The channel that looked profitable and wasn't
Customer acquisition was being reported as profitable. When we traced the customers through, it was losing money. Changing the agency and the approach put it back into profit.
Results
A few examples, grouped by the problem they solved. They come from inside businesses I've worked in and from client work. Names are left out.
Customer acquisition was being reported as profitable. When we traced the customers through, it was losing money. Changing the agency and the approach put it back into profit.
Acquisition spending was being judged on the first job alone. Bringing customer lifetime value into the board's discussions meant it was assessed on what a customer was worth over time.
Helped both businesses bring down the cost of winning each new customer.
Marketing strategies to support growth for both businesses.
Surveyors' handwritten notes were being scanned and typed up before a job could be priced. Digitising the survey meant quotes went out far more quickly. Remote video surveys followed, so customers could book at times that suited them.
Automating customer feedback and Net Promoter Score reporting flagged service problems quickly, prompted happy customers to leave reviews and showed where crews needed more training.
Sales rankings didn't allow for the fact that some people got warmer leads and bigger accounts. Comparing performance by lead source and account type showed who was performing best.
Client profitability reporting built from timesheet data showed which accounts made money. It supported fee renegotiations and pricing for new pitches.
Free benefits for club members had no link to how much they spent. Banding them by spend meant benefits matched what each member was worth.
We mapped how the business produced its marketing, cut the steps it didn't need and automated the rest. The team got hours back every week for work that needs a person.
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