driven decision Insight-driven making: decision making · action on delivering genuine value to the...

Insightdriven

decision making:

How top brands uncover

market opportunities using

ongoing customer feedback

Asia Pacific

How top brands uncover market opportunities

using ongoing customer feedback

Insight-driven decision making:

Asia Pacific

Over 700 of the world’s top brands rely on Vision Critical

to help them build better customer

relationships

Insight-driven brands are setting the pace of business today. According to Forrester, this new class of companies is growing faster than the average global GDP. Collectively, they are set to make $1.8 trillion annually by 2020*.

Recognising the importance of becoming insight-driven, companies around the world are investing billions of dollars in data collection and analysis. The catch? Many of these companies have confused being data-driven with being insight-driven. Having more data doesn’t necessarily mean you have insight.

There is a profound delta between companies that identify as insight-driven and those that are. To be truly insight-driven, companies need to develop an on-going, authentic understanding of customers as they evolve over time and take action on delivering genuine value to the end-consumer. From our perspective, a relationship-based approach to gathering insight is what’s needed to change your DNA and succeed as an insight-driven brand.

What we’ve seen is the ability to collect data and share insight across the company in an agile and scalable way, is proving to be a true competitive advantage.

So who’s doing it well? Within this ebook we’re excited for you to read in-depth examples of how the best brands across Asia Pacific have taken a relationship-based approach to customer intelligence to deliver value for their brand. Read their stories to learn how you can drive business growth across regions, industries and initiatives with customer intelligence as your secret weapon.

*Hopkins, McCormick & Schadler (2017), Forrester Research, Insights-Driven Businesses Set The Pace For Global Growth, p.2

The competitive advantage of building relationships with your customers

visioncritical.com | 01

CONTENTS

04Media & Entertainment | Marketing

Learn how Southern Cross Austereo drives growth and business value through insight

08 12

16 20

Technology | CX & Innovation

Learn how Telstra adapted toa monopoly market shift and delivered a 30-point increase in NPS

FMCG | Marketing

Learn how the George Weston Foods’ bakery business found growth in a mature category

Insurance | Digital Innovation

Learn how AXA Philippines decreased service centre enquiries by 42 percent

Gambling Entertainment | Innovation

Learn how TAB saw 50 percent customer adoption within three months of product launch

01The competitive advantage of building relationships with your customers

Foreword


24 26

28 30

32 34

Tech | Product & Marketing

Learn how carsales used contextualisation and segmentation to fine-tune the seller experience

Telco | B2B Marketing

Learn how PLDT Enterprise maximised business gains through insight-driven strategies

Media & Entertainment | Marketing

Learn how Fairfax are winning the CX race with data integration andaudience segmentation

Learn how BankVic expanded its portfolio by tapping into the First Home Buyer market

Banking | Product Innovation

Banking | Customer Experience

Learn how Bendigo Bank support customer-led decision making in real-time

Media & Entertainment | CX

Learn how the ABC expanded theirweekly reach by 500,000 Australians year-on-year

Southern Cross Austereo | 04

From data-silo to revenue-engine

Southern Cross Austereo (SCA), leading radio and TV distributor in Australia, connects with up to 95 percent of Australians each week. With increased saturation in the market, SCA has shifted its focus on ensuring content cuts through the noise by bringing the voice of its audience to the centre of decision-making. Across five insight communities, SCA has been able to measure brand awareness, shifts in perception and generate actionable insight to safeguard investments from third-party advertisers. By monetising insight from their communities, SCA saw over $15 million in revenue in 2017.

How Southern Cross Austereo drives growth and business value through insight

Media & EntertainmentAdvertising, Marketing, Customer experience

12 teamsleverage community insight

$3 min research savings per year

18 pointincrease in NPS for the Hit Network

Over

$15min ad revenue in 2017

Our insight communities sit within the centre of the business and it’s those insights that drive the business forward.- Grant Blackley, CEO

Why is Vision Critical SCA’s secret weapon?Deliver audience- focussed content to keep a finger on the pulse of evolving interests

Tap into hard to reach audiences, across multiple radio networks

Fine-tune advertisements in real-time with iterative customer conversations after launch


Finding the signal in the noiseWith increased saturation in the market and unparalleled avenues of communication available, Southern Cross Austereo (SCA) recognised the need to deliver content that resonated with target audiences and allowed advertisers to get the most out of each channel.

With one of SCA’s core focuses to understand the attitudes, emotions and interests of their audience beyond a transactional level, SCA established five communities, engaging both regional and metropolitan listeners across 78 member groups, totalling over 123,000 members. With over 12 internal teams leveraging community insight, community members continually influence music, marketing, content, and advertising across the business.

Monetising insight for advertising revenueSCA supports advertising spend by testing all stages of the campaign process within the communities - from conducting market, industry and consumer studies to creative testing, brand tracking and campaign effectiveness studies.

The single biggest driver of success for us is around insight-led ideation - the insight we gather from our communities is critical for us to go back to advertisers with genuine customer solutions.

- Brian Gallagher, Chief Sales Officer

In one example, SCA research undertook a perceptual study for an insurance client to understand path-to-purchase as well as the barriers to the brand. With insight from the community highlighting a mismatch between brand awareness and brand understanding, the insurance brand was able to tweak its messaging and strategy to create a better brand connection. As soon as the campaign went live, SCA iterated market perception in real-time, tracking community responses to the campaign and measuring corresponding shifts in audience sentiment.

Across five insight communities, SCA has developed a unique methodology for measuring brand awareness, perception movements and actionable outcomes created by advertising in any main media. By monetising insight generated from its communities, SCA accrued $600,000 brought in by the insurance campaign, contributing to an overall revenue generation of over $15 million in 2017.

Predicting trends and boosting customer experiences

To keep on pulse of music preferences, SCA leverages

Company Overview

Led by the Triple M and the Hit Networks, Southern Cross Austereo (SCA) owns 78 radio stations across metropolitan and regional Australia and represents an additional 34 regional radio stations. Broadcasting 86 free to air TV signals in regional Australia, SCA cumulatively connects with up to 95 percent of Australians every week through free-to-air TV stations, national radio networks, and digital assets.

78 member segments to ensure each station continuously delivers music in line with current trends. SCA engages listeners on a weekly basis to understand sentiment around the top 25 song hooks in rotation. By gaining feedback in real-time, music directors use weekly community insight to ensure the right songs stay in rotation and the wrong ones are taken out of the mix. In this way, SCA has created a virtuous cycle of loyal listeners, ensuring they deliver their customers the music they like, recommended by them.

Continuously engaging listeners and responding in real-time has seen a significant impact on the Net Promoter Score (NPS) of two of SCA’s most popular radio stations, Triple M Network and the Hit Network. Triple M NPS increased by 5.7 points and the Hit increased by 18 points.

Southern Cross Austereo | 06

Tell us about SCA’s journey towards customer centricity.Our mandate to be customer-led has always stemmed from the top. One story I love on the power of customer insight came from our CEO on the launch of the iPod. At the time, headlines suggested the iPod was set to kill radio audiences. However, on speaking to our audience directly, we found most were listening to radio more to find music they wanted to purchase. The audience was right, the experts were wrong.

We’ve worked with Vision Critical for eight years, and continue to prove out the value of insight-driven decision making. From content to sales to marketing, our 123,000 community members across 78 member groups provide weekly insight to ensure we stick to our customer-led mandate. Today we are probably about 80 percent of the way to what I would call customer centricity, but as

a large and diverse media organisation, our challenge is in connecting a very broad range of stakeholders.

Gaining traction across the business, especially with the C-suite, is a common challenge for any department. Can you share your experiences?

It is, and remains a key challenge. Pragmatically and historically, ‘research’ is seen as very ‘dry’, so it’s always a challenge to get people excited about the value of insight. In my experience, the way to demonstrate value to the C-suite is to be agile and solutions focussed. There needs to be a shift in mindset for research teams to be proactive instead of reactive, ensuring customer insight is at the forefront of business strategy.

Today, our work sits on the desk of the COO. With most C-suite members interested in the ‘so what’

over the ‘how’, it’s important to communicate insight in a way that demonstrates business value.

If I could share one anecdote for success here, it would be to give your team a voice. The last two years has seen a dramatic change in our impact by championing the value of insight from the bottom-up.

Could you offer some tips on how researchers can take insight beyond typical silos?Research is in a very, very exciting place these days. It’s changing and morphing, so that means you get to explore as widely as you can. Proactivity is your best friend; it’s over to you to look for a great study or opportunity and then share back often to people and stakeholders who could potentially benefit from it. We encourage our team to always explore, push boundaries, be willing to fail to find new ways of doing things. This means we have to encourage

and support our teams to be bold, courageous and keep exploring. Going beyond the silos comes from the DNA in your team culture.

What’s next on the journey?I am a true advocate for the power of insight communities. The future of insight communities, for high quality responses, will be aggregating smaller communities under umbrella brands. I think the smaller the passion point, the greater the engagement. Converse to how that might come across, I think every brand’s focus should be on engaging entire customer bases through insight communities - millions of customers, broken up into smaller sub-groups that deliver targeted value to the brand. It’s about understanding your customers deeper - going beyond a transactional level to understand customer attitudes, emotions, and intent. To do that, you need to cast a wide net.

There needs to be a shift in mindset for research teams to be proactive instead of reactive, ensuring customer insight is at the forefront of business strategy.

Elevating the role of insight across the C-suiteJohn Musgrove, Head of Research

John has pioneered insight-driven decision making across the organisation over the last 13 years. Leading a 25-member strong research team, John consistently strives to deliver valuable, agile insight across the organisation. With 40 years in the media industry, John has transitioned from sales into research believing, to truly deliver value to the end customer you need to know the ‘why’ behind the ‘what’ of consumer behaviour.


How does insight fit into the sales process at SCA?We feed our sales teams with agile, ad hoc projects as well as continuous insight support across specific customer segments. From sales pitch through to ad launch, we have developed a unique methodology for measuring brand awareness, perception movements and actionable outcomes created by advertising in any main media. Our communities are our secret weapon when we speak with prospective clients. The insight we generate to make iterative improvements in real-time has been unparalleled for sales growth.

The popular maxim goes, “fast is better than perfect”. What’s your perspective on the value of agile insight generation over robust research projects?‘Fast-paced’ is definitely the slogan when it comes to

the advertising and media realm. Sometimes we may only have 24 hours to turn around a brief or a few hours to generate insight to support a pitch. I’m a big believer in agile research, and our community enables us to do that. Traditional market research has always had the downside of taking weeks, if not months, to generate customer insight from research projects. Today, we generate insight in hours that we can effectively distribute across our teams to support client conversations.

Radio listeners are typically a hard-to-reach audience. How do you ensure you deliver advertisers a comprehensive understanding of customers across a range of audiences?Common feedback we receive from clients and ad agencies is ‘tell me about your audiences’ and ‘why should we target them’. Whilst radio ratings are readily available for advertisers,

the communities enable us to deep dive into our audience’s values, attitudes, buyer graphics - anything you want to know, we can probably find it out.

Tell us about one of your most impactful projects with the community.

Where do I start - there have been so many! Last November, we undertook a perceptual study for an insurance client to understand the path-to-purchase as well as the barriers to the brand. Through the communities, our sales team identified a mismatch between brand awareness and brand understanding. With this insight at hand, we were able to course-correct, with the stakeholder prior to launch, and ensure its success by measuring impact over time to make iterative changes in market. Looking at the numbers, last year alone we generated over $15million in ad revenue through community insight and we aren’t looking to slow down

any time soon!

Can you share one key learning around disseminating insight across multiple stakeholders and teams?Tell a story around the insight. People don’t remember graphs, or 30-slide decks - but they do remember stories. Dealing with multiple stakeholders with varying agendas at SCA, I’ve learnt to speak to their pains. With every insight project we conduct, I ensure it solves a challenge faced by the stakeholder so I can meet them on a playing field that makes sense to them. It’s important to outline the ‘why’ behind the customer need, explain the ‘so what?’ around why it matters and always demonstrate the ‘now what?’ to ensure the insight is actioned upon.

It’s important to outline the ‘why’ behind the customer need, explain the ‘so what?’ around why it matters and demonstrate the ‘now what?’ to ensure the insight is actioned upon.

Disseminating insight to drive action: Boosting ad sales with accessible, agile insightJasmine Beech, National Sales Research Manager

Within her role, Jasmine provides continuous insight to sales teams, strategists, clients and the C-suite across Australia. With a fast-paced and comprehensive role, Jasmine’s niche in the research space is founded off insight-driven ad strategy, with no two days the same. Over the past seven years, Jasmine has increased customer conversations by 15 times and works with over 12 internal teams to turn insight into action.

Telstra | 08

Delivering first-in-market innovation through employee co-creation

Telstra leverages both its employee community, Telstra Catalyst, and customer community, My Telstra Experience, to shape and deliver ‘a brilliant connected future for everyone.’ With the release of the government-owned National Broadband Network (nbn) set to provide fast broadband to all Australians, Telstra needed a way to ensure they delivered a product that adapted to this market shift and delivered value to its customers. The result? Collaborative innovation between Telstra and the Catalyst community saw the launch of the Telstra Smart Modem, delivering an NPS uplift of up to 30 points in the sales to activation experience and 50 percent fewer modem returns year-on-year.

How Telstra adapted to a new market shift and delivered a 30 point increase in NPS

TechnologyHuman-centered design, Innovation, Customer experience

50% fewer modem returns year- on-year

18% decrease in order cancellations

13 point increase in NPS for plug-and-play purchases

Up to 30 point increase in customer advocacy within 30 days

Why is Vision Critical Telstra’s secret weapon?Relationship MemoryTM to understand how community members evolve over time

Innovate in a secure and closed testing environment, prior to product launch

Pre-validate customer experiences with employee insight


Delivering a first-in-market nbn hybrid modemWith the release of the nbn in Australia, Telstra needed to adapt to the new market landscape, and provide competitive offers with Telstra-only value to nbn customers.

Telstra devised a range of initiatives aimed at providing seamless customer interactions and improving customer NPS when distributing new nbn broadband services.

A new way forward - pre-validating customer experiencesTelstra worked with Vision Critical to engage their employees via an online community, Telstra Catalyst. With 80 percent of staff on the Catalyst community being fixed-internet customers with Telstra, the company were able to place both customers and employees at the forefront of product and service initiatives.

Through Catalyst, Telstra can gather insight in a safe

environment, and an easy to use platform, that allows employees to share opinions and have their say as both an employee and a customer. Using these insights Telstra can make thoughtful decisions on how to improve the overall experience and design of Telstra products, services, and systems for its customers.

Co-created innovation - The Telstra Smart ModemTelstra developed the new one-of-a-kind Telstra Smart Modem (previously known as the Telstra Gateway Frontier), to help customers get connected faster over the mobile network while they waited for a home broadband connection.

In preparation for the launch, Telstra wanted to ensure the user experience, and specifically the device installation process, was clear and easy to follow for customers.

In order to respond to market demands quickly, how could Telstra ensure they deliver a truly differentiated and innovative product that improved customer

experiences?

With the Telstra Catalyst employee community at hand, Telstra married user and behavioural data with insight gathered from continuous, two-way dialogues exploring product set up, speed and performance, notifications, and overall experience. With insight gathered within hours, Telstra identified pain points and gathered in-depth insight from specific user journeys with the product.

The result? Real-time, iterative developments. Telstra addressed issues relating to the mobile back-up capability and Wi-Fi coverage in a safe environment, implementing improvements quickly to solve user issues before they launched to market.

The use of the Catalyst platform is enabling our team to drive a dynamic ‘test-learn-refine’ methodology to Customer and Agent testing. With communication, research activity, customer data and live interactions from one source, we are able to adapt and react in real-time.

- Lorraine Tabet-Curtis, GM Change and Incubation

Company Overview

Telstra is becoming a world-class technology company that empowers people to connect, aiming to create a brilliant connected future for everyone. Telstra provides services to Australian customers spanning across mobile, fixed voice and fixed internet broadband services, and their presence spans more than 20 countries.

An employee community is an incredible tool for a product manager. Bringing together the insight from the community and having real customer input across multiple teams meant that we delivered a better end-to-end customer experience than we could possibly do without our Catalyst community. - Linda Sylva, Product Manager - Telstra Smart Modem

Telstra | 010

18%13 point

increase in NPS for

plug-and-play purchases

decrease in order

cancellations

50%30 point

increase in customer

advocacy within 30 days

fewer modem returns

year-on-year

Delivering superior experiences - boosting NPSThis Australian first nbn modem, showcased Telstra’s ability to deliver strategic and innovative products to its customers, reinforcing its network superiority over competitors with an experience that assured reliability and connectivity.

When comparing to the baseline, for customers with the Telstra Smart Modem, Telstra has seen an average 15 point improvement in


customer advocacy amongst new customers with a peak of 30 point improvement. This demonstrated the ability of the modem to achieve and maintain connectivity throughout variations in network availability.

Additionally, for customers who bought a modem in-store and were able to instantly ‘plug and play’ upon powering-up the modem, NPS increased by 13 points. Through innovation and customer-led product solutions, Telstra has also seen 50 percent fewer modem returns per year,

and an 18 percent decrease in order cancellations.

The Telstra Smart Modem, along with other solutions such as self-install kits, have resulted in an auto-activation rate of close to 90 percent and led to 280,000 fewer password related calls in the first 90 days after activation.

For Catalyst, we want to continue creating opportunities for our staff to provide direct feedback into the innovation of new products and services.

We hope to grow a diverse community in order to support new strategic initiatives, harnessing our employee’s expertise and knowledge.

- Phi Do, User Experience Designer

Predicting and preventing churn with insightRelationship MemoryTM

Telstra has already started to lead in the use of Relationship MemoryTM; the ability to contextualise insight and identify patterns in data to build authentic relationships with community members that deepen over time. As one example, Telstra append more than 40 categories of data flags every month to avoid asking community members unnecessary profiling questions. With Relationship MemoryTM, Telstra is able to generate ongoing, continuous insight from their members, as they evolve over time.

Strategic NPS

Like many organisations, Net Promoter Score (NPS) is a key business metric at Telstra. With seven years of customer insight gathered through both a customer community and employee community, Telstra make use of their longitudinal insight in the NPS space. Following customers over time revealed that many customers often change their minds about Telstra: shifts in NPS heal over long periods of time, but can be created quickly by a point of failure. With robust longitudinal insight and a deep level of understanding, Telstra’s position in understanding strategic NPS is unparalleled in the market and enables them to course-correct in agile environments to predict and prevent churn.

George Weston Foods | 012

Insight-driven marketing delivers $104 million in retail sales over two years

George Weston Food’s bakery business, Tip Top®, is the leading bakery provider across Australia and New Zealand. Bakery is a mature market in Australia, and with limited growth potential, Tip Top needed a way to deliver value to consumers and outpace the competition. By tracking insight over time and responding to specific consumer needs, Tip Top has delivered consumer-first solutions to see incremental revenue growth for the brand.

How the George Weston Foods’ bakery business found growth in a mature category

FMCGInnovation, Marketing, Customer Segmentation

$104m 23%in retail sales from NPD over two years

uplift in Purchase Frequency for Golden bakery

ROI for Tip Top Sandwich Thins

New products are Over

more likely to succeed than industry standard

2X 52X

Why is Vision Critical George Weston Foods’ secret weapon?Innovate in a secure testing environment, prior to product launch

Build authentic consumer relationships through two-way, ongoing conversations

Contextualise insight and identify patterns in data to understand consumers as they evolve


Re-igniting the marketing flame - shifting from data to insightIn Australia, there is limited growth potential in the mature bakery segments. With a wide portfolio, Tip Top needed a way to enrich their data stores to understand consumer behaviours, attitudes and emotions to ensure they met consumer needs.

Engaging the right market with Bakery ConversationsIn order to engage consumers with products relevant to them, Tip Top launched Bakery Conversations, an insight community segmented based on interests and purchase behaviour.

By profiling members based on behaviour over demographics, Tip Top delivered a depth to their data not previously possible, demonstrating the vast differences in consumption despite similar demographic traits. Since its inception in 2014, Bakery Conversations has been used to support

innovation, test products, evaluate marketing campaigns, and fine tune messaging based on specific target markets.

By tracking consumer insight over time, Tip Top has been able to identify and track emerging shopping trends, and importantly, pinpoint white space for potential innovation.

Safeguarding success in a new market with Tip Top Sandwich Thins:

Continuously looking to expand its portfolio, Tip Top identified white space within the market from Bakery Conversations that informed the development of Tip Top Sandwich Thins, a light and thin bread alternative.

From the insight gathered, internal product teams developed a prototype product that they hypothesised would succeed in market.

At Tip Top, the power of insight-driven decision making through our insight community is unparalleled in value for our team, business and stakeholders.- Amy Saha, Head of Insights

Company Overview Tip Top®, owned by George Weston Foods, is the leading Bakery business across Australia and New Zealand. With a history that spans over 50 years, Tip Top has grown to produce over one million bakery products every day to be distributed across Australia alone and is committed to developing products that can be enjoyed by generations of Australians.

“Access to consumers like what we have in Bakery Conversations is essential given all the competitive pressures on marketing in today’s environment.”

- Justine Cotter, Head of Brands & Communications

On first iteration, the product concept did not perform well with consumers, outlining its launch as a ‘risky’ investment. However, by continually testing, iterating feedback and engaging specific consumer segments across the entire product development cycle, Tip Top was able to validate the company’s biggest NPD investment to date with consumer backing.

Fast forward six months post launch, Tip Top Sandwich Thins is now driving growth in sandwich alternatives, delivering a return on research investment of over 5200 percent.

driver of growth in an emerging category

#1

The Golden TV campaign is one of the most creatively effective executions we’ve seen in Australia from any category.- Kantar Millward Brown, ‘Unleashing Golden’, 1st February, 2018

George Weston Foods | 014

23%uplift in

Purchase Frequency for Golden bakery

$104min retail sales from NPD over

two yearsROI for Tip Top Sandwich

Thins

New productsOver

more likely to succeed than

industry standard

2X 52X

Unleash the Golden CrumpetIncreasing loyalty and purchase frequency in a mature marketWith no significant advertising efforts on a key Tip Top brand ‘Golden’ for over a decade, Bakery Conversations was engaged to understand how best to target a disengaged market in the right way. With community segmentation, Tip Top identified key purchase behaviours among Bakery Conversations members and asked the right questions, to the right people, around their relationship with Golden Crumpets, a classic Australian breakfast bakery item.

With the goal to increase the purchase frequency and share of wallet of Golden Crumpet buyers, Tip Top aimed to expand the consumption of Golden Crumpets beyond the ‘butter and honey’ classic into a more holistic and cross-season meal with various savoury toppings.

How could Tip Top change the consumption mindset of an Australian classic in a way that resonated with its consumers?In order to validate the marketing spend and develop a confident go-to-market campaign, Bakery Conversations was integral in the development

HOW TIP TOP SUCCESSFULLY TRANSFORMED A MATURE CATEGORY THROUGH MARKETING AND INNOVATION


and validation of the final “Unleash the Golden Crumpet” campaign. There was uncertainty around how the campaign would be perceived in market, and how consumers would react to a shift in mindset around an Australian family favourite.

After working with the community to fine tune and improve the campaign with storyboard developments, live chats on perception and likelihood to buy, it is now one of the most successful TV commercials for the Tip Top brand.

The “Unleash the Golden Crumpet Campaign” generated the best volume uplift across

all products in the company’s history. With $3.6 million of business value from the increased volume, the campaign contribution to sales was above the international average.

The Way Forward: Understanding consumers as they evolve over time

Strategic Innovation

Bakery Conversations has transformed how Tip Top perform insight-driven, consumer-centric decision making. By leveraging community insight, newly launched products are now two times more likely to be successful in their first year when compared with industry standards.

Cultural Advantage

With access to insight communities of Australian consumers, George Weston Foods is able to understand and contextualise differences in cultural behaviours across its consumer base. In order to understand and change deeply embedded cultural behaviours around consumption of bakery goods, the brand needed to deep dive into specific behaviours and mindsets of Australians that ultimately affects the success of new products. By engaging the right community members with the right questions, at the right time, George Weston Foods is able to generate ongoing, continuous insight from their consumers, as they shift and evolve.

AXA Philippines | 016

Accelerating innovation in line with customer needs

AXA Philippines, one of the country’s top insurance providers, enhanced its business model to support agile, customer-centric decision making. By engaging customers across the entire development cycle, AXA Philippines co-developed innovations such as ‘MyAXA’, a service that enables customers to access their policy and investment details across multiple platforms 24/7. The result? 42 percent decrease in customer inquiry calls and three times higher customer satisfaction.

How AXA Philippines decreased service centre enquiries by 42 percent

InsuranceCustomer service, Innovation, Digital transformation

3X Insight-ledincrease in CSAT

decision making across the organisation

42%160%drop in customer inquiry calls

increase in share of wallet for community members

Why is Vision Critical AXA Philippines’ secret weapon?Innovate in a secure testing environment, prior to product launch

Continuously improve CX touchpoints through two-way, ongoing conversations

Generate real-time feedback on user experiences throughout digital transformation


Improving customer engagementIn order to overcome low customer engagement across the insurance industry, AXA Philippines needed to gain a deeper understanding of customer perceptions, attitudes and emotions towards insurance and related purchases.

Focussed on delivering better solutions and experiences that appeal to its rapidly evolving consumer market, AXA Philippines recognised the need to build connections and engagement beyond a point-in-time measure.

On-going, two-way customer engagement through MyAXA CafeIn order to continuously engage customers, AXA Philippines partnered with ABN Impact and Vision Critical to establish a branded, insight community of engaged customers called MyAXA Cafe.

By understanding our customers better through MyAXA Cafe, we are then able to design even better solutions to constantly improve the delivery of a frictionless customer experience.- Rahul Hora, President and CEO

MyAXA Cafe not only supports ongoing, two-way dialogue with customers, but also enables AXA Philippines to validate potential solutions and services in a safe and closed environment before market launch. MyAXA Cafe has now become the compass that directs decision making processes within AXA Philippines. Across multiple departments and stakeholders it is used as a first step prior to business decisions.

Increasing the usage of AXA customer portalAs the needs of customers continue to grow, AXA Philippines saw the opportunity to bring self-service transactions to life through MyAXA, shifting policy management processes to digital.

In 2017, AXA Philippines engaged customers through MyAXA Cafe to help define and identify requested after-sales features that allowed for

Company Overview

AXA Philippines is a joint venture between AXA and Metrobank, offering financial security to more than one million individuals through various group and individual life insurance products. With acquisition of Charter Ping-An, AXA Philippines now also offers general insurance.

Based on 2017 performance, AXA Philippines ranked #2 in terms of Total Premium Income, which grew two times faster than the life industry and four times faster than all top five competitors.

flexible navigation of online transactions, policy details and offers.

Through the voice of the customer, AXA Philippines identified key features that were seen as ‘must haves’ for AXA customers. Utilising these features meant that the app successfully cut customer inquiry calls by 42 percent, increased application downloads by 2.5 times, more than doubled usage rates and saved over four years of accumulated working days in resources.

MyAXA Cafe has now become the compass that directs decision making processes within AXA Philippines. Across multiple departments and stakeholders MyAXA Cafe is used as a first step prior to business decisions.- Amor Balagtas, Chief Customer Officer

1.

AXA Philippines | 018

Insight-led

42%drop in

customer inquiry calls

decision making across the

organisation

3X160%

increase in share of wallet for community

members

increase in CSAT


Enabling the right customer conversations through Coach FinnWith low insurance penetration in the country, AXA Philippines recognised that a large majority of the market remained untapped. With the help of MyAXA Cafe, AXA Philippines launched an engaging and simplified online financial needs analysis tool called ‘Coach Finn’, helping customers with their financial game plan.

Customers helped AXA Philippines identify the approach, tone and persona that would solicit engagement. By iterating feedback from MyAXA Cafe, the launch of Coach Finn became a pre-validated success.

Within five months of launch, AXA Philippines converted 15 percent of the leads that were engaged through the Coach Finn platform, which was three times higher than regular online campaigns.

Increasing customer share of wallet

The ROI of community members:

The value of providing a two-way dialogue, where customers feel their voice is heard and actioned upon, can improve the share of wallet seen by brands. Why? Loyalty, spend and advocacy all increase when brands invest in building authentic customer relationships. MyAXA Cafe members spend 160 percent more than regular customers.

Strategic Innovation:Looking beyond point-in-time measures of satisfaction, AXA Philippines has now developed a longitudinal understanding of customer behaviour. With an over-time view of customer, AXA Philippines are able to iterate developments to products and services in line with evolving customer needs.

Efma-Accenture Award

For its use of MyAXA Cafe, AXA Philippines has won Silver in the prestigious Efma-Accenture Innovation in Insurance Awards 2018, a global competition which has facilitated numerous innovation in the insurance sector.

1.

Tabcorp | 020

Maintaining leadership in a dynamic industry

Tabcorp’s market leading wagering brand, TAB, continues to face intensive competition with corporate bookmakers fighting for market share. In order to retain its position as an industry leader, TAB needed to ensure its products and services continuously deliver value to customers. Leveraging its insight community, TABTALK, TAB was able to co-create an innovative product ensuring customer needs and feedback were at the heart of innovation across seven out of ten development stages. The result? A product that saw 50 percent customer adoption in its first three months, delivering an average 250 percent return on investment per customer within their first 30 days of use (excludes product build costs).

How TAB saw 50 percent customer adoption within three months of product launch

Gambling EntertainmentHuman-centered design, Innovation, Customer experience

$1m6 pointincrease in NPS

in research savings

50%250%ROI per customer within their first 30 days of use

customer adoption within three months of product launch

Why is Vision Critical TAB’s secret weapon?Iterate development with customer insight, prior to product launch

Contextualise insight and identify patterns in data to understand customers as they evolve

Keep pace with market demands with a finger on the pulse of customer expectations


Leveraging insight to winTo support customer- centric decision making, TAB partnered with Vision Critical to establish the TABTALK community in 2013. With over 6000 active members, TABTALK is widely used by product, channel and marketing teams to understand the attitudes, emotions and intent of its customers.

TABTALK allows TAB to gain a holistic understanding of how its customers engage with its products and services. Today, supported by TABTALK, TAB is able to start integrating community insight with actual customer behavioural data and trends to build a deeper understanding of its customers.

Co-created innovation - adding value for TAB customersWith multiple betting providers offering competitive odds across a wide range of racing and sports markets, TABTALK

members highlighted a potential opportunity for a product to increase share of wallet for TAB customers.

Starting with identifying the growth opportunity, the team progressed with concept and product development, utilising the TABTALK community across all stages of the development cycle. As a result, they delivered a powerful digital innovation that gives customers a chance to increase their winnings.

How was TAB able to co-create with customers to ensure the product’s success in market?

On the first iteration, the product concept did not perform well, with customers questioning its viability. The TAB team used customer feedback to review and further develop the concept and, through continuous iteration and testing, TAB developed a product that doubled the claimed likelihood of customer take up from 40 percent to 80 percent.

In all we do, think or decide, we aim to start with the customer.- Kasia Witon-Wanstall, GM Corporate Brand and Insight

Company Overview

Tabcorp is an ASX top 50 company , one of the world’s largest publicly listed gambling entertainment companies with some of the best loved betting and entertainment brands. Tabcorp aspire to be the first choice for customers however, wherever and whenever they choose to play or bet.

Financial Return: The product delivered an average 250 percent return on investment per customer within their first 30 days of use (excludes product build costs).

Market Traction: 50 percent of TAB customers used the product within three months of product launch, with an even higher 80 percent of TABTALK members.

Brand Equity and Perception:Brand tracking data has backed up the success of the product, showing a six point improvement in NPS and 16 percent increase in value perceptions since product launch.

By understanding our customers better through TABTALK, we are able to strategically deliver better products and solutions with confidence that enhance the TAB experience.- David Beirne, GM Trading

With many internal teams leveraging the community, TABTALK is well known as a rich source of customer perspectives, attitudes and behaviours. The goal of the customer insights team at TAB is to bridge the gap between decision makers and our customers, and TABTALK helps us achieve this.- Tom Lobban, Insights and Research Manager

Tabcorp | 022

$1m6 point

increase in NPS

in research savings

50%250%

ROI per customer within their first

30 days of use

customer adoption within three months of product launch

PREDICTING RETURN ON MARKETING INVESTMENT: THE ROLE OF INSIGHT


“Vision Critical has been with us from

early pioneering to evolving and

increasing in value to the business and relevance. TABTALK

has helped us to drive the customer centricity agenda.”

- Kasia Witon-Wanstall, GM Corporate Brand and

Insight

For TAB, providing the right offer at the right time is crucial to capturing share of wallet. With the TABTALK community, TAB is able to engage with customers before making decisions on offers and promotions. Currently, every new promotional concept is tested with TABTALK customers. With insight generated in days, if not hours, TAB is able to add

results to predictive modelling in order to estimate ROI.

From tiered benchmarks established through TABTALK, TAB confidently launches offers and products that will deliver on targets. In a recent example, TABTALK members identified a specific NRL offer as particularly appealing. This insight was used to select this offer over a previously used alternative, which on estimate, doubled the number of customers

who took up the offer and increased incremental revenue by 81 percent.

With predictive modelling and the TABTALK community to continuously enrich data over time, TAB is able to build a virtuous cycle of ROI predictors to provide greater confidence in business decisions.

Having the TABTALK community means we can rely on consistent and quality feedback to ensure our products are in line with what our customers really want and have every chance of succeeding.

- Zerah Gallardo, UX Researcher

Creating a unified view of customers at TABStrategic Innovation

TABTALK helps the TAB team make insight-driven, customer-centric decisions. The community is now integral to the product development cycle, validating decisions and co-creating successful products in line with customer needs.

Integration - A key to unlocking a data ecosystem

TAB has linked its transactional and behavioural data with the insight generated within TABTALK to build a deeper un-derstanding of the customer. By aligning customer spend with attitudes, emotion and intent to purchase, TAB is able to gain a singular view of what’s behind actual customer activity analytics, and better predict future behaviour by closing the loop through longitudinal analysis.

From Data-aware to Insight-driven

carsales | 024

carsales, Australia’s number one for online car classifieds, shifted its business model to support customer-centric, insight-driven innovation. With the ability to reach out to specific segments within The Loop community, carsales is able to feed insight to multiple teams within hours and fine-tune products and services to meet specific customer needs.

How carsales uses contextualisation and segmentation to fine-tune the seller experience

AutomotiveCustomer experience, Innovation, Digital transformation

25% Deep diveestimated decrease in distribution costs for seller packs

8 teams 5,000leverage community insight

into customer segments

community members

Segment customers to improve specific customer experiences

Share insight across the business in real-time

Why is Vision Critical carsales’ secret weapon?

Having a readily engaged group of members (even those detractors!) to test marketing messages, product development and even to gain additional insight from has been invaluable and is helping us shape an exceptional end-to-end customer experience.- Vladka Kazda, Chief Customer Officer

Outpacing new automotive market entrants with customer-led decision makingWith increasing competition within the market, carsales needed a way to understand how, why and when its customers buy. New non-automotive market disruptors, like Amazon and Facebook have shifted the market landscape by competing directly on customer experience and loyalty. In order to remain the number one classified site for buying and selling cars, carsales needed to deliver a best-in-class, competitive service by understanding the attitudes, emotions and intent of its customers.

Partnering with Vision Critical, carsales launched an insight community, The Loop, to enable a two-way, ongoing conversation with its customers. Using profile variables, carsales segmented its community by demographics, behaviour and purchase intent to ask the right questions to the right customer segments.

Improving the seller experience

With a distinct understanding of a customer pain point around private seller information packs from the volume of calls to customer service and comments via NPS surveys, carsales wanted to dive deeper to understand the ‘why’ behind customer dissatisfaction. With The Loop community at its fingertips and the ability to target members who had recently sold a car, carsales pinpointed the specific customers that could help it deliver a superior product to market.

Through iterative discussions around the selling process and what customers prefer from a seller help kit, carsales was able to realign the private seller pack contents, distribution and utility direct from customer feedback. Converging with the development of an earlier Hackthon idea to digitise the paperwork involved in the car selling process, insight from The Loop community helped substantiate the demand for digitisation. The recently launched “Seller Checklist” provides an online checklist

and digital documentation to ease the car transfer process.

We love the direct line we now have to our customers and the opportunity this provides to really deep dive into the customer experience.

- Deb Heaphy, Customer Experience Manager

The Loop community is enabling carsales to create a Seller Pack that ensures the right content is delivered in the right way and at the right time within the customer’s journey.

The result? Increased customer satisfaction and estimated decrease in distribution overheads by 25 percent, allowing carsales to deliver a superior customer experience.


Company Overview

Carsales.com Ltd (ASX:CAR) is the largest online automotive, motorcycle and marine classifieds business in Australia with 4.7 million members and operations across 12 countries. Dedicated to delivering a smooth buyer and seller experience, carsales develops world leading technology and advertising solutions that drive its business around the world.

We have leveraged valuable insight from The Loop in the short time it’s been live which has already proven positive impact to the business.

- Vladka Kazda, Chief Customer Officer

Generate agile insight to fuel decisions and support customer-centric decision making

From Data-aware to Insight-driven

Delivering superior customer experiences within the financial services industry

Bendigo Bank | 026

Bendigo Bank, Australia’s fifth largest retail bank, transformed how they use insight to keep pace with customer expectations. Truly customer first, Bendigo Bank leverages insight from their miVoice community to scale CX initiatives across products and services. With direct access to the voice of its customers, Bendigo Bank has been able to solve customer pain points and focus CX efforts on what matters most.

How Bendigo Bank supports customer-led decision making in real-time

Financial ServicesCustomer experience

79% 90%faster answering of customer calls

drop in phone queue complaints

1m24 hrminutes to be saved in wait times

insight turnaround

Why is Vision Critical Bendigo Bank’s secret weapon?Validate decisions with customer insight prior to launch

Fine-tune customer experiences with real-time customer conversations

Contextualise insight to understand customers as they evolve

As a business, our goal is to break down isolated and disconnected customer experiences and provide a seamless and connected experience in an environment where customers lead the way - our insight community allows us to do that.

- Mike Hirst, Managing Director

Digital transformation in financial services - adapting to industry shiftsWith customer service in the financial services industry rapidly evolving, Bendigo Bank recognised the need to transform their products and digital offerings to keep pace with customer expectations. While recognising the need for traditional branches, Bendigo needed a way to validate new strategic developments across digital, services and products that would ultimately affect the experience of their customers.

In 2015, Bendigo Bank partnered with Vision Critical to create an insight community of engaged customers called miVoice. miVoice is now the sounding board for customer-centric decisions made across the business that ensure Bendigo Bank holds true to their commitment to deliver Australia’s most connected, customer-centric bank. Insight is now generated within one day allowing Bendigo Bank to remain agile and ensures that the customer lies at the heart of all business decisions.

Listening to the Voice of the CustomerWith a goal to create faster, simpler banking, Bendigo Bank engaged the miVoice community to better understand pain points around certain banking processes. After experiencing ongoing complaints around call wait times into their contact centre, Bendigo Bank wanted to find the ‘why’ behind the increase in demands and how to make it easier for customers to service their finances. The result? Bendigo Bank were able to obtain a strong customer voice within hours and make agile adjustments to improve CX.

Bendigo Bank worked with its insight community to test and refine ideas. They identified some immediate remedies but also explored the appetite for various technology enhancements that will address contact centre demand into the future. One example of work underway is a new mobile banking app feature, which is expected to reduce calls from the app into the contact centre by 60 seconds, saving the company a total of one million minutes in resources per year.

With improvements made from community insight to date, Bendigo Bank answers customer calls 79 percent faster and sees a 90 percent drop in complaints about phone queues. The value of the miVoice community and the ability to test thinking, get new ideas, and align priorities, has enabled Bendigo Bank to quickly implement changes, knowing that they’re customer-led.

Australia’s best performing customer

experience bank

As of 2018, Bendigo Bank is now the top ranked

company across all industries in Forrester’s

Australia Customer Experience Index for the third consecutive year,

following the establishment of its Customer Voice

Division in 2013 and the creation of the miVoice

community in 2015.


Company Overview

Bendigo Bank is Australia’s fifth largest retail bank and top 60 ASX listed company. Serving more than 1.5 million customers in over 500 communities Australia-wide, Bendigo Bank is dedicated to being Australia’s most customer connected bank, cultivating an environment that allows local communities to thrive and prosper.

We pride ourselves on listening and responding to our customers, and it’s no coincidence that our organisation has been recognised as first place in Forrester’s Australia CX Index for three consecutive years - an award we believe is linked to the impact of our miVoice community.

- Julie Dillon, Senior Manager Voice of Customer

Delivering superior customer experiences within the financial services industry

Increasing viewership with audience-led insight

ABC | 028

The ABC, Australia’s largest public broadcaster, stays in tune with the changing mindsets, attitudes and interests of Australians through its YourSpace community. As a result, the ABC has influenced one of the most important socio-environmental issues of our time, waste and recycling, and increased their weekly reach by 500,000 viewers.

How the ABC expanded their weekly reach by 500,000 Australians

Media & EntertainmentCustomer experience, Marketing

500,000Australians

Expanded weekly reach by 7 out of 9

corporate KPIs with the communtiy

Measures13%increase in NPS

Highestrated factual program in 2017

Why is Vision Critical the ABC’s secret weapon?Understand evolving mindsets of Australians, as interests shift and change quickly

Generate insight in hours to fuel decisions and support the audience-centric business model

Building content that resonates, the right programs to the right people in real-time

The Yourspace community panel has transformed how we use audience research and feedback at the ABC.- Leisa Bacon, Director Audiences

Adapting to evolving audience interestsThe reach of the ABC has been on slow decline for the past five years due to media fragmentation and changing audience behaviours. In order to achieve their goal of reaching 100 percent of Australians each week, the ABC needed to better understand their audiences’ attitudes, emotions and intent.

The broadcast platforms, TV and radio, that give the ABC scale, are being challenged by more convenient on-demand platforms where the major competitors are global and support larger investments in customer experience and content. In order to stay competitive, the ABC launched an insight community, YourSpace, to continually engage audiences and keep pace with their interests and needs.

Building content that resonates with a nationOver the last two years, the ABC has actively engaged with Australians - building deep relationships, learning about their mindsets and

interests to keep an active pulse on what Australians care about and how they’re thinking.

Using their YourSpace community, the ABC tests program concept ideas and gathers audience feedback directly from Australians within hours, fuelling their content roadmaps and arming multiple divisions across the ABC with valuable audience-led insight. The result? Within the last year, the ABC has expanded their audience reach by two percent, equating to half a million more audience members each week.

War on Waste - raising awareness for recycling and waste reductionAhead of its launch in May 2017, the ABC worked with the YourSpace community to develop a deep understanding of the attitudes and behaviours of Australians regarding waste and recycling. As part of the development of the series, the ABC engaged with YourSpace members and the broader Australian community (via social posts and websites) to understand audience

attitudes and behaviours and measure how these changed over the course of the series.

Market traction The War on Waste program reached four million viewers across Australian television and, on one occasion, saw over 21 million views on a related Facebook post, making it the ABC’s largest ever Facebook engagement.

Societal change Following the series, there were significant increases in the proportion of Australians using BYO recyclable coffee cups, composting and using worm farms. Several major supermarket chains announced the phasing out of single use plastic shopping bags and plastic bottle recycling schemes were introduced. What’s more, the program is now featured as an educational resource in schools across Australia.

The War on Waste, co-created with the community, became one of the largest and most insightful studies on waste conducted in Australian history, successfully changing the mindset and behaviours of Australians around waste and recycling.


Company Overview

The ABC is Australia’s largest public broadcaster reaching 71 percent of all Australians across five television stations, 11 radio networks and digital offerings each week. As a not-for-profit business, the ABC places its audience at the centre of its activities and strategies for the future, focused on delivering superior experiences that builds enduring relationships over time.

There are very few areas of the ABC now who don’t look to the community to complement and inform our decision making, from marketing, to content makers, analysts and our strategy team.

- Leisa Bacon, Director Audiences

Delivering value to B2B markets

PLDT Enterprise | 030

PLDT, the leading telecommunications and digital services provider in the Philippines, enhanced its enterprise business model to support greater customer-centric, insight-driven decision making. In order to ensure products and services met the needs of its B2B customer base, the PLDT Enterprise Connected Community became a much needed avenue to strategically align business offerings with customer needs and expectations.

How PLDT Enterprise maximised business gains through insight-driven strategies

TelecommunicationsInnovation, Enterprise sales, Sales messaging, Digital transformation

2x Targeted Improved Increasedfaster insight generation

messaging to B2B buyers

revenue performance

revenue for the SME business

Why is Vision Critical PLDT Enterprise’s secret weapon?Tap into hard to reach markets with B2B customers

Generate agile insight to support the sales cycle in a timely manner

Customise engagements to deliver value to buyers

Our enterprise insight community plays a critical role in providing the strategic foundations for our Digital Strategy. As a company undergoing digital transformation, it assures the team that the roadmap is insights-based and data-driven, thanks to the versatility and method our community provides.

– Rachel Tablante, Head, Digital Marketing Strategy

Shifting business strategy - thejourney to customer-firstWith market-wide challenges in engaging Business to Business (B2B) decision makers, PLDT sought to improve both reach and relevance to its enterprise customers. Using a customer-guided approach, PLDT needed a way to engage with a hard to reach market to develop an authentic understanding of their needs, priorities and pain points.

In order to generate insight that would transform how the enterprise business attracts and engages potential customers, PLDT Enterprise partnered with Vision Critical to launch an insight community, PLDT Enterprise Connected, to engage with small, medium and enterprise business decision makers across various industries.

Biz Wi-Fi - boosting sales from customer insight

PLDT leveraged their community to understand how to better engage prospective clients and demonstrate the value of their new product, Biz Wi-Fi.

The insight generated from the Enterprise Connected community allowed sales and marketing teams at PLDT Enterprise to prioritise the communication of features that would resonate most with various end-users from small and medium enterprises across industries.

Customising messaging for potential buyersFrom identifying the features that resonated most with target audiences, PLDT Enterprise reached out to community members to gather insight on tailored communication approaches based on their role, industry and challenges.

By speaking to various segments within the community, PLDT Enterprise was able to pinpoint the features that would resonate most for each stakeholder. For example, in order to support the sales cycle at scale, PLDT focused on highlighting control-related features for those in management positions and ease of deployment of Wi-Fi features for those with support roles such as IT and operations.

By utilising insight from the PLDT Enterprise Connected community, internal stakeholders adjusted their communication and marketing strategies based on authentic customer insight, skipping the guesswork on what will work among enterprise customers. With the community, PLDT Enterprise was armed with insight in designing strategies to maximise business gains for their Biz Wi-Fi and cloud collaboration services.


Company Overview

PLDT is the leading telecommunications and digital services provider in the Philippines. Serving Filipinos’ telecommunication needs for over 80 years, PLDT Enterprise is dedicated to delivering digitally connected experiences across the country.

Our insight community became our tool to really identify what’s relevant to businesses. We were able to pick out selling points that will resonate to our enterprise subscribers.

– Joshua Montecillo, Category Head - Data, SME Segment Marketing

Delivering value to B2B markets

Cashing-in on whitespace with customer insight

BankVic | 032

BankVic, a midsize Australian bank, reshaped its product development cycle to support customer-centric decision making. With a finger on the pulse of customer’s attitudes, emotions and intent through the TalkBank community, BankVic created and delivered a product that met the needs of its untapped segment: first home buyers. Six months after launch, BankVic has a market leading product on their hands - beating targets, and winning a Mozo Experts Choice award for the Best Value First Home Buyer product in market.

How BankVic expanded its portfolio by tapping into the first home buyer market

Financial ServicesCustomer segmentation, Innovation, Customer experience

5x 2x Increasedincrease in FHB applications

increase in FHB portfolio in 6 months

customer share of wallet and lifetime value

Awardfor best-in-market product in 2018

Why is Vision Critical BankVic’s secret weapon?Innovate in a secure testing environment, prior to product launch

Fine-tune customer value propositions with insightful customer conversations

Tap into new markets with customer-validated innovation

“Prior to the launch of this product, it would have taken us years to achieve the volumes we are seeing today. Because we listened to our members, and built a product that responded to their needs, the First Home Buyer Package rapidly accelerated the lending growth coming from this sector and enabled us to capture a greater share from where the market was growing.”- Heather McGovern, Chief Product and Marketing Officer

Tapping into new marketsWith increasing competition in the Australian home loans market, BankVic needed a way to understand customer needs and how to service them competitively.

As a member-owned bank who serves the police, health, emergency and public services, BankVic looked to identify white space within the market and develop customer-first solutions to better serve their community.

Partnering with Vision Critical, BankVic launched an online community, TalkBank, to enable two-way, ongoing conversations with their customers. By leveraging current data and opening up the dialogue to uncover and understand the real needs of different customer segments, BankVic has an unparalleled, holistic view into the Australian market.

First Home Buyer Package - outpacing market offerings with customer-led innovation

With an exponential increase in demand for competitive home loan products, BankVic wanted to understand the needs of First Home Buyers (FHBs), a diverse and growing subset of home loan applicants. FHBs were identified as a gap in BankVic’s product offering and loan portfolio. With the community, BankVic engaged TalkBank customers to uncover pain points, attitudes and preferences for those looking to enter the market and buy their first home. Through their conversations with the TalkBank community, BankVic identified five features as essential components of a competitive FHB product that would deliver a best-in-class loan for first home buyers.

Within 10 weeks of project initiation, BankVic launched its First Home Buyer Package to market. Pre-validated by BankVic’s community members, the First Home Buyer Package was a huge success. Within three months of launch, annual sales targets were well on track and the existing FHB portfolio doubled its original size within six months. Closing the gap in their portfolio allowed BankVic to expand its member base, increase share of wallet among current and new members and support the path to home ownership.

Due to the outstanding success of the First Home Buyer Package, BankVic won the 2018 Mozo Experts Choice Award for best value First Home Buyer Loan in market.


Company Overview

For over 40 years, BankVic has delivered banking and financial solutions to members of the police, health, emergency and public services sectors. With over $1.8 billion in assets, BankVic has grown to be the bank of choice for Victorians by providing banking value, excellence in products and offering personalised experiences to its customers.

We responded to a highly engaged and savvy customer group through TalkBank that validated and defined aspects of the product design and pricing structure.

- John Tripodi, Head of Products

Cashing-in on whitespace with customer insight

Winning the CX race with data integration and audience segmentation

Fairfax Media | 034

Fairfax Media, a leading multi-platform media company in Australia, has created an insight-driven, customer-centric engine through integration of customer data across their six insight communities. By connecting transactional, attitudinal and behavioural data, Fairfax Media has developed a 360-degree view of digital audiences. With the recent re-launch of several masthead websites, Fairfax Media supported real-time improvements in customer experience to solve audience pain points.

How Fairfax Media delivers superior product experiences to drive subscription growth

Media & EntertainmentCustomer experience, Data integration

2.6XYOY increase in studies supported by the community

Real-time 6data push to internal communications channels

insight communities across multiple platforms

360°view of digital audiences

Share customer feedback in real-time to continuously improve customer experiences

Integrate multiple data points to create a holistic customer view

Profile customers to create an overtime view of the customer’s journey by appending data in real time

The Fairfax Reader Panel became our compass, allowing us to work through our hypotheses quickly, methodically and cost-effectively, while surfacing new insight to set our product development on the right course. Now, as we move into app production, we can test our concepts and prototypes on a weekly basis to help us iterate with confidence.

- Ben Haywood, Product Director

Why is Vision Critical Fairfax’s secret weapon?

The community helps us understand ‘customer truth’ and enables us to regularly validate and sense check business questions. With a continuously expanding community we are loving the ‘genuine feedback conversations’ that we are having with our members.

- Janani Venkataraman, Research Manager, Product and Audience Insights

Empowering digital transformation with customer insightAs a news media organisation, feeding the curiosity of readers with trusted news is Fairfax Media’s daily agenda. With the industry facing declining print readership, Fairfax Media saw a need to shift its focus to the digital realm and grow both digital subscriptions and online ad revenue.

Partnering with Vision Critical, Fairfax Media established six distinct insight communities, across multiple publications and platforms, to better understand audience segments, specific needs and behaviours. By connecting transactional, attitudinal and behavioural data across its communities, Fairfax Media has developed a 360-degree view of digital audiences.

Launching new websites with confidenceWith the recent re-launch of several masthead websites, Fairfax Media rebuilt their websites from the ground up.

Within the first few days and weeks following site relaunch, readers witnessed a noticeable change and quickly developed an opinion.

It was important to the business that these opinions were captured while the relaunch was still fresh in the minds of readers. In order to measure not only behavioural data but also customer sentiment toward the new site, Fairfax Media built a customer feedback survey on the VC platform and embedded it onto the masthead sites directly.

With contextual data accruing in real-time, Fairfax Media integrated incoming data with Slack (the primary communication tool at Fairfax Media) so that various stakeholder teams received feedback in real-time. The feedback included respondent system variables such as device type and browser type to help the technology team immediately identify and resolve issues, quicker than before.


Company Overview

Fairfax Media Limited is one of the largest media companies in Australia and New Zealand, with investments in newspaper, magazines, radio and digital properties. As an innovative and digitally progressive media producer, Fairfax Media’s independent journalism and quality content has been keeping people informed and connected for more than 185 years.

Understanding customers as they evolve over time

Through Vision Critical’s platform, Sparq 3, Fairfax Media has a holistic customer view by collecting all profiling data via their six insight communities, along with an integration to Google Analytics and the Fairfax audience database. For the first time, Fairfax Media is able to truly understand the customer journey as they navigate the Fairfax digital network over time – a genuine competitive advantage.

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