Using customer segmentation effectively in B2B for Maersk.
Maersk is the world’s biggest shipping company, operating in 117 countries with 80,000 staff and revenues of $39bn. Havas was appointed as Maersk’s global strategic partner for marketing in 2016. Our remit includes their overall marketing transformation programme and the lion’s share of their global marketing spend across paid, owned and earned channels. A key part of their overall marketing activity is the communication to existing customers via CRM channels.
With a vision to become the leading global integrator of end-to-end logistics and a new portfolio of products in addition to their core business of ocean freight, Maersk needed to utilise the entire customer journey to build engagement and drive preference across their new range of products and services.
We worked with Maersk to build an underlying data model to support customer insight and CRM activities and took data from a wide range of systems to build an integrated view of customer behaviour.
We used data to generate a suite of targeting, propensity and personalisation models that would underpin our CRM strategy. Combining our customer journey insights with audience research, we developed an overall framework for personalised end-to-end comms journeys against customer segments. We then put together a roadmap and strategy that would enable Maersk to take iterative steps from a basic email-newsletter-only approach to CRM through to a full industry-leading omnichannel CRM programme. This enabled us to drive the linkages from the online/digital journey right through the sales cycle.
Once we had developed the comms strategy for the initial customer journeys, we implemented them directly within Salesforce Marketing Cloud and measured the results over time via a standard target vs control group methodology. As the range and sophistication of comms journeys has increased, we have upskilled their internal capability, helping them to take full ownership of the creation and maintenance of their comms journeys while we focus on the next stage of the CRM transformation programme. This ‘implement, hand-over and accelerate’ approach is key to the overall scaling of the CRM programme and enables Maersk to continue to generate operational efficiencies from their CRM activities over time.
We are in the early stages of Maersk’s CRM programme with several test and learn activities currently ongoing. Our initial comms journeys have been focused on booking conversion and have delivered $27m in revenue and 8.6% uplift on completed bookings vs the control group over a six-month period. These exceptional results enabled us to create the business case and unlock funding for the next phases of Maersk’s CRM transformation programmes.