The company was very successful in acquiring new customers, but lost a comparatively large proportion of customers again after a short time. The acquisition costs were considerable. The marketing management decided to take more care of existing customers and founded a new area within marketing for this purpose: Customer Experience Management.
As part of the development of the department, the analysis skills in the team were strengthened and the team was subjected to a change management process, which should make the careful planning and in particular the possibilities for optimizing campaigns visible to everyone. Customer acquisition was geared towards gaining stable customer relationships and the remuneration system was also adapted.
The company had grown partly organically and partly through acquisitions. This was reflected in the organization of sales, which did not operate across borders. Large European customers were able to take advantage of the lack of coordination for price advantages in purchasing. In addition, product innovations and expertise from the individual national companies were not used among each other.
Workshops between two countries each illustrated application possibilities and target customer segments to the counterpart. Customer groups and first leads were defined for joint marketing and the basis for establishing Excellence Centers in the individual countries was created.
The company faced new challenges with the introduction of a customer card. Direct contact with customers who had previously only visited the branches was now possible. This required the selection of marketing software that could serve a wide variety of channels, enable a high degree of personalization and could be integrated into the company's systems.
Important criteria for the selection of the software were a graphic selection tool, an intuitive workflow management and the expandability of the platform. Starting with the tender, both the internal departments and service providers were advised and managed over a 14-month process up to the SAS implementation.
The customer structure of an auction house is as diverse as the art itself. Highly involved and with high standards, customers research artists, epochs or works of art made of certain materials. Professionally skilled, individual communication is a must for the sometimes elitist community. A marketing automation solution helps the auction house to make dynamically playable content available to heterogeneous groups of interested parties and customers.
After the selection process, the decision was made in favor of a cloud-based solution with an integrated CRM tool, with which email communication with dynamic content could be easily implemented.
The company sent more than 50,000 high-quality print mailings to potential customers every month. Contacts were supplied from our own holdings as well as from external address databases. The response rates were not satisfactory. The company's customer data has not yet been used to identify suitable target customers or to operate meaningful customer recovery.
In a discovery workshop, the range of possible starting points for data-driven marketing discussed and pilot campaigns agreed. Campaigns with smaller target groups and more industry-specific messages were tested. Furthermore, target customer criteria were defined and account-based marketing was piloted.
The fragrances from Birkholz Parfumes International from Berlin stand for individuality and luxury.
Customers want to be addressed in a personalized and high-quality way. In addition to the elegant perfumery in Berlin-Charlottenburg, customers purchase the fragrances from the online shop.
In order to offer an excellent customer experience even as a medium-sized company, we have selected and integrated a marketing automation solution with high usability and many easily adaptable workflows for the most important use cases in online retail for Birkholz Parfumes.
Traditionally anchored in the branch business, the company wanted to expand its online business and engage or reactivate existing customers. At the same time, customer rejuvenation was seen as urgently needed. A newsletter distributed to all customers served as communication.
In addition to online channels, the newly defined CRM strategy also includes offline channels as traffic generators for the web shop, as the customer segments are heterogeneous and older existing customers should continue to be courted.
After the purchase in the online shop, dedicated onboarding routes are started, which provide targeted assistance in commissioning and using the products. Personas help product management and communication with purchasing and design.
An international energy supplier bundles a cheap range of solar systems for private individuals. A nationwide communication campaign generates leads via classic channels such as TV, radio and outdoor. The on-site contacts are regional subsidiaries of the energy company.
Call center service providers were selected through an invitation to tender. After intensive product training, the start-up phase was accompanied. All leads were recorded, evaluated and transferred centrally. A high conversion and completion rate could be achieved through further training and on-site support for the agents. The findings helped the company to better evaluate (scoring) the leads and to set up the newly established sales force.
The Marketing Cloud is currently still a growth area for SAP. It currently offers a stable newsletter solution for large companies with many online and offline transactions as well as a comprehensive analysis solution in connection with SAP Analytics.
For our customers, the introduction is primarily associated with a change in responsibility for operative newsletter marketing: the team now controls all strategic and operational processes independently of external agencies. With the integration of Google Analytics and the receipt data, the importance of newsletter marketing in terms of sales is now evident.
The data about the company's customers obtained with the help of a customer card are valuable for brand manufacturers - they provide important information about switching movements, buyer profiles and competitor preferences. In the future, this information should be made available to manufacturers online at any time and with many options for detailing.
The most important criterion for the selection was the usability of the software, even for non-analysts, as the reporting is to be provided by the department that works closely with the brand manufacturer and does not want to rely on experts and IT for every analysis. In addition, integration and sustainability were important.
We stand by and stand by these customers:
