Lower Funnel Media Cannot Carry the Full Growth Plan

Paid search remains one of the strongest channels for capturing existing intent. That strength can also create an unrealistic expectation that lower-funnel media should produce unlimited growth at the same efficiency. Eventually, the available pool of high-intent demand reaches a ceiling. Increasing budgets or expanding automation does not remove that constraint if the broader marketing plan has stopped creating new consideration.

AI-powered experiences make this dynamic more important. Consumers are more informed than ever before as they move through their buying journey. They can ask detailed questions, compare products, and build category knowledge before they visit an advertiser’s website, speak with sales, or search for a specific brand. By the time the final query appears, earlier interactions may have already shaped the decision. 

Manny Delamota, Director at Monks, connects this shift in consumer behavior to the need for relevant messaging and measurement. “The ‘super-empowered consumer,’ as Google coined it, now has all this information at their disposal, decision-making has really shifted. Getting in front of them with the right messaging and proper tracking is more important than ever.”

Video, Demand Gen, thought leadership, and category education can build familiarity and give prospective consumers a reason to consider the brand later. The goal is accountable awareness—connecting these investments to observable changes in branded search, engaged site traffic, qualified opportunities, pipeline, and closed revenue.

When marketers can connect that upstream demand to downstream sales, the line between brand and performance begins to blur. Demand creation is no longer treated as a separate expense, and paid search is no longer judged only by the leads it captures at the end of the journey. Both contribute to the same growth system. That connection helps teams invest with more confidence, improve returns across the funnel, and continue growing after lower-funnel efficiency reaches its natural limit.

What this means for marketers: Plan demand creation and demand capture together. Define the downstream signals that will show whether earlier media increased the volume or quality of the opportunities that Search later converts.

Data Quality Sets the Ceiling for AI Performance

Google’s emphasis on building Data Strength was one of the most practical takeaways from the event. For lead gen advertisers, that means reliable sitewide tagging, connected first-party data, clear conversion definitions, and offline outcomes flowing back from the CRM. 

Ezra Sackett, Director of Paid Search, highlights why connecting those signals to business outcomes matters: “Marketing and finance haven’t spoken the same language for too long. Clicks, impressions, and even leads and CPL don’t make it to the board meetings. Google is making big investments in their data and bidding algorithms that more closely drive bottom-line revenue and profit. Google’s doing their part with improved infrastructure like Google Tag Gateway and Enhanced Conversions. Now it’s the advertisers’ turn to send back high-quality sales data to steer the algorithms to success.”

That responsibility extends beyond tracking the initial form submission. Qualified leads, sales accepted opportunities, closed sales, and revenue provide a better picture of value than lead volume alone. Once those stages are reliable, advertisers can assign values that reflect their relative business impact and use value-based bidding to prioritize the outcomes that matter most.

More data is not automatically better data. Duplicate leads, inconsistent CRM stages, missing source information, and long upload delays can teach automated bidding the wrong version of success. A simple, timely signal tied to a well-defined business outcome can be more useful than a large collection of events that the organization does not trust.

What this means for marketers: Treat measurement infrastructure as part of media strategy. Media, analytics, marketing operations, sales operations, and finance should align on the lead-stage definitions, values, and upload timing that connect campaign optimization to business performance before expanding automation.

Bidding and Coverage Should Follow Business Value

Google’s Rethink ROI framework encourages advertisers to align Smart Bidding with business goals, use AI-powered campaign types to expand coverage, and keep budgets flexible enough to capture profitable demand. For lead gen marketers, the order matters. Broader reach should follow a reliable definition of lead quality, not substitute for one. Manny Delamota, a Director of Paid Search at Monks, notes, “Search is evolving, and people are no longer just putting basic search queries that we can anticipate with an exact match or phrase match variation. They're having full-on conversations, and the best way to capture that intent will be through adopting a proper AI-powered campaign strategy.”

AI Max and Performance Max can identify relevant demand beyond a manually managed keyword set, while native lead formats can reduce friction for prospects who are ready to engage. That added reach can help programs scale, but it can also magnify weak conversion definitions. A campaign optimized toward every form fill may produce more activity without producing more pipeline.

Flexible budgets should follow the same principle. Teams need enough room to respond when the platform identifies profitable demand, but budget flexibility should remain grounded in marginal return, lead quality, sales capacity, and the brand’s financial goals. Removing an arbitrary daily constraint is useful only when the next dollar is still expected to create business value.

What this means for marketers: First establish a trustworthy downstream outcome. Next, align bidding to that value, test broader coverage, and use budget flexibility where incremental spend continues to produce qualified pipeline.

ROI Needs a Longer View

Immediate efficiency metrics remain useful, but they create blind spots when treated as the complete answer. A low cost per lead can look efficient even when those leads rarely qualify or progress. A campaign that introduces the brand may appear weak in a last click report while increasing the number of people who later search, return, and enter the sales process.

Google highlighted measurement capabilities intended to make those earlier influences more visible, including attributed brand searches, lead-to-sale journey mapping, geo experiments, and Qualified Future Conversions. These tools can help marketers build a stronger case for demand creation, but platform measurement should remain one input rather than the sole basis for investment decisions.

A broader ROI framework should combine platform performance with CRM outcomes and incremental measurement. Depending on the brand, that may include qualified opportunity rate, pipeline value, win rate, customer acquisition cost, closed revenue, assisted conversions, branded search, geo testing, or marketing mix modeling (MMM). The measurement window should reflect the actual sales cycle, even when it extends beyond a monthly or quarterly reporting period.

What this means for marketers: Give each data source a clear job. Use platform data to optimize campaigns, CRM data to judge lead quality and revenue, and incrementality or MMM to guide broader budget allocation.

Human Strategy Still Steers the System

As AI takes on more targeting, bidding, forecasting, and creative decisions, campaign setup becomes less of a differentiator. The advantage shifts to the inputs that require business judgment: defining a valuable customer, identifying the demand a brand should pursue, deciding which outcomes deserve more weight, and choosing the evidence needed to prove incremental growth.

This also changes the role of marketers and agency partners. The work extends beyond managing platform settings. Teams need to translate platform recommendations into business decisions, validate them against CRM and sales feedback, and recognize when an efficient looking outcome does not support the brand’s growth goals. An automated system can optimize efficiently toward a target without knowing whether the target itself is strategically sound.

What this means for marketers: Use AI to accelerate analysis and execution, while keeping people accountable for the strategy, guardrails, and business definition of success.

What Brands Should Do Next

1. Map the complete lead journey: Document the path from first engagement through qualification, opportunity, and closed revenue. Identify where lead status, source information, or value is lost.

2. Improve the feedback loop: Choose the deepest reliable outcome that can be sent back to the platform. Fix duplicate records, inconsistent stages, and upload delays before adding more signals.

3. Align bidding and budgets to value: Assign relative values to meaningful lead stages, then test value-based bidding and broader campaign coverage. Allow budgets to flex where incremental spend continues to generate qualified demand.

4. Protect investment in demand creation: Give mid and upper-funnel media enough time and investment to influence consideration. Agree on the downstream indicators and test design before judging performance.

5. Establish a measurement hierarchy: Use platform reporting, CRM outcomes, and independent measurement for the questions each can answer best. Set the evaluation window around the client’s real sales cycle.

While automating campaign decisions is a clear benefit, AI's true opportunity lies in connecting the system directly to how the business grows. When marketers can link upstream demand to qualified pipeline and closed sales, brand and performance investments can be evaluated as parts of the same journey. That is how teams improve returns without exhausting the demand they need for future growth.

At a glance:

Incorporating your own first‑party data with Marketing Mix Modelling (MMM) can make both sets of data far more useful and practical than when they are used in isolation. The combined data set enables marketers to measure customer lifetime value, tailor insights to different audiences, separate short‑term activation from long‑term brand impact and validate results with experiments. When integrated well, MMM enhanced by first-party data delivers more precise ROI measurement, better segmentation and LTV insights, improved long‑term impact assessment, and more direct activation.

Enable cohort and lifetime value measurement. 

Linking MMM results to customer cohorts turns marketing measurement from a short-term revenue uplift to a forward‑looking view of customer lifetime value. Rather than treating every conversion the same, cohort analysis groups customers by useful traits—for example, how they were acquired (paid search, social, referral), which campaign or creative they saw, the week they first engaged, or the product they bought first. 

These cohorts are then monitored for purchase history, retention patterns and other lifecycle behaviors. It is by following these groups that you convert short‑term sales lifts into projected lifetime value (LTV) and clearly see which marketing efforts are actually building lasting customer relationships.

Support audience‑level modelling and segmentation. 

Audience‑level modelling and segmentation transform MMM from a one‑size‑fits all budget allocation tool into a more nuanced decision system. By leveraging first-party attributes like demographics and churn risk, you can build a segmented MMM to measure how various groups respond to your media and messaging.

This matters, as aggregated findings can hide variation. An overall channel ROI can look attractive, while most of the incremental profit actually comes from a narrow, high‑value segment. 

Conversely, a channel that drives many low‑margin, one‑time buyers may inflate acquisition counts but reduce overall profitability. By modelling at the audience level, you quantify not just volume of incremental conversions but the quality (profitability, retention potential) of those conversions.

Improve long‑term measurement.

Owned data—like email open, loyalty program activity, app usage or brand tracker scores—adds a layer of behavioral context that raw sales and media‑spend data can’t provide. These signals reflect shifts in awareness, consideration and ongoing engagement that often precede sales by weeks or months. 

When you feed them into an MMM, it can become possible to detect customer intent that would otherwise be lumped in with short‑term promotional effects. For example, a sustained rise in loyalty program activity, or improved brand tracker sentiment following a brand campaign, is a strong indicator that future purchase probability has increased, even if immediate conversions remain muted.

Bringing owned metrics into the model therefore helps separate activation from brand building and gives you a clearer view of long‑tail impacts. Instead of attributing delayed sales solely to the most recent tactical spend, the MMM can assign appropriate credit to earlier brand investments that moved customers along the funnel. 

The result is more accurate measurement, better forecasts of future returns, and a stronger business case for investing in brand and retention activities alongside short‑term activation. 

Enable better experimental design and validation. 

Use first‑party data to run and measure experiments (holdouts, geo tests, A/B tests) and feed the results into the MMM as truth or priors. This strengthens causal inference and calibrates model estimates against observed incrementality.

Using first‑party data to design and measure experiments dramatically strengthens your ability to prove what really is moving your KPIs.  With customer and behavioral data, you can undertake holdouts, geo tests and randomized A/B tests on well‑defined cohorts to measure true incremental lift, and then feed those experimental results back into the MMM.

That data can be used as validation points or as Bayesian priors to nudge the model results toward observed causality, reducing reliance on purely observational correlations.

However, the loop goes both ways. The MMM analysis can help prioritize which experiments to run (which channels, segments, or messages look most promising or uncertain). Together they create a virtuous cycle—cleaner causal inference, more trustworthy ROI estimates, faster learning, and better allocation decisions—all while leveraging the identity and engagement signals you already own.

Drive operationalization and activation.

When your MMM uses first‑party signals, its recommendations become more tailored to your business and more actions focused. Instead of saying “spend more on channel X,” the model can suggest which exact customer groups to target or pause, what messages to send, and where to reallocate budget for the biggest incremental impact. 

Those audience‑level suggestions can be pushed straight into your owned channels—email campaigns, app pushes, CRM journeys or loyalty offers—so the right people get the right message at the right time.

That also lets you close the loop. Measure how those actions change behavior, feed the results back into the model, and keep refining both the measurement and the activation rules. This will enable you to make quicker decisions, waste less spend, and build marketing that actually follows through on what the data tells you. 

Get the most out of your first party MMM integrations. 

To maximize the value of your analysis, follow these key steps to ensure your first-party data is MMM-ready.

• Invest in data plumbing and governance. Clean, consistent data is the foundation. Standardize taxonomies (channels, campaigns, creatives), enforce naming rules and put quality checks in place so everyone uses the same definitions.
• Map the customer journey. Link CRM records and purchase histories back to media exposures wherever possible. Knowing which touchpoints led to a sale makes cohort and LTV analysis much more accurate.
• Combine MMM with cohort LTV and survival analysis. Use MMM to estimate short‑term lift, then apply cohort retention and repeat‑purchase models to project lifetime returns and true acquisition value.
• Use hybrid measurement. Complement MMM with experiments and uplift tests on first‑party cohorts to validate and refine model outputs. Experiments provide validation and calibration points for your models, building trust and confidence in its findings.

Build modular models that support audience‑level or channel‑level sub-models so recommendations can be operationalized quickly into owned channels.

In summary, integrating first-party and owned data significantly enhances your MMM. By incorporating these datasets thoughtfully, you can achieve more precise ROI measurement, deeper LTV insights, and more direct activation—all while maintaining a privacy-safe framework. 

In an industry defined by rapid change, the conversations at Advertising Week NY provided a clear and urgent playbook for marketers. This recap moves beyond the theoretical buzz to offer a practical blueprint for how to re-architect your marketing model for a real-time, AI-powered world. Here’s what’s covered:

• Re-engineering the creative model is no longer optional. Brands must move from a linear supply chain to a fluid, interconnected ecosystem that leverages AI for speed, scale and personalization.
• ROI must be framed in the language of business value. The pressure is on to move beyond last-touch attribution and embrace holistic measurement models that connect marketing efforts directly to pipeline and revenue.
• True relevance requires an infrastructure built for speed. Building a real-time brand is less about reacting to trends and more about proactively creating an agile system of people, processes and technology that can act on cultural insights immediately.

This year, from the sessions we hosted to the conversations we joined, a clear theme of pragmatism took center stage. Conversations moved beyond the theoretical promise of new technologies to confront the practical challenges of execution: how brands can fundamentally re-architect their organizations to make real-time, AI-powered marketing a reality. The week’s discussions provided a practical blueprint for modern marketing, one centered on reimagining creative models, redefining value and building true organizational agility.

The AI mandate calls for a re-engineering of the creative supply chain.

For years, brands have operated on a linear creative supply chain: brief, ideate, produce, distribute. The consensus from Advertising Week NY is that this model is no longer fit for purpose. In an AI-powered world, the goal now is to transform the old assembly line into a fluid, interconnected ecosystem. This requires a foundational shift in thinking, moving away from rigid processes and toward agile, tech-enabled partnerships that can unify disparate teams and technologies under a single, strategic vision.

This pivot is precisely the kind of transformation Monks is undergoing with clients like General Motors. During the “Under the Hood on the New Marketing Creative Model” session, our Global Chief Client Officer, Deborah Heslip, spoke alongside General Motors Executive Director of Global Marketing Excellence, Molly Peck, to discuss the new strategies and partnerships required to thrive in this new era. The ultimate aim is a powerhouse that moves at the speed of the market. “It’s bringing everything together... what does marketing look like in the 21st century as a brand?” Peck said of the early stages of General Motors’ transformation.

This sentiment was echoed in “The AI Horizon: Shaping the Future of Work” panel at the Female Quotient Lounge, which explored how emerging AI applications will revolutionize customer experiences. Unlocking this technological promise demands a profound cultural shift. For marketing teams wondering where to begin, the answer lies in education and experimentation. The first practical step is creating a culture of learning through consistent internal education—like weekly sessions on the latest tools—and empowering teams to start asking creative questions. Fostering the curiosity to ask, “I wonder if AI could do this?” one way to kick off such initiatives. This can be as simple as using generative AI for low-risk creative tasks like brainstorming copy variations, creating image storyboards or generating mood boards to test the waters and build confidence.

Brands must move from vanity metrics to clear business value.

Alongside the push for operational transformation is a renewed, intensified pressure to prove its value. The need to connect marketing efforts to tangible business outcomes has never been greater, and the session “The ROI Revolution: Moving B2B Marketing from Vanity to Value” highlighted a key challenge: traditional attribution models, often built for B2C, simply miss the mark in today's complex buying journeys, which involve multiple stakeholders and touchpoints over extended periods.

The solution lies in moving beyond vanity metrics and last-touch attribution. Marketers must learn to speak the language of the C-suite. As Jae Oh, Director of Product Management at LinkedIn, noted, sales team doesn’t care about CPCs; they care about pipeline and revenue. “Your job is not to prove that marketing is working. Your job is to make it better.” This means embracing a more holistic view of measurement and getting marketing and sales to the same table, armed with the same data and rowing in the same direction.

This need for a more sophisticated measurement mindset was also the focus of a TikTok Luncheon on media mix modeling (MMM). The session reinforced that in a fragmented media landscape, relying on last-click attribution results in a fundamentally flawed view of media effectiveness. For marketers looking for the catalyst to bring to their CFO, the discussion provided a powerful example: one study found that TikTok captures 23x higher return on ad spend (ROAS) in media mix modeling versus last-click attribution. This is the kind of business-focused data that can justify a pilot project to quantify how much value a company’s current measurement model is leaving on the table, reframing the conversation from marketing metrics to business impact.

The push to operate in real time starts with building speed, strategy and smarter spend.

If AI provides the engine for transformation and ROI provides the map, then real-time agility is the vehicle that drives it forward. Building a real-time brand requires constructing an entire system that allows a brand to be truly relevant in the moments that matter.

The panel “When Imagination Meets Intelligence: Building Real-Time Brands with Data-Driven Precision” explored how to bridge the gap between creative storytelling and media effectiveness by emphasizing a test-and-learn methodology. The key is to design multi-dimensional creative systems that can be adapted and optimized on the fly, implementing real-time feedback loops that fuel both short-term performance and long-term brand growth.

Perhaps no group embodies this fusion of art and science better than today’s creator class. As Ronan O’Mahony, Senior Director of Brand & Advertising at T-Mobile, told our Head of NAMER, James Stephens, in one session, “You get on a phone with one [creator] and they will tell you, ‘What works for me is this, and here's what I see in my results, and here's how I think about that.’” This reality calls for a new collaboration model where creators are treated as strategic partners. Their value extends beyond content creation; they are a live feedback loop. For example, if a creator’s audience is consistently asking for a specific product feature, a real-time brand can use that insight to immediately inform a flash sale, test a limited-edition run or feed the data directly to the product team for the next iteration, turning cultural insights into business action.

Achieving this agility demands a specific organizational infrastructure and mindset, supported by technology. The “Anatomy of a Real-Time Brand” session tackled this topic head-on off-site at Adweek House, where leaders discussed how to equip their teams with the tools, data and—crucially—the risk tolerance needed to act on cultural moments immediately. This focus on proactive strategy was also central to the “Holiday 2025: Winning the Season with Strategy, Speed & Smarter Spend” discussion, where panelists emphasized a forward-looking approach. The goal is to create “seasons defined not by bigger budgets, but by smarter and more inspired marketing,” said Aisuluu Eralieva, AVP Data Driven Experiences & Audience Strategy, Consumer Products, at L’Oreal, ensuring that a brand is actively shaping the conversation.

Advertising Week NY culminated in a clear call to action.

The throughline connecting every major conversation at Advertising Week NY was clear: the modern marketing organization must be built for change. This transformation represents an immediate imperative, built on a holistic culture of innovation that seamlessly integrates AI into creative processes, measures success in terms of business value and operates with the speed and agility of a real-time brand. Advertising Week provided the forum and the focus; now, the work of putting that playbook into action begins.