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Standard metrics like CTR, CPM, and CPC tell you how an ad was delivered and clicked, but miss how it was watched. The Video Specific view fills that gap.
Marketing has always involved a degree of instinct, a feel for what resonates, what looks right and what tells a story. But instinct without data leaves too much to chance, especially at the scale paid social operates today. Which video to run, how long to make it, what to lead with, a single creative decision here can be the difference between a campaign that builds an audience and one that quietly burns budget.
The problem is that most default reporting wasn’t built with creative optimisation in mind. Metrics like CTR, CPM, and CPC are delivery metrics that tell you how efficiently an ad reached people and whether those people clicked. However, they say nothing about what actually happened in between, whether the video held attention for two seconds or twenty, or whether the message landed before someone scrolled on.
For campaign types such as Awareness and Engagement, where video creative plays a key role in introducing the brand to new audiences, this level of engagement data often sits outside the default reporting view entirely. The creative is the product at this stage of the funnel, and without it, there’s no way to know if it’s actually working. We built the Video Specific view to add the metrics that fill this gap, so creative performance can be assessed alongside cost and conversion data in the same table.
Below, we’ve pulled an anonymised extract from a recent account we have been working on. This showcases different types of creatives and proves how essential these video specific metrics truly are.
Reach does not indicate attention
The Founder Story creative received the most impressions in the account, 408,272, but recorded just a 3.1% thumbstop rate and 15.2% completion. High delivery volume did not translate into engagement. Product Demo 1, with far less reach at 24,745 impressions, held 41.5% of its viewers to completion, the strongest in this extract. This shows how completion rate and impression count are not directly correlated.
Why impressions are in the view: Impressions are included to give context to the performance rates, not as a success metric in themselves. A 40% completion rate drawn from 21 impressions carries very little weight, since the volume is simply too small to be actionable.
Read every rate against its volume The 52.4% thumbstop rate on the Signature Series test is the highest figure in the table, but it comes from only 21 impressions and 11 plays. At that volume, the rate is not statistically meaningful. Because the view keeps impression and play counts on screen next to each rate, a high percentage on negligible volume is easy to identify rather than mistake for a proven result.
Engagement can be read alongside conversions Product Demo 2 was the only creative in this extract with recorded sales: CVR 2.4%, ROAS 1.9x, and CPA £65. It also recorded the highest thumbstop rate among the higher-volume creatives (9.5%) and a 29.9% completion rate. In this case, stronger engagement metrics accompanied the only measurable revenue, a relationship that a click-based metric alone (its CTR was 0.4%) would not surface.
A low thumbstop rate points to the opening: the first few seconds aren’t stopping the scroll, and that’s where we’d focus revisions.
A reasonable thumbstop rate paired with a low completion rate suggests viewers are engaging initially but dropping off through the body of the edit.
Where both rates hold up, we check impression volume and downstream metrics, ROAS and CPA, before drawing conclusions or scaling spend.
A few practical points we keep in mind when reviewing these metrics and briefing creative changes:
Reach, attention and revenue are three separate signals, and cost metrics alone only ever show the first. Thumbstop rate diagnoses the hook, completion rate diagnoses the edit and volume tells you whether either number is worth acting on. It is all about having the right data sitting next to the numbers you already trust to make the best decisions for allocating spend and improving performance.
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