If you don’t know where to start – we can help you take the first steps. From how to get to grips with your data and utilise the valuable insights it contains to creating apps that optimise your strategy.
But coming up with an elegant answer is only part of the solution; you need to be able to apply that information to the real world. We’ll help you to do just that and to get around the barriers that are holding you back.
Explore some of the ways we can realise the power of your data and help you better connect with your customers below…
Do you know what data you have and how to get the most from it?
We can help you understand what information you have and how to use it to
shape your thinking.
We can help you explore, analyse and plan, and our expertise means that we can help you create responsible, robust data governance strategies that keep you compliant without clipping your wings.
From combining different data types and sources to give you the big picture to
enabling you to get the best value from your resources, we’re here to help you
get more from your data.
Do you know what your customers really want from you?
Knowing who your customers are is great, but it’s knowing what matters to them that really matters.
If you don’t know what your customers want, how can you deliver it?
If you don’t know who they are, how can you reach them?
Want to know what your customers are going to do next?
We can’t give you a crystal ball, but we can help you deliver predictive models that enable you to better anticipate what your customers want – and which ones are most open to hearing from you.
We can give you the information you need to plan ahead and connect with customers, when, where and how they want you to.
Do you know which channels are working for you in terms of ROI and engagement?
Our models don’t just take into account your activity; they factor in external issues to let you see not only what’s working for you, but also what might be working against you.
We can even help you to see what the optimum price points are for different customers at different times.
In short, we can help you use your data to get the biggest picture possible.
- Bringing the customer to the boardroom
- Keeping customers engaged
- Getting the right Customer Relationship Management (CRM) for your customers
- Right action for the right customer at the right time
- Making the right calls
- Online v offline, optimising the mix
- Taking next best action from theory to practice
- Building a world class insight team
- Good to great insight
The challenge: We worked with a global telecoms company to help it better understand its reach and performance, and to be able to communicate to a breadth of stakeholders.
Lacking an in-house analytics team, their people used ‘work arounds’ to provide performance metrics; data would be taken from reports and dropped into a spreadsheet to create a presentation. This caused delays in getting the information needed to make management decisions.
The business metrics were held in multiple reports with no single view on performance. The results were often not read due to the number of reports being produced. It was also hard to establish clear KPIs.
Our approach: Our team worked with the business to bring together a summary of all consumer touchpoints and brand metrics in a single location; an engagement and KPI scorecard.
First we reviewed the potential to exploit their data effectively; we developed a roadmap and governance framework. We audited all their reporting and implemented hierarchical dashboards to facilitate use by senior management at an operational level, by incorporating query tools to drill-down into metrics-by-market to establish KPIs. By creating algorithms to merge all metrics, we automated tasks to improve efficiencies, with results delivered straight to PowerPoint.
The results: By automating the collation of data from sources across the business to present it in the right format we saved the business 240 days per year of resourcing. Strategic recommendations we made to the board led to the consolidation of consumer data, for easy access by a single team.
KPIs established and 240 days-per-year saving of resource for their teams
The challenge: A global mobile phone company wanted to understand what drives satisfaction and how it relates to customer retention.
With the focus on launching ten or more new handsets each year, our client lacked insight into the consumer experience over the product lifecycle. While they tracked issues and collected feedback, there was no single view of the scale or impact. It was unclear which issues were most important to the user experience – the scratched case or the software that wouldn’t allow the sharing of photos.
Our approach: We worked with individual data sources and a broad cross section of the business to prove an initial hypothesis that could link customer satisfaction with the likelihood of repurchase and to champion the business.
We brought together internal and external teams to build a process that makes it possible to gain customer feedback via a survey at different points in the lifecycle, to capture, measure, understand and act on customer feedback.
We used the resulting data to quantify customer satisfaction and put a financial value on it.
The results: The business gained an end-to-end view of the customer lifecycle, with improved insight into the drivers of satisfaction from customer behaviour.
Acting on the resulting data, the business rationalised the range to launch as few as five new handsets a year. By making changes to the way software is updated, new products are designed and the ongoing support is provided, the business has already seen major cost savings.
Significant increase in retention rates, consumer satisfaction and loyalty.
The challenge: The global investment sector is a hugely diverse and complex marketplace. Our client, the investment arm of a leading UK financial services company, needed to make sense of their customer base.
They wanted to compete on customer service but needed help to ensure consistency of communication across multiple channels, and specifically outbound calls by relationship managers.
Our approach: We mapped out a single process for managing customers through every stage from attraction through ongoing management to retention.
First we improved efficiencies identifying the different processes across the business, and any inconsistencies. Then we started to map out a single process that could be used to support the development of a Customer Relationship Management (CRM) system.
The results: We were able to present a business case for investment in CRM infrastructure. Armed with CRM the relationship managers have been able to significantly improve the management of the firm’s most valuable customers.
Increased focus on customers with the greatest potential.
The challenge: The insurance market revolves around the date when insurance policies come up for renewal. In order to retain customers, our client like many insurance brokers, needed to create effective marketing communications.
They wanted our help to identify the customers, which if contacted at the right time with the right offer, could be persuaded to stay. Through the use of uplift modelling we could ensure the retention of their most valuable customers.
Our approach: The nature of the insurance industry means that every time a human interacted with the customer the business lost margin. We helped decide when it would be profitable to have a human or when to automate, without affecting retention.
We built a technical uplift model to predict the incremental impact of a marketing treatment. The complex model was able to refine the contact strategy – focusing resources on ones that could be influenced, and taking care around those who would be more likely to buy if left alone.
The results: Improved marketing effectiveness, as renewals are optimised based on conversion and profit purchase paths. By applying the technique, we identified £20m increased income in a 12-month period with negligible impact on customer attrition.
Over £20-million increase in 12-month profit with negligible impact on customer attrition.
The challenge: The household energy market is fiercely competitive, and sales depend on highly targeted customer communications.
Our client, an energy giant, needed to improve their outbound prospecting. They were looking to maximise the return from data supplied by a third party used in a campaign to sell energy to new customers. Aquila Insight was brought in to review the contact strategy. We went further and transformed it.
Our approach: Through analysis modelling we were quickly able to demonstrate that the call centres were using the data for far too long. We were able to pinpoint when the sales dropped away, despite the application of the same level of resources. With rocketing cost-per-sale, the value of each sale was much lower than previously believed.
The results: We were able to identify the optimal cut-off point – to balance the increasing costs-per-sale against the cost of refreshing the data set. Our client was delighted, more so when the new contact strategy also minimised the number of nuisance calls.
The new contact strategy also minimises the number of nuisance calls.
The challenge: As more consumers shift to online shopping, our client wanted to understand whether their traditional catalogue-driven business should reduce their current investment in traditional media channels and focus more activity on digital media. Did the catalogue still have a role to play in driving online sales, amidst a complex array of channels including PPC, SEO, display advertising, direct marketing and outbound telephony?
More savings needed to be identified but marketing channels managed by third parties led to inconsistent measurement, making decisions on allocating budget more difficult.
Our approach: We developed a multi-channel attribution model to enable the business to understand and optimise the relative value of customer purchase paths.
The results of the model made it possible to understand the value of the different types of marketing activity against sales. This released a big pressure from within the business to significantly reduce send on catalogue. We were able to demonstrate that 60% of sales are still driven from catalogue, albeit fulfilled online.
The results: Our client decided to review the catalogue side of the business to increase efficiencies, by reducing costs without impacting sales. The first stage has helped improve efficiency; next they are looking to reinvest the saved costs to increase sales.
By combining all online and offline media channels in one place, and then distributing the sale across all channels, we delivered a solution not found anywhere else – a global first.
Convincing case for catalogue, reduced costs and improved efficiencies.
The challenge: Our client invested £7m in a decision tool to speed up the sales cycle. The technology would allow consistent, relevant customer communications through all channels. But first, they needed help in embracing data-driven decision making.
As a major national bank, our client also needed to engage and leverage the value of its customer base more consistently and effectively across all media. Aquila Insight delivered on both counts.
Our approach: We worked with cross-functional teams to create the business operating model required to run the decision tool. It transformed their processes; moving from big batch campaigns to highly tailored one-to-one interactions.
We developed and implemented a customer Next Best Action methodology, to provide customers with the right communication at every contact point.
We worked with the business to support operational delivery of the solution.
The results: The customer Best Next Action has been implemented across core online and offline channels, fed by analytical insight. After switching to the new way of working, the bank saw product sales double, based on delivery of the solution into call centres and branches.
2.1 x increase in product sales, based on delivery of the solution into call centres and branches, within 3 months.
The challenge: We worked with a multinational mobile manufacturer to help it better understand its consumers and develop strategies for communication, acquisition and driving value.
A decade-long restructuring had resulted in the absence of an in-house analytics team. As a result board-level decision making was based on gut feeling or a limited view of the world, causing wide-spread confusion at strategic and grassroots level within marketing teams. Frequent changing between product and customer strategy had many questioning what it was trying to achieve.
We found limited access to data or tools; a workplace undergoing transformation from a labyrinthine company structure and the challenge of managing multiple stakeholders.
Our approach: We developed a roadmap and governance framework to grow the company’s analytical capability across advanced reporting, consumers behaviour and lifetime value to firmly embed a consumer strategy at the heart of the organisation. We evolved a team, initially with a head count of three which grew to still only 13, as each ‘gate/stage/checkpoint’ was passed, and ran full global analytics.
First we assessed the capability, toolkit and data sources to develop a programme that would unlock the potential within the business. This included deploying both a statistical tool and web measurement tool. We unlocked access to consumer data siloed across the business, bought together multiple-consumer, third-party and market-research data to provide a comprehensive view.
The results: We revolutionised how our client looks at and talks about consumers using insight through segmentations. The strategic planning tools we built, and recommendations we made at board level have improved consumer focus and resulted in the launch of a loyalty programme, combining to drive all-important consumer retention. Products are now designed around consumers rather than technology, leading to greater innovation. Our team continues to work with the wider group.
Global analytics team established from nothing, in super speedy time
The challenge: The UK’s leading high-street retail chain, a familiar household name, markets itself through stores and a fully transactional website. With increasingly mobile customers and a declining loyalty card scheme, it needed a status quo check – are the analytics in place today fit-for-purpose? Would the analytics support the evolution to a multi-channel approach?
With a team of 100 analysts in-house and data captured from loyalty cards, the website, the pharmacy and optician business, it was a tough ask. Aquila Insight provided the solution.
Our approach: We conducted a ground-up review of their current analytical capability against what the business wanted to achieve. We developed an analytical roadmap with recommendations, which they then followed to achieve their objectives.
The results: We delivered a set of prioritised recommendations to improve the analytical and digital capability, which in turn boosts business performance. We left our client with a robust data analytics capability, better aligned to their strategic objectives.
A robust data analytics capability, better aligned to strategic objectives.