Identity Resolution, customer segmentation, and real-time multi-channel communication tools have the ability to surprise and delight water customers in the UK. What can be learnt from the success of other sectors?
The dreaded “Beast from the East” of February and March 2018 left over 200,000 consumers in England and Wales with little or no water and resulted in OFWAT releasing their “Out in the Cold” report – measures and requirements to prevent something like this from ever happening again.
Then, Covid hit. When whispers of a distant virus first circulated in the UK, I don’t think anyone truly anticipated just how serious it would be. Over a year into it, everyone is still trying to make sense of the changing consumer habits and how household and non-household consumption will change moving forward. Regardless of anyone’s opinions on how the future might look, one thing is clear – demand is high.
If you’re not familiar with the nuances of demand forecasting or operations for the water sector, you may be thinking “well of course demand is high, everyone is at home”. However, the consequences of this are much more far reaching – from consumers completely changing peak usage as a result of later waking times due to mass non-commuting, to children not being at school during an unseasonably hot Spring in 2020, causing paddling pools to be filled across the nation. This caused a big headache for many departments within the water sector – such as diverting water supplies to meet demand for those at the extremes of reservoir distance, adjusting pressure times for household consumption, and massive concerns about the size of pipes being too small to deliver the demand of water at peak times.
One thing was clear, water companies needed to ask consumers to consider how much water they were using. Nothing as extreme as a hose pipe ban was required (yet)…but considering not filling up your paddling pool every day, not having a bath every evening because you’re in lockdown or reconsidering whether the car needs to be washed every. single. day.
CACI is in the fortuitous position where we work across multiple sectors with the sole focus of enabling organisations to “do amazing things with data”. So, what can the water sector learn from other sectors to enhance their communication with their own customers – not only improving engagement, but ensuring consumers are contacted in channels that appeal to them.
If I was the Director of Customer Engagement at a water company, what would I do?
By following the four below points you’ll be enabling your organisation to trust that you’re speaking to the right customer, with messages that resonate with them, via the right channel.
If I look at myself, I have multiple email addresses, my surname is frequently misspelt (thanks Rob Brydon), I have two mobile phones with different numbers, even my postal address frequently appears incorrect on certain address look-up providers, which means I’m sometimes on edge as to which of the three incorrect addresses my parcel will be sent to (thank god I live in a little village with a local postie)! Data can get messy. With customer data stored in disparate databases, customer engagement/customer services are often the teams that get the brunt of customer frustration.
Typically, you’ll find a customer who’s disgruntled needing to phone a call centre to complain, to then be asked for their non-sensical account number (which often needs to be found on a letter or via an online account – a whole other kettle of fish trying to log in there), to then be directed to a different team, to then be put on hold. It’s a sure way to reduce C-SAT scores and irritate your customers – probably escalating that complaint and making it harder to resolve.
Now, imagine a world where you can link all customer data and ensure that it’s correct. So, if a customer phones into a call centre with a complaint you’re able to quickly and effectively go to one customer record, with all their contact history. That would improve their experience immediately!
The ability to connect online and offline data in real-time already exists. So, this problem could be a distant memory. Read all about it here.
If the past has shown anything, having the ability to communicate to customers in real-time across channels is vitally important. The great news? There is already tonnes of technology out there to enable you to do this. Imagine the water supply is being cut off in an area due to a burst main. Well how about if you could:
That’s just in an emergency, imagine if you could set up customer journeys for all sorts of other reasons, e.g planned engineering works, hose pipe bans etc – rather than the typical letter consumers receive.
All this technology exists in the market already and is used very successfully for marketing campaigns. The utilities sector is pretty unique in the requirement to contact customers in these situations – why not take advantage of this powerful technology?
Emergency communication is one thing, but consumers are expecting you to provide them with interesting content. We’re already working with lots of water companies to understand financially vulnerable customers and providing the tools to inform them of social eligibility tariffs, for example, but a key area is understanding what channels a consumer is going to respond to, and having the campaign tools in house to deliver this content.
Customer journeys are used widely within sectors such as auto, retail and leisure – there is no reason why the water sector shouldn’t also embrace this to drive engagement (and increase the C-MEX and C-SAT scores).
David Sealey from CACI, interviewed Gareth Ballard from Braze in April last year, and it’s definitely worth a watch if you’re looking to form human connections with your customers.
We talk about this all the time at CACI – segmentation is our bread and butter. I can’t re-iterate enough – understanding your customers is so important. How would you feel if you received a letter asking you to stop watering your garden so much in a lockdown when you’re in the top floor flat in 30 degrees with no access to outside space? Not great.
Trying to encourage behavioural change can be supported further when we add attitudinal information to a rich demographic segmentation. Lessons can be learnt from EDF’s Smart Meter Roll Out programme, where CACI built out attitudes to understand the drivers for people to get a smart meter, and then built an integrated communication journey to encourage change.
How could this work for the water sector? Well, perhaps something like the below:
Does any of this resonate? I’m very happy to talk you through any of the above as part of an Art of the Possible session and bring in Subject Matter Experts to really drive forward your customer experience. Just get in touch and I can set up a 45-minute session with you today.
Covid has brought unprecedented changes to our day to day lives and our behaviour. This in turn is having a huge impact on the charity sector and their ability to fundraise, a vital part of their operations. Some of these key challenges that charities are facing currently are:
At CACI we have been exploring the impact of Covid on people’s behaviour and we took a look at what this meant for charities and how they can overcome these challenges.
One of the more unusual impacts in people’s changed behaviour is the up-turn in their priorities when engaging with brands. Whilst Covid-19 safety measures have risen to be the number one priority, regardless of demographics, this was not the only change to the ranking. With a reduction in spending resulting from lockdown, two key aspects have risen to the fore in people’s priorities:
This is a key factor for charities as it shows that despite the hardships that many of the population is currently facing, there is a general desire to ensure money spent is done so with ethical and sustainable brands. This is particularly key for charities that have online stores as there is clearly an appetite for this kind of spending, so it is imperative to be reaching out to supporters with this message.
Consideration of changes in income and financial status is imperative, but whilst Covid is having an impact on all, the effect of this is not the same across the board.
Using CACI’s Fresco segmentation, we have been able to look at survey respondents changed financial situations. The groups that are seeing an increased disposable income tend to be some of the younger segments that are early in their careers and have been able to successfully work from home. This is a key group to look at, as they aren’t the typical audience for charities to target as they usually have low levels of disposable income.
With face to face fundraising coming to an abrupt stop back in March, digital channels messaging for brand awareness and fundraising initiatives became a key strategy overnight. Since lockdown was imposed, we have seen that 53% of people are now expecting to engage more online. Breaking this down further, we can see that 23% will look to make online a priority going forwards, whereas 35% will only use online over physical when absolutely essential.
What is most important to consider in these statistics, is that it is older generations, typically adverse to using digital channels, that have now become more digitally savvy and more comfortable making payments online. As a key demographic for many charities, this is a key consideration in future fundraising strategy.
As restrictions have been eased and the tier system has been implemented, we have seen a rise in movement in the local community – whilst people are not moving in the same way that they were before lockdown, we can see that people are moving about and interacting more in their local community. This is key to consider when planning face to face fundraising strategies as the local high street is a more powerful location than before.
One of the key themes that was discussed is the importance in using data to understand what is changing in charity audiences. Whilst there have been some obvious changes with the loss of face to face fundraising and community events being cancelled or postponed, some of the changes in supporter behaviour are more subtle and being able to understand and react to these is crucial.
Some of the other key discussion points were:
If any of these points resonate, and if you’d like to understand more about how CACI can support your charity to overcome this challenging time through data, marketing technology and insight please do not hesitate to get in touch.
Look out for our next blog on how charities can find and support the new vulnerable.
Understanding demand is a key challenge for the water industry as it is a stepping stone in helping solve several puzzles such as distribution, understanding leakage, and helping customers reduce their water use. With some areas of the UK having low meter penetration, and standard meters only being read annually or even less frequently; demographic data is a key aspect in modelling demand to meet these challenges.
Recently, CACI ran a roundtable discussion on all things demand to understand how companies are tackling demand forecasting currently, and what innovations are being explored for the future. We ran the roundtable in conjunction with Anglian Water to share the work they are currently doing in this area, and Badger Meter who were part of the winning team at the recent “Innovate East” Hackathon.
Anglian Water is one of the largest geographic water regions, spanning the East of England from Grimsby to Basildon. Unusually, Anglian has a 90% penetration of meters across their region.
One of the biggest challenges currently facing Anglian Water, as one of the driest areas in the UK, is climate change. The increased risk of drought and predicted reduction in rainfall for the region is a huge concern for the demand of water.
Another major challenge that Anglian is tackling is the continually increasing population growth in the area. Located to the north and east of London, Anglian Water’s region contains 3 of the 5 fastest growing towns in England – Peterborough, Cambridge, and Milton Keynes. This means that in some areas the population could grow by more than 28% by 2045, again causing a huge increase in water demand.
To help tackle these challenges, it’s important to accurately understand the level of demand and therefore be able to calculate and tackle leakage in the area. To do this, Anglian use three main work streams:
The importance of smart meters in an area that is being increasingly challenged in terms of demand cannot be understated. Anglian has a programme in place to get 70% of their customers upgraded to smart meters by 2030, in order to further improve their understanding of how customers use water and plan for future local demand. Acorn will again be used in supporting the build of these models and to help quantify the day-to-day demand in areas that aren’t smart metered.
In addition, the smart meter data is a game-changer in terms of the understanding, modelling and reporting of leakage in a way that Anglian hasn’t been able to do before.
At the beginning of September, Anglian Water along with Welsh Water and SES Water hosted the event ‘Innovate East’ – a two-week event focussed on innovation in the water industry. As part of the event, a data hack was held to explore what insights and actions could be driven from smart meter data.
The hack had the challenge statement of ‘Helping customers save water (and money)’ and teams were given Anglian’s smart meter data, along with occupancy data and CACI’s Household Acorn data to find innovative ways to approach and answer the challenge.
Using the above statement on the level of water reduction that is being targeted, Michael and the team approached this challenge with the focus on reducing customers waste use of water.
The first step in their approach was to answer the question – what is considered to be ‘excess use’? The team took raw data from a two-person household to look at an average day’s typical water use. From this, they were able to match behaviours to peaks on the graph as can be seen in the image below.
You can see that the activities with high levels of consumption, but low levels of frequency, can be identified as water being wasted and are the activities that are key to target to reduce water use.
By understanding the different ‘excess use’ patterns of different Acorn groups, this information can then be used to create personalised communications to customers to help them better understand their waste habits and to encourage them to consider alternative options. For example, being able to suggest a variable flush to reduce excessive water being used by toilet systems.
The team then proposed an app, ‘Pipedream’, to demonstrate how this would work. Using best practice from the energy industry as a guide, customers would be able to download the app and visualise their daily consumption against a set reduction target. The team also proposed adding options to demonstrate the change in water usage when different activities were chosen. For example, what happens to their water use if they decide to switch to baths instead of showers. This can then link into a reward scheme to encourage users in better water saving habits.
The roundtables also included discussion from representatives from other water companies sharing their views, examples of best practice and innovative ideas for future approaches to reducing consumption.
Points raised ranged from the importance of understanding the potentially contradictory view that larger households are naturally more water efficient than single person households (and how this can lead to flaws in using Per Capita Consumption (PCC) rather than Per Household Consumption (PHC) in demand calculations), to examples of how quality and timely communications have been proven to reduce water use.
Naturally conversations turned to Covid 19 and the clear evidence of changing behaviours and local demand, and potential ways in which this can be modelled and evidenced.
Look out for our next roundtable in the series which will be focussed on understanding the impact that Covid has had on financial vulnerability in the water sector.
Please do not hesitate to get in touch should you want to hear more!
APIs are not new news; they’ve been around for 20 years and have grown exponentially.
From powering ecommerce, social platforms and Cloud applications they have become ubiquitous since the explosion of smart phones. They improve integration and automation, leading to better services and innovation, saving time and money – linking both internal and external systems.
With 83% of respondents to The State of API Integration Report 2020 believing API integration is now a critical part of their strategy and 43% seeing a direct increase in revenue it is clear that this is the direction of travel for most organisations.
Added to this, the desire for most brands to provide a more personalised and seamless experience to their customers with 66% of consumers stating that content, that is not personalised, would stop them from making a purchase, real-time information is more important than ever.
To facilitate these real time business requirements, we have made our suite of demographic products available via our API, enabling organisations to access real-time insight about their customers directly into their marketing tech, consumer databases or websites.
The API enables you to code up new customer records instantaneously for immediate onboarding as well as providing insight across digital applications for content personalisation and messaging. With our API you will have the ability to improve business decision-making and user experience whilst achieving personalisation at scale.
CACI have taken the Acorn, Ocean and Fresco data products and made them available via our real time API. This allows for the coding of an individual instantaneously, and can change the use cases and application of the products. Here are just some of the benefits our clients are experiencing with CACI’s Demographic Data API.
Many organisations use CACI’s data products such as Ocean, Acorn and Fresco to plan the customer journey a new customer will follow as they onboard them. Understanding your audience’s affluence, lifestage, and lifestyle can make a big difference when creating tailored messaging and customer engagement strategies, by providing a view of the products your customer may be interested in, in the future. It is particularly important to get this right during the onboarding process as getting it wrong can affect the way a new customer perceives your organisation.
Knowing this additional insight at the start of the relationship can be immensely helpful, from knowing whether they are a Rising Metropolitan who may be interested in getting on the property ladder to an Asset Rich Grey who is planning for life enhancing expenditure or saving for their grandchildren, messaging can be adapted accordingly.
Similarly, if you are a leisure organisation, you might want to understand which shows your customers might be interested in attending in the future; adding CACI’s data can provide the insight you need to predict this while you build up a picture of their transaction habits.
Another benefit of using the API is that it can assist organisations with myriads of siloed legacy systems containing customer information. It can be complex and expensive to pull data that is sitting on a marketing database, using the API can be a quick and efficient way to provide marketeers access to key pieces of information that drive their marketing communications programmes.
Identifying customers when they appear on your website enables you to serve tailored page content immediately, based on customer characteristics. Adding insight to a customer or prospect in a logged in environment or when they enter their postcode on a web form, enables instant journey planning and content personalisation.
For example, on a grocer’s website, a Successful Surbubs family will be looking for different products than someone who falls into the Student Life Group. Adding this colour to individuals, means that you can personalise content and create appropriate digital journeys which are dynamically adapted as they browse.
Additionally, at the point of placing a home delivery order, appending the geo location of the property can immediately assist in planning the delivery logistics, as well as helping drivers identify properties when on route, especially when it is dark or they are delivering in rural locations.
A number of our clients are interested in understanding the types of customers who drop out of the funnel during the quote process, compared to those that go on to convert. By adding key demographic, lifestyle or your own segment information to a record as it goes through the quote process, enables you to improve the effectiveness of your digital journey planning. Understanding whether a prospect might need additional reassurance or if they are more likely to be driven by price could affect the conversion path each customer follows.
We also support our clients with bespoke APIs. For example, one organisation has a bespoke API system built by CACI, which provides real time insight to their inbound call handling teams for both sales and customer service applications, This allows for tailored scripts to be followed dependent on the customer segment.
With studies showing that it is likely 85% of customer interactions will be handled without a human in the future, providing demographic information in real time can provide different routes for chatbots to follow.
With the world moving to more automated ways of dealing with data and consumers expecting things to happen in real time, being able to understand your customers or prospects immediately can make a huge difference to the customer journey, maximising the revenue opportunities available to you.
You can discover more about CACI’s suite of consumer data products here, or to speak to one of our data experts and gain a better understanding of how you can integrate these products in real-time with your CRM system, websites and call centres, please get in touch.
Covid-19 has meant that 2020 has been a challenging year for all sectors. With a lack of historical data to forward forecast the impact on consumers and their behaviour, there is no way to know what impact this will have on regulatory and business objectives.
For the water sector, this has been particularly challenging. Water companies have spent years building demand and leakage models to ensure that they are as accurate as possible. With a significant shift in working patterns and individuals furloughed, working from home or made redundant; household consumption has increased dramatically, with a significant drop in non-household use.
On top of this, the UK saw a record breaking dry and sunny spring across the UK, quickly following the wettest February on record – adding further complicating factors to demand models.
Furthermore, UKWIR are working with the water sector to develop a strategy to “achieve zero customers in water poverty by 2030”. With more customers at risk of becoming financially vulnerable, especially with the furlough scheme due to end this month nd further redundancies on the horizon, understanding which customers are at risk and how you can protect them is more important than ever.
Recently, CACI ran a roundtable to explore this latter point in detail and discuss how water companies can understand vulnerable customers and address water poverty.
We addressed this in 4 key areas:
In January, CACI released Vulnerability Indicators to support organisations in understanding customers who are at risk of vulnerability from a financial and digital perspective. The purpose of these indicators is to ensure that organisations are supporting those on lower incomes with appropriate tariffs and ensuring that those that can’t (or won’t) access services digitally are able to access services.
The Financial Indicators include the below attributes, as well as a combined score:
The Digital Indicators include (as well as a combined score):
CACI has been running regular research surveys to a nationally representative sample on an ongoing basis, to see how consumer behaviour is changing. In terms of the latest movement, this is currently sitting at around 74% of pre-Covid movement, with decreased movement following the introduction of the tiered system in the UK:
When comparing this to Acorn Demographics, movement is highly correlated to affluence, as you can see from this chart below. During Peak Lockdown the lower affluence groups were moving more than the national average (the black line in the chart below). These groups are highly correlated to those working in the “essential” category, such as Care Workers and Retail Workers:
Compared to the more affluent, who were moving less frequently than the national average (the black line). This is highly correlated to those that are “Office Workers” so are more likely to be able to work easily from home:
In addition, when we compliment this further with the research we are running, we can see that although the number of those on furlough is reducing, 33% of those on furlough believe they are at risk of losing their job, with 25% of people having less disposable income vs pre-pandemic:
During the roundtable, we discussed a number of key areas that the attendees are focused on, to support customers:
Our next blog will be focussed on the impact of Covid on demand forecasting, following a recent roundtable we ran with Anglian Water and Badger Meter.
Following our next Roundtable on “Identifying the New Wave of Vulnerability” we’ll be releasing the key thoughts and findings.
Please do not hesitate to get in touch should you want to hear more!
So, you’ve delivered a brilliant customer segmentation. You’ve incorporated demographics, lifestyle, engagement and value data, established real clarity and for the first time you can tell your organisation who your customers are, where they are, what they like, what differentiates them, what they want and how you can most effectively engage them.
Now there’s some new challenges – how do you turn this rich new insight into action that drives tangible business value? Equally importantly, how do you get the buy in and engagement from stakeholders and colleagues needed to get the organisational adoption that will make your segmentation a genuine strategic asset?
These are certainly challenges that I have faced on numerous occasions and one I know many marketers, analysts and data leads will recognise.
Typically, a great segmentation can deliver strategic benefits across 3 core areas. I like to break them down as:
Often the business case for the segmentation will have defined goals in theses areas. If not, now is the time to get those use cases defined. Once you have them you will be in a much stronger place to deliver value.
It can take time though to achieve success, so getting moving quickly is important. Once you have them, what’s next?
This is where getting the data scientists involved can really start to add value. This is often a great place to initiate a collaborative effort with them – you’ve got the opportunity and they have the wizardry to help make it happen.
There are a range of approaches that can work here, but taking the example of a commercial organisation aiming to sell more product to existing customers, we’ve seen the following work incredibly effectively.
In this example, the vision is to combine the customer segmentation you have created with dynamic models that will create an optimised platform for selection and conversion. This approach would ensure that each customer is targeted appropriately with the product most likely to deliver long term value growth.
In this example this activity combines to inform the delivery of a cross channel marketing programme that will drive ROI from increased sales. We’ve seen this work in multiple sectors, including Financial Services, Retail, Automotive and Media. It is also highly effective in driving positive behavioural change in Public Sector applications.
The key principle is to test and learn in focussed pilots, to enable the timely realisation of insights that will inform you before you move to a full roll out.
In our experience the approach achieves buy-in demonstrating tangible results, building exec level appetite, growing stakeholder confidence and informing the business case for further investment. It will create success stories that will inform the vision and demonstrate success to the organisation. Your customer segmentation will become the foundation of a transformational initiative.
And that’s a key learning I have taken from my time working with customer segmentation. They are great initiatives and often create the most impact when they are used as an enabler to driving significant business value.
If you’d like to hear more about this or how CACI can help you deliver more from your Customer Segmentation, we’d love to talk. Get in touch at info@caci.co.uk.
As consumer expectations become more complex, and with brand loyalty increasingly more difficult to maintain, the need to deliver a personalised and tailored customer experience is crucial to your brand’s success. This is true across all industries, with consumers engaging across more channels than ever before, against a background of increasing competition.
Segmentation is a fundamental tool for marketers, helping you to understand your audience by dividing consumers into distinct groupings based on shared demographics, lifestyle behaviours and attitudes.
When we think of segmentation, it’s easy to simplify the process. Grouping customers by products or services purchased, or demographic factors such as age or gender or perhaps we may go as far as segmenting based on buying behaviour. Assuming that two customers will respond in the same way to the same offer, based purely on their prior purchase or route to purchase is not necessarily going to achieve your desired outcome. Instead, gaining deeper understanding of consumers and anticipating their needs as individuals is key.
Here we highlight the benefits of customer segmentation specifically for the financial services industry, however it is relevant across all industries and CACI can support all sectors with segmentation.
Fresco is an off the shelf segmentation created specifically for the financial services sector. It divides the UK into 12 segments and 45 sub-segments based on an individual’s life stage, affluence and attitude to money, providing a universal vocabulary with which to describe customers, prospects and the market.
Many clients have taken Fresco at micro segment level (134 segments) and combined transactional and market research data to reaggregate Fresco, building a powerful and bespoke solution tailored to their organisation.
Here are just 5 of the ways you can leverage segmentation to improve your customer experience.
Financial marketers need insight to deliver the right message, about the most appropriate products, services and advice, to the right customers. Adding a segmentation to a new customer means you can immediately start to communicate to them in the right way whilst knowing limited transactional information about them.
Looking at customers solely through the products they hold could mean you are viewing two customers with similar mortgage products as being broadly the same type of person and communicating with them accordingly. But, when viewed in terms of the Fresco segmentation, those two customers might turn out to be two completely different individuals, with very different attitudes to life, money and risk.
Understanding whether your customer is a Successful Professional, a Stretched Renter or a Retired Homeowner informs the type of products and services they might be interested in and the types of channel and messaging they are most likely to respond to.
Fresco can provide strategic insights into your customers, enabling you to evolve communications to suit your audience at an individual level.
The insights you gain when using a segmentation can also help you plan for the future. If you are attracting an older demographic and your customer database is dominated by segments such as Low Income Elderly and the Road to Retirement, you may need to review your proposition and develop products that are more suited to a younger audience, in order to expand your customer base.
Nationwide Building Society built a bespoke segmentation combining customer data, Fresco and market research allowing them to understand their individual members at a glance, and offer them the right products, services and advice to help them with their banking needs.
This new toolset helped Nationwide to better understand its customers’ needs, and develop compelling, targeted products, services and marketing messages, resulting in Nationwide winning significant new business among younger members.
As well as understanding your individual customers, it’s also important that you have an overall understanding of the market in which you operate. Having a view of the UK population will help you to understand what share of the market you have and how your share is made up compared to the market as a whole.
Money Advice Service needed to understand the total UK market to ensure its advice services were reaching the right people, at the right time. To deliver accurate messaging, it was essential to Money Advice Service that they understood the different requirements of consumers and how to group them into addressable segments.
Fresco was used as a building block and mapped to research they had conducted, and the resulting segments have been used to help with targeting. This segmentation is used to build their engagement strategy and ensure support is focussed on the right customers, and that they’re targeting the core customer groups through appropriate channels.
The same philosophy can be used to understand local area analysis and branch performance. Understanding the population in the catchment area of each of your branches helps when making decisions about whether the branches are serving the local population with the correct branch format in a more digital world.
Fresco’s segmentation allows you to answer fundamental questions that will help determine whether or not your branches are in the right areas and serving the needs of your customers. For example; do they need the same size of premises? Should they be on the high street and open more convenient hours? Should they be providing financial advice for a younger audience or assisting in the transition to digital channels for an aging population? With Fresco you can start to understand the needs of your customers and ensure your branches are operating in a way that suits the customers in the area, as opposed to every branch simply working in the same way.
By combining segmentations with digital consumer insight data from the likes of Ipsos’ iris, you can align your digital marketing tactics with the behaviours of your target audience.
When cross-referencing online behaviours with Fresco segments you can gain a better understanding of exactly what your audience are searching for and dispel any preconceptions of who would be behind certain search terms.
For example, it’s easy to assume that young professionals would be the primary group searching ‘first time buyers’, but it can also be Asset Rich Greys, as it is likely parents may be helping their children get on the property ladder. Knowing what your audience are searching for will allow you to feed these common search terms into your PPC and content tactics to ensure you’re attracting your target audience.
Similarly, understanding your target market’s online journey will help you to know where to make yourself most visible. If Asset Rich Grey’s are visiting aggregator sites, you need to be sure that your brand is present across these sites with the right messaging, to enable you to reach that target market.
To find out more about how you can leverage off the shelf segmentations in your marketing and improve on your customer experience, contact us at info@caci.co.uk