Redefining an energy category – Reversed declining share of an energy in the home heat category. Energy management consultants for over a decade.
Case Study: Customer Acquisition Strategy for an Energy Association
OBJECTIVE: Our Client is one of the largest energy associations in North America. The association has over 400 members including Shell, Ultramar, Esso, Petro-Canada and Irving. The environment is a rapidly changing market place with increasing pressure for cost cutting and value driven decision making within this energy sector in Canada. The only way to expand rapidly was by new customer acquisition that could deliver profitable growth for the organization.
Energy management consultants for over a decade.
The customer acquisition marketing and branding strategy was designed with two stages: the first stage was to build up a substantial information base to understand each market segment’s prospects for growth. The second stage was to carry out “commercial due diligence” to ensure that market expectations from products and services were connected with a potential revenue stream. An aggressive timetable sought to complete both stages within 2 months.
Stage 1: Define the most profitable market segment
A detailed briefing from the Client gave us an understanding of what would be suitable vision for growth. Secondary research provided a comprehensive information base and an indication of market opportunity and trends. Stakeholder interviews were also carried out by phone with trade associations and a selection of the acquisition targets. These interviews provided a more accurate view of market size and the shares of the players. The report at the end of Stage 1 provided a picture of the market for the energy product and challenges related to retention and acquisition of customers
Step 2: Commercial Due Diligence
AG interviewed customers that had bought from the client in the past (in other words “lapsed customers”). The purpose of the interviews was to gauge satisfaction levels of customers with their existing products and services and to confirm the durability of the market. This combination of interviews with customers and non customers provided an objective view of the prospects strengths and weaknesses relative to other suppliers of energy products. More importantly, it gave the association a head start on developing a strategy for building the market.
Step 3: Marketing and Branding
Arcus recommended a branded concept to establish the program for new customers and explore new value added opportunities for existing customers. The program defined new benchmarks in practice management, customer satisfaction and quality control for clients.
RESULTS: A statistically significant shift of over 8% in awareness and purchase intention of the energy product.
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