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When artificial intelligence reinvents the engagement game: An economic transformation through data-driven interaction

Hundreds of billions of dollars are invested annually in marketing technology in the digital economy, yet a shocking truth pervades the boardroom: hardly any company can quantify the actual return on investment (ROI) of these expenditures. This is not a minor oversight, but rather a symptom of a profound crisis. Modern marketing is trapped in a paradox: companies are drowning in a sea of ​​an average of 130 different software tools, almost half of which, according to Gartner, remain unused—a digital paralysis that devours budgets without creating measurable value. The old belief that more technology automatically leads to more growth has proven to be a costly mistake.

But while many are still trying to tame this technological chaos, a quiet revolution is taking place in the background, fundamentally changing the rules of the game. The focus is shifting away from the mere accumulation of tools toward the only currency that truly matters: human attention and interaction. It's an economic truth—the longer a user stays on a page, the higher the advertising revenue for publishers and the more likely a purchase is for online shops. High bounce rates are not just a metric, but an economic drain that costs revenue daily.

This is precisely where a new approach comes in, driven by two powerful forces: artificial intelligence and gamification. Instead of boring users with static content, they are actively engaged through AI-generated, interactive games and quizzes. These playful elements are more than just entertainment; they are precisely calibrated machines for increasing dwell time, collecting valuable customer data (zero-party data), and significantly boosting conversion rates. This article delves deep into this economic transformation, exposes the inefficiencies of the current martech stack, and shows how companies like Plaros are leveraging the psychology of play to generate active, measurable, and profitable revenue from passive traffic.

The silent disruption of attention monetization and conversion machines

The digital economy is undergoing a largely unnoticed but fundamental structural transformation. While companies worldwide are increasing their marketing technology investments, having already spent $215 billion in 2024, a crucial finding from research by McKinsey and other leading institutions is doubling down: simply investing in technology does not lead to measurable returns. Of 233 senior marketing and technology executives surveyed in a comprehensive study, not a single one could quantify the actual return on investment of their marketing technology investments. This embarrassing inability is not trivial, but symptomatic of a profound crisis: the economic relationship between invested technology and generated business results is completely fragmented in most organizations.

The economic landscape of digital marketing is characterized by a paradoxical anomaly. The average company currently uses 130 different marketing technology tools, yet 44 percent of this licensed software is either not used at all or only minimally. This means that for every dollar invested, at least 44 cents are flowing into dormant infrastructure without ever generating any business value. Martech complexity has become a cost factor, consuming between 20 and 40 percent of IT budgets solely for managing technical debt, integration issues, and interface clutter. This systemic dysfunction explains why Gartner documented that the adoption rate of martech capabilities collapsed from 58 percent in 2020 to 33 percent in 2025. Companies are buying themselves into paralysis.

The deeper economic error lies in the conceptual confusion between means and ends. Marketing technology has long been treated as an end in itself, as if the mere accumulation of tools would lead to automatic growth. The brutal reality is different: technology is merely the enabler, not the engine. The engine is the psychological and behavioral dynamic between people and the medium. This is where a fundamental market shift occurs, manifested through the economically precise analysis of engagement economics.

The economic anatomy of attention use and its monetization mechanisms

The foundation of the new digital economy rests on a simple equation: time spent on a page multiplied by the number of ad impressions per minute multiplied by the average CPM equals advertising revenue. This formula is deceptively simple, but its economic logic is ironclad. A publisher whose visitors spend an average of two minutes on a page systematically earns less than one whose visitors stay for five minutes. This isn't just a matter of impressions: it's a matter of algorithmic evaluation. When visitors stay longer, platform algorithms interpret this as a signal of high content quality and reward it with better rankings and higher CPMs. Therefore, dwell time is not just an engagement metric, but a direct lever for monetization power.

The bounce rate, the percentage of users who leave a page after just a few seconds, represents a direct economic loss. An average website bounce rate of 70 percent means, economically speaking, that seven out of ten visitors generate no valuable data points, leave no lead information, and don't consume any advertising impressions with measurable viewability. For an online retailer with 50,000 monthly visitors and a conservative conversion rate of three percent, reducing the bounce rate from 70 to 50 percent mechanically translates to 10,000 additional qualified leads per month. Realistically, this results in several hundred additional sales per month, which, with average order values, quickly translates into six-figure additional annual revenue.

This economic structure is dramatically amplified by concentration effects. Google, Meta, Amazon, and YouTube together control at least 60 percent of the global digital advertising market. In 2024, Google generated $307.4 billion in advertising revenue, while Meta added another $131.95 billion. This market concentration creates a structural asymmetry: While the platforms depend on millions of publishers and e-commerce providers and can exploit this dependency, publishers and e-commerce operators have no bargaining power whatsoever. Google can unilaterally change algorithms, reducing traffic by 50 percent overnight. Meta can systematically bring reach under the control of advertising budgets. These platforms are not services, but increasingly economic predators that change the rules as soon as publishers or providers begin to use their systems profitably.

The answer to this structural precariousness lies in the targeted extension of user engagement time and the maximization of ad viewability. For publishers, an economically precise strategy presents itself: the integration of interactive elements that utilize gamification to increase average dwell time. This strategy works because it activates fundamental psychological mechanisms that go far beyond superficial engagement. Humans are evolutionarily programmed for game mechanics, progress visualizations, reward systems, and social comparisons. These psychological anchors activate the brain's dopaminergic reward circuitry, leading people to interact for longer than is rationally justified.

Plaros: The technological manifestation of a new engagement architecture

Plaros embodies a precise economic innovation within this context. The platform solves a specific, highly economic problem: how to transform a publisher's or e-commerce provider's existing content base into monetizable interaction time without requiring massive investments in new content creation. The platform uses AI technology to automatically generate interactive games from existing content, which are integrated into the existing content flow in a carousel format.

The measurable economic impact of this innovation is significant. A case study with the large content network Content Media revealed that Plaros achieved the following performance metrics: an increase in the average session duration for visitors interacting with Plaros games, which mechanically led to a dramatic increase in the total number of ad impressions. These additional impressions were monetized by the publisher, resulting in a measurable 15 percent increase in total ad revenue. This result was achieved without any changes to the editorial content itself. This is economically remarkable: the publisher generated more revenue from identical traffic, solely through optimization of the user journey structure.

The economic logic behind this is precise. Ad networks use several variables when setting prices. The most obvious is volume: How many impressions are available? But beneath that lies quality: How attractive is the inventory for advertisers? And behind that is the technical metric of viewability, meaning the proportion of ads that are actually viewed by real users for a sufficient duration. A publisher who extends session duration signals several positive data points to algorithms: The content is engaging enough to retain users, the user experience is high-quality enough that people don't immediately abandon the page, and the chance of viewability is higher because more time is available for ad consumption.

Plaros' second mechanism for targeting e-commerce providers involves collecting zero-party data during gameplay. The user plays a quiz or game generated from the e-commerce provider's product catalog data. During gameplay, the user answers questions that systematically reveal their product preferences. The e-commerce provider captures this consciously shared preference information directly from the user, without using questionable data sources or third-party cookies. This zero-party data is economically valuable because it correlates with 76 to 85 percent of online users who explicitly state that they want to receive personalized content and product recommendations based on consciously shared preferences.

The economic effects on e-commerce conversion are also highly measurable. Plaros advertises 20 percent higher conversion rates and 60 percent higher lead capture rates than standard e-commerce experiences. This figure is consistent with other gamification studies showing that interactive, game-based quizzes lead to 83 percent higher lead generation than traditional gated white papers. The psychological mechanism is clear: A user who completes a product quiz has already cognitively invested in the brand and signaled that they might be ready to buy within the product category. This transforms the average e-commerce conversion rate of 2 to 4 percent into something potentially higher.

The structural fragmentation of marketing technology and the role of synthetic convergence

The central strategic problem in modern marketing economics is not a lack of technology, but an overabundance of unintegrated, redundant systems. An average company today uses 130 different tools. A large multinational corporation may operate 200 or more tools, many with overlapping functionalities. This fragmented architecture creates several economic pathologies simultaneously.

First, massive integration costs arise. Every tool must communicate with others, data must be kept consistent, and training must be conducted for each new system. In a well-known case study, IBM consolidated over 40 marketing solutions onto five modern platforms and realized cost savings of $120 million. Lenovo saved $11 million per year by consolidating just three marketing systems onto a single platform. These figures illustrate not only cost reduction but also the economic losses caused by fragmentation, which usually go unnoticed because they are hidden in a thousand small inefficiencies.

Secondly, a fundamental data governance problem arises. When 130 different tools operate in silos, there is no single source of truth. The marketing team sees one metric in Google Analytics, sales sees another in Salesforce, and the CMO executives see yet another in their business intelligence system. This data fragmentation leads to flawed strategic decisions. When no one trusts the numbers, budget decisions become political rather than data-driven. McKinsey documented that companies with fragmented martech stacks achieve 36 percent less efficient marketing ROI than those with a consolidated stack.

Third, the burden of talent retention is considerable. Modern marketing professionals are under extreme cognitive strain. They not only have to do good marketing, but also function as amateur data analysts and systems integration specialists. Burnout rates in marketing departments are measurably higher than in other functions. Better technology does not lead to relief, but to additional complexity.

The economically viable alternative that is beginning to gain traction is a kind of synthetic convergence: instead of consolidating all tools, select those that truly work together through API integration capabilities and eliminate all the others. Plaros, as a solution for the specific use case of engagement optimization and lead generation, fits into this new architecture because it isn't added to the existing hundred tools, but can replace several of them. A game carousel system can simultaneously fulfill the functionality of lead generation tools, engagement analytics tools, and even certain CRM functions. This is economically powerful because it reduces redundancy, not increases it.

The global market context of gamification and the value creation dynamics

The global gamification market is experiencing exponential growth. While various market research firms project different absolute figures, the growth dynamics are consistent. The more conservative estimate sees the market grow from $15.43 billion in 2025 to $48.72 billion by 2029, implying a compound annual growth rate (CAGR) of 12.9 percent. More aggressive scenarios project growth to as much as $95 billion by 2031, representing a CAGR of 26.5 percent. This range reflects uncertainty regarding adoption speed, but not regarding the underlying trend.

Gamification growth is not evenly distributed across industries. Retail leads with 28.6 percent of the global gamification market, followed by the education sector with 27.5 percent. The e-commerce sub-segment of retail is growing at a CAGR of 27.4 percent, significantly faster than the overall market. This reflects the fundamental insight that e-commerce as a category is less a retail problem than an engagement and conversion problem. The average e-commerce site converts 2 to 4 percent of its visitors. For 96 to 98 percent of traffic and the associated acquisition spending, no revenue is generated. Gamification in e-commerce directly addresses this economic pressure.

The integration of gamification into businesses reveals another growth pattern. Seventy percent of Fortune 2000 companies already use gamification in some form. This demonstrates that gamification is no longer an experimental "nice-to-have," but an established management practice. However, the growth is accelerating not in adoption, but in sophistication. Companies are no longer simply experimenting with gamification, but strategically integrating it into their engagement architecture. This is a classic pattern of a maturing market: penetration growth slows, but the value per adoption grows faster.

The combination of gamification and artificial intelligence is a highly potent one. AI enables the real-time adaptation of gamification elements to individual user profiles. A quiz game can dynamically adjust its difficulty, question type, and even rewards to user behavior. This leads to a psychological phenomenon called flow state: The user reaches a state of emotional and cognitive alignment with the task, where the challenge perfectly matches the user's abilities. Users in flow state don't drop out of the system but stay longer and are more engaged. McKinsey documented that AI-driven gamification leads to 300 percent greater improvements in employee performance than non-AI gamification.

Innovative AI-supported platform for gamification elements to create interactive, playful elements from existing content - Image: Xpert.Digital

💹 Innovative AI-powered platform for gamification elements to create interactive, playful elements from existing content.

➡️ Core functions of the platform

Plaros' AI automatically analyzes existing website content and understands its context to generate contextual games and challenges. Instead of using generic quiz templates, the platform creates customized interactive elements tailored directly to the content in question.

➡️ Examples of application

• Transforming an “About Us” page into an interactive timeline quiz about company milestones
• Transforming product catalogs into “Product Discovery Quizzes” for personalized recommendations
• Creating spin-to-win discount games for e-commerce stores

➡️ Benefits for companies

• Increased user engagement metrics
• Longer dwell times on websites
• Improved lead generation through interactive forms
• Stronger customer loyalty through personalized experiences
• Measurable increase in conversion rates

More about it here:

• AI-powered gamification platform for interactive content

Psychological mechanisms and their economic manifestation

The deeper reason why gamification works lies not in superficial game mechanics, but in the activation of fundamental psychological drives. The so-called self-determination theory from motivational research describes three fundamental human psychological needs: autonomy, competence, and belonging. Gamification addresses all three areas. Autonomy is addressed through the user's freedom to determine their own game pace. Competence is served through the use of levels, progress indicators, and achievable challenges. Belonging is realized through leaderboards, comparisons with other players, and social elements.

The economic consequences of this psychological activation are measurable. The so-called choice overload problem, documented in economics research, shows that consumers in e-commerce environments are paralyzed by too many options. Typically, 50 to 70 percent of users who enter an e-commerce system without making a purchase become paralyzed. A product discovery quiz generated by Plaros reduces this choice paralysis through a structured dialogue. The user answers three to five questions about their needs, and the system then recommends specific products. This structure dramatically reduces the psychological complexity of the decision. B2B analysis shows that 81 percent of B2B buyers prefer interactive content to traditional marketing materials. Conversion rates for product discovery quizzes reach 70 percent of quiz starters, compared to 36 percent for control groups without a quiz.

Engagement duration is also a psychological endogeneity factor. The longer a user is engaged with a system, the more cognitively they invest in it. This leads to a psychological phenomenon called the sunk cost fallacy. A user who has played a quiz for five minutes will be psychologically more motivated to make the purchase to justify their time investment. This isn't rational, but it's predictably human. Publishers have long understood that longer articles lead to more ad clicks, not just because there are more ads, but because the user is more psychologically engaged.

Zero-party data as a competitive differentiator and structural imperative

The landscape of digital data usage is undergoing a transformation. Third-party cookies, which for a long time formed the technical basis for targeting and personalization, are being systematically phased out by Google in Chrome and other browsers. This change is driven by regulatory requirements, but also makes economic sense, because third-party cookies are completely transparent and cognitively painful for consumers. The GDPR and the Californian CCPA have codified these transparency requirements in law.

The economic consequence is a forced migration to first-party and zero-party data models. First-party data is information that a company collects through its direct interactions with users on its own properties. Zero-party data is information that users consciously and voluntarily share because they see a direct benefit. A product discovery quiz is a typical zero-party data system: The user shares product preferences because they receive a personalized product recommendation.

The economic difference between third-party, first-party, and zero-party data is enormous. Third-party cookies offer limited targeting accuracy and are gradually disappearing. First-party data enables better targeting, but only if the user has already visited the website. Zero-party data allows for precise, consent-based targeting because the user has explicitly communicated their needs. Marketers report that zero-party data-based campaigns lead to 76 to 85 percent higher conversion rates than third-party targeting. This is economically transformative.

Plaros' integration of gamification with zero-party data collection addresses precisely this structural shift. An e-commerce provider using Plaros can leverage existing product categories and attributes to automatically generate quizzes that guide users and collect preference data. This is GDPR-compliant, psychologically valuable for the user, and highly efficient for the provider. It solves several problems simultaneously: it improves the user experience through personalization, enables better targeting without third-party cookies, and increases engagement duration and thus conversion rates.

The monetization logic for publishers and content networks

The publishing sector is under extreme economic pressure. Media sales prices have fallen in real terms (adjusted for inflation), CPMs are under pressure, and audience migration to social media and other platforms is proving difficult. The average publisher views organic traffic from Google searches as uncertain because Google continuously curates its search experience through generative AI summaries and answer boxes. It is predicted that Google's search generative experience (SGE) could cannibalize up to 64 percent of organic traffic to e-commerce websites because users receive answers directly within the search engine without clicking on individual websites.

For publishers, the economically rational strategy is to increase session duration. Higher session duration leads to more pages per session, which means more ad impressions. More ad impressions lead to higher CPM pressure in the programmatic market, and longer sessions signal quality to algorithms, resulting in better SEO rankings. A publisher who increases their average session duration by three minutes (from, say, two to five minutes) using Plaros realizes three effects: First, the number of impressions doubles for the same number of visitors. Second, CPMs typically increase by 15 to 30 percent due to the improved signal quality. Third, SEO rankings improve because the session duration signals to Google are positive. This combination easily leads to a 30 to 50 percent increase in overall revenue for the same traffic.

Header bidding and modern programmatic technology are also economic levers that publishers can use. Header bidding, a technology that bids on all demand partners simultaneously for impressions instead of sequentially, typically increases CPMs by 30 to 50 percent. But the true economic leverage lies in the combination: Higher session duration plus better ad technology plus better demand partner selection forms a convergent system that is economically exponential, not linear.

The strategy of demand partner selection is often underestimated. A large gaming publisher differs fundamentally from an education publisher in economic terms. A gaming publisher should have partners with strong relationships with gaming advertisers, while an education publisher needs partners with EdTech advertiser contacts. Generic maximization of demand partners leads to latency problems and declining fill rates, not to higher CPMs. A modern publisher treats its demand partner strategy as a strategic asset, not an optional add-on.

E-commerce-specific economics and the conversion crisis

The e-commerce sector is in a state of chronic conversion crisis. The average e-commerce conversion rate is between 2 and 4 percent, meaning that the economic pressure on customer acquisition costs and customer lifetime value is already approaching psychological limits. The average shopping cart abandonment rate is over 70 percent, meaning that seven out of ten consumers who identify products and add them to their cart don't buy them. McKinsey documented that 48 percent of these abandonments are triggered by unexpected additional costs, but the majority are psychological in nature: users are unsure if it's the right product, they doubt the brand, or they are overwhelmed by too many options.

Plaros' e-commerce solution addresses precisely this critical point. A product discovery quiz not only reduces choice paralysis, but also legitimizes product recommendations. A user who is told by a quiz system, "Based on your answers, we recommend product X," psychologically relies more on the legitimacy of this recommendation than if an algorithm recommended it, or if they had to search for it themselves. This is psychologically measurable: B2B analytics show 20 to 30 percent higher conversion rates with quizzes.

The average order value (AOV) is also typically increased through gamification. A user who has been guided interactively through their optimal product is psychologically more satisfied with the purchase and less inclined to buy "cheaper versions" of the product. This leads to a higher AOV. If an e-commerce site with 50,000 monthly visitors increases its conversion rate from 3 to 3.6 percent (a 20 percent lift) and simultaneously increases the AOV by 10 percent, this results in:

– Additional conversions: 300 more sales per month
– AOV effect: 10 percent higher revenue per sale
– Annual effect with an average AOV of 100 euros: 4,320 euros x 12 = approximately 52,000 euros additional annual revenue

For smaller e-commerce businesses, this can mean between 20 and 30 percent growth in total revenue without additional traffic acquisition.

The limits of automation and the ROI measurement problem

Despite these impressive figures, a fundamental measurement problem remains. McKinsey documents that only one percent of companies that have invested in generative AI have fully recouped their investment. This statistic is not specific to Plaros, but rather points to a more general problem: the complexity of measuring the ROI of AI and marketing technologies.

The problem has several dimensions. First, there's attribution confusion. If an e-commerce site increases its conversion rate, is it because of the quiz, or is it due to concurrent SEO improvements, or is it due to a parallel advertising campaign? Multivariate attribution models can help, but they are complex and require significant analytical capacity. Many organizations lack the internal expertise to implement them correctly.

Secondly, the sunk cost fallacy also exists on the investment side. Companies that have invested €200,000 in a gamification system are emotionally invested in the idea that it must work and may unconsciously introduce data selection bias. They count success stories, but not the cases where the system did not deliver the expected result.

Third, the measurement granularity is often too crude. A publisher sees that their total revenue has increased by 15 percent, but doesn't know exactly what portion is attributable to the gamification system. An e-commerce operator sees that conversion rates have increased, but can't distinguish between the effect of the quiz and other changes. Without this granular measurement, it's difficult to truly substantiate the business case.

The quality of these measurement problems should not, however, negate the reality of the economic effects. That companies struggle to measure doesn't mean the effects don't exist. It simply means that the sophistication of the analytics lags behind the implementations. An organization that implements Plaros and simultaneously conducts well-defined A/B tests and cohort comparisons can measure the actual effects very precisely. An organization that simply rolls out Plaros as a generic solution via its website without rigorous measurement will struggle to quantify the ROI.

Structural trends and long-term implications

The convergent trends point to a redesigned digital economy that will take hold over the next two to five years. First, diversification away from single-platform dependency is accelerating. Publishers who rely on Google traffic for 80 percent of their business will become extremely vulnerable if Google changes its algorithms. Smart publishers are diversifying into subscriptions, direct advertiser deals, and other revenue streams. This structurally reduces platform dependency.

Second, the Martech architecture is becoming more centralized. After years of uncontrolled tool proliferation, companies are beginning to realize that consolidation onto fewer, but better integrated platforms is ROI-positive. This is analogous to the movement in the 1990s from monolithic enterprise IT architectures to client-server and then to cloud. Each wave of consolidation generates significant cost savings and efficiency gains.

Third, a new standard is emerging regarding engagement architecture. The old paradigm was “static content with advertising.” The new paradigm is “interactive, personalized content with gamification elements.” This is no longer optional for early adopters, but a structural necessity driven by competitive pressure and user expectations. Ninety percent of online users play games or engage with similar interactive elements daily. These users expect a minimum level of interactivity even on non-gaming websites.

Fourth, AI integration is accelerating. Not because AI is a "magic bullet," but because AI systems (with good integration) actually reduce costs and improve quality. A gamification system without AI has to be configured by humans, and each quiz has to be created manually. An AI system generates these automatically. Manually created quizzes are, at best, static; AI-generated ones can adapt to user behavior in real time. This is exponentially better economically.

The strategic implications for organizations

For publishers, the strategic question is whether they want to transform their engagement architecture. The risk of inaction is substantial: competitors who integrate gamification will have better session duration metrics, better SEO rankings, and better CPMs. A publisher who ignores this will systematically be outperformed economically. However, the implementation risk is not trivial either. Poorly implemented gamification can worsen the user experience and lead to higher bounce rates. Proper implementation requires iterative testing, user feedback, and continuous optimization.

The calculation is similar for e-commerce operators. Any e-commerce operator who takes conversion optimization seriously should test product discovery quizzes. Implementation costs are low (modern versions are virtually no-code), and the effects are immediately measurable. The worst-case scenario is that the quizzes simply aren't used and have minimal impact. The best-case scenario is a 20 to 30 percent conversion increase, which is significant.

The application is similar for B2B providers, but with different use cases. A B2B SaaS provider could use product fit assessment quizzes to generate better qualified leads. A B2B service provider could implement industry benchmarking tools as a gamified quiz format. The economic logic remains the same: Interactive, personalized systems generate better engagement, better qualification, and better conversions.

Summary and economic synthesis

The digital economy is at a structural turning point. The old paradigm of "more traffic plus standard conversion funnels" is under pressure because traffic is becoming expensive, algorithms are volatile, and user expectations for interactivity are rising. The new paradigm is the economic maximization of the existing traffic base through better engagement architecture.

Plaros doesn't represent the complete solution to these problems, but it does represent a precise and highly economical solution to a defined set of problems: How to increase the average session duration for publishers, how to increase conversion rates for e-commerce, and how to collect zero-party data without violating privacy standards. The measurable effects are documented: a 15 percent increase in advertising revenue for publishers, a 20 to 30 percent conversion lift for e-commerce, and a 60 percent increase in lead capture for lead generation.

These effects are not trivial. For a company with €10 million in annual revenue, 15 to 20 percent revenue growth translates to €1.5 to €2 million in additional annual earnings. This justifies significant investments in implementation. The economic return on this investment is typically achievable on a monthly basis, not a yearly one.

Plaros' technological foundation, particularly its AI-powered generation of interactive games from existing content, is far from trivial. Manually creating hundreds of quizzes would be impossible. Automated generation enables scalable implementation. This is a prime example of how AI technology not only optimizes an existing process but also creates a new category of possibilities that were previously unattainable.

Plaros holds a strong market position within the broader context of gamification and marketing automation. The global gamification market is growing at a CAGR of 12 to 26 percent. Within this market, AI-integrated solutions are the fastest-growing category. Content-to-game transformation is a niche use case, but a highly economical one because it re-monetizes existing content assets.

The strategic question for organizations is not whether they should use gamification, but whether they can use it correctly. Poorly implemented gamification can be harmful. Correctly implemented gamification, with A/B testing, clear alignment with business logic, and continuous optimization, can deliver transformative economic impact. Plaros, with its AI-automated capabilities and specific focus on publisher and e-commerce use cases, reduces implementation risk through simplicity and increases the chance of positive outcomes through automation.

The economic future of digital marketing will not be won by companies with the lowest traffic costs, but by those that generate the greatest economic value from existing traffic. This represents a fundamental shift from an acquisition-centric mindset to one focused on engagement and conversion. Companies that understand and correctly implement this shift will be the economic winners of the next phase of the digital economy.

Konrad Wolfenstein

I would be happy to serve as your personal advisor.

contact me under Wolfenstein ∂ Xpert.digital

call me under +49 89 674 804 (Munich)

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