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Case Study

Segmenting the client base of a major luxury player

From strategic framing to implementation

Challenge

1 —

A desire to strengthen the brand's client orientation

2 —

A segmentation already in place but hard to use operationally, and challenged by HQ as well as in regions

3 —

Numerous client-oriented projects in parallel: communication plan, VIC program, etc.

The Key Questions

1 —

How can I build a relevant segmentation not only for my CRM team, but also for the Retail team, Merchandising, E-commerce, ...?

2 —

Which approach would best suit our needs: a segmentation around client value, product preferences, usages and attitudes, ...?

3 —

How do I ensure that my new segmentation will be used by everyone?

Approach

1 —

Framing: through interviews with key functions and regions, we were able to define the different use cases of this segmentation and deduce the best approach to build it

2 —

Segmentation design: thanks to the material collected during the interviews, we then built the segmentation (selection of the number of segments, definition and naming), and challenged its relevance via several workshops

3 —

Technical implementation: we supported the IT teams on the implementation of the new segmentation in their systems, in order to ensure the availability of the segment in the various tools

4 —

Communication and training: finally, we supported our client in the communication of the new segmentation to all teams, as well as in the training up to salespeople in boutique

Results

1 —

A new segmentation adopted by the different teams, thanks to the consideration of their feedback throughout the project to ensure its adequacy with their needs

2 —

New, clearer goals for this segmentation, and how best to leverage it across all brand functions

At the heart of the subject

What made the difference on this project was to take the time to interview all the teams during the framing phase, in order to recover the real needs and any reservations regarding the project. The communication and training phase is also crucial, by personalizing the approach for each team: this prevents the segmentation from remaining “on the shelf” and being.