Nortel had developed the concept hyperconnectivity’ to describe the current state of technology in which the number and type of devices connected to networks are growing. Segmetrix was briefed to raise awareness of the Nortel brand and generate demand for its unified communications among senior business and IT decision makers.
Using information from Segmetrix’s ongoing company research, Dun & Bradstreet, Rhetorik, and Nortel’s CRM data, Segmetrix collated information about the top 15,000 companies in the UK market. Ingredients from the data collected were used to feed Segmetrix models to work out how profitable customers were acquired, developed and retained and for calculating buying propensities at the company level. There were six stages:
- A hierarchy of different companies, taking into account their buying potential, how much they bought from Nortel and how large a market share they had.
- The location of each company and its subsidiaries was mapped and Nortel’s past performance in different regions analysed. Sites with decision makers and a large number of employees on site were prioritised.
- The geography, industry, employee band, HQ county and incumbent competitors were analysed and several high-return scenarios planned.
- The sites containing decision-makers were identified and plotted onto city maps.
- Analysts identified the key vertical clusters of the target audience to tailor the messaging accordingly, and sales reps to be prepared with tailored and appropriate solutions.
- A shortlist of targeted companies was created and matched in contact data from reputable data providers.
By these means Segmetrix prioritised the different clusters in descending order of ROI potential. The estimation was used to determine which companies would receive the high value 3D marketing campaigns, standard direct mail, and would be contacted by Nortel’s internal sales force.
Nortel’s integrated marketing campaign was launched in the summer of 2007. The communications strategy was devised to reach individuals through an integrated campaign consisting of mass media, direct marketing and public relations.
Segmetrix provided Nortel’s marketing and sales team with profitable targets within the addressable market. The segmentation and analytical framework that Segmetrix put together allowed Nortel to know exactly where to displace competitors with Nortel’s propositions and where to defend key accounts to create a campaign battle map’.
High-profile print, plus online and outdoor advertising, which covered key business and vertical media created a media tunnel’ to capture commuters across the South East as they journeyed to and from London. Public relations and highly-targeted direct marketing campaigns increased the campaign’s profile.
3D DM mailing boxes targeted the most likely CXO’s as identified by Segmetrix profiling. The boxes contained a fully-programmed smart phone with a personalised video message to each recipient. Deliveries were promptly followed up by assigned Nortel sales people. A simplified version of the 3D mailing extended the campaign to a broader audience.
In addition to the business decision makers who received the phone DM packs, the data segmentation also identified a key audience of IT decision makers. 32 carefully selected IT decision makers were sent the Nabaztag Wi-Fi rabbit, the latest must-have gizmo with huge desk appeal. A flat print mailing drove awareness to the broader market.
The Nortel Tornado campaign delivered a 440 per cent ROI of booked revenue on Nortel’s investment (analytics plus creative); a 40 per cent response rate; $3million booked revenue and $6million in the pipeline. The solution also provided benefits such as:
- Recommendations to action from Segmetrix based on integrated strategic and tactical opportunity and performance analytics
- Practical segmentation that clarifies tactical options for delivering strategic goals
- Ability to determine the size of customers’ buying potential and their market
share by product groups - Holistic view of business transactions for which historical trends were analysed, goals can be set and future attainment can be measured
- Ability to effectively to align sales and marketing resources based on clear facts
- Enhanced ability to acquire, develop and retain customers
