Dunder Mifflin, Scranton branch · Something Aptic noticed, worked into a planHour {hour} of {hours} · {shown} of {total} stepsHour {hour}Step {n}Nobody asked. {questions} questions followed. {findings} findings. One plan, in {hours} hours.During its daily check of the numbers, Aptic noticed something nobody had asked about: 31% more people asked for a quote this month, but no more of them became regular customers. Our consultants and AI agents followed every clue in the records: where the quote requests came from, what each kind of customer earns, and whether the delivery vans had room for more. Ideas that did not hold up were set aside. The rest came together into one answer and a plan, checked by a consultant before it reached the owner: the budget to move, a new page ready to publish, what to watch, and how to undo it.New questions started here.Used what we learned in {names}.Checked by a consultant.How we got hereHow we got here · {steps} stepsClearMove through the runThe plan · Hour 6Move $1,200 a month to ads for bulk paper, with a new page for business customers ready to publish. What Aptic noticed What Aptic noticed Noticed during the daily check of the numbers: 31% more people asked for a quote this month, but no more of them became regular customers. Nobody had asked about it yet.Decided what success means here: more regular business customers each month, not more quote requests.Gathered the last 90 days of ads, website visits, sales, accounting, and deliveries.Checkpoint: almost all the new quote requests come from one ad, and very few of them become customers.Checkpoint: every $1 spent on that ad brings back 46 cents of profit. Every $1 spent on ads for bulk paper brings back $3.73.Checkpoint: the delivery vans have room for about 10 more regular customers.A consultant checked every finding and the numbers behind the plan, and asked for one more risk to be spelled out: people searching for Dunder Mifflin by name.The answer: one broad ad brings in people who want a single box of paper, once. Delivering it costs more than it earns, and they rarely come back. That is why quote requests went up and regular customers did not.The plan, sent to the owner: move $1,200 a month from the broad ad to ads for bulk paper, keep the broad ad running at a lower budget so people searching for Dunder Mifflin by name still find it, and send broad searches to a new page for business customers, ready to publish. Expected: about 9 more regular customers in three months, with room on the vans. It says what to watch and how to undo it. Where quote requests come from Marketing Sorted the 208 new quote requests by the ad or page they came from.Found 168 of the 208 came from one broad ad for “office supplies”.Compared with last quarter: requests from that ad are up 64%, and requests for bulk paper did not change.Checked the counts against the website’s quote form, so nothing was counted twice. What people searched for Marketing Grouped 1,140 searches by what people were looking for.Found the most common searches were “cheap printer paper” and “office supplies near me”.Set aside 40 searches with too few visits to tell anything.Found 22% of the ad’s visitors had searched for Dunder Mifflin by name. What visitors see on the website Website Followed visitors from the ad through the website.Found they land on the home page and ask the price of a single box.Found the page for business customers is two clicks away, and only 4% of these visitors reach it.Found the quote form asks nine questions, and most people on a phone give up at the fourth. Which requests became customers Sales Matched every quote request to the sales records.Found 12 of the 168 people from the broad ad became regular customers, against 14 of the 40 who asked about bulk paper.Took out 9 requests from existing customers reordering. The gap stays the same.Found bulk paper customers place a first order within 6 days; the others take 19. What the sales team hears Sales Read 85 notes from sales calls in the last 30 days.Found most callers from the broad ad want one or two boxes, delivered once.Estimated the sales team spends about 6 hours a week on these calls.Asked the sales team which callers become regular customers. Their answer: offices with five or more people. What each customer earns Finance Worked out the profit from each kind of customer, after every cost.Found a one-box order loses $3.20 once delivery is paid.Found every $1 spent on the broad ad brings back 46 cents of profit.Found every $1 spent on bulk paper ads brings back $3.73.Checked both numbers against March’s accounting records. What delivery costs Operations Pulled the delivery costs for 1,300 orders.Found every delivery costs about $14, however small the order.Found orders under $40 are 31% of all deliveries. How long customers stay Finance Measured how long new customers keep ordering.Found bulk paper customers reorder every six weeks and stay about 11 months.Found most customers from the broad ad order once and never again. Room on the delivery vans Operations Pulled the delivery schedule for the next four weeks.Found the vans are 78% booked next month.Found Thursdays are nearly full at 92%; Mondays and Tuesdays have the most room.Worked out room for about 10 more regular customers without adding a route, and confirmed it with the warehouse. Paper in stock Operations Checked paper stock and how long the mill takes to deliver.Found the mill’s nine-day delivery time can cover 10 more customers.Flagged a price rise on cardstock coming in May, to look at later. What competitors charge Strategy Checked competitors’ prices on the 20 best-selling items.Found a big-box store sells single boxes 18% cheaper.Found no one nearby offers next-day bulk delivery with a named contact.Concluded that selling single boxes is a price fight not worth having. What customers say Marketing Read 340 customer reviews for what comes up again and again.Found reviews praise fast delivery and a named contact more often than price.Picked three review quotes for the business customers page, with the customers’ permission. The options Strategy Listed the options: stop the broad ad, move its budget, or change where it sends people.Set aside stopping the ad completely: people searching for Dunder Mifflin by name would no longer find it.Compared the options on profit, new customers, and risk.Chose: move $1,200 a month to bulk paper ads, keep the broad ad at a lower budget for people searching by name, and fix the page people land on. What to expect Finance Estimated new customers for each option over the next three months.Found moving $1,200 a month should bring about 9 more regular customers, with room on the vans.Tested the method on last spring: what actually happened fell inside the estimate. What could go wrong Strategy Listed the risks: people searching by name, slow seasons, and supplier prices.Kept the broad ad running at a lower budget, so people searching for Dunder Mifflin by name still find the site.Wrote down how to undo the change: put the old budgets back in one step. A page for business customers Website Drafted a page for business customers, for people arriving from broad searches.Cut the quote form from nine questions to four.Added the review quotes and the next-day delivery promise.Got the page ready to publish as soon as the owner says go. Effect on cash Finance Checked the effect on cash: total ad spending stays the same.Found no change to the tightest week for cash, week nine. What to watch next Operations Chose what to watch: new regular customers, profit per $1 of ads, and Thursday deliveries.Planned a review with a consultant two weeks after the change starts. NoticedCheckedFoundReviewedConcludedPresentedVerifiedSet asideAskedFlaggedReady