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How do data collection and management influence your efficiency and profit?

Inbox is an independent consulting firm specializing in customer relationship management (CRM) since 2001, focusing on leveraging marketing and data analytics to enhance customer value and interaction. The firm operates in multiple countries and emphasizes tailored CRM solutions that address business challenges, and maintain high client satisfaction rates. Key strategies include understanding consumer behavior, optimizing campaigns, and developing loyalty programs to increase customer retention and engagement.

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Customer Relationship Management Unlock the sleeping potentials 1 Solution INBOX 14/10/09
A unique combination of marketing and technology expertise to identify and reap customer value. Inbox is an independent consulting firm founded in 2001 specialized in customer marketing. We help our clients better understand the behavior of their customers and enhance interaction with them. Inbox assists its clients from analysis, (data mining, specification, design), to implementation of operational CRM solutions. We develop customized and evolving solutions based on our expertise and operational knowledge of the business challenges our clients face. 2 Solution INBOX
A diversified portfolio with an emphasis on Consumers’ services. Revenues by sector Last year, we performed:  Finance 8% 60+ product appetite scores 5% Retail / Luxury 20% Media / Telco 10%  Insurance 27 audits of customers’ behavior Press 11%   22 relational action plans designed and implemented 19 customer segmentations 18% FMCG 13% Leasure Tourism Leisure / / Tourism 15% Revenues by offer Analytics / Clients DB 3% 40 marketing DB hosted and managed 7% Datahosting 13% 40% Over 62 million individuals’ data hosted 13% 92% of clients are very satisfied  Interactive & relational animation Consultancy Reporting tools 24% 3 Mail & Online vendors Solution INBOX Online questionnaire 14/10/09
Inbox’s international coverage Inbox operates in 7 countries on 3 continents: EUROPE • Founded in 2001 in Paris • Since 2008 in Moscow NORTH AMERICA • Since 2013 in Washington D.C. • Canada (Montreal) EMERGING MARKETS • Since 2009 in Tunisia • Since 2011 in Morocco • Partnerships in the Middle-East 4 Solution INBOX
WHAT WE DO 5 Solution INBOX 14/10/09
REVENUES MARGIN SUBSCRIPTION SALES & UP SELLING ROI 6 CROSS SELLING RECOMMANDATION PROFITABILITY… GROWTH We make big data & marketing studies accessible for a company with limited (or not) ressources SATISFACTION CLIENT …CLIENT LOYALTY? OUTSTANDING RELATIONSHIP Solution INBOX TRUST 14/10/09
SELL CONVERT Prevent & Stop Churn KYC CrossChannel Campaigns 7 Solution INBOX KNOW Lead Generation & Conversion LEADS TO CUSTOMERS PREDICT YOUR CUSTOMERS NEEDS STOP Cross/Up -Selling MORE TO EXISTING CUSTOMERS CUSTOMER CHURN SAVE Our areas of expertise BY OPTIMIZING YOUR CAMPAIGNS
Evolutions in the context,… 8 Solution INBOX 14/10/09
Context has evolved, yes… as, Over the period 2009 – 2012: • 55% of the CRM initiatives have missed their targets (Gartner Group – 2010) • A progressive saturation of the consumers’ needs A Russian consumer more demanding Improvement in the offer Higher penetration of goods, services Catch-up of the economy (globalization) Higher exposure to foreign markets 50% of multi-programs penetration in key urban centers Quantity of cards • 70% of purchase decision making process remains at the point of sales Issuance of “discount card”: Discount first & last 31.8% Более чем 5 BUT: От 3 до 5 47.7% (Inter-Act System – 2011) От 1 до2 Ни одной 9 20.2% 0.2% Solution INBOX Value destructive Absence of differentiation
Consumer’s behaviour is changing Criteria of customers’ preference towards retail chain Цены 81% Ассортимент товаров 76% Качество 76% Система скидок или акции 67% Программа лояльности/ дисконтная программа для … 59% 53% Предлагаемые бренды Удобное расположение магазина 47% Рекомендации родственников, друзей, знакомых, … 20% 19% Привычка Иное 1% • Обязательно 61% Скорее всего, нет 10 Depth & width of the assortment become KEY in the differentiation • Quality remains a strong pillar • … the consumer is looking for better consideration & greater attention, and ready to play WIN-WIN 29% Да, вероятно Конечно, нет Discount is good but prices reality would be better • Is the loyalty card, a stimulus in your choice? 8% 2% Solution INBOX
One to One & CRM A strategic vision 11 Solution INBOX 14/10/09
Customer Relationship Management Positioning HR Target What for? Me too or Strategic pillar? Training, job description Budget Which resource allocations for which results? Action to manage, organize the links between different persons who do exchange – positively or negatively – under commercial terms goods and/or services within constraints (budgetary, human resources, commercial pressure) which lead to necessary arbitration and then, selection and targeting SWOT Analysis DEFINITION Where do I stand today? Competition Communication Distance Perceived image Communication 12 Solution INBOX Capacity to federate Alone or in partnership
10 Basic Rules of Success Clearly define from the beginning realistic targets (industry, sector,…) Build a Business Case and keep it up-to-date Obtain and keep the support of the General Management Execute quickly the project to obtain quick results Limit and control the perimeter of the CRM project Be aware of change management Get involved the users throughout the project Drive (manage) strictly the project Get it properly integrated into your environment Measure the results with agreed and shared K.P.I 13 Solution INBOX
Key advantages of DB set-up Margin analysis per distribution channel Customers expectations & preferences Geo-marketing (competitive analysis) Channel Management Strategic Marketing Definition of price policy Client & Customer Segmentation Profitability & Efficiency of DM programs Relational Marketing Customer DB New Product Development Market trends Customer expectation Sales history per products categories Demand, volume, profitability simulations Cost of recruitment or retention of customers In-depth customers’ knowledge, history of the relations Individualization of the client knowledge Individualization of the offers Customer Service Sales Productivity Efficiency of the sales process Customer satisfaction (follow-up,…) 14 Solution INBOX 14/10/09
Beyond the mirror,… 15 Solution INBOX 14/10/09
Why developing a CRM program? Creating additional turnover Extending and improving the relationship between the brand and its customers • Retaining the good customers • Reactivating occasional customers • Maintaining proximity between the customers and the brand • Improving knowledge of the customers from the get-go • Paying attention to the events of the client's life • Supporting the acquisition of new members Triggering additional purchases • Anticipating renewal habits • Increasing volumes of purchases of families of goods • Encouraging cross-selling Controling the investments • Avoiding unnecessary proposals (too frequent, redundant, inadapted) • Developing a balanced bonus scheme (not too much, not too ittle) • Chosing the most profitable and relevant channels for each customer and actions • Integrating all proposals in one program 16 Solution INBOX
Managing the CLV: our client’s end-goal Extend and restart the customer lifecycle Value Added proposition: Partnership offers VIP treatment Rewards related promotions Laps Prevention Program Enrollment Lapsed win back Define acquisition targets Clear Costumer roadmap Acquire 17 Customer Lifetime Value to segment and target based on behavior Develop Retain/Expand Solution INBOX Attrite/Win-Back 14/10/09
Today But different marketing is required,… Product Marketing • Consumer Insights • Product/brand benefits • Monologue 18 Solution INBOX Consumer Marketing Tomorrow • Consumer Behaviors • Consumer aspiration • Dialogue
Your mission : to build proximity A great proximity with the customer is A KEY axis of differentiation vs competitors - it aims at creating a link based on mutual capability to: • • • Listen, exchange, share Thank, punish, reward Federate, value, entertain Share Know & Understand Gain proximity Communicate directly Develop interest Customer profitability over time 40 35 Price premium 30 Referrals 25 Reduced operating costs 20 Repeated order 15 Cross Sales Base profit 10 Acquisition 5 0 -5 1 2 3 4 5 6 7 Average length of customer relationship (years) 19 Solution INBOX Because a LOYAL customer is WORTH it
Your target: to collect DATA Any point of contact with the customer is a : Any person in contact with the customer is a : DATA COLLECTION PROMOTER (DCP) Consolidation of the data into common database De-duplication of the contacts (recommended) Reporting Interface Retained Customers Program 20 New Customer Cultivation Program Solution INBOX DATA COLLECTION POINT (DCP)
Your weapon: CRM analytics tools Segmentation 100,000 70,000 28,000 • Behavioral • Potential/Value Assessment • Scoring • Expertise Selection • Target • Constraint The best potential of results and R.O.I Prospects for special offer, new offer,… 21 Solution INBOX
From brand communication to individual relationship Advantages Limitations, Attention 3 Targeted action client by client Knowledge and maximum recognition of consumer Complexity, ability to manage offers matching each segment 2 Actions targeted on homogeneous group of clients Stronger relevancy of the marketing & commercial action plan Need to rely on a knowledgeable consumer database 1 Seasonal or promotional offers to any one Easy to implement Véhicle of the brand and commercial animation One AD like others Risk of low effectiveness -> Main belief: the success of loyalty program requires the commitment of the commercial/sales staff into its success and execution 22 Solution INBOX
Architecture of customer relationship Channels Loyalty program Pillars Customer Knowledge • Tool to acquire customer knowledge • Vector of communication • Basis of observation and individual understanding • Compulsory to enable personalization of the relation Relational action plan • Tool of activation and stimulation through commercial plan • « ROI driver » Budgetary constraints Constraints Over sollicitations 23 Solution INBOX
Main elements to consider in the creation of loyalty program Materializing the program Package and communication Supports Status Rewarding system Transactional 24 Service Solution INBOX Relational
How do you feel ? « I’m offering you this bouquet! » « I’m offering you this bouquet of a 20€ value! » « I’m offering you this bouquet of a 20€ value that I bought with a promotion at 15€ ! » 25 Solution INBOX
Rewarding system Transactional Service Relational • Basis of the program : bonus • Access to services: pre-booking, • Whole communication and events program and services standards Important to consider possibility to « punish », should cardholder not fullfill minimum requirements. delivery, limited edition, gift pack, … Granted services are targeted in accordance with company’s goals and postioning has been built to create proximity and keep the relation alive an active (private space, mobile app.) • Exclusive information, recurring meeting point (newsletter, SMS, private space,...) : real story teller bringing meaningful insights and getting cardholder participant. • Events in shop (private sales, night opening,...) … • Satisfaction survey Working principles : -> Strengthen the brand consistency, and imagery, supporting top of mind in consumers’ mind • Working principles : -> Lisibility, simplicity -> Targeted offers aiming at delivering on cross-sell, average check increase, frequency of purchase, optimizing perceived value of brand -> Real reward with a real perceived value but with as lowest possible as association to price reduction, and as much as possible to gift attached • Working principles: -> Services developed: free delivery, gift package, booking of best sellers, … perceived as useful to clients, and easy to implement for the brand -> Huge work has been performed on the perceived value of the service and the emotion attached to received recognition -> As main outcomes, the transactional reward has been set to stimulate cross-sell & up-sell, based on offers designed as per customers’ profiles (including share of wallet) -> Services has been deployed after internal training of « services » leaders with review of the motivation system (especially with regards to VIP status – TBC) 26 Solution INBOX
Materializing the loyalty program Package and communication Supports • Supports de communication / habillage • Ton et image du programme • Canaux de communication • Supports of the program : loyalty card, recognition feature or space in shop, or virtual card • Transversal axis across the all members, towards which will be define differently the different offers (rewards and materialization of the program) • « Premium » or VIP status : promise, positioning of the brand to be worked out, Status description, • Who will value what is important to you, for your clients : need to build ladder • Communication and différenciation feature to be built -> Recognition in store is always perceived as a strong feature of the loyalty program, it has an strong impact on value perceived, increases the interest towards communication (emailing, smsing, brand offers) to the detriment of standard spech price / promo -> Aspirational status requires a clear understanding and explanation of service standards 27 Solution INBOX
Who buys what and for whom? Who & What Who are the customers buying a specific category of product/brand or a product in particular? What do they buy through the analysis of their basket over a given category or across categories Outcomes - Targeted campaigns to gain in readability - Personalized offers to improve the out click - To improve the marketing mix (where & how) - To control the match between offer and profiles Purposes - Drawing of cards by family of products & products - Drawing of cards by type of customers 28 Identification of the consumer profile at a given period for a given family of products/brands vs overall consumers basis Solution INBOX
Who buys what and for whom? Product category Customers category Period covered Period covered Customer profile Women < 25 yo CSP + … Total 45 60 22 100 Generic profile Type of products bought Women < 25 yo PCS + … Shoes Jersey Coat Total 55 40 34 … 100 This family of products shows a profile of purchase with an over-representation of young and low socio-professional (income) class 29 45 60 12 Total 100 Generic profile Shoes Jersey Coats 20 32 25 … Total 100 This category of customers shows a profile of purchase with an over-representation of shoes, jersey and an under-representation of coats. Solution INBOX
Datamining to understand behaviors Any data (available or to be acquired), being relevant, enriches the understanding of customers behaviors and as a consequence enables the illustration of patterns and models – share of wallet, nurture rate,... Being characterized by consumer profiles 30 Source: Inbox study for KupiVIP Solution INBOX
Leading to a segmentation to target offers as per customers’ tastes Distribution of customers in each group • • 31 The segmentation was based on purchase habits; the 32 variables which represent the number of purchases in each group we previously designed. Developed on the basis of sample of 67 931 buyers having placed at least a purchase of two different brands, from 01/07/2010 to 01/07/2012 Solution INBOX
Turning into management tool Consumers segmentation – Purchase intents Segment on 01/04/2011 Customers Number AC1 AC2 AC3 AC4 AC5 IC1 IC2 IC3 NC11 NC12 NC13 NC14 NC15 NC16 NC21 NC22 NC23 NC24 NC25 NC26 R1 R2 R3 R4 R5 To privilege To build loyalty To maintain To be developed To reactivate All active customers Inactive, last purchase 3-6 months Inactive, last purchase 6-12 months Inactive, last purchase >12 months All inactive customers New, One purchase, last one < 15 days New, One purchase, last one 16-30 days New, One purchase, last one 31-60 days New, One purchase, last one 61-90 days New, One purchase, last one 91-180 days New, One purchase, last one >180 days New, Two purchase, last one < 15 days New, Two purchase, last one 16-30 days New, Two purchase, last one 31-60 days New, Two purchase, last one 61-90 days New, Two purchase, last one 91-180 days New, Two purchase, last one >180 days All New customers Registered < 15 days Registered 16-30 days Registered 31-60 days Registered 61-90 days Registered >90 days All registered customers ALL 32 Activity on the next 3 month Orders Customers with purchases % 7 015 5 382 6 721 9 834 5 672 34 624 12 420 12 310 7 251 31 981 3 544 4 975 5 895 4 673 13 016 44 574 1 892 1 991 2 730 2 122 5 318 13 315 104 045 159 942 246 010 227 873 95 148 3 368 914 4 097 887 4 268 537 0,16% 0,13% 0,16% 0,23% 0,13% 0,81% 0,29% 0,29% 0,17% 0,75% 0,08% 0,12% 0,14% 0,11% 0,30% 1,04% 0,04% 0,05% 0,06% 0,05% 0,12% 0,31% 2,44% 3,75% 5,76% 5,34% 2,23% 78,92% 96,00% 100,00% Number 6 005 3 631 3 577 4 045 1 836 19 094 2 875 1 369 374 4 618 1 126 867 773 538 1 148 1 507 814 574 642 382 675 745 9 791 1 123 972 1 156 574 9 849 13 674 47 177 % Number % 85,6% 67,5% 53,2% 41,1% 32,4% 55,1% 23,1% 11,1% 5,2% 14,4% 31,8% 17,4% 13,1% 11,5% 8,8% 3,4% 43,0% 28,8% 23,5% 18,0% 12,7% 5,6% 9,4% 0,7% 0,4% 0,5% 0,6% 0,3% 0,3% 1,1% 58 523 16 711 12 535 10 449 4 872 103 090 6 672 2 962 810 10 444 3 306 2 056 1 582 974 2 163 2 706 2 900 1 536 1 324 754 1 338 1 406 22 045 2 313 1 744 1 959 1 009 16 237 23 262 158 841 36,8% 10,5% 7,9% 6,6% 3,1% 64,9% 4,2% 1,9% 0,5% 6,6% 2,1% 1,3% 1,0% 0,6% 1,4% 1,7% 1,8% 1,0% 0,8% 0,5% 0,8% 0,9% 13,9% 1,5% 1,1% 1,2% 0,6% 10,2% 14,6% 100,0% Solution INBOX Per customer 9,75 4,60 3,50 2,58 2,65 5,40 2,32 2,16 2,17 2,26 2,94 2,37 2,05 1,81 1,88 1,80 3,56 2,68 2,06 1,97 1,98 1,89 2,25 2,06 1,79 1,69 1,76 1,65 1,70 3,37 Sales RUR % 290 734 463 73 286 834 57 169 304 44 120 711 22 776 841 488 088 153 30 127 634 13 585 684 3 644 737 47 358 055 13 207 170 7 265 635 5 928 651 3 640 809 7 996 962 9 864 663 11 505 445 5 865 299 4 753 241 2 829 497 4 964 052 5 807 124 83 628 548 9 356 934 5 819 028 6 042 423 3 515 476 53 611 330 78 345 191 697 419 947 41,7% 10,5% 8,2% 6,3% 3,3% 70% 4,3% 1,9% 0,5% 7% 1,9% 1,0% 0,9% 0,5% 1,1% 1,4% 1,6% 0,8% 0,7% 0,4% 0,7% 0,8% 12% 1,3% 0,8% 0,9% 0,5% 7,7% 11% 100% Per customer 48 415 20 184 15 982 10 907 12 406 25 562 10 479 9 924 9 745 10 255 11 729 8 380 7 670 6 767 6 966 6 546 14 134 10 218 7 404 7 407 7 354 7 795 8 541 8 332 5 987 5 227 6 125 5 443 5 730 14 783
Building the yearly CRM action plan CRM actions are integrated in the yearly marketing plan During each action, CRM tools and communication provide support, stimulating different consumers segments with various triggers Trendsbrands.r u Campaigns CYCLE PLAN Y2012 Jan DB type Trendsbrands.ru Feb 1-6 7-13 14-20 Qualitative relational program News and events Mar 217- 141-6 28 13 20 Apr May June 2111- 18- 252328-31 1-10 1-8 9-15 16-22 27 17 24 30 31 1-5 6-12 Event 1 July 13- 20- 2711251-10 18-24 19 26 30 17 31 Event 2 Aug 1-7 8-14 Sept Oct Nov 152926- 1- 10- 17- 247- 14- 21- 28- 1- 12- 19- 2622-28 1-11 12-18 19-25 1-6 21 31 30 9 16 23 31 13 20 27 30 11 18 25 31 Event 3 Collect and save up to 30% Get bonus for the 3rd purchase Get you gift with next purchase Welcoming messages Brand newsletters GIFT More codes Holiday Compliment congratulations letter Do you know? letters More points Happy Birthday letter GIFT Invitations to events Compliment 33 Once a year (gifts to be reserved) 1 2 Solution INBOX Dec 3
How to use the analysis results? 1 2 Branded Campaigns News and events New seasons «Keep or develop awareness. Support brand building. Customer’s birthday Private sales Relationship anniversary Fashion week Store opening 8th of March Support sales and promotion » Christmas «Generate loyalty among the right customers. Sales, rummage sales Back to school …. Welcome pack … « To better serve you » questionnaires Keep proximity between the brand and customers. Better know the customers from the 1st contact » Website visits « Keep proximity between the brand and customers. Pay attention to the events of the client's life » « Re-activate occasional customers. Anticipate renewal habits. Actions index « Your opinion on the new campaign » Grow purchase volumes of families of goods Motivate diversification of purchases. » Happy Hour Qualitative relational program Transaction-based relational program 3 34 4 Solution INBOX 14/10/09
The center of data treatment Daily flow of data Data enriching: geomarketing, studies… Stores Optional addresses normalization MARKETING DATABASE Website: Newsletters… On-line store EXTRANET Available on-line Campaigns tracking: reactivity indicators (open rates, Clics, opt-out...) Opt’in management FTP (automated) Studies, customer profiles, segmentation Campaigns reporting Reporting Mail routing Campaign management, counting tools, extraction, targeting, personalization SMS routing Email routing
ANALYSIS OF THE PROFITABILITY PER SEGMENT 36 Solution INBOX 14/10/09
An investment adapted to each segment contribution Cost of customer activation by segment As an average, the cost of activation per client reached 44 cent ( but 70 cents per client active for less than 2 years) Campaigns targeting is based on each segment Enabling a priority investment onto the most prospective segments without forgetting the other ones 37 0_TBC 1.59 € 1_BC 1.32 € 2_CT 1.03 € 3_CO 0.22 € 5_NTBC 1.37 € 6_NBC 0.67 € 7_NCT 0.30 € 8_NCO 4_CI 0.18 € 0.03 € 9_NS 1.41 € Solution INBOX
Main lever/trigger: To activate a maximum of buyers over a season Active rate* Is active a client with at least one purchase over the season 0_TBC 56% 1_BC 40% 2_CT Global active rate grew from 17% to 20% 31% 43% 6_NBC 25% 4_CI 52% 29% 20% 18% 7_NCT 14% 13% 8_NCO Active rate varies from segment to segment but segmentation (RFM) being predictive allows anticipation 37% 18% 17% 3_CO 5_NTBC Among active clients for less than 2 years, the active rate grew from 25% to 29% 45% 5% 5% 9_NS 24% 30% Population Hors Zone Blanche Population Zone Blanche Note : Zone blanche population is a benchmark group – no sollicitation over the season 38 Solution INBOX 62%
Secondary lever/trigger: To increase the average number of purchases per active client Number of purchases per active client Number of purchase per client grew from 1,7 to 1,8 Number of purchase per client varies from segment to segment, but shows the same dynamic across the database over the period 0_TBC 2.0 1.7 2_CT 1.7 1.6 3_CO 1.4 1.5 5_NTBC 2.0 6_NBC 1.7 2.1 1.7 1.6 1.5 7_NCT Loyalty program has a stronger impact on very good clients (TBC) and new clients (NS) showing a good performance in the transformation phasis 1.8 1_BC 8_NCO 1.4 4_CI 1.5 1.4 1.4 9_NS 1.6 Population Hors Zone Blanche 1.8 Population Zone Blanche Note : Zone blanche population is a benchmark group – no sollicitation over the season 39 Solution INBOX 2.2
Additional lever/trigger: To increase the average basket Average basket* 0_TBC 1_BC Average basket grew from 70€ to 72€ Loyalty program is bringing an increase in the average basket across most of the segments but very good clients (TNC, NTBC) and occasional buyers (CO, NCO) 75 € 71 € 73 € 73 € 75 € 76 € 2_CT 69 € 67 € 3_CO 77 € 73 € 5_NTBC 68 € 67 € 6_NBC 70 € 70 € 7_NCT 8_NCO 62 € 69 € 4_CI 73 € 69 € 9_NS 73 € 73 € Population Hors Zone Blanche Population Zone Blanche Note : Zone blanche population is a benchmark group – no sollicitation over the season 40 Solution INBOX
Loyalty program is bringing up to 10 € additional contribution per client Yearly average additional contribution* As an average, the loyalty program is generating addition contribution of 1.75 € per client (2.73 € per active client for less than 2 years) 0_TBC 8.15 € 1_BC 2.94 € 2_CT 2.68 € 3_CO 1.12 € 5_NTBC All segments are contributing to profitability including share of inactive 9.13 € 6_NBC 2.26 € 7_NCT 1.30 € 8_NCO The very good clients (TBC & NTBC) are very well impacting 4_CI 1.56 € 0.17 € 9_NS 2.90 € * Additional contribution : Additional turnover * Margin rate – Additional costs 41 Solution INBOX
Make the C.R profitable A MUST Before, to develop the loyalty meant: • Heavy investments without necessarily R.O.I measurement • Choice in IT solutions without prior definition of the strategy Nowadays, one signe will : MAKE PROFITABLE, meaning: • To develop the turnover and reduce the churn • To drop the commercial costs and optimize the processes To achieve so, you need to : Know, Act and Measure 42 Solution INBOX
Profitability of loyalty program Over the last 2 years, the loyalty program is showing a constant improvement in the additional net revenues, while being profitable from the first year : 2010/2011 2011/2012 2012/2013 2013/2014 Overall turnover 11 602 309 € 10 558 101 € 13 831 113 € 17 842 135 € Nb cardholders 15 000 30 000 43 000 56 000 4,26 4,55 (+7%) 4,60 (+8%) 4,64 (+9%) 71€ 74,5 € (+5%) 78,1 € (+5%) 82,9 € (+6%) 0€ 709 278 € 1 191 970 € 1 782 825 € Additional gross margin cardholders (50% of the additional turnover) 354 639 € 595 985 € 891 412 € Additional costs to execute the program - 121 248 € - 213 176 € - 307 267 € -31 167 € - 31 167 € - 31 167 € TOTAL COSTS - 152 415 € - 244 343 € - 338 434 € Net additional contribution from program 202 224 € 351 642 € 552 979 € Nb of cardholders visits/year Average basket Cardholders additional revenues Investment / depreciation 43 [-93 500 €] Solution INBOX
The efficiency at hand The more I buy, the more I get! Where Share of profit Greatest effectiveness Who How Share of Mind Share of Heart They know what I need! 44 They take care of me! Solution INBOX
Thank you for your attention I’m pleased to answer your questions 45 Solution INBOX 14/10/09
Your contact person: INBOX RUSSIA Mr Vincent Lootens Executive Director INBOX Russie Entuziastov Schosse, 56 111123 Moscou Тel.: +7 495 672 23 49 Fax: +7 495 786 99 22 Cell :+7 985 763 23 91 vlootens@inbox.fr 46 Your contact person: INBOX Group Mr Stéphane Amarsy CEO INBOX 30 rue Vincent Moris Тel.: +33155480278 samarsy@inbox.fr Solution INBOX 14/10/09

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How do data collection and management influence your efficiency and profit?

  • 1.
    Customer Relationship Management Unlock thesleeping potentials 1 Solution INBOX 14/10/09
  • 2.
    A unique combinationof marketing and technology expertise to identify and reap customer value. Inbox is an independent consulting firm founded in 2001 specialized in customer marketing. We help our clients better understand the behavior of their customers and enhance interaction with them. Inbox assists its clients from analysis, (data mining, specification, design), to implementation of operational CRM solutions. We develop customized and evolving solutions based on our expertise and operational knowledge of the business challenges our clients face. 2 Solution INBOX
  • 3.
    A diversified portfoliowith an emphasis on Consumers’ services. Revenues by sector Last year, we performed:  Finance 8% 60+ product appetite scores 5% Retail / Luxury 20% Media / Telco 10%  Insurance 27 audits of customers’ behavior Press 11%   22 relational action plans designed and implemented 19 customer segmentations 18% FMCG 13% Leasure Tourism Leisure / / Tourism 15% Revenues by offer Analytics / Clients DB 3% 40 marketing DB hosted and managed 7% Datahosting 13% 40% Over 62 million individuals’ data hosted 13% 92% of clients are very satisfied  Interactive & relational animation Consultancy Reporting tools 24% 3 Mail & Online vendors Solution INBOX Online questionnaire 14/10/09
  • 4.
    Inbox’s international coverage Inboxoperates in 7 countries on 3 continents: EUROPE • Founded in 2001 in Paris • Since 2008 in Moscow NORTH AMERICA • Since 2013 in Washington D.C. • Canada (Montreal) EMERGING MARKETS • Since 2009 in Tunisia • Since 2011 in Morocco • Partnerships in the Middle-East 4 Solution INBOX
  • 5.
    WHAT WE DO 5 SolutionINBOX 14/10/09
  • 6.
    REVENUES MARGIN SUBSCRIPTION SALES & UP SELLING ROI 6 CROSS SELLING RECOMMANDATION PROFITABILITY… GROWTH Wemake big data & marketing studies accessible for a company with limited (or not) ressources SATISFACTION CLIENT …CLIENT LOYALTY? OUTSTANDING RELATIONSHIP Solution INBOX TRUST 14/10/09
  • 7.
    SELL CONVERT Prevent & Stop Churn KYC CrossChannel Campaigns 7 Solution INBOX KNOW Lead Generation & Conversion LEADS TOCUSTOMERS PREDICT YOUR CUSTOMERS NEEDS STOP Cross/Up -Selling MORE TO EXISTING CUSTOMERS CUSTOMER CHURN SAVE Our areas of expertise BY OPTIMIZING YOUR CAMPAIGNS
  • 8.
    Evolutions in thecontext,… 8 Solution INBOX 14/10/09
  • 9.
    Context has evolved,yes… as, Over the period 2009 – 2012: • 55% of the CRM initiatives have missed their targets (Gartner Group – 2010) • A progressive saturation of the consumers’ needs A Russian consumer more demanding Improvement in the offer Higher penetration of goods, services Catch-up of the economy (globalization) Higher exposure to foreign markets 50% of multi-programs penetration in key urban centers Quantity of cards • 70% of purchase decision making process remains at the point of sales Issuance of “discount card”: Discount first & last 31.8% Более чем 5 BUT: От 3 до 5 47.7% (Inter-Act System – 2011) От 1 до2 Ни одной 9 20.2% 0.2% Solution INBOX Value destructive Absence of differentiation
  • 10.
    Consumer’s behaviour ischanging Criteria of customers’ preference towards retail chain Цены 81% Ассортимент товаров 76% Качество 76% Система скидок или акции 67% Программа лояльности/ дисконтная программа для … 59% 53% Предлагаемые бренды Удобное расположение магазина 47% Рекомендации родственников, друзей, знакомых, … 20% 19% Привычка Иное 1% • Обязательно 61% Скорее всего, нет 10 Depth & width of the assortment become KEY in the differentiation • Quality remains a strong pillar • … the consumer is looking for better consideration & greater attention, and ready to play WIN-WIN 29% Да, вероятно Конечно, нет Discount is good but prices reality would be better • Is the loyalty card, a stimulus in your choice? 8% 2% Solution INBOX
  • 11.
    One to One& CRM A strategic vision 11 Solution INBOX 14/10/09
  • 12.
    Customer Relationship Management Positioning HR Target Whatfor? Me too or Strategic pillar? Training, job description Budget Which resource allocations for which results? Action to manage, organize the links between different persons who do exchange – positively or negatively – under commercial terms goods and/or services within constraints (budgetary, human resources, commercial pressure) which lead to necessary arbitration and then, selection and targeting SWOT Analysis DEFINITION Where do I stand today? Competition Communication Distance Perceived image Communication 12 Solution INBOX Capacity to federate Alone or in partnership
  • 13.
    10 Basic Rulesof Success Clearly define from the beginning realistic targets (industry, sector,…) Build a Business Case and keep it up-to-date Obtain and keep the support of the General Management Execute quickly the project to obtain quick results Limit and control the perimeter of the CRM project Be aware of change management Get involved the users throughout the project Drive (manage) strictly the project Get it properly integrated into your environment Measure the results with agreed and shared K.P.I 13 Solution INBOX
  • 14.
    Key advantages ofDB set-up Margin analysis per distribution channel Customers expectations & preferences Geo-marketing (competitive analysis) Channel Management Strategic Marketing Definition of price policy Client & Customer Segmentation Profitability & Efficiency of DM programs Relational Marketing Customer DB New Product Development Market trends Customer expectation Sales history per products categories Demand, volume, profitability simulations Cost of recruitment or retention of customers In-depth customers’ knowledge, history of the relations Individualization of the client knowledge Individualization of the offers Customer Service Sales Productivity Efficiency of the sales process Customer satisfaction (follow-up,…) 14 Solution INBOX 14/10/09
  • 15.
  • 16.
    Why developing aCRM program? Creating additional turnover Extending and improving the relationship between the brand and its customers • Retaining the good customers • Reactivating occasional customers • Maintaining proximity between the customers and the brand • Improving knowledge of the customers from the get-go • Paying attention to the events of the client's life • Supporting the acquisition of new members Triggering additional purchases • Anticipating renewal habits • Increasing volumes of purchases of families of goods • Encouraging cross-selling Controling the investments • Avoiding unnecessary proposals (too frequent, redundant, inadapted) • Developing a balanced bonus scheme (not too much, not too ittle) • Chosing the most profitable and relevant channels for each customer and actions • Integrating all proposals in one program 16 Solution INBOX
  • 17.
    Managing the CLV:our client’s end-goal Extend and restart the customer lifecycle Value Added proposition: Partnership offers VIP treatment Rewards related promotions Laps Prevention Program Enrollment Lapsed win back Define acquisition targets Clear Costumer roadmap Acquire 17 Customer Lifetime Value to segment and target based on behavior Develop Retain/Expand Solution INBOX Attrite/Win-Back 14/10/09
  • 18.
    Today But different marketingis required,… Product Marketing • Consumer Insights • Product/brand benefits • Monologue 18 Solution INBOX Consumer Marketing Tomorrow • Consumer Behaviors • Consumer aspiration • Dialogue
  • 19.
    Your mission :to build proximity A great proximity with the customer is A KEY axis of differentiation vs competitors - it aims at creating a link based on mutual capability to: • • • Listen, exchange, share Thank, punish, reward Federate, value, entertain Share Know & Understand Gain proximity Communicate directly Develop interest Customer profitability over time 40 35 Price premium 30 Referrals 25 Reduced operating costs 20 Repeated order 15 Cross Sales Base profit 10 Acquisition 5 0 -5 1 2 3 4 5 6 7 Average length of customer relationship (years) 19 Solution INBOX Because a LOYAL customer is WORTH it
  • 20.
    Your target: tocollect DATA Any point of contact with the customer is a : Any person in contact with the customer is a : DATA COLLECTION PROMOTER (DCP) Consolidation of the data into common database De-duplication of the contacts (recommended) Reporting Interface Retained Customers Program 20 New Customer Cultivation Program Solution INBOX DATA COLLECTION POINT (DCP)
  • 21.
    Your weapon: CRManalytics tools Segmentation 100,000 70,000 28,000 • Behavioral • Potential/Value Assessment • Scoring • Expertise Selection • Target • Constraint The best potential of results and R.O.I Prospects for special offer, new offer,… 21 Solution INBOX
  • 22.
    From brand communicationto individual relationship Advantages Limitations, Attention 3 Targeted action client by client Knowledge and maximum recognition of consumer Complexity, ability to manage offers matching each segment 2 Actions targeted on homogeneous group of clients Stronger relevancy of the marketing & commercial action plan Need to rely on a knowledgeable consumer database 1 Seasonal or promotional offers to any one Easy to implement Véhicle of the brand and commercial animation One AD like others Risk of low effectiveness -> Main belief: the success of loyalty program requires the commitment of the commercial/sales staff into its success and execution 22 Solution INBOX
  • 23.
    Architecture of customerrelationship Channels Loyalty program Pillars Customer Knowledge • Tool to acquire customer knowledge • Vector of communication • Basis of observation and individual understanding • Compulsory to enable personalization of the relation Relational action plan • Tool of activation and stimulation through commercial plan • « ROI driver » Budgetary constraints Constraints Over sollicitations 23 Solution INBOX
  • 24.
    Main elements toconsider in the creation of loyalty program Materializing the program Package and communication Supports Status Rewarding system Transactional 24 Service Solution INBOX Relational
  • 25.
    How do youfeel ? « I’m offering you this bouquet! » « I’m offering you this bouquet of a 20€ value! » « I’m offering you this bouquet of a 20€ value that I bought with a promotion at 15€ ! » 25 Solution INBOX
  • 26.
    Rewarding system Transactional Service Relational • Basisof the program : bonus • Access to services: pre-booking, • Whole communication and events program and services standards Important to consider possibility to « punish », should cardholder not fullfill minimum requirements. delivery, limited edition, gift pack, … Granted services are targeted in accordance with company’s goals and postioning has been built to create proximity and keep the relation alive an active (private space, mobile app.) • Exclusive information, recurring meeting point (newsletter, SMS, private space,...) : real story teller bringing meaningful insights and getting cardholder participant. • Events in shop (private sales, night opening,...) … • Satisfaction survey Working principles : -> Strengthen the brand consistency, and imagery, supporting top of mind in consumers’ mind • Working principles : -> Lisibility, simplicity -> Targeted offers aiming at delivering on cross-sell, average check increase, frequency of purchase, optimizing perceived value of brand -> Real reward with a real perceived value but with as lowest possible as association to price reduction, and as much as possible to gift attached • Working principles: -> Services developed: free delivery, gift package, booking of best sellers, … perceived as useful to clients, and easy to implement for the brand -> Huge work has been performed on the perceived value of the service and the emotion attached to received recognition -> As main outcomes, the transactional reward has been set to stimulate cross-sell & up-sell, based on offers designed as per customers’ profiles (including share of wallet) -> Services has been deployed after internal training of « services » leaders with review of the motivation system (especially with regards to VIP status – TBC) 26 Solution INBOX
  • 27.
    Materializing the loyaltyprogram Package and communication Supports • Supports de communication / habillage • Ton et image du programme • Canaux de communication • Supports of the program : loyalty card, recognition feature or space in shop, or virtual card • Transversal axis across the all members, towards which will be define differently the different offers (rewards and materialization of the program) • « Premium » or VIP status : promise, positioning of the brand to be worked out, Status description, • Who will value what is important to you, for your clients : need to build ladder • Communication and différenciation feature to be built -> Recognition in store is always perceived as a strong feature of the loyalty program, it has an strong impact on value perceived, increases the interest towards communication (emailing, smsing, brand offers) to the detriment of standard spech price / promo -> Aspirational status requires a clear understanding and explanation of service standards 27 Solution INBOX
  • 28.
    Who buys whatand for whom? Who & What Who are the customers buying a specific category of product/brand or a product in particular? What do they buy through the analysis of their basket over a given category or across categories Outcomes - Targeted campaigns to gain in readability - Personalized offers to improve the out click - To improve the marketing mix (where & how) - To control the match between offer and profiles Purposes - Drawing of cards by family of products & products - Drawing of cards by type of customers 28 Identification of the consumer profile at a given period for a given family of products/brands vs overall consumers basis Solution INBOX
  • 29.
    Who buys whatand for whom? Product category Customers category Period covered Period covered Customer profile Women < 25 yo CSP + … Total 45 60 22 100 Generic profile Type of products bought Women < 25 yo PCS + … Shoes Jersey Coat Total 55 40 34 … 100 This family of products shows a profile of purchase with an over-representation of young and low socio-professional (income) class 29 45 60 12 Total 100 Generic profile Shoes Jersey Coats 20 32 25 … Total 100 This category of customers shows a profile of purchase with an over-representation of shoes, jersey and an under-representation of coats. Solution INBOX
  • 30.
    Datamining to understandbehaviors Any data (available or to be acquired), being relevant, enriches the understanding of customers behaviors and as a consequence enables the illustration of patterns and models – share of wallet, nurture rate,... Being characterized by consumer profiles 30 Source: Inbox study for KupiVIP Solution INBOX
  • 31.
    Leading to asegmentation to target offers as per customers’ tastes Distribution of customers in each group • • 31 The segmentation was based on purchase habits; the 32 variables which represent the number of purchases in each group we previously designed. Developed on the basis of sample of 67 931 buyers having placed at least a purchase of two different brands, from 01/07/2010 to 01/07/2012 Solution INBOX
  • 32.
    Turning into managementtool Consumers segmentation – Purchase intents Segment on 01/04/2011 Customers Number AC1 AC2 AC3 AC4 AC5 IC1 IC2 IC3 NC11 NC12 NC13 NC14 NC15 NC16 NC21 NC22 NC23 NC24 NC25 NC26 R1 R2 R3 R4 R5 To privilege To build loyalty To maintain To be developed To reactivate All active customers Inactive, last purchase 3-6 months Inactive, last purchase 6-12 months Inactive, last purchase >12 months All inactive customers New, One purchase, last one < 15 days New, One purchase, last one 16-30 days New, One purchase, last one 31-60 days New, One purchase, last one 61-90 days New, One purchase, last one 91-180 days New, One purchase, last one >180 days New, Two purchase, last one < 15 days New, Two purchase, last one 16-30 days New, Two purchase, last one 31-60 days New, Two purchase, last one 61-90 days New, Two purchase, last one 91-180 days New, Two purchase, last one >180 days All New customers Registered < 15 days Registered 16-30 days Registered 31-60 days Registered 61-90 days Registered >90 days All registered customers ALL 32 Activity on the next 3 month Orders Customers with purchases % 7 015 5 382 6 721 9 834 5 672 34 624 12 420 12 310 7 251 31 981 3 544 4 975 5 895 4 673 13 016 44 574 1 892 1 991 2 730 2 122 5 318 13 315 104 045 159 942 246 010 227 873 95 148 3 368 914 4 097 887 4 268 537 0,16% 0,13% 0,16% 0,23% 0,13% 0,81% 0,29% 0,29% 0,17% 0,75% 0,08% 0,12% 0,14% 0,11% 0,30% 1,04% 0,04% 0,05% 0,06% 0,05% 0,12% 0,31% 2,44% 3,75% 5,76% 5,34% 2,23% 78,92% 96,00% 100,00% Number 6 005 3 631 3 577 4 045 1 836 19 094 2 875 1 369 374 4 618 1 126 867 773 538 1 148 1 507 814 574 642 382 675 745 9 791 1 123 972 1 156 574 9 849 13 674 47 177 % Number % 85,6% 67,5% 53,2% 41,1% 32,4% 55,1% 23,1% 11,1% 5,2% 14,4% 31,8% 17,4% 13,1% 11,5% 8,8% 3,4% 43,0% 28,8% 23,5% 18,0% 12,7% 5,6% 9,4% 0,7% 0,4% 0,5% 0,6% 0,3% 0,3% 1,1% 58 523 16 711 12 535 10 449 4 872 103 090 6 672 2 962 810 10 444 3 306 2 056 1 582 974 2 163 2 706 2 900 1 536 1 324 754 1 338 1 406 22 045 2 313 1 744 1 959 1 009 16 237 23 262 158 841 36,8% 10,5% 7,9% 6,6% 3,1% 64,9% 4,2% 1,9% 0,5% 6,6% 2,1% 1,3% 1,0% 0,6% 1,4% 1,7% 1,8% 1,0% 0,8% 0,5% 0,8% 0,9% 13,9% 1,5% 1,1% 1,2% 0,6% 10,2% 14,6% 100,0% Solution INBOX Per customer 9,75 4,60 3,50 2,58 2,65 5,40 2,32 2,16 2,17 2,26 2,94 2,37 2,05 1,81 1,88 1,80 3,56 2,68 2,06 1,97 1,98 1,89 2,25 2,06 1,79 1,69 1,76 1,65 1,70 3,37 Sales RUR % 290 734 463 73 286 834 57 169 304 44 120 711 22 776 841 488 088 153 30 127 634 13 585 684 3 644 737 47 358 055 13 207 170 7 265 635 5 928 651 3 640 809 7 996 962 9 864 663 11 505 445 5 865 299 4 753 241 2 829 497 4 964 052 5 807 124 83 628 548 9 356 934 5 819 028 6 042 423 3 515 476 53 611 330 78 345 191 697 419 947 41,7% 10,5% 8,2% 6,3% 3,3% 70% 4,3% 1,9% 0,5% 7% 1,9% 1,0% 0,9% 0,5% 1,1% 1,4% 1,6% 0,8% 0,7% 0,4% 0,7% 0,8% 12% 1,3% 0,8% 0,9% 0,5% 7,7% 11% 100% Per customer 48 415 20 184 15 982 10 907 12 406 25 562 10 479 9 924 9 745 10 255 11 729 8 380 7 670 6 767 6 966 6 546 14 134 10 218 7 404 7 407 7 354 7 795 8 541 8 332 5 987 5 227 6 125 5 443 5 730 14 783
  • 33.
    Building the yearlyCRM action plan CRM actions are integrated in the yearly marketing plan During each action, CRM tools and communication provide support, stimulating different consumers segments with various triggers Trendsbrands.r u Campaigns CYCLE PLAN Y2012 Jan DB type Trendsbrands.ru Feb 1-6 7-13 14-20 Qualitative relational program News and events Mar 217- 141-6 28 13 20 Apr May June 2111- 18- 252328-31 1-10 1-8 9-15 16-22 27 17 24 30 31 1-5 6-12 Event 1 July 13- 20- 2711251-10 18-24 19 26 30 17 31 Event 2 Aug 1-7 8-14 Sept Oct Nov 152926- 1- 10- 17- 247- 14- 21- 28- 1- 12- 19- 2622-28 1-11 12-18 19-25 1-6 21 31 30 9 16 23 31 13 20 27 30 11 18 25 31 Event 3 Collect and save up to 30% Get bonus for the 3rd purchase Get you gift with next purchase Welcoming messages Brand newsletters GIFT More codes Holiday Compliment congratulations letter Do you know? letters More points Happy Birthday letter GIFT Invitations to events Compliment 33 Once a year (gifts to be reserved) 1 2 Solution INBOX Dec 3
  • 34.
    How to usethe analysis results? 1 2 Branded Campaigns News and events New seasons «Keep or develop awareness. Support brand building. Customer’s birthday Private sales Relationship anniversary Fashion week Store opening 8th of March Support sales and promotion » Christmas «Generate loyalty among the right customers. Sales, rummage sales Back to school …. Welcome pack … « To better serve you » questionnaires Keep proximity between the brand and customers. Better know the customers from the 1st contact » Website visits « Keep proximity between the brand and customers. Pay attention to the events of the client's life » « Re-activate occasional customers. Anticipate renewal habits. Actions index « Your opinion on the new campaign » Grow purchase volumes of families of goods Motivate diversification of purchases. » Happy Hour Qualitative relational program Transaction-based relational program 3 34 4 Solution INBOX 14/10/09
  • 35.
    The center ofdata treatment Daily flow of data Data enriching: geomarketing, studies… Stores Optional addresses normalization MARKETING DATABASE Website: Newsletters… On-line store EXTRANET Available on-line Campaigns tracking: reactivity indicators (open rates, Clics, opt-out...) Opt’in management FTP (automated) Studies, customer profiles, segmentation Campaigns reporting Reporting Mail routing Campaign management, counting tools, extraction, targeting, personalization SMS routing Email routing
  • 36.
    ANALYSIS OF THEPROFITABILITY PER SEGMENT 36 Solution INBOX 14/10/09
  • 37.
    An investment adaptedto each segment contribution Cost of customer activation by segment As an average, the cost of activation per client reached 44 cent ( but 70 cents per client active for less than 2 years) Campaigns targeting is based on each segment Enabling a priority investment onto the most prospective segments without forgetting the other ones 37 0_TBC 1.59 € 1_BC 1.32 € 2_CT 1.03 € 3_CO 0.22 € 5_NTBC 1.37 € 6_NBC 0.67 € 7_NCT 0.30 € 8_NCO 4_CI 0.18 € 0.03 € 9_NS 1.41 € Solution INBOX
  • 38.
    Main lever/trigger: To activatea maximum of buyers over a season Active rate* Is active a client with at least one purchase over the season 0_TBC 56% 1_BC 40% 2_CT Global active rate grew from 17% to 20% 31% 43% 6_NBC 25% 4_CI 52% 29% 20% 18% 7_NCT 14% 13% 8_NCO Active rate varies from segment to segment but segmentation (RFM) being predictive allows anticipation 37% 18% 17% 3_CO 5_NTBC Among active clients for less than 2 years, the active rate grew from 25% to 29% 45% 5% 5% 9_NS 24% 30% Population Hors Zone Blanche Population Zone Blanche Note : Zone blanche population is a benchmark group – no sollicitation over the season 38 Solution INBOX 62%
  • 39.
    Secondary lever/trigger: To increasethe average number of purchases per active client Number of purchases per active client Number of purchase per client grew from 1,7 to 1,8 Number of purchase per client varies from segment to segment, but shows the same dynamic across the database over the period 0_TBC 2.0 1.7 2_CT 1.7 1.6 3_CO 1.4 1.5 5_NTBC 2.0 6_NBC 1.7 2.1 1.7 1.6 1.5 7_NCT Loyalty program has a stronger impact on very good clients (TBC) and new clients (NS) showing a good performance in the transformation phasis 1.8 1_BC 8_NCO 1.4 4_CI 1.5 1.4 1.4 9_NS 1.6 Population Hors Zone Blanche 1.8 Population Zone Blanche Note : Zone blanche population is a benchmark group – no sollicitation over the season 39 Solution INBOX 2.2
  • 40.
    Additional lever/trigger: To increasethe average basket Average basket* 0_TBC 1_BC Average basket grew from 70€ to 72€ Loyalty program is bringing an increase in the average basket across most of the segments but very good clients (TNC, NTBC) and occasional buyers (CO, NCO) 75 € 71 € 73 € 73 € 75 € 76 € 2_CT 69 € 67 € 3_CO 77 € 73 € 5_NTBC 68 € 67 € 6_NBC 70 € 70 € 7_NCT 8_NCO 62 € 69 € 4_CI 73 € 69 € 9_NS 73 € 73 € Population Hors Zone Blanche Population Zone Blanche Note : Zone blanche population is a benchmark group – no sollicitation over the season 40 Solution INBOX
  • 41.
    Loyalty program isbringing up to 10 € additional contribution per client Yearly average additional contribution* As an average, the loyalty program is generating addition contribution of 1.75 € per client (2.73 € per active client for less than 2 years) 0_TBC 8.15 € 1_BC 2.94 € 2_CT 2.68 € 3_CO 1.12 € 5_NTBC All segments are contributing to profitability including share of inactive 9.13 € 6_NBC 2.26 € 7_NCT 1.30 € 8_NCO The very good clients (TBC & NTBC) are very well impacting 4_CI 1.56 € 0.17 € 9_NS 2.90 € * Additional contribution : Additional turnover * Margin rate – Additional costs 41 Solution INBOX
  • 42.
    Make the C.Rprofitable A MUST Before, to develop the loyalty meant: • Heavy investments without necessarily R.O.I measurement • Choice in IT solutions without prior definition of the strategy Nowadays, one signe will : MAKE PROFITABLE, meaning: • To develop the turnover and reduce the churn • To drop the commercial costs and optimize the processes To achieve so, you need to : Know, Act and Measure 42 Solution INBOX
  • 43.
    Profitability of loyaltyprogram Over the last 2 years, the loyalty program is showing a constant improvement in the additional net revenues, while being profitable from the first year : 2010/2011 2011/2012 2012/2013 2013/2014 Overall turnover 11 602 309 € 10 558 101 € 13 831 113 € 17 842 135 € Nb cardholders 15 000 30 000 43 000 56 000 4,26 4,55 (+7%) 4,60 (+8%) 4,64 (+9%) 71€ 74,5 € (+5%) 78,1 € (+5%) 82,9 € (+6%) 0€ 709 278 € 1 191 970 € 1 782 825 € Additional gross margin cardholders (50% of the additional turnover) 354 639 € 595 985 € 891 412 € Additional costs to execute the program - 121 248 € - 213 176 € - 307 267 € -31 167 € - 31 167 € - 31 167 € TOTAL COSTS - 152 415 € - 244 343 € - 338 434 € Net additional contribution from program 202 224 € 351 642 € 552 979 € Nb of cardholders visits/year Average basket Cardholders additional revenues Investment / depreciation 43 [-93 500 €] Solution INBOX
  • 44.
    The efficiency athand The more I buy, the more I get! Where Share of profit Greatest effectiveness Who How Share of Mind Share of Heart They know what I need! 44 They take care of me! Solution INBOX
  • 45.
    Thank you foryour attention I’m pleased to answer your questions 45 Solution INBOX 14/10/09
  • 46.
    Your contact person: INBOXRUSSIA Mr Vincent Lootens Executive Director INBOX Russie Entuziastov Schosse, 56 111123 Moscou Тel.: +7 495 672 23 49 Fax: +7 495 786 99 22 Cell :+7 985 763 23 91 vlootens@inbox.fr 46 Your contact person: INBOX Group Mr Stéphane Amarsy CEO INBOX 30 rue Vincent Moris Тel.: +33155480278 samarsy@inbox.fr Solution INBOX 14/10/09