Our customer is one of Australia’s ‘big four’ banks and the largest banking network in the country with a customer base of over 13 million across five brands

We were engaged to expand the delivery of below the line campaigns across all product lines and channels. This involved identifying target customer segments, developing SQL scripts to publish the segments and designing the campaign in collaboration with the internal marketing team

Problems & pain points

Unclear and fragmented processes

The campaign development process initially adopted in this engagement was developed by the internal teams. This process involved a large amount of undocumented communications, meetings and discussions to understand the campaign requirements, with little clarity on how each part of the process contributed to, and influenced the outcome of the campaign.

Technology performance

The campaign and marketing automation technical environment was complex and not optimally configured for the amount of activity on the platform. The technical issues experienced often resulted in delayed, rushed and incorrect outputs and poorly executed campaigns – which had costly repercussions for the business.

Missing and poor quality data

Contact, channel and conversion response history from past campaigns were not included as inputs into analytical models or triggers for predicting the success for current and future campaigns. Without these key indicators and insights, it was unlikely campaigns would evolve in design to achieve the outcomes wanted. Through routine data profiling, data quality issues were identified, which needed to be addressed so the team could rely on the data for analytics and campaign delivery.

Lack of communication and varied stakeholders

The complexity of the campaigns meant a large number of stakeholders were involved. Among the product, sales, insights and campaigning teams – communications were not always clear; either too technical or too basic. Definitions of business, products, and campaign concepts were poorly understood, which often lead to rework and frustration – resulting in a disengaged team work environment.

Gaps in the customer segmentation

The marketing team were not empowered with the correct tools to understand the customer groups they were requesting to target. This placed a large amount of pressure on the development team to perform time consuming analysis to validate the target customer groups during the campaign development cycle.

Solutions and outcomes

Agile Methodology

We introduced Agile within the business which allowed for daily updates to be held between the marketing team and the development team. This enabled the constant flow of information, increasing visibility into campaign and development progress and blocks, and reducing the lead-time for decisions to be made.

New data, new insights

We introduced new data sets into the marketing data mart which provided valuable insight into likelihood of purchase, customer value and next best activities and offers – leading to new, better targeted customer engagements.

New tools

We developed tools that allowed the Marketing Team to specifically select customer attributes and understand the potential size of the target audience. This significantly reduced the amount of time spent during the analysis phase, providing faster turn-a-round times for campaign delivery.

Forecasting and what if analysis

We built forecasting and visualisation tools for the marketing team, allowing marketing executives to interrogate the data and experiment with various customer attributes to better understand the size and responsiveness of the target audience for a campaign. This provided clear and validated targeting requirements for each campaign, eliminating a lot of rework and time spent in the analysis phase.

Data quality

The data quality issues were prioritised by the business, and those which contributed most value were remediated through fixes to source and/or transformations in the marketing data mart. In some cases, more reliable alternative data sources were substituted to enable immediate campaign delivery – with a strategy to address the issues formally at a later date. Addressing data quality issues increased our clients trust in the data and allowed them to realise the full value of the data.

The results

The issues with undocumented processes, communication, data, technology use and stakeholder management were addressed through the introduction of a best practice campaign delivery framework.

Increased trust in data, performance of analytical models and campaign execution accuracy from addressing missing data and data quality issues.

Decreased campaign turnaround time after empowering the business to explore the data themselves to define target audiences.

Increased visibility into campaign status and increased responses to changes from introducing agile methodologies into the campaign delivery framework.