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These case studies, which are drawn from Facebook and BCG’s work with leading companies across a wide variety of industries, show how cutting-edge digital marketing can be applied to specific business challenges and illustrate the transformative potential of digital marketing.

A consumer health company used test-and-learn to reduce customer acquisition costs. A global consumer health and wellness company began rolling out a suite of connected health and hygiene products.

One of its personal-hygiene products is equipped with smart sensors that link to an app and provide instant feedback regarding how a customer is using the product, indicating whether he is applying it long enough or missing certain areas, for example.

Before bringing this product to market, the company did extensive research to create a persona of the consumer who would likely be interested in the product. The resulting target: a tech-savvy, successful, middle-aged man. After a pilot market launch—and with the official launch date approaching—the company began to see indications of potential buyer audiences beyond the original target persona. Armed with this insight, the team revisited the original marketing playbook and messaging, stripped away all its preconceptions, and measured where and how its proposition resonated. It used social and search data to develop 30 to 50 unique marketing concepts. For each one, it not only tested different marketing messages but also identified the characteristics that defined the right target audiences for the product.

By linking data across silos (data from the app, the CRM system, and campaigns), the team was able to understand product penetration and usage, maximize consumer engagement with the product, and ultimately drive repeat business and cross-sell in other categories. This allowed the company to refocus on the highest-potential consumers and add new consumer messages and benefits into the marketing mix,
driving a 30% increase in marketing ROI and unearthing new pools of consumers who would be three times less costly to acquire than others. The company is using the lessons from this launch to shape the next wave of launches in other markets.

A loyalty program boosted a beverage company’s connection with consumers. A global brewing company launched a loyalty program, supported by a smartphone app, to drive sales. Consumers use the app when they purchase beer in a supermarket, earning a credit that can be redeemed in restaurants, bars, and pubs.

By analyzing app usage data, the company learns about consumers’ habits, identifies its most loyal customers, and tailors marketing to suit individual consumption patterns. Because the company knows the location of participating retail outlets, it can also use geolocation to notify users when they are in the vicinity of a participating retailer.

By continuously analyzing usage data, in combination with testing and learning from highly targeted and personalized marketing, the company achieved a step change in app adoption and usage, and, ultimately, in multichannel consumer relationships. The beverage company identified 50% of inactive program members for targeted reactivation and deployed a series of interventions to tackle 20% in-app consumer drop-off.

A consumer goods company maximized voucher redemption. A multinational consumer goods company, in collaboration with a retailer and a nongovernmental organization, launched a program to encourage consumers to purchase sustainably grown and sourced products.

Millions of households received a voucher that they could redeem at their local supermarket in exchange for sustainable products. The core marketing objective was to maximize voucher redemption, supported by a traditional media campaign that pushed a relatively generic message to a broad audience. Despite the program’s formidable reach, only about half of the vouchers issued in 2015 were redeemed.

So, for the 2016 edition of the program, the company decided to redesign its digital-marketing activities completely. It developed a much more targeted campaign, aimed at approximately ten audiences, and deployed a variety of messages to each audience simultaneously. With a short learning cycle, the company could maximize performance on the fly and at the same time amass deep insights into what drives consumers to buy sustainable products. This new way of working increased the efficiency of its digital-marketing activities by more than 30%, supported faster growth (by 1.5 times) in redemption, and delivered deep insights that will guide the next installment of the program.

https://www.bcg.com/publications/2017/sales-consumer-insights-digital-marketing-revolution-has-only-just-begun.aspx

On – 10 May, 2017 By