directors, shareholders, where they are from, what countries they operate in, what currency they work with...). But we haven't done a marketing survey on what our clients need in order to succeed.

1- If you had ten questions to ask, what would they be?

2- What would be the key takeaways for us to increase our NPS, or our lifetime value?

3- How would you leverage these questions to improve your lead generations strategy?

A - Responses

1. Ten questions


Type image caption here (optional)

Q1. What are your trusted sources of information (online: websites / blogs or offline: events) to learn about how to setup or scale your business / investment in SG / HK?

Q2. What are the companies or influencers your trust for business advice?

Q3. What is the biggest challenge (strategic or operational) you’re facing currently in your SG / HK operation?

Q4. Knowing what you know now, is there anything different you would do if you were to re-start the process of setting up your business in Singapore / HK today? What information would have been useful to know earlier?

Q5. How did you get to know about Sleek?

Q6. How did you make the decision to work with us? What were the other platforms / services you considered at the time?

Q7. What were the key features / benefits of our services that met your objectives & convinced you?

Q8. Which Sleek service has been the most impactful or valuable to your business? Rank from 1-7 with 7 being the most impactful. Mark N/A for services you haven’t used.

  • Company Incorporation
  • Corporate Secretary
  • Nominee Director
  • Registered address & digital mailroom
  • Accounting and book-keeping
  • Visa application
  • SleekSign
  • Ad-hoc services / support

Q9. Please rate your satisfaction with Sleek on the below parameters on a scale of 1-10 (1 being the lowest and 10 the highest satisfaction)? For ones below 5, please share any further details that could help us improve.

  • Breadth of services
  • Price
  • Customer / sales support (speed / quality of response)
  • On-boarding experience
  • Sleek online platform (ease of use, security)
  • Other benefits (eg partner vouchers)

Q10. Do you have any suggestions for any new services that would make Sleek a one-stop partner for you as you scale your business?

Key takeaways to improve NPS / Client retention
The responses to the questions should ideally be combined with demographic / behavioural data from the CRM to identify patterns & build client segments.
E.g slice the data by:

  • Business type (i.e. entrepreneur, SME, investor, etc) & location
  • Nature of relationship with Sleek (eg. newly onboarded, ramping up, growth)
  • Services used (initial service used + add-ons)

Once we have these mapped, we should ideally index retention efforts on segments with highest growth & revenue potential.
Initiatives to improve retention / LTV:

  1. Educate clients (via content) or run workshops/webinars with ecosystem partners to help businesses with their challenges (Q2, Q3)
  2. Up-sell / cross-sell additional services (focus on perceived value from Q8 + validate with behavioural data)
  3. Launch new services (Q10) that would be useful to businesses as they scale their operations
  4. Invest in marketing automation programs for re-activation at scale (eg. email series 30 days before subscription expires) – re-inforce benefits value proposition, new add-on services
  5. Assess weak touch points & improve where viable (Q9 eg. if users are unsatisfied with the digital platform, this may need a deeper dive)

Impact on lead generation strategy

  1. Q1 – Understanding the sources of information used by our audience would help us identify new channels for paid campaigns – eg. for premium display buys, native content partnerships, co-branded emails to premium subscribers of other websites
  2. Q2 – valued influencers can be evaluated for partnerships / co-branded thought leadership content / webinars
  3. Q4 – this “wisdom in hindsight” can help to identify new topics / sub-topics for the Sleek blog & other gated content assets (critical to grow first party data, base for lead nurture)
  4. Q6 – understanding the competitive set can give us additional keywords to bid for in paid search, as well as relevant targeting options (e.g we can target users on Facebook that like a competing brand page)
  5. Q7 – understanding the main benefits / features that drove the decision will help in optimizing ad copy, landing page content as well as talking points for sales teams.
  6. Q9 – data on perceived strengths (from existing customers) can be used to optimize our value prop (+ AB test) on landing pages & enhance CVR%

B- Paid marketing:

You have a budget of SGD 20k for the month in Singapore.

On search, we have two campaigns: One for overseas (outside of Singapore) and one for Singapore only. Search performance as follows:

-International - CTR = 7%

-Singapore - CTR = 5%

Your landing pages have a conversion rate from visitors to leads of 5%.

1- Please advise on a keyword strategy for the search for the month, and how many leads we can expect from you.

2- You have an additional budget of SGD 5k for display/remarketing this month Singapore. The average CTR for display is 1.2% and for remarketing 1.8%. At your disposal, the below creatives:

-one inspirational video of a local Singaporean startup growing very fast, using Sleek

-one inspirational blog post showcasing an international startup that used Sleek for its local setup

-unlimited banner design (we have a designer at our disposal)

Please draft a spend plan for the month, scenarios on display & retargeting, and provide an estimated volume of leads produced. Retargeting would only be on the paid traffic brought in 1) and display in 2).

Paid Search

Monthly Summary:

Monthly Summary

Notes / assumptions

  1. Details on keywords in accompanying excel sheet.
  2. Keyword research / discovery via AHREFs tool, forecasts via Google Keyword planner (EN keywords only)
  3. Sample international markets chosen on the basis of SQV (search query volume) for relevant keywords in English. These are US, India, Australia, UK, Malaysia, HK, Canada, Thailand & Indonesia

Other notes:

  1. Bid strategy: Ideally start with Maximize clicks but progress to Target CPA after the campaign has gathered enough conversion data (+ conversion tracking pixel on site)
  2. Dynamic search ads would be very useful for rich content pages (resources / blog) so we can efficiently discover long tail queries (low volume, but likely high relevance). These can be moved to the regular campaign over time and spend on DSA can be reduced.
  3. Match type:
  4. Singapore: Broad match modified chosen to balance relevance & volume
  5. International: Broad match chosen for keyword discovery, this needs to be carefully complemented by a strong negative keyword list after reviewing actual search queries that trigger our ads. Once the learning period is over - progress to BMM match type to bring CPC down
  6. Type of keywords:
  7. Singapore:
  8. Many competitors are bidding on Sleek keywords (Osome, Sproutasia, SBS), we need to play defense by bidding on our own brand in the home market & bid on their keywords as well to protect market share
  9. Apart from ‘company registration’ which is a volume driver, suggest to fully build out ‘acra’ as a topic as this has many sub-topics (acra + bizfile) with competitors already bidding on these terms.
  10. Like ACRA – there’s reasonable search query volume for jargon / acronyms specific to Singapore (e.g UEN). The level of bid competition for these queries is low, so the CPC is not high, thus making it a good opportunity for cost-effective lead generation. Note that these likely require a nurture / retargeting push (upper funnel).
  11. International:
  12. Like the Singapore campaign, company / business registration and incorporation have the highest search query volume, so these should be built out fully (KW variations / phrases) and supported with additional content on site
  13. Google KW planner didn’t show much volume for phrases involving ‘setting up from overseas’ or ‘remotely’ but these should be tested along with specific country variations (e.g how to set up a business in Singapore from the US). As there are specific pages built out for India and other Asian markets, these would be ideal landing pages for these campaigns when they scale.

Display & Retargeting

Recommendation to use Facebook for prospecting (engaging creative / video) and Google Display network for retargeting (can be cost effective when audience is clearly qualified)


Monthly Metrics


a) $2.5 assumed as avg CPC for B2B campaigns on Facebook

b) Assuming Display CVR% on site is ~3% (lower than search at 5%)




a) Assuming Google tracking pixel is on the site to track audiences across page views, user events, engagement

b) Retargeting CVR% on site is 7% (higher than baseline 5% for paid search)

C- Onsite optimization:

Please provide your AB testing scenarios for this page, and methodology in order to optimize the lead generation.

C – Response

AB testing for this page:


  • This page is the destination for traffic from paid campaigns, so there is a stronger indication of interest / intent vs. users that land on the homepage
  • Conversion action: We’re optimizing for clicks to ‘Create account’, not clicks on Talk to sales / Contact us


As the primary objective is to efficiently convert traffic on this page to leads, it needs to function as a tighter landing page vs. a broad-based page that encourages exploration (e.g a homepage which is more ideal for casual / non targeted users). This means we need to look at content, navigation, CTAs that keep the user firmly on the path to progression.

AB testing scenarios:

1.) Navigation elements

Control: default (current) top nav

Test: Remove top navigation menu entirely, except for primary CTAs (Start, Login) on the right-hand side. Ideally you should recognize returning traffic and not show Login CTA to new users, but this can be looked at later).

Include a link to the homepage in the footer for users that want the full site experience. Alternately – can be an exit pop up for users that don’t take any action on the site.

Rationale & Hypothesis:

  • Navigation elements can distract the user from the primary conversion action and can use unnecessary leakage in the funnel.
  • Removing these elements can focus user attention on the primary CTA and improve CVR%.

KPI to test: Improvement in CVR% (Unique clicks on ‘Start’ or ‘Register my company’ / Unique page visitors

2.) Hero image

Control group (1/3): Default graphic

Test group – 1 (1/3): Image / logo of customer success story (+ brief quote).

Test group – 2 (1/3): Static image / carousel of select partnership logos

Rationale & Hypothesis: Sleek is a relatively new service. Prospective users will be keen to look at social proof or validation to build trust before moving ahead. If we make this more prominent (vs. further down the page), it can improve CVR%.

KPI to test: Improvement in CVR% (Unique clicks on ‘Start’ or ‘Register my company’ / Unique page visitors

3.) Pricing tiers

  • Control: Existing layout of pricing
  • Test: Re-arrange pricing content in columns so users can view pricing information side by side at one glance (like the pricing page) vs. scrolling up and down to see how each service is priced.

Additional tests for pricing tiers:

  1. Interactivity: – give users the option to select one or more services (+ add on 1 / 2 years) and show them the total cost.
  2. Prompt immediate action – add CTA buttons under each service
  3. Shorter copy / fewer bullets – prioritize information that is truly necessary on the page

Note: The above can also be tested via a multi-variate test so we can understand what combinations are more effective vs. testing each separately.

Rationale / Hypothesis: Right now, while the pricing information is comprehensive – it is cumbersome for the user to read, compare, select and then calculate total spend. If we make it easier for the user to understand our pricing structure at a glance, it can nudge the user forward in the process.

D- Management:

You manage a team of:

-1 performance marketing manager

-1 onsite manager

-1 SEO manager (based in Europe)

-1 graphic designer on demand (dotted line)

They are all quite independent when it comes to delivery, but need guidance and a leader to put the pace.

The KPIs I look at with you are:

-MQL generated


1- Your teammates KPIs

2- How a typical week would be with your team in terms of meetings/interactions with your team as one or individuals.

D – Response

Teammates KPIs:

  • Performance marketing manager:
  • Quarterly / monthly MQLs generated via paid media
  • Cost per MQL / CAC for paid media
  • Ideally we should also track Paid media generated Pipeline / Revenue by Ad spend if this is attributed & tracked correctly in CRM
  • Test & Learn calendar
  • Onsite manager:
  • Site performance / metrics, channel insights
  • AB testing calendar
  • Reviewing CRO, Landing pages
  • Regular site updates / content
  • Troubleshooting other issues (e.g site speed)
  • Execution for on-page SEO
  • SEO manager (based in Europe):
  • Organic keywords average position (movements), impressions, clicks, site visits
  • On page & Off page optimization
  • Ongoing troubleshooting / quality checks (eg. broken links, missing title tags, issues in sitemap) – audited via Deepcrawler / Screaming frog tools
  • Graphic designer on demand (dotted line)
  • Ad creative delivery on brand (aligned to value prop) / optimized for channel
  • Creative testing cadence, regular refresh to prevent fatigue

Team meetings

  • Weekly 1x1s with all to review weekly progress, discuss challenges & opportunities going forward
  • Weekly team meeting would also be helpful to discuss business priorities & strategy across the entire team, call out any risks

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