Corporate Services

Quocom helps corporate businesses integrate internal and external resources so they can successfully implement marketing programmes. We also provide practical tools, from simple results dashboards through to multi-market strategic plans and the technical resources to support them.

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In the blue panel are case studies showing the range of services we provide. Below is a checklist to help you identify areas where Quocom can probably improve the cost- effectiveness of your company's marketing programmes. All of the questions listed have previously been successfully addressed by Quocom for one or more of its corporate clients. Have a look through the list to see how many are applicable to your business.

Please note that the answer buttons for each question are just for your convenience and are not recorded anywhere.

1. Has your business calculated the return on investment (ROI) due to Marketing and the key components within it?

Yes Needs improving No Don't know N/a

Risks: Without a clear quantification of ROI, Marketing is seen as a business overhead rather that a profit driver. Also, it is often seen as the least accountable major business activity and thus intrinsically inefficient.

2. Do you proactively listen to what customers, prospects and those who influence purchases are talking about?

Yes Needs improving No Don't know N/a

Risks: Not understanding the patterns in customer feedback or online conversations decrease your business's ability to anticipate problems and adapt to change.

3. Do you understand the dynamics of the markets you operate within and track the performance of your competitors?

Yes Needs improving No Don't know N/a

Risks: It is less cost-effective to set goals and decide marketing investment based only on internal performance.

4. Is there a market segmentation to identify different your types of customer according to their value, attitudes and purchase behaviour?

Yes Needs improving No Don't know N/a

Risks: Less effective communications, because they are less relevant, and an ineffective allocation of marketing resources due to lack of clear priorities.

5. Is transactional and online behaviour analysed using data reduction techniques to enhance customer profiles?

Yes Needs improving No Don't know N/a

Risks: Ignoring what often seem volumes of useless information can lead you to miss valuable patterns in customer behaviour.

6. Are individual customer lifecycles tracked using pattern recognition techniques?

Yes Needs improving No Don't know N/a

Risks: Your company will miss the early signs that a customer is leaving, or spend money on keeping a customer who hasn't actually changed from their loyal behaviour.

7. Do you know the profit or loss that each customer contributes to your business?

Yes Needs improving No Don't know N/a

Risks: Fundamentally, businesses are there to make a profit. If you don't know the profitability at a customer level, it's harder to cost-effectively improve the profitability of each customer.

8. Is your marketing customer-centred, as opposed to product-centred?

Yes Needs improving No Don't know N/a

Risks: Not making the necessary changes to become customer-centred denies your business the financial benefits that come from greater customer loyalty.

9. Does your company have a clear description of its brand values?

Yes Needs improving No Don't know N/a

Risks: The most secure customer relationship is based on clear and consistent values.

10. Does your marketing planning include an integrated contact strategy, across all available channels, for each target audience?

Yes Needs improving No Don't know N/a

Risks: Not explicitly balancing the relative importance of different channel strategies normally results in inefficient budget allocation.

11. Do you have a clear and consistent briefing system across all areas of marketing and associated services?

Yes Needs improving No Don't know N/a

Risks: If effective management procedures aren't in place, time-critical or systems-reliant strategies often become divorced from a programme's overall objectives

12. Do your marketing programmes feed their results into a dashboard of key metrics?

Yes Needs improving No Don't know N/a

Risks: The less you about know what's happening, the less likely you are going to be able to do anything about it.

13. Is there an understanding of how intermediate measures (e.g. response, brand awareness) relate to key business measures such as sales or profit?

Yes Needs improving No Don't know N/a

Risks: Marketing programmes become inefficient when they are entirely based on intermediate measures such as click-throughs, response or audience ratings.

14. Do your marketing programmes include effective testing?

Yes Needs improving No Don't know N/a

Risks: Tests can be poorly designed and not give useful results, or be over specified and waste money. Without effective testing you can't verify new ideas or measure the cost-effectiveness of existing strategies.

15. Does your ecommerce site or call-centre employ tailored cross-sell offers based on data modelling?

Yes Needs improving No Don't know N/a

Risks: 'Other customers who bought this also looked at...' is much better than no cross-sell at all. However, a modelling approach will generate more profitable sales.

16. Are propensity models used to predict customer value when targeting offers?

Yes Needs improving No Don't know N/a

Risks: The cost of lost opportunities and wastage nearly always outweigh the cost of the modelling.

17. Does your marketing database preserve all necessary data or is it losing key information due to its design?

Yes Needs improving No Don't know N/a

Risks: This common problem is hard to detect because orthodox system design typically doesn't accommodate the realities of marketing data. The result is untracked loss of data, which undermines targeting and breaks data protection regulations.

Please contact Quocom if you would like to discuss any of the above questions or similar issues related to increasing the effectiveness of marketing programmes.

Case studies

A multinational resorts company needed a strategy to manage both customer and travel agent relations with reference to changes on their existing booking system. Quocom provided a solution that encompassed all the region's languages and character-sets and provided a platform for developing sophisticated multi-channel CRM programmes.

A major UK retail brand needed a market segmentation that made the most use of their understanding of shopper behaviour and attitudes while also being of practical use for buying media across all channels from primetime TV through to targeted email. Quocom developed a hierarchical approach which contained the key differences in audiences at the aggregate level for buying mass media, while at the same time providing the facility for more accurate targeting.

A multinational insurance company wanted to adapt its online strategy in response to the online behaviour of its customers, agents, competitors etc. Quocom undertook a statistically rigorous survey of the insurance conversations on the internet. It identified the key issues being discussed and to whom they were important.

In addition, a Visit Model was produced. This showed which messages were of most interest to customers and prospects. For instance, much of the volume of insurance-related information on the internet is produced by agents (and SEO sites) but the Visit Model showed that customers and prospects are far more interested in the personal claims experiences of other consumers.

The survey results were presented in a dynamic dashboard. Download an example here - the file is an Excel 2010 workbook without macros.

A UK online financial services provider was using automated text analysis of customer comments to identify those most likely leave. Quocom reconfigured the text analysis output and produced a model which identified 80% of the customers that would attrite in the following 6 months.

A UK mobile phone network needed an evidence-based estimate of customer lifetime values. Quocom produced a model which fitted the data well and gave radically different customer values to the assumptions that had been used for business planning. The model was used to develop a simple-to-use tool that could be implemented across the key finance and marketing systems within the business.

An insurance company had a good understanding of each product's overall financial performance, but it wasn't clear what this meant in terms of each individual customer's product journey. Analysis of customers records produced some key metrics for value and lapse-rate. These were developed into a simple report of key customer segments. This meant that relevant communication strategies, such as offering discounts to lapsers, could then be targeted to different segments.

A UK bank was using a propensity model to find the customers most likely to buy insurance. The problem was that some data sources needed for the model had become unavailable, so the bank needed the model re-built with fewer predictive data fields but using the same modelling methodology for compliance purposes. Quocom, through an improved analysis of the remaining data fields, produced a new model which was in fact much more effective than the one it replaced.

Within a customer database, what might be an important change in behaviour for one customer can be quite within the bounds of normality for another; each customer has to be monitored against their own set of criteria. Quocom has developed specialised techniques for monitoring individual behaviour, and flagging up significant changes. These have been adopted by a number of UK financial institutions and telecoms companies.

A neural network model, based on 220 data fields, enabled a 33% increase in conversion, compared to the client's previous targeting strategy, and at a lower cost-per-name.

Storing large amounts of customer in a data warehouse is expensive. In its raw form, the data is often of limited value for marketing. Quocom undertook a major project for a UK bank to derive more effective variables from the raw data within the data warehouse, to enable better marketing planning and predictive modelling.

A US-based insurance multinational accquired a prospecting database to serve a number of their UK subsidiaries. It was an expensive white elephant that couldn't fulfill its basic functions. Quocom rebuilt and managed it for one quarter of the original cost while it grew to 220M individual names and addresses.



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