ACHIEVING GROWTH WITH DATA-LED PERSONALISATION

TitleACHIEVING GROWTH WITH DATA-LED PERSONALISATION
BrandSCHNEIDER ELECTRIC
Product / ServiceSECURE POWER
CategoryB01. Data-driven Targeting & Personalisation
EntrantTRANSMISSION, SINGAPORE
Idea Creation TRANSMISSION, SINGAPORE
Idea Creation 2 TRANSMISSION Surry Hills, AUSTRALIA
Media Placement TRANSMISSION, SINGAPORE
Media Placement 2 TRANSMISSION Surry Hills, AUSTRALIA
Production TRANSMISSION, SINGAPORE
Production 2 TRANSMISSION Surry Hills, AUSTRALIA
Post Production TRANSMISSION, SINGAPORE
Post Production 2 TRANSMISSION Surry Hills, AUSTRALIA

Credits

Name Company Position
Emily Gan Transmission Design Direction
Brian Johnsen Transmission Content Direction & Strategy
Shikee Soh Transmission Creative and Asset Production
Tricia Low Transmission Creative Production
Chung Puo Chong Transmission Copywriter

Why is this work relevant for Creative Data?

To help Schneider’s Secure Power division achieve its growth goals, we needed to access and engage wider buying teams across International Zones. We developed and integrated the use of a Customer Data Platform (CDP) to identify, produce, and target personalised content at a Zone level to drive impact. Our CDP enabled the construction of 400 Ideal Customer Profiles (segments) and the development of AI models to guide our focus and activation across Secure Power’s ABX program. This meant that we could create personalised, contextual content for various personas within target organisations, activating over 130,000 unique customer journeys.

Background

With historical success within the Cloud & Service Providers (C&SP) segment, Schneider Electric's Secure Power division came to us with a question: How do we increase penetration and account coverage outside of C&SPs across international zones? 2021 brought a new year and a new set of challenges that forced us to rethink how we identify and interact with prospects and customers. To continue growth, we needed to expand relationships with key decision-makers outside of C&SPs in Asia, India, the Pacific, South America and MEA. That meant using data and insights to align Sales and Marketing to focus on the right accounts, finding new ways to communicate through personalisation at scale, and driving pipeline. But first, we had to break them away from the familiar and towards a more customer-centric approach that put the right message in front of the right person at the right time. We had to be ambitious.

Describe the Creative idea / data solution (20% of vote)

We knew that data and technology would play an important role in the programme’s success. But with the customer at its core, we had to first evaluate what we knew about them. Our CDP allowed us to analyse and enrich our first-party customer data with third-party firmographic, behavioural, and technographic signals. From this, we created an ICP that shaped the AI models used to guide our focus and activation. While understanding the needs of key stakeholders at a global level, we needed to identify and leverage their key tensions, motivators, and behaviours to drive impact across different Zones. Using AI, we assessed psychometric profiles and constructed personality archetypes. By creatively interpreting data over the program’s end-to-end development and execution, we delivered a truly unique proposition – an effective audience segmentation strategy and target approach, and true personalisation at scale through content and engagements matched to the needs of each persona.

Describe the data driven strategy (30% of vote)

Once we’d identified segments and accounts, we needed to look at the core stakeholders within them. More specifically, we wanted to understand the people behind the personas. To do this, we used AI to construct DISC based personality profiles across each Zone to uncover the key traits and behavioural responses of our target personas at an International and Zone level. This enabled us to enrich our persona profiles further by understanding their wants, needs, and interests on a function-by-function basis, and optimise content for engagement. Coupled with signals and insights from the CDP was a messaging, content and engagement framework we could use to engage and spur action at a human level. And with our foundations set, we were able to deliver an end-to-end, multi-channel programme covering acquisition to qualification.

Describe the creative use of data, or how the data enhanced the creative output (20% of vote)

We placed a highly personalised content production initiative named 'Trapper' at the centre of the program – enabling the creation of individually personalised reports. Built from CDP data, these reports were then distributed to target personas in accounts through a customer journey optimised for account penetration, engagement, and conversion – allowing for over 136,000 potential content/sequence combinations. We personalised each report and messaging to the account's industry (BFSI, Public Sector, Manufacturing, Retail, and a Generic Industry Variation), solution category (Data Centre or Edge), and data signal (Intent and Install) and the personality archetype of recipients. The reports also included industry and Zone-specific customer case studies delivered through a social selling program for 27 Sales representatives. Furthermore, we supported the personalised outbound activation with a comprehensive media programme aimed at building awareness and lead generation across LinkedIn and content syndication platforms targeting best-fit accounts and personas across Zones.

List the data driven results (30% of vote)

By embracing change and taking a customer-led approach to engagement, Secure Power now knows more about its customers than ever before. And with the programme in its final quarter for 2021, the scale and impact of the project can be felt across the business. Over the course of the programme, we engaged 98% of accounts outside of C&SPs, enjoyed a Pipeline to Spend ROI of 34:1, and increased our average opportunity size by 40%. Aligned to Secure Power's core and commercial marketing challenges, we’ve engaged over 3,600 accounts outside of C&SPs, over 9,000 key contacts, and contributed to over €13.7 million in pipeline.