Wunderman’s data strategy, analytics and database operations teams have been working on the Shell loyalty and CRM programme since 2014. Last year, it undertook a signficiant evolution to drive analytics into the client’s business.
Shell’s loyalty programme is well-established, but the petrol retailing sector faces annual customer attrition of 6%. To address this, a new focus was required which would deliver significant impact while evolving the way the client uses data to one where predictive analytics are deployed.
To do this, Wunderman set about ensuring all of its teams worked together well by setting up task forces and working across silos in a matrix. This meant that all the necessary solutions were brought together around an understanding of the business problem.
To increase transparency for the client in how projects were developed, a three-week sprint cycle was introduced. This allowed for any obstacles, whether client-side or agency-side, to be identified early, as well as ensuring visibility of the data and analytics pipeline and improved prioritisation.
Governance was put in place to ensure data supported communications appropriately and to ensure the wider business audience understood what was being undertaken. This helped to drive up adoption and sophistication of analytics within the CRM programme.
Five new targeting models have been built to improve understanding of the customer. During the course of 2017, Shell sold 550 million more litres of fuel, an incremental increase of 39%, which the client attributes to the new approach.