Leading loyalty scheme company
Increasing the conversion rates for marketing campaigns by 100%
A 115% increase in client conversion rates compared to using the traditional waterfall model

Agile Marketing: boosting conversion rates of a retail loyalty program by 115% in only 4 weeks

In Just 4 weeks, there was a 115% increase in client conversion rates compared to using the traditional waterfall model

Over the last few years, the traditional model of Marketing strategies has been redesigned. The changes take place over the large need to manage actions in a dynamic and flexible way when faced with the transformations of the market and the arrival of new digital technologies.

Agile Marketing arrives as a trend, adapting the concept used by software development teams to the scenario of Marketing teams – and has proven to be an effective approach.

Within the Marketing departments, the Agile Mindset is geared towards short-term results and shorter experimentation and planning cycles. The benefits are increased commercialization speed, as well as team engagement and motivation, with better productivity and quality of deliveries.

Our proposal was to introduce this concept, working with an approach focused primarily on the needs of the user. The set goal was very challenging: double the monthly results of the campaigns for redeeming points.

Divide and conquer: Design Sprints, focus, and prototyping within a spread base

For this challenge, the company set up a multidisciplinary team of 12 professionals, including specialists in Marketing, CRM, finances and business intelligence. The collaborators were removed from the rest of their responsibilities and placed in one of our offices, in São Paulo, where they began to have their first contact with the agile frameworks.

In order to measure and compare the results of the project, one and a half million leads were set aside, from a total of 8 million in the base. They were used as a sample for the performance of Agile Marketing.

Before the Agile Methodologies were put to use, a two-day design sprint took place, including quick immersion and ideation stages to place the needs of the users at the center of the process.

The process of Design Thinking acted as a catalyst, is key for the team’s ability to understand the problems of the clients, recognize patterns of purchasing behavior and define buyer personas and hypothesis to be worked on.

The result of this first stage was the starting point for the contextualization and definition of the backlog and sprint cycles of the project.

Tools: agile meetings and cycles of continuous improvement

The key to the success of the sprints was the team’s perception of the relevance of agile ceremonies – and their engagement in fulfilling them. The stand-up meetings took place daily, quick meetings where the work activities were accessed, the breakdown of backlogs was done and possible problems shared.

Weekly, the team performed the review meeting, a collective feedback meeting, to point out mistakes and successes, adjusting the processes for the next sprint, and thus creating a cycle of continuous improvement.

A great example was the addition of agile tools throughout each meeting to help the team break down the backlogs, prioritize demands and measure deadlines.

To avoid an unequal division of tasks, due to the different technical skills of the team, a pair programming was also implemented, a method that consists of the execution of tasks together, where everyone learns the processes and can meet the demands of each other, when necessary.

Agile Marketing: above average results

By the end of the last sprint, the agile team was already able to work on 6 campaigns simultaneously, adapting to eventual problems, such as unplanned holidays. The professionals also started to tackle promotional campaigns for unforeseen opportunities in the backlog, such as specials for commemorative dates and subjects in the trending topics of social media.

Final result after only 4 weeks:

Monthly growth of 115% in the conversion of clients of the spread base of 1.5 million, outperforming the total result of the remaining base of 6 million clients using the old waterfall model.

Other indicators:

  • Improvement in the performance of other e-mail marketing KPIs;
  • Increase in the team’s productivity;
  • Increase in the reactivation of inactive users.

As well as the measurable results, the performance above expectations, based on the adoption of Agile Marketing, brought recognition to the team and affected the board of directors, who plan to scale the Agile method to the rest of the company.

Download the e-book Agile Metrics, and learn some agile methodologies’ standards that led us to 115% conversion rise in this project in 1 month.