How to increase sales of products by means of an engaging campaign and build a positive image of the sub-brand – S.C. Johnson, Kiwi

For S.C. Johnson brand we have created a consumer engagement campaign to build a positive image of the Kiwi sub-brand. Our sales support consisted of developing the concept and communication strategy. In addition, we were responsible for the preparation of the creative concept for the website and effective design of sales-generating materials. Our activities were to ensure an increase in sales of products in the autumn and winter period.

Solution:

  • As part of the project, we initiated cooperation with influencers – we prepared the shipment of creative packages to them. Karolina Gilon and Karol and Ola Lewandowski from the YouTube channel “Busem przez świat“ (Bus around the world) were involved in the action.
  • In order to ensure the involvement of the campaign’s recipients, we organised a competition to increase consumer activity. We paid attention to the different passions and activities of the Recipients. Sneakers work well in any situation, so you need to take care of their appearance. By taking the #KiwiChallenge , you could win PLN10.000 for your dream trip, 10x vouchers for personalised shoes and 5x Kiwi Sneaker Care sets.

Results:

Thanks to properly planned, engaging promotional actions, it was possible to achieve an 80% increase in product sales compared to the same period. Additionally, the promotional materials were displayed almost 5.6 million times.

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How to transfer the best practices of your kitchen planning services to online form within 7 days?

The pandemic and the closure of brick-and-mortar stores forced one of the leading retail chains to adapt the offline kitchen planning service to online service overnight. Inability to make direct contact with the customer and to sell through brick-and-mortar stores was a huge challenge for the company. The challenge for us was to move a specific service, based on direct contact with the designer, to a remote form in just a few days. Our client wanted to keep kitchen sales at a constant level, so we were responsible for upgrading communication, tools and resources for transferring the services – which were based on direct contact between an employee and a customer – to the Internet.

Solution:

  • We have adapted the tools available to quickly adapt to the new conditions and maintain continuity of sales.
  • We have extended the possibilities of remote contact at every stage of the purchasing process: The Online Customer Service team consisting of only few persons was expanded to include employees from specific stores who were trained to handle online kitchen planning within just a week.
  • We provided remote support for after-sales processes in order to maintain a high level of satisfaction: We increased the effectiveness of the online complaint process.

Results:

The expansion of technical capabilities in the field of “Remote Kitchen Planning”, combined with an increase in the number of planners and, at the same time, lowering the price to PLN1, resulted in an increase in the number of services provided by 6200% compared to the previous period.

When the price was changed to PLN49, the increase remained at the level of 1900% in relation to the period before the pandemic.

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How to increase the number of first-minute tour bookings for returning customers by 70% without standard price reduction – Rainbow Tours

The aim of the campaign was to offer first minute holiday deals to customers travelling with a travel agency. The challenge was to create an offer without a standard price reduction. We wanted to increase customer engagement and recognise returning customers who have already travelled with Rainbow Tours. Our goal was to increase the number of first-minute bookings compared to last year.

Solution:

  • The analysis of transaction history carried out made it possible to build segments and match motivators and benefits, which were emphasised in the communication.
  • Thanks to customer segmentation we were able to reach them with a personalised offer, adjusted to the travel preferences of each person. Sequential, well-targeted communication and rewarding loyal customers with vouchers has increased their willingness to buy trips more in advance.
  • We built a scoring model that identified the customers with the highest probability of purchase, which allowed us to focus our limited resources and sales force on the customers we considered most interested.
  • Instead of a typical price discount, which reduces the profit from the sale of the deal, a coupon for the purchase of the next trip was introduced, the value of which depended on the number of previous transactions.

Results:

Thanks to our solutions we were able to reach the people who were the most interested in our promotional offer. Additionally, we managed to personalise the communication and adjust the selected offer attributes to the preferences of our customers – the families with children, young singles, people who value active recreation or other, selected segments of customers, received dedicated messages. Thanks to an appropriate analysis of the customer structure, their loyalty from previous years could be rewarded.

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Taking over the global loyalty program solution and improving it in the polish market – Decathlon

Management of the Decathlon Card loyalty program until April 2019 was carried out globally by the French team. Loyalty Point faced the challenge of taking over program management in Poland. After an earlier data audit and implementation of development systems, we have been handling the CRM system for the Decathlon Card loyalty program since 1 April 2019.

Solution:

At the beginning of the project, an audit of the loyalty program managed by the French team and the segmentation of Decathlon customers using the Card was conducted. On the basis of the analyses carried out, LP proposed to improve some of the processes related to point calculation and voucher generation/sending to the Customers. The basic mechanics of the program did not change – the main goal was to maintain the program based on the CRM activities carried out earlier.

The implementation on our side included:

  • integration of the systems into the French FTP
  • implementation of data exchange processes
  • creation of point calculation and voucher generation processes

Results:

Currently, the team is working on advanced business data analytics, deepened customer segmentation and creation of automatic communication paths, as well as implementation of personalised targeted communication. A new loyalty program strategy has been developed based on the basic mechanics, expanded with additional options, putting the consumer at the centre of attention. The customer decides how the points collected on their Card are to be spent. They can exchange them for any of the services available in the Decathlon ecosystem or take advantage of a well known cash voucher.

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