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Teleflora + Custora

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C A S E S T U D Y T E L E F L O R A I S A F L O R A L D E L I V E R Y C O M PA N Y B A S E D I N L O S A N G E L E S . T H E Y PA R T N E R W I T H O V E R 1 3 , 0 0 0 F L O R I S T S T H R O U G H O U T T H E U N I T E D S TAT E S A N D C A N A D A A N D A R E T H E O N LY C O M PA N Y I N T H E S PA C E T H AT P R O V I D E S H A N D - D E L I V E R E D , H A N D - A R R A N G E D , R E A DY-T O - D I S P L AY B O U Q U E T S 1 0 0 % O F T H E T I M E . C U S T O R A I S A N A D VA N C E D S E G M E N TAT I O N P L AT F O R M . W E H E L P M A R K E T E R S I M P R O V E T H E R O I O F T H E I R E M A I L , D I S P L AY, D I R E C T M A I L , A N D FA C E B O O K C A M PA I G N S . O U R P L AT F O R M G I V E S M A R K E T E R S T H E P O W E R T O C R E AT E S M A R T E R C U S T O M E R S E G M E N T S A N D A C T I VAT E T H E M E V E R Y W H E R E . T H E C H A L L E N G E I N C R E A S E R E P E AT P U R C H A S E R AT E As a company in a commoditized industry, Teleflora is challenged with differentiating itself from other flower delivery services. Many customers do not even remember which flower company they bought from, since they are generally purchasing a gi for someone else, says Tommy Lamb, Teleflora's Director of Loyalty & Retention. The team wanted to find a way to increase top-of-mindedness and repeat purchase rate and to stand out from Teleflora's competitors. I N C R E A S I N G R E P E A T B U Y E R S 25% revenue per user li with churn prevention T E L E F L O R A + C U S T O R A Teleflora saw a 17% revenue per user li in the cooling down tier, a 3% revenue per user li in the at-risk tier, a 21% revenue per user li in the highly at-risk tier, and a revenue per user li in the lost tier. 2 5 %

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