Client cases
♦ Henkel - D2C eCommerce growth & acceleration plan
What they wanted
Henkel Beauty Care is active in the branded consumer goods and professional hair salon business with their products being available in 150 countries worldwide. Driven by their recent acquisition of a D2C scale-up active in hair coloration, HBC asked SparkOptimus to accelerate this venture towards sustainable growth and identify further growth opportunities to reach their D2C ambition.
What we did
Working closely with the founding team, we performed a thorough scan of the scale-up along the areas of consumers, organization, and technology to define its value drivers. Combining this with HBC’s market- and category expertise and the scale-up’s entrepreneurial vision, we defined strategic focus areas for the short- and long-term. For all areas, we detailed strategic- and organizational requirements and developed a business case towards sustainable growth. On top, we defined longer-term growth initiatives further away from the core.
What we achieved
We provided transparency to Henkel’s management on the crucial levers that drive the success of the acquired venture. Based on this, we developed a concrete and tangible plan to accelerate the venture in a sustainable way that was fully aligned with Henkel’s own strategy and supported by the venture’s founder. Beyond that, we identified further D2C growth spaces that aligned with Henkel’s strength.
♦ Digital Acceleration at THOMY
What they wanted
THOMY is a Swiss condiment brand belonging to Nestlé. THOMY wants to remain the front runner in its category and fully ‘run’ like a digital business. To realize this, THOMY asked SparkOptimus to support in offering increasingly better consumer experiences through digitally enabled, seamless journeys, and a high learning velocity.
What we did
We reshaped THOMY’s ambition and identified opportunity spaces, which we translated into and executed as priority use cases. We jointly implemented a new test-and-learn way of working with agencies and set up a strategic partnership with Nestlé’s biggest customer to realize business impact. In parallel, we started building digital capabilities and setting up the MVP foundation within the THOMY brand.
What we achieved
Together with the Nestlé team: (1) we targeted more relevant audiences, with a media efficiency uplift of +20%, (2) we substantially improved THOMY’s eContent at Coop.ch, increasing consumer convenience, and (3) we set up a new way of working across Nestlé functions, with agencies, and with Coop.ch to realize impact. In doing so, we built new capabilities, such as audience identification and partnership building with B&M.com retailers, and installed first foundational elements for THOMY to sustain its successes.
♦ Achmea - Building a digital-first insurance organization
What they wanted
Achmea is the largest insurance company in the Netherlands. It provides health, casualty, and income insurance to over 10M individuals through its labels such as Centraal Beheer and Interpolis. Achmea’s Casualty Insurance division has set its ambition to become a digital and data-driven insurer and installed a team to lead this transformation, the Data & Digital Team. This team explores and tests new business models, redesigns customer journeys, and digitizes and automates internal processes. From its start in November 2019, the Data & Digital Team has collaborated with SparkOptimus in delivering on Achmea’s bold ambition.
What we did
In an action-oriented approach, we jointly built up the Data & Digital Team through three parallel efforts.
First, the customer: we jointly redesigned the most urgent customer journeys into digital-first journeys, increasing NPS while reducing costs. Based on a co-created handbook, the organization is now independently continuing the digitization of its customer journeys and operating models.
Secondly, data and tech: we introduced data-driven thinking by designing action-oriented dashboards, delivering them, and installing a rhythm of acting on the dashboards’ insights. Teams now operate in this way to redesign or optimize journeys and internal processes.
Finally, the organization: the Data & Digital Team has grown to 15 FTE that work cross-functionally and data-driven. Following a coaching approach, we guided the organization in its way of working and governance, which is now independent and self-propelling. Next to this, Achmea has a clear growth path for its wider organization towards its ambition of a digital organization.
What we achieved
Built by a strong collaboration between Achmea Data & Digital and SparkOptimus, Achmea has made big steps in becoming a customer-friendly digital insurer. As a snapshot of its progress, it has increased its share of online claims with 33%, increased conversion on casualty web pages with 20%, and increased cost reductions by >20% on the journeys it has digitized so far.
♦ AH to go mobile app roadmap
What they wanted
In Fall 2016, AH to go launched a brand-new loyalty app for consumers together with strategic partners (i.e. suppliers) and continuous support of SparkOptimus. Nearing the end of development of the 1st version of the app, AH to go wanted to create a future outlook and roadmap for the AH to go loyalty app, including functionality and the role of mobile in AH to go’s broader proposition.
What we did
SparkOptimus organized, prepared, and facilitated an interactive workshop for AH to go and several key partners. We researched options & trends relevant for AH to go and in the session considered a broad range of relevant (technological) developments, discussed worldwide best practices, and set design principles and an ambition for AH to go's future app development. Using these inputs, we formulated a vision on AH to go's future (mobile) consumer journey.
What we achieved
The project resulted in a clear & structured vision for AH to go on its future consumer journey and corresponding priorities for further developing its mobile loyalty app. It realizes the importance of focus and additionally AH to go now has a clear view on how to balance optimization & expansion and use a test & learn approach in order to be successful.
"SparkOptimus has helped us to redefine our product vision and translate this both into a short-term action plan as well as a longer-term roadmap“ – Roland Simon, Marketing Manager AH to go
♦ Heineken Global Innovation
What they wanted
At HEINEKEN, innovation is at the heart of the business and believed to play a key role in future success. For a confidential project which had a large digital component, HEINEKEN Global Innovation sought to get the best digital expertise involved to sharpen the business proposition and get Executive Board approval for the plan.
What we did
We started working with the Global Innovation team to sharpen the proposition and business plan. We then held a series of breakthrough workshops with Senior Executives and the Executive Board around the topic of digital disruption, before moving towards detailing the opportunities of the specific initiative. Through both general perspective and business rules, as well as a sharp and specific project plan, SparkOptimus helped Global Innovation to get Executive Board approval for the plan and turn it into reality.
“SparkOptimus’ combination of top-level strategic insights with true digital expertise allows them to bring digital opportunities to life. Working closely with us and the key stakeholders of the Executive committee they helped us to realize a huge acceleration in this initiative and to be much better prepared for the future” – Magne Setnes, Senior Director HEINEKEN Global Commerce Innovation
♦ Bugaboo
What they wanted
Bugaboo is a Dutch mobility company producing premium strollers sold via retail partners, and directly via their own website, all across the world. Aiming to better service their consumers and customers, Bugaboo is exploring new business models that could be launched together with its new product line. Bugaboo asked SparkOptimus to evaluate these potential business models and to help develop a commercial pilot plan
What we did
We prepared a workshop to help define Bugaboo’s vision and ambition in how to best service its consumers and retail partners in the future. Next, we defined a selection of potential business models and conducted a rigorous assessment of the models to calculate the (financial) impact, followed by an actionable plan to move towards piloting and further validating different business models
What we achieved
Through involving all key expertise within Bugaboo, we jointly provided the much needed insights in the potential impact of the new business models to be able to move forward with confidence and with a clear recommendation of the next steps
“SparkOptimus was able to simplify a complex question for us and to provide the insights we needed to make the next step forward to get the most out of Bugaboo.” – Mieke Veldhuis, CCO Bugaboo International
♦ BAM Infra Nederland
What they wanted
BAM has started the transition from an operational, process oriented business to a company with a proactive, holistic customer approach and relationship. This way, BAM can anticipate to (latent) customer needs and focus innovation based on relevant developments in the world. BAM wants to translate their strategic themes into value propositions based on customer needs
What we did
Based on the existing strategy, we enabled BAM to structurally address their key themes. This resulted in tangible concepts that are relevant for BAMs clients and enable BAM to become an inspiring partner early in the customer journey . To do so, we set out to create a standardized commercial framework to engage with customers
What we achieved
In close collaboration with BAM, SparkOptimus delivered tangible sales material and customer priorities to support an open, informative and inspiring exchange with potential clients. We offered practical guidance for account managers to reach out to clients. This resulted in a uniform approach across the different levels of their strategy and commercial elements that support the concepts
"With their experience in client-first thinking and analytical mindset, SparkOptimus helped us to better understand the customer needs and share our business development strategy“ – Johan Winnubst, Manager Business Development BAM Infra Nederland
♦ Royal IHC – Designing an e-business proposition and roll-out plan
What they wanted
Royal IHC is are a reliable supplier of innovative and efficient equipment, vessels and services for the offshore, dredging and wet mining markets. Royal IHC has set a bold ambition of digital professionalization and growth. They asked SparkOptimus for support in designing an e-business proposition and consequent roll-out plan.
What we did
SparkOptimus supported Royal IHC in understanding key customer needs and designing a corresponding proposition, through interviewing customers, suppliers and employees and through conducting joint workshops. Next, we formulated the role of e-business in the proposition, detailed the required technical and organizational capabilities, and crafted a roadmap for implementation.
What we achieved
We formulated e-business propositions for Royal IHC that address the key needs of small and large customers. Furthermore, we crafted a concrete and pragmatic implementation roll-out plan to bridge the capability gap and build the solution step by step.
“SparkOptimus was instrumental in helping us getting our heads around what our customers need from an e-business portal, and what we need to do to provide it.” – Peter Bronsveld, Director Commerce and Maaike de Rover, Manager Business Dev. & Marketing
♦ Sportswear company
What they wanted
Our client, a global leading innovator in athletic footwear, apparel, equipment, and accessories, recognized the need to review its current B2B way of working to support its next phase of growth as category leader. SparkOptimus was asked to jointly define the cross-functional and digitally-enabled account team way of working to meet changing customer expectations and drive mutual profitable growth
What we did
SparkOptimus conducted interviews, analyses, and working sessions with top B2B account teams to assess the current way of working and identify improvement opportunities. Next, best practices were consolidated and an updated way of working was jointly developed, including the use of digital tools and customer data insights. Finally, after extensive internal validation, a pragmatic approach to roll-out was defined
What we achieved
A standardized, formalized, and contemporary way of working including digital tools was designed that enables cross-functional B2B account teams to capture future growth in a changing customer environment. Next, the organization was prepared to start roll-out immediately
“SparkOptimus' expertise and structured approach, combined with the right feel for our organization and business, resulted in a pragmatic way of working and roll-out plan, which is exactly what we needed to capitalize on our strategic objectives.” – Senior Director Marketplace Transformation
♦ De Bijenkorf
What they wanted
De Bijenkorf wanted to offer consumers premium services such as personalization via its new service program Privilege Membership. To be able to offer this program new solutions, technology, processes and data capture methods needed to be identified and implemented in the organization.
What we did
Based on a consumer perspective we mapped the possibilities and supported in the choice and implementation of digital recognition, clienteling, app, real time centralized data, reporting, campaigning as well as the supporting processes and program trade-offs.
We supported in various roles; as content expert, hands on involvement of the implementation of relatively new technologies as well as overall project management in collaboration with de Bijenkorf of the 10 project teams.
What we achieved
Within 8 months this complex program of scoping, implementing and iterating the first version of the premium service program was launched across all touchpoints (store, app, web, phone) including new technologies. On time and on budget. The program was successfully launched as a pilot in the first store with a clear roadmap towards full launch.
SparkOptimus has been a critical factor to help us to realize succesfully this “complex and innovative" project across multiple parts of the organization in such a short time. – Robert Bohemen, CMO De Bijenkorf
♦ Rijksmuseum
What they wanted
The Rijksmuseum is the largest museum of the Netherlands with almost 2.5 million visitors per year. In February 2015, the Rijksmuseum opens its doors for the internationally acclaimed 'Late Rembrandt' exhibition. The museum has set the ambition to sell a vast majority of tickets online and to become an international online front runner. Rijksmuseum asked SparkOptimus to support them in professionalizing their online marketing and ticket sales.
What we did
SparkOptimus performed a comprehensive scan of the online marketing activities, including traffic generation (SEA, affiliate, email & social), conversion optimization and data-driven steering. By comparing the observations with online marketing and e-commerce best practices, numerous quick wins and practical solutions were proposed. Key solutions where directly implemented under supervision of SparkOptimus
What we achieved
The proposed practical solutions immediately impacted daily way of working and results. Our support on the initiated projects gave the Rijksmuseum the right knowledge and tools to successfully launch new online campaigns and optimize conversions. Boosting online ticket sales for this exhibition and exhibitions to come.
“We are deeply impressed with the work of SparkOptimus. Within days true impact was noticeable within my organization. They not only impacted ‘Late Rembrandt’ ticket sales, but brought our entire online marketing to the next level. On top, they are great fun to work with” – Marjolijn Meynen, Marketing Director Rijksmuseum
