Grow customer retention and personalize approach

1. Modern
challenges of the
e-commerce
Grow customer retention
and personalize approach
Milan Radakovic
E-commerce director
of the eComlogic
+2 real case studies

2. Key challenges:
Making customer
data actionable
Customer retention
Different sales channels
management
Cross-channel
communication

3. 1. Making customer data actionable
a. Purchase history
b. Type of marketing to which
customer responds
c. History of the customer
behavior on the web page
a
b
c

4. 2. Customer retention
1. Trigger actions based on the customer behavior
2. Customer segmentation
3. LTV

5. 2.1. Trigger actions based on the customer behavior
1: Customer didn’t
buy anything
3: We received the
customer size
2: Customer didn’t
come to the web page
> 2 MONTH S MS + E MAIL N OTIFICATION
N OTI F IC ATIO N

6. 2.2. Customer segmentation
— We shouldn’t treat all the customers in
the same way
— Classical segmentation: first-time users,
highly valued users and inactive users
— Modern segmentation: each customer =
individual segment

7. 2.3. LTV
NEW CLIENT AFTER 1 YEAR
50€
60€ 250€
}
- + +

8. 3. Different sales channels management

9. 4. Cross-channel communication
It is not enough to have only multi-channel communication it is important to have cross-channel
automatization based on the customer behavior and changes with the customer order (e-mail, sms,
messengers, push notifications etc).
PROTEIN PROTEIN
SHORTS
SELECTION
PROTEIN REMINDER
Example 1:
Example 2:

10. 2 CASES STUDIES

11. CASE STUDY 1
Fiziosfera
Online shop for physiotherapy
(medical supplies and devices)

12. How did they work with customers before eComlogic?

13. Problems:
Incoming and missed calls
Different sales channels
management
Upsell and cross-sell
No SMS notification
Lack of customer
retention

14. OTHER PROBLEMS:
EXAMPLES:
Lack of delivery service
integration
1. E-mail marketing was without any segmentation
2. To send a newsletter we had to export all database
3. It was difficult to find customers who buy specific product
4. Every time was necessary to export e-mails and phone numbers
Lots of data that doesn’t give
any information

15. After implementation of the eComlogic
1. We customized order statuses so that the employees could work as a conveyor.
They shouldn’t have any order in the status they are responsible for.
WHAT DID WE DO:
Transferred to
packaging 3
Packaging in
progress 7
Transferred to
packaging
Packaging in
progress

16. 2. All sources are integrated with eComlogic

17. 3. Integration with delivery
service DPD

18. 4. Customers were divided into the static and dynamic customer segments
Based on the type of medicine we divide customer by the type of the problem they have.
Twice per month we send them e-mail with advices / news based on the problems they have.
STATIC SEGMENTATION:
C USTOM E R
WITH A BAC K ACHE
GOO DS
FROM BAC KAC H E

19. Based on the customer behavior we create rules for different scenarios.
DYNAMIC SEGMENTATION:
1: VIP customer didn’t buy anything
2: After surgery recovery
CUSTOMER
AFTER SURGERY
GOODS FROM
THIS CATEGORY
> 2 MO NTH NOTIFICATION

20. 3: Pregnant woman
4: Customer testimonial
PREGNANT CUSTOMER FOR 9 MONTHS
AUTOMATIC TASK
OF REPLY COLLECTION

21. 5: Medical treatment with 1 month break
REMINDER
TO BUY A MEDICINE
MEDICI NE TREATMENT

22. Results of the implementation
Clear structure of the business
process
It is easy to control wick points
of the business
Full control of the packaging
Automatization of the customers
retention rate
Complete order history
RESULTS 1 YEAR AFTER
THE IMPLEMENTATION:
— 40% less time for order processing
— 70% increase of the retention sales
— 250% increase of the profit within 1 year

23. CASE STUDY 2
101 rose
Flowers online shop

24. How did they work with customers before eComlogic?
All orders were in Excell spreadsheet

25. PROBLEMS WITH ORDER MANAGEMENT IN EXCELL
Everything is good until we have 1 sales
manager and up to 10 orders per day
Problems begin as soon as the company grow
and we add another sales manager:
— It is difficult to find information about the customer
— Lot’s of manual work
— It is difficult for two sales managers to work at the
same time

26. How did the implementation of eComlogic look like?
QUICK IMPLE ME NTATION
WITHIN 4 W E E K S :
Configuration
of the business process
Implementation
of the Stock
management system
Integration
with CMS
Integration
with VOIP

27. Business processes
NEW ORDER Q UAL ITY
CONTROL
PAYMENT
CONTRO L
ORDER LIST FLOR I S T
P R EPAR ES
B U NC H
D EL I VERY

28. Order processing from status new to completed take in average one hour

29. Order list List of order with the map

30. Retention sales
1. Progressive discount rate for all the customers of the e-shop

31. Customer recognition helps to personalize customer service
and reduce time needed to find customer in the database
2. Integration with VOIP Zadarma

32. Integration with stock management system
Second step of the integration
Synchronization between
eComlogic and ERP
Customer ordered a bouquet of red and white
roses. During the complectation the absence of
fresh flowers appears. Product status is changed
to "Poor quality".
The operator gets the task to offer other flower
combinations to the customer.

33. Customer segmentation
“special days” in the year (mother day, women day, St. Valentin day etc).
STATIC CUSTOMER SEGMENTS:
Example 1:
All the customers receive:
・E-mail 7 days before women day with top offers
for women
・E-mail 5 days before women day – special offer
・E-mail 3 days before woman day – reminder
・SMS message 1 day before woman day – it seems
that you forgot to buy flowers
SMS +EMAILANY HOLIDAY

34. based on the customer behavior and habits we create rules for different scenarios.
DYNAMIC CUSTOMER SEGMENTS:
Example 1:
Based on the purpose of the order we divide customer
into the different customer segment. If your wife has
birth day on the 1.12. there is almost 100% probability
that she will have birthday next year on the 1.12

35. Example 2:
Based on the AOV and age of the customer we offer to the customer to buy also teddy bear or chocolate.
If the ...
1 6 - 30
YE A S OL D
AOV > 50€
AOV > 100€
AOV > 200€
<10€
10-20€
20-40€
>30
YEA S OL D
AOV > 50€
AOV > 100€
AOV > 200€
<10€
10-20€
20-40€

36. ?? ?
YE A S OL D
AOV > 50€
AOV > 100€
AOV > 200€
<10€
10-20€
20-40€
OR
OR
OR
Number of sold teddy
bears was increased
Number of sold
chocolates was increased
x3 x4

37. Example 3:
Personal discount for the favorite color.
-5% -15%-7% -10%

38. Impacts of the implementation
— Number of orders has
been increased by 40%
— The same number of sales
managers can process all
orders

39. Questions?

40. Thank you for
your attention!
www.ecomlogic.com
milan@ecomlogic.com
+44 2070437182
Come to visit us on our
stand №25