Sevilla FC is an elite football club at the forefront of the digital ecosystem in its sector. Its online activity covers a corporate website, a kit shop, ticket and season-ticket sales, a mobile app and radio and video content. That digital ambition is spread across areas with their own teams, platforms and goals, which makes the ecosystem more powerful and, at the same time, more complex to measure. The club trusted Semmántica to understand which marketing channels were really generating its sales and to be able to decide with data where to invest. The challenge: a frictionless experience for the fan, but fragmented for measurement From the fan's point of view, everything worked. Their digital experience was smooth, continuous and frictionless: they arrived from an ad, browsed the club's website and went on to buy their ticket on another domain without noticing any jump. That continuity was a strength of the club and had to be preserved. The problem was behind the scenes. Each digital asset measured its activity separately, with independent Google Analytics 4 accounts and Google Tag Manager containers. For the measurement tools, that same person became several different users and the trail of where they came from was lost. The result was a first-order business problem: most of the digital revenue ended up in the “Direct” or “Unassigned” channels. Without knowing which campaign had brought each buyer, it was impossible to calculate the return on ad spend (ROAS) of the club's 360° campaigns. A diagnosis before starting Even before signing the project, and from the first meetings, we detected clear symptoms of fragmentation. Instead of presenting a generic proposal, we asked for preliminary access to the club's analytics environment and prepared a tailor-made mini-audit that put the most serious blind spots on the table, along with a roadmap to recover that “invisible” revenue. We then dug into the behaviour funnels and confirmed the hypothesis: the separation of properties and the lack of a common guide for tagging the purchase-process events were “hiding” the success of the Paid Media campaigns and other channels. The club's priority was high-value direct conversion, such as tickets or VIP experiences, so that is where we focused the analysis. What we did Asset-by-asset audit: we reviewed the measurement plan and the configuration environments of every website and app of the club, and documented them to prioritise fixes. A single global property and a single tag container: we migrated all assets to a single GA4 property and a central GTM container. This way, the original source of each visit is preserved throughout the fan's journey. Purchase data in the same language: we rebuilt the data layers (dataLayer) and standardised the key funnel events (view_item_list, add_to_cart, purchase), unifying criteria and formats so that the figures from every area are comparable. Dashboards by business unit: all the data flow ends up in unified dashboards in Google Data Studio, from kit sales to the season-ticket renewal rate. Before Several Google Analytics 4 accounts and Google Tag Manager containersOne fan, several “users”+90% of revenue with no assigned channel After One global Google Analytics 4 property and one central Google Tag Manager containerOne identity per fan (user_id)Every euro assigned to its acquisition channel How we work with the club We operate with a consultative, agile model, in direct contact with the Marketing and Business departments and the technology providers of Sevilla FC. To ensure a consistent implementation across all platforms, we wrote data-layer specification manuals for the external developers. Third-party platforms such as Druid or hiberus thus came to speak the same analytical language. The work did not end with the implementation. During a validation phase we compared the sales recorded in Google Analytics 4 with the club's actual sales system, to make sure the data was solid and free of duplicates.