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Concentration of targeted customers by segment
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Change of operational marketing methods and cultural change
Although the project mainly focused on operational marketing rules, the support from finance, strategy, product marketing and sales departments was crucial to succeed with the launch and implementation of the methods. Our tools and methods (valuation, scoring, sample groups) incorporated a cultural change for the company and induced the need for new competencies.
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This one-year project consisted of improving the efficiency of the marketing actions for a telecom operator, with the twofold aim of reducing the number of actions while increasing their profitability.
Two main levers were used:
- scoring: to achieve more effective targeting compared with the common sense rules used in the business
- valuation of actions: to concentrate marketing resources on the most profitable actions
The former marketing actions consisted mainly of acquiring new customers and selling products. We extended the range of these actions, thanks to a new tool, called the mechanism: - we recorded existing customer acquisition actions - we split selling actions into two distinct actions: loyalty and development - we created new retention actions
We used a standardised approach:
1 – Analysis of the situation and conception of the new mechanism
Based on interviews at different levels, we analysed the company’s marketing plans and its existing practices. We compared their practices to the best ones we have encountered in our previous missions in other sectors. We then defined the target mechanism, taking into consideration the existing situation, industry constraints, information systems and short-term feasibility.
2 – Creation of new methods and tools
During this phase we created new tools: models of action valuation and scoring. The problem we faced was gaining a consensus on defining and measuring the costs and revenues related to each action. Creating scores required handling data from several databases and building datamarts. These problems were overcome with a team approach and intimate involvement of client personnel throughout the process.
3 – Testing and implementation
The new mechanism was implemented in the following way:
- for existing actions: new targeting methods were used, based on scorings
- for new actions: systematic testing was completed before implementation
During this implementation we set up sample groups, measuring actions performance. The valuation of the new actions confirmed the financial stakes of the project: we succeeded in reducing the number of actions while increasing each action’s profitability.
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