Customer Segmentation Archives - Page 3 of 4

Adopting a Customer-Centric approach: How truly valuable is it for both your business and your customers?

Posted on: 16 May 2022

Brands are increasingly finding more ways of communicating to their customers by using extended methods of personalisation to grow customer retention and overall profit. The end-to-end process from learning and understanding your customers through to developing personalised communications is often complex, however adopting the right principles from the outset can ensure that the right steps are taken to achieving the wider goals of the business.

Understanding Your Customers

Understanding your customers commonly begins with an exercise in segmentation, allowing you to build a view of your customers’ interactions with your brand through the lenses of different audiences. A customer journey map then allows you to visualise each of these interactions in a linear journey to evaluate this view across several life stages and touchpoints.

What is the value added to your business?

By putting the customer at the heart of all decisions and communications and adopting a customer-centric approach, it will allow you to fully understand their behaviours, needs and expectations. The key value of a customer journey map is that it allows you to do this by considering all available data in context, rather than risking looking at information from fragmented sources in isolation. Being aware of these elements will enable you to create an end to end strategy based on a holistic data view.

Additionally, a customer journey map allows you to improve internal collaboration and alignment within your business amongst different departments (marketing, sales and operations). Together you will understand which activities to prioritise that make an impact on your business and your customers and will eventually cut counterproductive costs.

What is the value added for your customers?

The fundamental value it brings to your customers is that it leads to the creation of personalised experiences and in turn, customers will build more trust and gain a closer relationship to your business and your brand.

What happens if I ignore this step?

Failing in doing so will cause your brand to risk in sending communications to customers that are not reflective of the truth or their needs. It only takes one bad interaction with a customer to turn them towards competitors…

Talking to your Customers

A contact strategy is a visual representation of a planned communication strategy which creates a clear step by step plan of communication content, channels and time frequencies. It gives you the ability to deliver the right message, at the right time, to the right audience across a range of different channels. Essentially, it translates aspirational customer journeys into actionable campaigns.

What is the value added to your business?

To achieve better outreach, repeated visits and overall customer advocacy, it is important to plan the content, frequency and channels that are most effective for a given audience. While it allows the planning of cross sell and upsell, it also allows the nurturing of new and current customers through automated and/or triggered campaigns tailored to each customer profile.

What is the value added to your customers?

Planning and organising the communication flow avoids overwhelming the customers with unnecessary communication as each message is triggered according to the client’s prior behaviours and preferences, at the right time and through the preferred channel.

What happens if I ignore this step?

Communicating without a contact strategy relies more on frequency than anything else. Bombarding customers with fragmented communications can in turn damage the ROI achieved from each campaign as well as generating low traffic to your platforms.

There is clear value in going through the necessary steps to understand and communicate with customers in the right way. At CACI, we specialise in taking clients through this journey and our team of consultants can help you build your own. If you’d like to schedule time with our marketing consultants to discuss how you can create a customer-centric marketing strategy, please get in touch.

Creating a strategic segmentation to help TSB understand and drive money confidence

Posted on: 14 March 2022

TSB is pioneering a new kind of banking for Britain – one that’s simple, straightforward and cares about people. The bank offers friendly, honest and convenient banking that’s designed to meet customers’ needs and equip them with money confidence.

The Challenge: a segmentation to drive business growth

TSB had a creative-led segmentation developed by its brand agency to help understand its target audience, but it wasn’t fully effective. Justin Bell, TSB’s Head of Insights, Strategy & Planning explains:

“We couldn’t use it for media planning and it couldn’t be overlaid on our customer base.

We knew we needed something more practical in terms of consumer insights and choices of media. At pitch, our new media agency the7stars, came up with a more effective segmentation that we could use for media selection. We wanted to take this forward another step and overlay it onto our own base. We had for some time been working with CACI, mapping their Fresco financial lifestyle segments onto our customer base. We therefore initiated a joint project, working with CACI and the7stars to develop the segmentation further.”

The Solution: accurate, current segmentation that reflects consumer behaviour

Working in collaboration with TSB’s Research and Strategic Insights Team, CACI created an evolved segmentation that clearly distinguishes different customer types and provides clear segment profiles and personas.

CACI used Fresco and other external consumer demographic datasets to give TSB bespoke behavioural and lifestyle insights into its target customer base.

Justin explains, “We started with a market-wide segmentation, based on all UK adults. We’ve subsequently created a version of that for our customer base.

CACI provided a proven methodology and approach drawn from their data expertise and experience. Once we had clear segment parameters, our data team mapped them to our base.”

The Results: tailored propositions, content and media selection

TSB is actively using the segment insights to develop its media strategies and in campaign briefs, creating content tailored to target consumers’ profiles.

Justin continues:

“Part of the output of the segmentation was to rank the segments in order of money confidence. Working with CACI, we agreed on a weighted mix of key questions in the TGI consumer survey, to derive a money confidence score. We support people with content, products and services to help raise their money confidence and we need to be relevant to those that need that support most.

At the heart of it is a money confidence score: we’ll measure our progress against our purpose: Money confidence for everyone everyday. We hope to see a gap opening up between the money confidence levels of our customers and that of non-customers, with a continual improvement against today’s baseline.

We believe this segmentation will continue to pay dividends as we develop our channel and campaign marketing – we’re looking forward to tailoring products and services even more to meet customer needs.”

Continue reading the full case study

To view the full customer story click here.

If you’d like to discuss developing a strategic segmentation with our data science experts, please get in touch.

Learnings from CACI’s Activating Data event

Posted on: 18 February 2022

Back at the end of November 2021, during a small window of lockdown restrictions easing, CACI held an event in London for clients and prospects. After 20 months of not being able to meet in person, it felt great to be reunited to share insights and experience.

Given the time that has passed, we wanted to make this event memorable for all the right reasons. To do this we organised client speakers from the RAC, Laithwaites Wines and Domino’s Pizza Group. Recognising that many of you want to hear from your peers rather than us.

“Activating data to deliver seamless customer experiences” was the title of the event we decided on. Granted it’s a mouthful to say, but we felt that the topic of activating data into the customer experience is overlooked. Often falling between the IT, data, and marketing functions. When it comes to delivering a customer experience strategy that connects across all channels and is consistent it requires all these business areas to work together.

In this blog post I want to pick out some of the important client messages from that event. You can watch all the videos here.

Takeaway 1: Need for multi-disciplinary change teams

Ian Ruffle and Jenny Cann spoke about the RAC’s implementation of Adobe Campaign and Snowflake. The project has been a big success for the RAC, delivering new use cases and positive benefits (including a reduction in inbound calls).

To successfully deliver this type of change, Jenny showed how RAC and CACI formed a core decision making team across technical and marketing disciplines. This group provided clear direction for the project and united teams around a single vision for delivery.

Watch the RAC case study

Takeaway 2: Don’t forget the creative

Domino’s Pizza Group shared the ingredients of their journey to deliver personalised messages to every customer. Hayley Pryde of Domino’s introduced how this transformation has been delivered through good technology, having the right people, developing test & learn processes, and then selecting solid agency partners.

An added ingredient was the need for new creative assets that can be personalised in every channel. This required new imagery, a variety of copy options, and strong integration between creativity and technology. Assets needed to work in multiple channels and be relevant to the recipient. For example, if a customer always orders vegetarian options, it’s less effective to use “mighty meaty” imagery in the campaign.

As Domino’s Pizza Group have discovered, having the best technology and processes will only get you so far if the creative assets are all the same. For this reason, they are working with CACI’s creative studio to produce a wide range of personalisable assets for performance and direct channels.

Watch Domino’s Pizza Group talk about creative asset personalisation.

Takeaway 3: Get closer to the customer

Through lockdown Laithwaites Wines saw a change in their customer profile. Whilst their loyal base of wine buyers continued to purchase, new customer groups came to the brand looking for great wine that could be delivered to their home.

With a growing base of customers, Laithwaites Wines worked with CACI to understand the UK market for wine buyers. Using Laithwaites’ data, CACI’s demographics and lifestyle data, and market research we created a market segmentation that could be applied to Laithwaites’ business strategy.

Personas and market plans were built from the segmentation, enabling the business to understand the differences in customer buying habits and needs. For each segment, core value propositions were drawn out and applied to communications. Importantly for Laithwaites Wines, the segments provided a way to calculate addressable headroom for each segment to set very specific targets for growth.

To listen to James and Sophie talk-through Laithwaites Wines’ approach to segmentation, click here.

How Will Our Work and Home Life Co-exist as Measures Are Lifted?

Posted on: 24 August 2021

For many of us, COVID-19 has been the most significant, and perhaps the most traumatic, experience of our lives. It has had a huge impact on us as individuals, as a society and as a workforce. While some things will return to some semblance of pre-pandemic normality, many things have changed forever and have become our ‘new normal’.

Overnight, lockdown measures forced many of us to work from home which has led to the normalisation of remote working. This more flexible way of working has allowed more time with the kids, the opportunity to walk the dog in the park at lunchtime as well as being at home when online purchases are delivered.

Living and working locally means we are spending more time at home, spending more money on our local high streets, and supporting local businesses. In CACI’s Wealth of the Nation Report analysis that focuses on the changing movement of the population across a pandemic and the impacts of wealth touch on this point.

But How Will Our Working Behaviours Change as Measures are Lifted?

As part of our assessment of the Future of our Office Space, CACI has published a ranking of the HOT 100 Work From Home (WFH) locations. This analysis has identified the top locations with the highest volume of workers likely to change their working habits and work from home more frequently as a result of Covid.

This analysis prompts us to question whether the pandemic has affected the way our work and home life co-exist?

At the height of the pandemic last year there was a lot of discussion about whether we would return to the office and, if so when and how often? What would be the impact of working remotely and how would this affect how we communicate, connect, and create? And what will our workplaces look like if our offices are virtual and we lose those social interactions?

As Lockdown Measures Are Lifted and We Are Being Asked to Return to the Workplace, What Will Be the Outcome?

CACI’s weekly COVID analysis has shown that while there is a clear desire to get back to the office, businesses must adapt to the changing worker needs. Furthermore, we have established that 2.8 is the optimum number of days a week workers would ideally like to spend in the office in the future.

So, what will people do for the remainder of the traditional 5-day working week?

While certain businesses depend on face to face and in person experiences to exist, many more can operate in a virtual environment. They have become accustomed to using video conferencing platforms which have seen a huge surge in use that is unlikely to change in a post-COVID world.

People now want to be able to split time working between home and the office meaning office-based time will focus more around collaborating and networking with colleagues.

As remote work is adopted as the ‘new normal’, many are choosing to leave big cities in favour of more local and suburban areas which have seen an increase in flexible working environments reflect our changing behaviours and needs.

Since April 2020, CACI has been producing free weekly reports that have focused on the changing movement of your customers and our communities. Amongst many of the findings to come out of this analysis we have established that money has historically been used to buy freedom of movement, and throughout the pandemic – for those who have money – it has bought people freedom to stay still.

It is very clear from the data that affluent community groups have had the choice to stay at home and make use of local amenities, while those less affluent and more disadvantaged groups have needed to travel further for personal or work purposes.

Key hints and tips on making attitudinal segmentations actionable on your database

Posted on: 22 July 2021

Attitudinal segmentations are typically created using data from qualitative surveys. They can be powerful in delivering rich insight into supporter mindsets and provide a framework for charities to engage the public through the in-depth understanding of general motivations.

Being able to treat supporters consistently through the marketing funnel helps to build a relationship with your supporters and deliver them messages which connect, driving their engagement. Once someone becomes a supporter, they want to see the same messages which resonated with them being reflected in their journey with you. With the impact of Covid, we’ve also seen the acceleration of some of the more traditional charity heartland moving to digital channels and it is more important than ever to ensure your messaging resonates with these newly digital audiences to ensure their retention.

With this in mind, being able to make your attitudinal segmentation actionable on your database can be a key part of your supporter engagement strategy. As attitudinal segmentations are usually based on surveying a smaller sub-group and not based on data which can be applied to supporters on the database, bridging attitudinal segmentations can be a challenge and is not always a straight forward process, but it is a great way to provide a consistent supporter experience. We recently chaired a roundtable with the charity sector where our expects shared some of their key hints and tips on how to approach the challenge of bridging an attitudinal segmentation.

Part 1: The challenge of bridging an attitudinal segmentation on to your supporter base

There are no two ways about it – data is the key at the heart of tackling this challenge and making it actionable. We’ve summarised the 5 key questions you need to start with when approaching this challenge:

Where and who created the segments? Were the segments created by your organisation or a media/research partner? This is key to understanding if you can get to the raw data or in understanding what granularity of data you can get hold of.
What data is there? Do you have access to the responder level data or tables by segment, or pen portraits? What data you can reach will determine the method of bridging that can be used.
Were questions posed just to your supporter base or the wider population? What types of questions were asked? Were these really personal to your charity or more generalised questions? These are considerations that may impact on the resulting solution.
Are there any behavioural traits reported within the data that were part of the same survey? Wider data outside of pure attitudes can be helpful to model this back to the database.
Were any demographic questions asked, or was postcode captured? This can be useful to help the process of creating the link between the segments and your supporter base.

Whilst it is a challenge to bridge an attitudinal segmentation, the questions above will help identify how simple or complex the solution will be for you.

CACI is in a unique position with a UK wide dataset on all adults, with more than 600 variables that we can use to profile and create proxy variables to support the possibility of a successful bridging exercise.

We’ve summarised some of the key techniques that can be used to do the bridging based on the granularity of the data that you have access to below:

Responder level data – this is the most granular form of data and as such will give the most accurate results. Techniques here include modelling each of the segments out using a mix of the responder data and CACI’s data to score this up against your supporter database, before validating this back against the responder panel.
Tables by segment – we can compare each supporter’s results to the segment averages based on a combination of multiple data points. Validation is key through profiling and sense checking the segment distribution.
Pen portraits – here we would use a rules-based approach to recreate the segments based on high level views of the segment. You want to capture the different blend of information that you have to bridge the data. As before, the final step of validation is important to ensure the accuracy of the solution.

In the instance that you can’t get to the raw data or don’t have this available there are a few other options that can support:

Surveying the whole supporter base with golden questions – though be aware responses can often be skewed to particular segments and some supporters may be more inclined to answer than others
Adding the golden questions on to market panels – this will provide more demographic and behaviour traits which support with the bridging process

Part 2: Considerations at the start of the journey of an attitudinal segmentation

If you’re considering the benefits of creating an attitudinal segmentation, there are a few hints and tips we would advise to bear in mind before you start on your journey. Our first tip would be to include some supporter traits. Including additional questions such as demographic markers i.e postcode, gender and age band, will support the ability to map the segmentation on to the database.

Engaging with other teams across your wider organisation is a key part of the process to ensure the segmentation will meet your goals and provide value across teams. This will help flesh out what the segmentation will be used for now and also in the future, and support in knowing what you need from the segmentation and building it accordingly. It is also key in getting buy in as early as possible to ensure teams are engaged when the solution is rolled out.

Another solution would be to build the segments first and then use research to enhance them with attitudinal values. This solution can work well with one of the benefits of running focus groups to bring life to the segments, rather than using the attitudes to drive the segmentation.

Ultimately, it’s about finding the right balance that works for you – what does your organisation need and want from the segmentation? Attitudinal segmentations can bring excellent insights but are limited in their applications across a database – fundamentally it’s a process of ensuring that, through engaging the whole organisation, your solution is optimised in order to meet your strategic aims.

If you’d like to know more about how we can support you through this journey, please do get in touch and we can discuss your challenges in more detail.

Driving a better understanding of Electric Vehicles

Posted on: 8 July 2021

Rapid growth in Electric Vehicle (EVs) sales in recent years (180% YoY in 2020), aided by strict government emissions targets for 2030 and substantial investment from automotive manufacturers, suggests that UK consumers are all set to go along for the electrified ride. However, even as EVs now account for 6.6%* of the overall UK car market (Autocar 2021) and, 9% of our recent survey audience already own one, the gap between the perception and the reality of owning and driving an EV will need to be bridged before they become an automatic consideration. In order to capitalise on the increasing demand for EVs, companies in the automotive sector – whether manufacturer, service or utility provider – need to be able to identify and address the unique concerns of different consumer audiences.

In our previous blog “Understanding Differing Consumer Attitudes on the path to EV adoption ”, we explored how attitudes to EVs differ amongst CACI’s Acorn classifications of the UK Population. However, going electric is more of a lifestyle change than simply buying your next car and factors such as battery size and range, where you live and, the availability of charging infrastructure are all key considerations. Our survey allows us to compare the perceptions of those who don’t yet own an EV with those who do, so how does the reality of going electric live up to the promise (or threat)?

There was little separating owners from non-owners when it came to the key advantages of driving an EV, suggesting that manufacturers and advocates have done a good job of selling the dream.

*Includes sales of battery electric vehicles only, excludes plug in hybrids.

While only 28% of owners highlighted lower servicing costs as a benefit (compared to 33% of non-owners), this was reversed when it came to fuel/charging costs, which 71% of owners see as a benefit (compared to 69%).

The biggest discrepancy in response, related to EVs producing less noise pollution. Only 41% of non-owners recognised this as a benefit, whereas 59% of owners enjoyed the quieter ride their EV gave them (and those around them).

Non-owners tended to be more sceptical of the disadvantages of owning an EV, perhaps as a result of negative press and a limited understanding of their mobility requirements. Take range anxiety, or concern that an electric battery won’t provide enough charge for drivers to get from A to B without needing to stop for an extended period to recharge. 55% of non-owners were concerned by range and when coupled with worries over the number of public charge points (62%), it all sounds very doom and gloom.

But compare that with the perceptions of owners, where only 36% worry about running out of charge and 40% about the access to public charge points and it does start to sound more manageable. Generally, today’s EVs can cover a range between 150-300 miles and the latest Zapmap figures (April 2021) show there are more than 23k public charge devices at almost 15k locations in the UK.

Whether owners or not, respondents across all Acorn categories believe the biggest advantage of an EV is the reduced air pollution. And while cost of purchase is still a concern, it should be addressed as more EVs enter the market and second-hand vehicles become available. Knowing which benefits to promote and how to ease the concerns around perceived disadvantages is critical to delivering the right messages to the right audiences.

At CACI, we’re helping our clients to drive the electric revolution

Whether using an off-the-shelf customer segmentation like Acorn, a bespoke approach based on first party data alone or a hybrid solution combining elements of both, driving engagement from your audience will depend on your content and messaging. It’s clear that individual motivations for purchasing an EV will need to be exploited, while more importantly, concerns regarding owning one, will need to be addressed head-on.

It’s widely agreed that the purchase consideration period for an EV is substantially longer than for a new petrol or diesel model. So, it’s important to be able to identify which purchase phase an individual is in – awareness, consideration, purchase – to understand what information and content they’ll need to progress through what could be a longer journey than normal. To do that, CACI creates detailed contact strategies that allow brands to nurture their audiences until they’re ready to convert.

We worked closely with EDF Energy to identify which of their customers might already own or be likely to purchase an EV. By using CACI’s Acorn data and TGI profiles, overlaid onto their customer segments, we were able to design and deploy a series of highly targeted campaigns to upsell their EV tariffs.

More recently, our Data Science team have created a ‘propensity to buy EV’ model that has enabled Mazda to target the best audiences for their new all-electric MX-30. Through our Strategic Consulting and Campaign Engagement teams, we have delivered tailored campaigns and engaging content to the best audiences.

The innovative approach taken by CACI to launch our pivotal model, particularly the impressive use of data in forming the customer journey, has led to results that speak for themselves.

James Crouch, Customer Insight/Digital Transformation Manager, Mazda

Speak to us if you have any questions or want to learn more about our survey results.

Location Dynamics – Financial Footprint

Getting started with customer segmentation

Posted on: 6 July 2021

Segmentation in marketing isn’t a new concept. But as big data gets bigger, many marketers are only now realising the benefits of defining customer groups and developing the right engagement strategy.

At CACI, we’ve never been busier, building segmentations for clients across all kinds of sectors – retail, charity, travel, financial services, leisure, and utilities.

If you’re thinking about building or commissioning your own segmentation, there are a number of important factors to consider before going ahead.

How do I choose a segmentation model?

There are several ways segmentation can help your business. Typically, our clients use segmentation to:

understand their customers better;
increase customer engagement;
improve targeting and personalisation;
inform product development;
help position products or brands;
and size their market.

It’s worth noting that some segmentation objectives can work against others.

For example, if your primary goal is to inform product or proposition development, then a needs-based or attitudinal segmentation may be the most relevant. But this type of research-based segmentation can often be challenging to map onto a customer database, making it difficult to be used for direct targeting.

It’s why you need to be clear about exactly why you’re segmenting, including how the data will be used, by whom, and in what context.

Before starting any segmentation exercise, ask yourself these key questions:

What are your objectives? Get a clear understanding of how you want the segmentation to help your business to achieve its goals. Remember that a segmentation can’t always do it all.
Who will use it and how? It’s vital to recognise each way you want to use the segmentation, to inform how it’s created. For example, consider whether segments need to be coded onto your customer database, or whether your media planners will need to build segment-tailored campaigns.
Is your project owner empowered to make decisions? Conflicting objectives or opinions over a segmentation’s purpose, or its application, mean it’s important to have a project owner who’s able to prioritise and make key decisions.
What data is available? You can build a segmentation based on all kinds of data – attitudes to purchase, transactional history and email engagement, geography, demographics or lifestyle characteristics. The key is to choose the data that best meets your overall objectives. And remember, anything you don’t use in your segmentation build can still be used to profile your segments once they’re created – giving you a clearer picture of each group.

Begin your segmentation journey on the right foot

Even before you start making decisions, it’s important to get the right information, and define what success will look like. For example, in our client work, we talk to key stakeholders using the four questions above. And only then do we start to design and build a segmentation.

Here are our three top tips to begin your segmentation journey:

Have a core purpose – that’s clearly linked to your overall business objectives. Having a clear view of what you want to achieve is the cornerstone of a successful build.
Ask whether segmentation is the best option – a reality check never hurts. We’re big fans of segmentation, but there may be another option which fits your business objectives.
Think about what your users need – understanding each way your segmentation will be used. This will inform how the segmentation should be created and what data you’ll need to do it.

Customer segmentation: it’s all in the planning

The key to a truly useful customer segmentation is good planning.

The more data you have at your disposal, the more options you have. And that makes it all the more important to think clearly about what kind of segmentation you really need.

If you’d like to learn more about segmentation, or would like to talk about your own customer strategy needs, get in touch with one of our experts.

Data Science in the water sector – How to create behavioural change

Posted on: 29 June 2021

Engaging customers in an industry without direct competition can be a difficult conundrum – how do you effectively engage your customers in your services, and drive behaviour change to meet water efficiency goals?

Recently, CACI held a roundtable for the water sector to dive into the approaches that have been taken to understand customers, personalise communications and ultimately drive the behaviour change needed to keep down demand.

CACI Data and the Benefit for Customer Insight – Penny Walton, United Utilities

United Utilities has been on a journey to better understand its customers and to ensure that when interacting with them, this communication is through the right channels with the right messages.

In order to achieve this, CACI has created a bespoke segmentation that uses CACI’s household level demographic data in combination with United Utilities’ transactional data to segment the United Utilities customers into one of eight segments. The primary focus of this was to meet customer requirements, improve communications, and focus resources through considering ‘how do we want customers to feel and behave when we interact with them’.

The segmentation has been used throughout the business to drive improvements in communication with customers, ensuring that these are delivered through the channels that the customers prefer, and creating a better quality of communication. This has been used effectively across billing, priority services, metering, switching to digital, and water efficiency.

Having this approach in place during Covid has been vital as it’s ensured targeted communications to reach the right customers through the right channels and fundamentally it has given United Utilities the ability to reach out to customers with lower affordability with bespoke messaging that is designed to resonate with the different segments.

The customer segmentation now frames every aspect that is looked at when considering communicating with customers.

Driving behavioural change with actionable insight – Ed Sewell, Data Strategy Partner at CACI

When considering an example outside of the water sector, Change4Life is an excellent example of creating behavioural change through actionable insight. It has been incredibly successful at driving behaviour change in hard to reach groups and has now been running for 11 years.

Through creating highly engaging and personalised messages, the government was able to reach high risk groups and, all-importantly, to keep them engaged overtime to really reach the key goals of the programme.

There were a number of different campaigns that came out of the programme, some of which have been highly memorable such as ‘Couch to 5k’, and all of which were based from segmentation and underlying data that drove the personalisation and engagement.

Whilst this is an example of a highly effective government led behaviour change strategy, these techniques and approach can be applied to the water sector to increase customer engagement and drive behaviour change around water efficiency and responsibility.

Key Takeaways

The most resounding point shared during the discussion was the power of adding data and data science to customer insights and understanding, as it supports creating more effective communication, drives down costs, and creates better outcomes.

Here are some of the key insights and takeaways that were shared:

Significant uptakes have been seen in affordability programmes due to reaching the right customers
Blending customer transactional data, complaints data, and demographic data is key to creating actionable insights
Being able to focus on those that are interested in engaging with water efficiency and being able to amend messaging for the different types of customers (whether they are more interested in environment, cost, savings, etc.) makes a big difference in driving change
It’s about getting the right messages to the right people
This approach supports driving down operational costs as majority of customers move digital
Ultimately, more personalised content drives better outcomes
Interest in the environment and concern around climate change is at the highest yet so now is a key time to increase focus on water efficiency
Ensuring that there are no ethical issues in the build of the segmentation or the resulting communications

What’s Next

Look out for our next roundtable in the series which will be focussed on the power of population projections for the water sector.

Please do not hesitate to get in touch should you want to hear more!

Capability: Customer Segmentation