ClubDIA.
Digitising loyalty in the retail sector.
Euskaltel has been the leading communications company throughout the Basque Country since 2015, ahead of both Spanish and global companies. To mantain its position in a sector with so much competition, Euskaltel realised that they had to make smart and fast choices in the digital area. How could they do that? Well, with the good ol’ data.
The importance of a data-first culture.
Nowadays, talking or even bringing up data is a given or better yet necessary in any business. But something is very clear: even though “information is powerful”, data alone is useless. It’s necessary to organise and interpret them in an efficient way so can make the most out of them.
If we integrate data into the way we work, it will not only show us the “what,” the “how”, and the “why” of what is happening within our company. It will also allow us to discover our own weaknesses and strengths, and help us detect potential business opportunities or problems that we could face in the future.
Making data-driven decisions requires integrating data-first culture into the way the company works.
Upgrading people and systems.
In order to implement data at the core of Euskaltel’s culture, we organised internal courses for its employees in which we learned all about their data needs.
In parallel, we trained department managers with the necessary technical knowledge to be able to handle the day-to-day management of web analytics autonomously.
And while Euskaltel’s customer acquisition and loyalty actions are continuous, while we trained the employees, we also carried out a complete audit of the processes and measurement systems, optimising the tracking parameters.
Connecting the dots.
Euskaltel’s ecosystem had different digital assets: a public website, a customer area, a mobile app and different microsites for specific actions.
We wanted to understand how the actions of each of these platforms correlated with each other and with the different commercial actions, in order to better understand the customer journey. To do this, we used multi-domain tracking tools, as well as specialised tracking, and dumped all the relevant information into a single platform.
Working with a company like this, we couldn’t leave the call center data out, so we integrated it into our analytics through Google Analytics and Google Tag Manager. Thanks to this, we were able to have a complete view of conversions through call me now actions, expanding the insights of a very important point of contact with customers.
Then, we were able to “connect the dots” when we developed parameters for the complete tracking of personalised offers. We measured the load rates, impressions and clicks of the different commercial campaigns, in order to evaluate the economic impact of promotions across all channels.
Euskaltel could collect and analyze data in a structured way and know its business in depth to detect opportunities for improvement.
Where do customers come from?
Only one question was left to be answered: which channels contribute most to the customer base growth? Where should the investment priorities be focused?
To solve this question and refine Euskaltel’s attribution criteria, we developed a proprietary tool for tagging commercial campaigns.
This system was a success in establishing a single criterion for collecting the data associated with each campaign. Thanks to this, sales managers could collect the information in a structured and simple way, as they only had to select the associated tags from a drop-down menu.
The attribution system increased efficiency, providing reliable information on the performance of each investment, and helping the company to make better decisions in the future.
Information against uncertainty.
As we said in the beginning, data must be made to talk. By working on training, coordinating teams and implementing common measurement tools, we brought to Euskaltel a unified data culture, which helped the company to know its customers in depth and make better business decisions.
In addition, the correct interpretation of the data also allowed us to offer new opportunities to the company: improve the UX, detect new opportunities and bottlenecks, analyse the path in the commercial funnel, etc.
Since then, the company has made decisions with more information and less uncertainty, something that is invaluable today.
The data collected by this tool gave us the answers we were looking for and helped us see areas for improvement.
