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Estimating the Effect of Timing on Coupon Effectiveness

This paper proposes a causal inference framework utilizing "natural randomized control trials" to estimate the effectiveness of timing in coupon distribution without requiring expensive real-time A/B testing, demonstrating its utility through both internal onboarding campaigns and public retention datasets.

Original authors: Deddy Jobson

Published 2026-07-01
📖 4 min read☕ Coffee break read

Original authors: Deddy Jobson

Original paper licensed under CC BY 4.0 (http://creativecommons.org/licenses/by/4.0/). This is an AI-generated explanation of the paper below. It is not written or endorsed by the authors. For technical accuracy, refer to the original paper. Read full disclaimer

Imagine you are a store owner trying to hand out coupons to get people to buy things. You know that giving a coupon works, but you're wondering: Does when you hand it out matter?

If you give a coupon the second someone walks through the door, will they use it more than if you mail it to them three days later?

This paper by Deddy Jobson from Mercari (a big online shopping app in Japan) tries to answer that question. But there's a catch: building a high-tech system that instantly detects when a user logs in and instantly sends a coupon is expensive and hard to build. The company didn't want to spend the money to build that system just to find out if it was worth it.

So, the author came up with a clever trick to test the idea without building the expensive machine first.

The "Natural Experiment" Analogy

Think of the company's old system like a bus that leaves every hour on the hour.

  • The Old Way: If you registered at 10:05 AM, you had to wait until the 11:00 AM bus to get your coupon. If you registered at 10:55 AM, you only waited 5 minutes.
  • The Problem: The company didn't control exactly when people signed up. They just randomly picked people to get coupons (the "Treatment" group) and people who didn't (the "Control" group).
  • The Discovery: Because people signed up at random times, some people in the "Coupon Group" got their coupon almost instantly (because they signed up at 10:59), while others waited almost an hour (because they signed up at 10:01).

The author realized this was a "Natural Randomized Trial." It was like a science experiment that happened by accident. By looking at the data they already had, they could see if the people who waited less time actually bought more things.

The Detective Work (Causal Inference)

To make sure they weren't fooling themselves, the author used a method called Causal Inference. Imagine a detective trying to solve a crime.

  • The Suspect: Did the timing of the coupon cause the sale?
  • The Alibi: Maybe the people who signed up at 10:59 were just richer or more excited than the people who signed up at 10:01?

The author built a "map" (called a Causal Diagram) to prove that the only thing changing was the wait time for the coupon, not the type of person. They used a special math model (Uplift Modeling) to separate the "base" happiness of a user from the "extra" happiness caused by the coupon.

The Findings: Two Different Stories

The author tested this idea in two different scenarios:

1. The "New Customer" Test (Onboarding)

  • The Scenario: People just signed up for a new account.
  • The Result: The "wait time" mattered a lot! The data showed that for new users, the coupon was much more effective if they got it immediately after signing up.
  • The Metaphor: It's like giving a new employee a welcome gift the moment they walk in. If you wait until the end of the day, they might have already forgotten why they were excited to join.
  • The Decision: Because the data proved that "instant" was better, the company decided it was finally worth the money to build the expensive "instant coupon" system.

2. The "Loyal Customer" Test (Retention)

  • The Scenario: People who had already bought something before and were being asked to buy again.
  • The Result: The "wait time" didn't matter much. Whether they got the coupon 5 minutes after their last purchase or 5 hours later, the result was about the same.
  • The Metaphor: It's like a regular customer who just bought a loaf of bread. Giving them a coupon for milk right now isn't much better than giving it to them later; they aren't in a "buying frenzy" just because they just bought bread.
  • The Decision: For these customers, building a super-fast, instant system probably wouldn't save the company much money.

The Bottom Line

The paper argues that you don't always need to spend a fortune on high-tech, real-time systems to know if they work. By using smart math on data you already have (like the "bus schedule" example), you can figure out if timing is the secret sauce.

  • For new users: Timing is everything. Give the coupon now.
  • For returning users: Timing isn't a big deal.

This approach saved the company from guessing and helped them make a data-driven decision on where to spend their engineering budget.

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