From Digital Channel to Growth Engine
A leading UAE bank wanted to transform its credit-card acquisition model — moving from branch-led to digital-first, and tying every dirham of media spend to an acquired customer instead of an impression.
Make the app outperform every branch.
A leading UAE bank came to us with the kind of brief that defines a year for an acquisition team: take a digital sales channel for credit cards that was already running, and turn it into a genuine growth engine. Improve cost efficiency. Lift channel share. Drive incremental growth against branches, contact centres and third-party sales. The honest constraint underneath: prove digital can do what the legacy channels couldn't.
Audit. Re-model. Then sell on outcomes.
We started with a full audit — benchmarking branches, contact centre and third-party sales against a clear cost-per-acquisition baseline. Then we introduced a fixed pay-per-outcome model that outperformed the CPA of every legacy channel — locking spend to acquired customers, not impressions. And we focused the digital play entirely on credit-card acquisitions through the bank's app, turning what had been a marketing channel into a measurable growth lane. Inside a year, the acquisition model went from branch-led to digital-first.
App-based acquisitions, 2% to 40% in a single year. Digital became the bank's largest credit-card acquisition engine.
