Personalisation
at scale.
The data to understand Jo Malone London customers already existed. What was missing was the ability to act on it in real time, at an individual level, across every channel simultaneously.
The Behaviour Acelerator.
63 per cent of McDonald’s Hong Kong App-using guests had never redeemed a coupon. Yet, they generated over 80 per cent of all transactions. The brand was building its reactivation strategy on the wrong assumption.
Building a brand experience.
The data showed MINI exactly when each customer's agreement would end. What was missing was a strategy for what to do with six months of knowing.
Finding the numbers that matter.
The World Gold Council didn’t have a data problem. It had a language problem. And language problems, left unresolved, become measurement problems, which become strategy problems.
Loyalty
Re-imagined.
Jumeirah's guests do not want points. They want to feel known. The gap between what the brand delivered in the room and what the programme delivered outside it was the problem we were asked to solve.
Segmentation and Journey Mapping.
The Thinking Traveller enjoyed a 95% satisfaction score alongside an 87% one-time buyer rate. This isn’t a product problem. It is a customer journey problem. The trouble is that the brilliant experience ends at the villa gate.
