Increase revenue and retention, and re-organize the marketing team.
Lead by:
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The challenge
As one of the largest fuel suppliers in the Benelux, Q8 faced two challenges:
1 | Transition to a more diverse and sustainable revenue model
2 | Improve their customer retention
The Q8 management acknowledged that their team structure was not suited for
future growth and that they lacked the necessary marketing knowledge and skills.
In Addition, their marketing automation platform Selligent wasn’t configured properly,
which prevented an effective process.
Q8 relied on us for a mix of strategic and technical knowledge to implement practices
for a best-in-class customer experience.
Our mission & approach
The project was and still is very extensive, as we worked as a group on several
aspects of the business – going from strategy to technical audits and implementation.
This is how we focused on the strategic part. Develop a new organizational structure
and guide the transition, and put the necessary capabilities in place to work in a more
data-driven and customer-centric manner.
To achieve this, we concentrated on five steps:
1. Analyze the existing structure
2. Map out capabilities
3. Design an organizational blueprint
4. Identify the jobs-to-be-done
5. Implement new practices
Shift from a product-focused strategy to a best-in-class customer experience to
increase customer retention. This transition related to both their existing business
and their more innovative products and services.
This part of the project included:
1. Evaluate the customer experience and customer value propositions
2. Collect market and customer insights
3. Detect low-hanging fruits to start improving value propositions and bringing about actual change
4. Identify, prioritize and plan big rocks for each value proposition to establish a long-term roadmap
The outcome
As the Q8 project is still in full gear, we have a long, exciting path ahead of us.
Our colleagues of Upthrust, Dignify, and The House of Marketing who currently
make up the omnichannel team of Q8 are excelling in their roles and maximizing
their impact every day.
Along with kickstarting the transformation, the first technical audit of the marketing
automation tool was successfully completed.
In addition, innovation and crystallized value propositions have caused new working
habits to emerge across the entire organization, accelerating the transition to a
customer-centric and future-proof structure.
Speaking with the mission agents. (FOUT)
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CLIENT’S TOUGHTS
“Knowing there was a team who understood the situation and had our backs made a huge difference.”
Collaboration between entities paves the path for bigger and better insights. Every two weeks, we held internal stand-up meetings to discuss opportunities, difficulties and frustrations.
Speaking with the mission agents
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Key takeaways
Client such as Q8 greatly value clear (over)communication of your progress with key stakeholders. Don’t allow yourself to become sidetracked though; keep your attention on your end goal.
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Pressure peak
Before his Customer Collective coworkers joined him, Brieuc of Upthrust started on the project alone. While working solely with internal Q8 colleagues, he was essentially a one-man show, and he did a fantastic job!
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Team Habits
Our trick to survive the summer heat in the Q8 office? Coffee runs to Starbucks for a flavored frozen cappuccino.
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Behind the scenes
Never forget to reserve a spot at Q8, unless you don’t mind a dose of public embarrassment. There’s one round table in the office that’s used as a gathering space for those who didn’t book theirs in advance.
