Aviva Health Insurance has grown market share since its inception in 2004, but the primary challenge for 2011 had become the retention of the existing base whilst still growing market share. With intensive competition and increasing premiums, customers were shopping around and switching in large numbers. Aviva’s response was to move from isolated retention actions to a full CRM strategy that would ensure all customers at risk of switching or leaving the market were targeted and retained. A propensity modelling tool was used to identify priority targets and retention teams were set to work. The result was an increase in Aviva’s retention rate, bucking the trend in the market and supporting Aviva’s market share growth.

Hidden Hearing set an objective to better engage with its customer base and create a more dynamic relationship with them, and with the support of Gibney Communications, the firm set about changing its model of engagement. A series of initiatives were put in place to create a stronger sense of care through the lifetime of product ownership, with extended moneyback guarantees, scheduled aftercare sessions, customer satisfaction surveys, issue resolution actions, free retests and hearing aid servicing. This investment in customer care through a proactive customer contact model has led to satisfaction levels being at an all-time high and to an increase in word of mouth marketing and referrals.

In the tough economic climate, the marketing group at Newsweaver was challenged not only with supporting new business efforts but also retaining the existing base. The ‘Business of Email’ plan was developed to engage customers and the starting point was to get them maximising their use of Newsweaver services for real return on investment. The strategy included providing supports to customers through valuable best practice information and practical ‘how to’ guides, leading to stronger relationships, greater engagement and the opening of a meaningful channel for two-way communication. The results have included strong positive feedback from customers, greater numbers engaging through online seminars, and greater retention rates.

At a time when circulation figures and advertising revenues were under pressure, it became essential for The Irish Times to develop its expertise in understanding its customer relationships. The marketing team sought to proactively engage more meaningfully with customers and prospects using data and communications channels in a strategic manner. Given the growth of the audience online, the team was well positioned to build up a strong repository of customer data. A CRM strategy was launched and a new CRM system was procured to create a single view of the customer. This has already driven significant circulation lifts in targeted portions of the database promoting specific newspaper content.