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PROJECT 12Intermediate

Lead Conversion Analysis

Business scenario

Orion Telecom's sales director wants to reallocate call-centre capacity to the lead sources that convert best.

Problem statement

Compute conversion rates correctly (cohort-based), compare sources with confidence intervals, and recommend reallocation.

Learning objectives

  • Distinguish cohort conversion rate from period ratios
  • Compare rates with confidence intervals
  • Translate rate differences into capacity decisions

Instructions

Cohort conversion = leads created in a month that ever converted ÷ leads created in that month. Exclude the most recent month if its leads have not had time to convert (explain why). Use a 95% confidence interval for proportions.

Tasks

  1. Cohort conversion by month and by source.
  2. 95% CI per source; which differences are reliable?
  3. Conversion by lead_score band within source.
  4. Expected conversions if 20% of capacity moves from the worst to the best source.
  5. Memo with recommendation and risks.

Deliverables

  • Analysis file
  • Memo

Evaluation rubric

CriterionWeightExcellentProficientDevelopingInsufficient
Correct metric definition20%Cohort method used; censoring handled.Correct and complete with minor gaps in rigour or presentation.Partly correct; important steps missing, unvalidated or unclear.Missing, incorrect, or not supported by the data.
Statistical comparison20%Intervals correct and interpreted.Correct and complete with minor gaps in rigour or presentation.Partly correct; important steps missing, unvalidated or unclear.Missing, incorrect, or not supported by the data.
Data preparation & validation20%Correct filters and grain; validation checks documented and totals reconciled.Correct and complete with minor gaps in rigour or presentation.Partly correct; important steps missing, unvalidated or unclear.Missing, incorrect, or not supported by the data.
Interpretation & recommendations25%Clear, quantified conclusions tied to the business question, with limitations stated.Correct and complete with minor gaps in rigour or presentation.Partly correct; important steps missing, unvalidated or unclear.Missing, incorrect, or not supported by the data.
Presentation15%Concise, well-labelled outputs a manager can act on without explanation.Correct and complete with minor gaps in rigour or presentation.Partly correct; important steps missing, unvalidated or unclear.Missing, incorrect, or not supported by the data.