Initial structured digital presence
Real Case Study | Canella / Yamaha Guatemala
From 0 structured digital presence to +2,000 leads in a quarter for Yamaha Guatemala.
How the creation of digital channels, advertising campaigns, WhatsApp, CRM, and commercial protocols opened a new source of demand for Canella's automotive division.
Raw leads in the first quarter
Lead growth in 3 months
Subsequent approximate monthly conversion
This case took place at Canella, during Guillermo's role as Marketing Manager for the automotive division.
At the time, the media budget was almost entirely concentrated in traditional channels: newspapers, specialized media, billboards, radio, and other offline formats. While these media channels began losing effectiveness compared to consumer behavior, the brands in the automotive division needed to develop a digital presence, generate measurable demand, and build a new way to connect with customers.
Problem
Yamaha Guatemala started with practically zero structured digital presence.
The organization did not yet attribute sufficient importance to the digital channel, or assumed that the market was not ready to quote or buy motorcycles through digital channels.
The challenge was not only to open social media accounts or run ads. The challenge was to build a system capable of generating demand, capturing leads, serving them, following up, and converting them into sales opportunities.
Main product of the case
Brands developed: Yamaha, Isuzu, and Motul
Ad channels activated
Commercial channel for contact and quotes
Motorcycles sold monthly at the start
Tracking and commercial traceability
The question was not whether customers were ready to quote motorcycles through digital channels. The question was whether the company was ready to serve them.
Diagnosis
The market was ready. The internal structure was not.
The barrier was not the customer. The barrier was the lack of channels, content, advertising, a funnel, WhatsApp, a CRM, and a commercial protocol to manage the demand.
The digital channel was not underdeveloped due to a lack of market, but because the internal structure to capture and convert that demand did not yet exist.
Strategy
Building digital capability for the automotive division from scratch.
Digital channels were developed for Yamaha, Isuzu, and Motul. Facebook, Instagram, Meta Ads, Google, WhatsApp, and CRM were activated. Work was also done on content, media buying, funnel, and commercial protocols to organize lead management.
The goal was to shift from a traditional media logic to a model of measurable, manageable demand connected directly to sales.
Before
- Budget concentrated in traditional media.
- Yamaha with no structured digital presence.
- Low internal trust in the digital channel.
- No consolidated digital funnel.
- Insufficient capacity to manage digital leads.
- No digital sales department.
After
- Digital channels for Yamaha, Isuzu, and Motul.
- Meta Ads, Google, WhatsApp, and CRM.
- Content, media buying, and commercial funnel.
- +2,000 raw leads in the first quarter for Yamaha.
- +900% growth in lead generation in three months.
- Subsequent creation of a digital sales department.
Execution
From traditional media to manageable leads.
The work included the creation and development of the marketing department, structuring digital channels by brand, launching campaigns on Meta Ads and Google, integrating WhatsApp as a sales channel, utilizing CRM, and designing the lead management funnel.
Sales protocols were also developed so that digital leads wouldn't just remain as contacts, but could turn into commercial opportunities. An important part of the process was educating internally about the value of the digital channel and demonstrating that the market was indeed ready to quote motorcycles online.
1
Traditional media diagnosis
2
Channels by brand
3
Facebook & Instagram
4
Meta Ads & Google
5
WhatsApp & CRM
6
Funnel & commercial protocol
7
+2,000 leads in a quarter
8
Digital sales department
Result
Yamaha went from 0 structured digital presence to +2,000 raw leads in the first quarter.
Lead generation grew approximately +900% in three months. Initially, the operation did not have the capacity to handle 100% of the generated demand, but even so, between 5 and 8 monthly motorcycle sales were achieved directly from the digital channel.
After month 6, the organization evolved to create a digital sales department, which reached an average monthly conversion rate of approximately 5%.
Guillermo's Role
Building channels, structure, and internal trust.
Guillermo developed the marketing department from scratch for the automotive division and led the creation of digital channels, content, media campaigns, funnel, WhatsApp, CRM, and commercial protocols for Yamaha, Isuzu, and Motul.
His role was to move the operation from a dependency on traditional media to a model of digital demand generation with traceability and commercial connection.
Leadership Insight
Digital commercial transformation does not start with advertising.
It starts when a company learns to capture, manage, and convert measurable demand. The digital channel doesn't fail because the market isn't ready. It fails when the company lacks channels, content, media buying, CRM, WhatsApp, protocols, and the commercial structure to convert that demand into sales.