# Salman Munir

Salman Munir shares Meta Ads and ecommerce growth advice, including how to audit ad accounts, measure performance, and improve offers and creative.

- Profile: https://b2binfluencer.marketing/creators/salman-munir/
- LinkedIn: https://www.linkedin.com/in/salman-munir
- LinkedIn followers: 24,057
- Topics: ecommerce, paid-ads, meta-ads, dtc-ecommerce, unit-economics, creative-strategy
- Based on 13 dated posts, latest 2026-09-25

## Summary

Most useful for auditing Meta Ads accounts and setting a blended sales measurement for ecommerce growth.

- Best for: A DTC ecommerce brand wanting a Meta Ads audit and blended ROAS measurement framework.
- Not for: A North American B2B software brand seeking sponsored posts, set fees, or audience demographics.
- Check first: Confirm whether sponsored placements, rates, terms, and audience demographics are available.

### Takeaways

- Audit accounts on six checks: structure, velocity, creative, offer, tracking, landing page.
- Use total revenue divided by total ad spend as a profitability measure.
- Sell the customer's desired outcome, such as clear skin rather than serum.

## Main ideas

- **Diagnose the account on six fixed checks before changing a single ad**: Munir says every ad account is mapped against the same six axes before any ad is touched: structure, velocity, creative, offer, tracking, and the landing page. Structure asks whether testing and scaling run in separate campaigns, because a shared campaign cannot learn cleanly. Velocity asks how many new ads went live that month; the usual answer is under ten, which Munir frames as the problem, not the exception. Creative asks whether the opening hook still stops anyone. Offer asks whether what is being sold is better than a discount; a permanent discount, Munir says, is a margin leak, not an offer. Tracking asks whether the ad platform's numbers agree with the store's. The page asks whether the landing page matches the ad's headline, visual, and offer. The accounts Munir opens are most often weakest on structure and velocity. Plotting all six on one chart shows which repair comes first.
- **Stop hunting for the one true sales number; use one blended figure**: When a client saw 42 sales in Meta and 31 in Shopify and concluded one platform was lying, Munir said neither was. The systems measure different windows of the same purchase path: Meta credits a purchase up to seven days after a click and one day after a view, while a store typically credits the last click. Both are right about different moments, so the gap never closes. Munir recommends stopping the reconciliation of the two reports, choosing total revenue divided by total ad spend as a north star, and treating every other metric as a diagnostic rather than a verdict. In-platform numbers remain useful for comparing one ad against another, but not for deciding whether the account is profitable.
- **Fix the economics before scaling the spend**: Munir contrasts brands burning cash with brands compounding it across seven gaps: competing on price versus engineering the offer; chasing new buyers versus maximizing repeat value from existing ones; selling a single product versus raising average order value through upsells, order bumps, and bundles; living on discounts versus protecting margins; boosting random ads versus concentrating budget on the two or three ads doing the heavy lifting; blaming the ads versus fixing the landing page when traffic arrives but does not convert; and spending on hope versus knowing acquisition cost, average order value, and 60-day customer value. Their reasoning is that new customers cost several times more than repeat ones and you cannot outspend a leaky bucket.
- **Chase new customers only after you have paid for the ones you have**: Munir argues that the fastest path to profit is making current customers worth more, not buying more of them. Beyond the acquisition-cost argument, that principle underpins the advice to raise average order value with upsells, order bumps, and bundles, and the warning that constant discounting trains buyers to wait for a sale. The commercial claim is that better economics on the same traffic beat more traffic at the same economics.
- **A discount is a timed spike, not a standing price**: One post lays out the position in four lines: running discounts all the time hurts a brand because constant sales kill perceived value, but offering nothing at all is a missed opportunity. The workable middle, in Munir's account, is to build value first, then use limited-time offers to create urgency. Discounting can produce spikes without making the brand look cheap. The scaling post makes the same argument from the other direction: every discount trains buyers to wait. Read together, the answer is cadence rather than abstinence.
- **Sell the after, not the product**: Munir's creative argument is that buyers purchase the version of themselves on the other side of the purchase—the result, status, relief, or identity—while most brands keep selling specs, features, ingredients, and percentages off. The instruction is concrete: audit your last five ads, and if they talk about the brand, the product, or the discount, rewrite them to focus on the customer and where they are headed.
- **Ad performance sits inside the wider cost economy**: The post on Pakistan's fuel prices treats them as a business impact, not a news item. Munir lists the numbers, notes transport costs already up roughly 65 percent, and traces the knock-on effects: higher delivery costs for ecommerce, tighter margins, and eventually lower buying power across the market. They expect less spending, more hesitation, and harder conversions. The advice is to adjust pricing, control costs, and plan monthly budgets.

## Work to read

- [The six-axis ad account audit](https://www.linkedin.com/posts/salman-munir_audit-activity-7498674748898385920-zSel)
- [Why the ad platform and your store disagree on sales](https://www.linkedin.com/posts/salman-munir_attribution-activity-7500862879194296320-EF_i)
- [Seven gaps between brands burning cash and brands compounding it](https://www.linkedin.com/posts/salman-munir_broke-brands-vs-scaling-brands-activity-7468239733329014785-S7jk)
- [Nobody buys your product — they buy the after](https://www.linkedin.com/posts/salman-munir_nobody-buys-your-product-they-buy-the-after-activity-7473685104733810688-Vst5)
- [Always-on discounts and the timing of offers](https://www.linkedin.com/posts/salman-munir_running-discounts-all-the-time-thats-hurting-activity-7457452582702088192-4xKD)
- [Fuel prices as a business impact for ecommerce](https://www.linkedin.com/posts/salman-munir_petrol-and-diesel-prices-are-out-of-control-activity-7445793913904214016-nmXH)

## Brand relationships

- **AdLinked** (employment)

## Partnerships

Salman Munir's posts show no sponsorship packages, media kit, rate card, or published partnership terms. They show a direct commercial relationship: Munir signs posts as CEO of AdLinked and invites brands to message them on LinkedIn using a keyword for specific work. Three routes are offered — an ad account audit, a blended-ROAS measurement check, and an advertising angle rebuild. Each is framed as a direct conversation, not a listed sponsorship format; confirm scope, fees, timing, and deliverables directly. The instruction not to pay for an ongoing retainer applies specifically to the audit and should not be generalised to the other routes. Ask directly whether they accept sponsored content, paid partnerships, or affiliate placements.

## Alternatives

- Daniel Valencia Sartor: Choose Daniel Valencia Sartor when the brand’s first problem is creative concept diversity rather than measurement. The post on running 30 ads that the platform treats as 3 defines a concept as persona plus awareness plus angle plus format, and argues that changing one of those four opens a new pocket of buyers for the algorithm to find. A skincare example works through two versions — one aimed at women who cannot connect fast facial ageing to recent weight loss, one aimed at people who already know the serum and need proof — with a before-and-after static as a third concept. For a brand whose audit finds that velocity is fine but the ads all speak to the same buyer, this is the more directly usable method. It keeps the decision in view: whether the account can scale and by what mechanism.
- Ujla Shakoor: Choose Ujla Shakoor when the account already has a working measurement rule and the live risk is dependence on a single winning ad. The post follows a winner being scaled from $1,000 to $10,000 in spend as CPA climbs and the ad tires, then reframes the job as building a pipeline of winners — different hooks, angles, customer problems, and formats tested before the current one dies. That’s a narrower and more specific answer than their six-axis audit for a brand whose tracking is already agreed and whose scaling decision hinges on what to test next.
- Roman Tariq: Choose Roman Tariq when the constraint is average order value rather than acquisition cost. The post on bundles and upselling argues that the audience is already buying and that the right bundle moves a $100 buyer to $150 without extra ad spend, because trust is already built with the existing audience. A brand whose measurement question is settled and whose real problem is monetising traffic it already has would get a more concrete idea here than from an audit that starts with structure and velocity. The accompanying post about capping the caseload at five brands speaks to how attention is allocated across accounts, which matters to a brand that has been one of many.

---
AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/