How we help

Over 90% of our clients engage with us again. The short examples below will give you a taste of how we support our clients, or you can visit our case studies page for more details.

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Segmentation saved $25m

Segmentation saved $25m without any loss of revenue

The segmentation we did for a major international film studio replaced a demographic approach to marketing films. The work revealed, for example, that 30% of the existing target simply does not go to the cinema, instantly allowing wasted budget to be cut or redeployed.

The segmentation saved $25m without any loss of revenue. With our help it’s now used with great precision to identify the most likely target for any new movie and to allocate resources into the media and messaging most likely to appeal to that target.

Increasing profit margins

Margins increase by 50% in under a year

This global company used our segmentation to become less product, and more customer, focused. Before they treated their top 20% of their business as one group, but we found two high value segments delivering over 80% of margin, each with contrasting product and servicing needs.

Within a year of the segmentation the business had its most profitable twelve months ever, growing margins by 50% and exceeding objectives by four thousand percent, even though the customer base was reduced by 33% on a like-for-like basis. The two key high value segments grew by 42% and 30%.

Global business moves to top spot

A global business moves from no.3 to top-spot in its sector

The TV company previously designed its programming around demographics, (princesses for girls and football for boys), but within seven months it had used the six viewer types revealed by our segmentation to grow from a poor no. 3, with half the share of its two main rivals, to no. 1 in its market.

A second channel was launched, without cannibalising the core station, the worst performing segment was converted into loyalists and the findings were integrated into all performance tracking and KPI measures.

Growing revenue streams

Holding revenue streams in a declining market

We used our rigorous process to identify nine groups, of which four were high value, allowing the risk manager to increase profitability by reducing both the customer base and costs by 10%, without any loss of revenue.

The objective was to align sales and product development resources to the real value of the customer to the business. We segmented the entire risk manager database, and replaced the existing sector-based segmentation.

Product portfolio repositioned

Product portfolio repositioned increasing market share by 15%

Our client redefined four factual pay-tv channels that had previously targeted the same loosely defined demographic group, growing total share by 15% and securing a £150k sponsorship deal in a highly competitive market.

The four channels were not only repositioned and rebranded, each targeting a core segment, but also the findings were used to design schedules, acquire programming, and communicate tailored messages to the relevant segment.

Marketing mix redefined

Marketing mix redefined

This FMCG client with the no.2 and no.3 brands in their market previously used a blunt two segment means of going to market that did not allow them either to minimise cannibalisation between their own products, or compete effectively against the market leader.

Our segmentation revealed not only the distinct target audiences for each of their brands, but the two core segments for the market leader, allowing them aggressively to target additional market share with minimal cannibalisation. This enabled new products and communication to be designed to influence priority customers and grow overall portfolio share.

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