Accelerating digital sales

Kundenreferenz

SparkOptimus really helped us by providing excellent operational support and they have built the foundation for result-drivenness.

Philipp Goos

CEO Zoover Meteovista

Unsere Vorgehensweise

Our digital acceleration projects typically follow a hands-on approach in which we identify key areas for improvement quickly and then execute quick wins immediately to show first successes. We simultaneously develop a 100-day plan and longer-term roadmap for larger improvements, which we implement during the next couple of months.

The core of our approach is to realize direct business impact, while simultaneously making structural improvements to the organization. We deliver operational support & results, while building the required capabilities and embedding other organizational enablers.

2A. Quick wins

Our team immediately implemented quick wins to get an initial performance boost and create excitement in the organization. For example, website A|B testing was intensified and advertisement best-practices employed, which resulted in improved conversion rates in a matter of weeks. Also, SparkOptimus discovered large differences in the share of order rejections per travel organizer and took immediate action, improving overall conversion even more. We started the data-driven way of working by establishing a structured organization ‘heartbeat’:

Monday early morning: Business Intelligence ensured all teams had up-to-date dashboards with last week’s results;
Morning late morning: Each team discussed & analyzed performance, remarkable results, and unexpected events. Team leads shared key insights, implications, and (overarching) decisions/ actions with their Commercial MT member;
Monday afternoon: Commercial MT discussed results, insights, and potential overarching or additional decisions/ actions that 1) were executed by the team in the regular operation or 2) were put on the PMO ‘backlog’ as potential future projects.

2B. Plan

In parallel with the implementation of quick wins, we developed a ‘100-day plan’ & longer-term backlog for larger initiatives that would take more time to implement and/ or prepare. For each of these initiatives, we determined activities and requirements in terms of: Organization (e.g., do we need to hire new people?), Technology (e.g., do we need to invest in new IT systems?), and Processes (e.g., do we need to add/ change any processes?). We established the required investments and calculated the expected impact on Zoover’s P&L. Next, we prioritized the initiatives and prepared the roll-out for the first 100 days. Remaining initiatives were put on the longer-term backlog for later implementation.

3. Roll-out

Head of Online Marketing & Business Intelligence (a.i.): As it took time to find a suitable candidate, we took on this role and gave shape to this part of the organization. For example, we installed data-driven decision making by implementing the right dashboards, based on which we rebuilt the campaign library (what campaigns to scale, what campaigns to stop, what campaign ideas to test), directly resulting in a lower cost per acquisition. We were also a driving factor in the recruitment of business intelligence talent (e.g., writing profiles, conducting interviews).

New pricing strategy: To accelerate sales and increase margins, we had to develop a new pricing model for Zoover’s key business customers (accommodation providers) that aligned incentives. After the design, we facilitated negotiations with Zoover’s customers, and implemented the new model. Switching to the new pricing model directly improved Zoover’s profitability in its key customer segments.

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