Marketing capability · Case

Predictive Personalisation as a Structural Marketing Capability

From isolated initiatives to a capability the organisation can continue to develop and scale.

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Context and ambition

Personalisation for specific customer needs

For this marketing organisation, personalisation meant tailoring outbound email and telephone communication to highly specific customer profiles.

The first objective was to ensure that customers were informed about important risks relevant to their individual situation. The second was to encourage customers to take action and proactively express their needs to the organisation.

What changed and was delivered

From initiative to long-term capability

The initiative was launched with C-level commitment and embedded across the organisation as a long-term marketing capability.

Agile methods and stakeholder involvement ensured solid support and reduced resistance. New cross-functional processes were introduced around the marketing department and team members developed new skills required to adopt and sustain the new way of working.

Today, the capability is run permanently within the marketing department. Personalisation flows are continuously expanded, supported by a roadmap that gradually increases their sophistication.

How it was embedded

C-level commitment, agile methods, stakeholder involvement and cross-functional processes.

Result

More customers reached, more customers activated

The initiative increased coverage of the organisation’s duty-of-care responsibility from 0% to 50% of targeted customers, while generating a tangible increase in customer activation.

It also resulted in a steady flow of unsolicited thank-you messages from customers, recognising the organisation’s attentiveness and proactive support.

Relevant capabilities

Solutions that address this opportunity

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