Challenge
1 —
A desire to strengthen the brand's client orientation
2 —
A segmentation already in place but hard to use operationally, and challenged by HQ as well as in regions
3 —
Numerous client-oriented projects in parallel: communication plan, VIC program, etc.
The Key Questions
1 —
How can I build a relevant segmentation not only for my CRM team, but also for the Retail team, Merchandising, E-commerce, ...?
2 —
Which approach would best suit our needs: a segmentation around client value, product preferences, usages and attitudes, ...?
3 —
How do I ensure that my new segmentation will be used by everyone?
Approach
1 —
Framing: through interviews with key functions and regions, we were able to define the different use cases of this segmentation and deduce the best approach to build it
2 —
Segmentation design: thanks to the material collected during the interviews, we then built the segmentation (selection of the number of segments, definition and naming), and challenged its relevance via several workshops
3 —
Technical implementation: we supported the IT teams on the implementation of the new segmentation in their systems, in order to ensure the availability of the segment in the various tools
4 —
Communication and training: finally, we supported our client in the communication of the new segmentation to all teams, as well as in the training up to salespeople in boutique
Results
1 —
A new segmentation adopted by the different teams, thanks to the consideration of their feedback throughout the project to ensure its adequacy with their needs
2 —
New, clearer goals for this segmentation, and how best to leverage it across all brand functions
