Diagram of SEVEN modules:

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Starting Point

• High amount of customers not bound by a contract
• High Customer Churn
• Low Customer Satisfaction values
• Withdrawal from the loyalty programme used so far

Brief

• Increase of Customer Satisfaction
• Conversion of customers not bound in a durable contract into minimum period contracts
• Long-term reduction of Customer Churns

Approach

• Development of a concept for emotional Customer Bonding
• Derivation of a set of measures differentiated according to target groups‘ specific needs in order to
• increase Customer Satisfaction as well as
• reduce Customer Churn
• Operationalisation of Customer Bonding and implementation into the system environment

Results

• Target-Measuers set, validated over
• Pilot Results
• Business Case
• Communication concept in „conjunction“ with ATL
• Established measuring system: Appropriate KPIs for
• Quantification of emotional Customer Bonding
• Transition to Churn Reduction
• Prepared IT implementation

Starting Point

• Monthly decision dilemma:„When does a sales and loyalty measure occurs on contacting the customer?“(Direct Marketing / BTL)
• Campaign steering via selected target figures so far (e.g. Customer Equity)

Brief

• Solution of the decision dilemma by integrating a loyalty indicator (indicates emotional purchase preparedness)
• Elaboration of a an integrated concept for an increase of Conversion Rates on the occasion of sales contacts(Target: Cross-/Upselling)

Approach

• Integration of a loyalty score which expresses the emotional attitude towards the  forwarder brand and serves as a campaign steering tool:
• Sales Implementation, esp. when emotional purchase preparedness exists according to projected value
• No Sales Implementation when pruchase preparedness does not exist according to projected value

Results

• Integration of emotional loyalty to determine the right moment for sending product offers
• Increase in efficiency through savings on Sales Contacts (thus contact costs) of customers with very low purchase probalility to be expected
• Increase in effectiveness through targeted loyalisation for Sales in case of non-sufficient purchase preparedness

Starting Point

• Monthly decision dilemma:„When does a sales and loyalty measure occurs on contacting the customer?“(Direct Marketing / BTL)
• Campaign steering via selected target figures so far (e.g. Customer Equity)

Brief

• Solution of the decision dilemma by integrating a loyalty indicator (indicates emotional purchase preparedness)
• Elaboration of a an integrated concept for an increase of Conversion Rates on the occasion of sales contacts(Target: Cross-/Upselling)

Approach

• Integration of a loyalty score which expresses the emotional attitude towards the  forwarder brand and serves as a campaign steering tool:
• Sales Implementation, esp. when emotional purchase preparedness exists according to projected value
• No Sales Implementation when pruchase preparedness does not exist according to projected value

Results

• Integration of emotional loyalty to determine the right moment for sending product offers
• Increase in efficiency through savings on Sales Contacts (thus contact costs) of customers with very low purchase probalility to be expected
• Increase in effectiveness through targeted loyalisation for Sales in case of non-sufficient purchase preparedness

Starting Point

• Development of an integrated customer database to support the company in the creation of service, marketing and distribution strategies covering all areas of business

Brief

• The realisation of an integrated customer database for the German mass market
• Establish foundation for a company-wide customer value representation
• Systematic provision of usable and comprehensive customer related data

Approach

• Formulation of the technical requirements of the customer database
• Foundations for the future technical configuration of the database
• Conception of a ‘clickable’ prototype on the basis of technical requirements
• Integration of call centre applications

Results

• Speeding up and optimisation respectively of front end processes (e.g. via improvement of user interface and functionality)
• Customer interaction in all business areas via comprehensive access to customer data
• Utilisation of potentials across all business areas (e.g. cross and up-selling)

Starting Point

• Differing existing approaches to customer retention programmes within the group
• Too many uncoordinated “one-off” measures in the company

Brief

• Introduction of a customer retention programme for business customers

Approach

• Development of the strategy and definition of the programme objectives
• Analysis of the customer base and assessment of potentials
• Budget planning / timings and cost benefit analysis (including Business Case)
• Confirmation of the offer and development of accompanying communications activity to support its launch

Results

• Company-wide customer retention programme
• Marketing concept with supporting communications activity (internal and external)