1. Aquila Insight helped a UK insurer better understand customer sentiment and brand perception to transform their renewal pricing approach. 2. They built models combining customer, product, and transaction data with survey results, allowing the insurer to tailor prices to customer segments. 3. This enabled the insurer to outcompete on high-value customers and consider how customers value the brand in pricing and communications.

1. Aquila Insight
Case Studies

2. Prices developed and tailored
with Customer Satisfaction and
Engagement in mind
The challenge: Brand perception plays a significant part in customer decision making,
particularly on what price is acceptable - and how much is too much to pay. Customers are
willing to pay more to do business with brands they trust.
In insurance renewal pricing, most insurers use a combination of propensity and price
elasticity models based on traditional risk and geodemographic information to work out
what renewal price should be offered to the customer to encourage renewal. But customer
sentiment is often not considered, nor is the value placed by customers on the brand.
Our approach: We worked with a leading UK insurer to combine traditional customer,
product and transaction data prior to renewal with sampled customer satisfaction survey
results. From these combined data sources we modelled which customers are most likely
to be detractors and promoters and applied these models to the full pre-renewal customer
base.
The results: Better understanding the impact of sentiment and brand on customers buying
and renewal decisions enables a transformation to the insurers approach to pricing. The
granular understanding means that prices can be much more effectively tailored to particular
segments (e.g. detractors). Taking a different approach to pricing means that the insurer can
now outcompete on high value customers and tailor pricing and communication to not just
react to the market, but also take into account how the customer values the brand.
Getting the right price for your customers
www.aquilainsight.com

3. Analytics driving optimised pricing
The challenge: A leading UK insurer used a panel of insurers to supply insurance quotes and
polices to potential customers. The differing profiles of the panel members allow the insurer
to maximise coverage and competitiveness in the market.
However the insurer wanted to gain insight into how their panel members were performing
in certain customer segments in comparison to each other to inform contract discussions.
Our approach: We built decision trees to identify segments where panel members were not
competitively priced. We were able to run scenarios for each of the panel members to show
the trade off between margin reduction and uplift in volumes for certain segments.
This can be combined with quote position information from the aggregators to give insight
into the market and help identify where the insurer could drive further volumes.
The results: The insurer was in a strong position when having conversations with panel
members – encouraging competitiveness between members to ultimately ensure their
product was best priced in the market.
Better negotiating through data
www.aquilainsight.com

4. Developing and delivering end to end
insurance roadmap to understand,
target, measure and value your
customers
The challenge: : In an ever challenging market, a UK insurer was struggling to get an
understanding of the effectiveness of its levers on business performance – constant pressure
on price, marketing budgets and relationships with its panel members, combined with limited
analytical insight meant that business decisions weren’t measured on a consistent basis and
learnings from the decisions could be unreliable.
Our approach: : We conducted a review of the analytical capability against current best
practise in the field. We developed a tiered analytical roadmap based on our understanding
of the business objectives and we worked onsite within their client team to deliver the
roadmap.
The roadmap focussed on four main themes:
- Measurement of activities
- Customer Understanding
- Targeting
- Customer Value
As well as delivering standard analytical projects, we were able to leverage our application
platform to create web based solutions for measurement that could be used by the whole
business. Due to the intuitive nature of these application solutions, they were quickly
adopted by the business and helped drive the data driven decision making agenda.
The results: The business gained insight into their activities, established agreement on
measurement approaches, and adopted a more data driven approach to its decision making.
And we are continuing to deliver the roadmap.
Right tools for the job
www.aquilainsight.com
Measurement
of Activities
Customer
Understanding
Targeting Customer Value
& Loyalty
Descriptive
• Panel Competitiveness
• Business event planner
• Simple profiling
• Trigger analysis
• Customer Lifecycle
KPIs
• Cross channel useage
analysis
• Customer Segmentation
• Upsell profiling
• Data enhancements
(land registry, Call
credit CAMEO, Open
source data)
• Share of Wallet
analysis
Predictive
• Media mix modelling
• Multi-Channel
• Attribution modelling
• Sentiment modelling • Acquisition modelling
• Cross Sell Modelling
• Retention modelling
• Customer Lifetime
Value
Prescriptive
• Budget Optimisation • Customer next best
contact
• Customer next best
offer

5. KPIs established and 240 days-per-year
saving of resource for their teams
The challenge: We worked with a global telecoms company to help it better understand its
reach and performance, and to be able to communicate to a breadth of stakeholders.
Lacking an in-house analytics team, their people used ‘work arounds’ to provide performance
metrics; data would be taken from reports and dropped into a spreadsheet to create a
presentation. This caused delays in getting the information needed to make management
decisions.
The business metrics were held in multiple reports with no single view on performance. The
results were often not read due to the number of reports being produced. It was also hard to
establish clear KPIs.
Our approach: Our team worked with the business to bring together a summary of all
consumer touchpoints and brand metrics in a single location; an engagement and KPI
scorecard.
First we reviewed the potential to exploit their data effectively; we developed a roadmap
and governance framework. We audited all their reporting and implemented hierarchical
dashboards to facilitate use by senior management at an operational level, by incorporating
query tools to drill-down into metrics-by-market to establish KPIs. By creating algorithms to
merge all metrics, we automated tasks to improve efficiencies, with results delivered straight
to PowerPoint.
The results: By automating the collation of data from sources across the business to present
it in the right format we saved the business 240 days per year of resourcing. Strategic
recommendations we made to the board led to the consolidation of consumer data, for easy
access by a single team.
Bringing the customer to the boardroom
www.aquilainsight.com

6. Significant increase in retention rates,
consumer satisfaction and loyalty.
The challenge: A global mobile phone company wanted to understand what drives
satisfaction and how it relates to customer retention.
With the focus on launching ten or more new handsets each year, our client lacked insight
into the consumer experience over the product lifecycle. While they tracked issues and
collected feedback, there was no single view of the scale or impact. It was unclear which
issues were most important to the user experience – the scratched case or the software that
wouldn’t allow the sharing of photos.
Our approach: We worked with individual data sources and a broad cross section of
the business to prove an initial hypothesis that could link customer satisfaction with the
likelihood of repurchase and to champion the business.
We brought together internal and external teams to build a process that makes it possible to
gain customer feedback via a survey at different points in the lifecycle, to capture, measure,
understand and act on customer feedback.
We used the resulting data to quantify customer satisfaction and put a financial value on it.
The results: The business gained an end-to-end view of the customer lifecycle, with
improved insight into the drivers of satisfaction from customer behaviour.
Acting on the resulting data, the business rationalised the range to launch as few as five
new handsets a year. By making changes to the way software is updated, new products are
designed and the ongoing support is provided, the business has already seen major cost
savings.
Keeping customers engaged
www.aquilainsight.com
Satisfaction Index
Created
Impact Measured
Deep Dives to
Identify Actions
Ownership by
Business
Drivers of
Satisfaction
Identified
Linked to
Repurchase

7. www.aquilainsight.com
The challenge: The global investment sector is a hugely diverse and complex marketplace.
Our client, the investment arm of a leading UK financial services company, needed to make
sense of their customer base.
They wanted to compete on customer service but needed help to ensure consistency of
communication across multiple channels, and specifically outbound calls by relationship
managers.
Our approach: We mapped out a single process for managing customers through every
stage from attraction through ongoing management to retention.
First we improved efficiencies identifying the different processes across the business, and
any inconsistencies. Then we started to map out a single process that could be used to
support the development of a Customer Relationship Management (CRM) system.
The results: We were able to present a business case for investment in CRM infrastructure.
Armed with CRM the relationship managers have been able to significantly improve the
management of the firm’s most valuable customers.
Getting the right Customer Relationship
Management (CRM) for your customers
Increased focus on customers with the
greatest potential.
www.aquilainsight.com
The challenge: The global investment sector is a hugely diverse and complex marketplace.
Our client, the investment arm of a leading UK financial services company, needed to make
sense of their customer base.
They wanted to compete on customer service but needed help to ensure consistency of
communication across multiple channels, and specifically outbound calls by relationship
managers.
Our approach: We mapped out a single process for managing customers through every
stage from attraction through ongoing management to retention.
First we improved efficiencies identifying the different processes across the business, and
any inconsistencies. Then we started to map out a single process that could be used to
support the development of a Customer Relationship Management (CRM) system.
The results: We were able to present a business case for investment in CRM infrastructure.
Armed with CRM the relationship managers have been able to significantly improve the
management of the firm’s most valuable customers.
Getting the right Customer Relationship
Management (CRM) for your customers
Increased focus on customers with the
greatest potential.

8. Over £20-million increase in 12-month
profit with negligible impact on
customer attrition.
The challenge: The insurance market revolves around the date when insurance policies come
up for renewal. In order to retain customers, our client like many insurance brokers, needed
to create effective marketing communications.
They wanted our help to identify the customers, which if contacted at the right time with the
right offer, could be persuaded to stay. Through the use of uplift modelling we could ensure
the retention of their most valuable customers.
Our approach: The nature of the insurance industry means that every time a human
interacted with the customer the business lost margin. We helped decide when it would be
profitable to have a human or when to automate, without affecting retention.
We built a technical uplift model to predict the incremental impact of a marketing treatment.
The complex model was able to refine the contact strategy – focusing resources on ones
that could be influenced, and taking care around those who would be more likely to buy if
left alone.
The results: Improved marketing effectiveness, as renewals are optimised based on
conversion and profit purchase paths. By applying the technique, we identified £20m
increased income in a 12-month period with negligible impact on customer attrition.
Right action for the right
customer at the right time
www.aquilainsight.com
Buyifdon’treceiveanoffer
Buy if do receive an offer
Do-not-disturb
Lucy: “Please don’t
market to me, if you do it
turns me off. I’m more
likely to buy if you don’t
contact me”
Sure thing
John: “I’ll probably buy
whether you market to
me or not, save your
money and your time”
Lost cause
Jack: “It doesnt matter
whether you contact
me or not, I’m not
buying either way”
Persuadable
Susan: “If you market
to me I’m definitely
more like to renew”
Uplift modelling predicts the
incremental impact of a marketing
treatment:

9. The new contact strategy also
minimises the number of nuisance calls
The challenge: The household energy market is fiercely competitive, and sales depend on
highly targeted customer communications.
Our client, an energy giant, needed to improve their outbound prospecting. They were
looking to maximise the return from data supplied by a third party used in a campaign to sell
energy to new customers. Aquila Insight was brought in to review the contact strategy. We
went further and transformed it.
Our approach: Through analysis modelling we were quickly able to demonstrate that the
call centres were using the data for far too long. We were able to pinpoint when the sales
dropped away, despite the application of the same level of resources. With rocketing cost-
per-sale, the value of each sale was much lower than previously believed.
The results: We were able to identify the optimal cut-off point – to balance the increasing
costs-per-sale against the cost of refreshing the data set. Our client was delighted, more so
when the new contact strategy also minimised the number of nuisance calls.
Making the right calls
www.aquilainsight.com

10. Convincing case for catalogue, reduced
costs and improved efficiencies.
The challenge: As more consumers shift to online shopping, our client wanted to understand
whether their traditional catalogue-driven business should reduce their current investment in
traditional media channels and focus more activity on digital media. Did the catalogue still
have a role to play in driving online sales, amidst a complex array of channels including PPC,
SEO, display advertising, direct marketing and outbound telephony?
More savings needed to be identified but marketing channels managed by third parties led
to inconsistent measurement, making decisions on allocating budget more difficult.
Our approach: We developed a multi-channel attribution model to enable the business to
understand and optimise the relative value of customer purchase paths.
The results of the model made it possible to understand the value of the different types of
marketing activity against sales. This released a big pressure from within the business to
significantly reduce send on catalogue. We were able to demonstrate that 60% of sales are
still driven from catalogue, albeit fulfilled online.
The results: Our client decided to review the catalogue side of the business to increase
efficiencies, by reducing costs without impacting sales. The first stage has helped improve
efficiency; next they are looking to reinvest the saved costs to increase sales.
By combining all online and offline media channels in one place, and then distributing the
sale across all channels, we delivered a solution not found anywhere else – a global first.
Online v offline, optimising the mix
www.aquilainsight.com
1. Cat
3. Email
4.
Voucher
2.Direct
Mail
Sale
70% 5%
15% 10%

11. 2.1 x increase in product sales, based on
delivery of the solution into call centres
and branches, within 3 months.
The challenge: Our client invested £7m in a decision tool to speed up the sales cycle. The
technology would allow consistent, relevant customer communications through all channels.
But first, they needed help in embracing data-driven decision making.
As a major national bank, our client also needed to engage and leverage the value of its
customer base more consistently and effectively across all media. Aquila Insight delivered
on both counts.
Our approach: We worked with cross-functional teams to create the business operating
model required to run the decision tool. It transformed their processes; moving from big
batch campaigns to highly tailored one-to-one interactions.
We developed and implemented a customer Next Best Action methodology, to provide
customers with the right communication at every contact point.
We worked with the business to support operational delivery of the solution.
The results: The customer Best Next Action has been implemented across core online
and offline channels, fed by analytical insight. After switching to the new way of working,
the bank saw product sales double, based on delivery of the solution into call centres and
branches.
Taking next best action from theory to practice
www.aquilainsight.com
Source
Data
Data
warehouse
Analytics Models &
Triggers
Decisioning Channels Customer

12. www.aquilainsight.com
The challenge: We worked with a multinational mobile manufacturer to help it better
understand its consumers and develop strategies for communication, acquisition and driving
value.
A decade-long restructuring had resulted in the absence of an in-house analytics team. As
a result board-level decision making was based on gut feeling or a limited view of the world,
causing wide-spread confusion at strategic and grassroots level within marketing teams.
Frequent changing between product and customer strategy had many questioning what it
was trying to achieve.
We found limited access to data or tools; a workplace undergoing transformation from a
labyrinthine company structure and the challenge of managing multiple stakeholders.
Our approach: We developed a roadmap and governance framework to grow the company’s
analytical capability across advanced reporting, consumers behaviour and lifetime value
to firmly embed a consumer strategy at the heart of the organisation. We evolved a team,
initially with a head count of three which grew to still only 13, as each ‘gate/stage/checkpoint’
was passed, and ran full global analytics.
Building a world class insight team
Global analytics team established
from nothing, in super speedy time
Consumer Value Optimisation Product
Insight
External
Insight
Value Consumer
Experience
Consumer
Behaviour
Engagement
Effectiveness
Reporting
Analysis
Channel
Analysis
Product Operator and
client
•Consumer Life
Value
•Product Value
•Loyalty
•Product Sell
Through
•NPS & CSAT
•Additional
Surveys
•Attribution
•Clustering
•Handset Usage
•RFM
•Device
Utilisation
•ROI
•Media Mix
Optismisation
•Media Impact
•Resource
Planning
•Socialising
Behavioural
•Trends
•Widget
•Penetration
Rates
•Cross Channel
Usage
•Customer
Service
•eCom
•Repairs
•Launch Report
•Retention
•Cross Product
Holding
•Deep Dives
•Data Federation
•Operator
Analysis
• Cross BU
testing

13. www.aquilainsight.com
First we assessed the capability, toolkit and data sources to develop a programme that
would unlock the potential within the business. This included deploying both a statistical
tool and web measurement tool. We unlocked access to consumer data siloed across the
business, bought together multiple-consumer, third-party and market-research data to
provide a comprehensive view.
The results: We revolutionised how our client looks at and talks about consumers using
insight through segmentations. The strategic planning tools we built, and recommendations
we made at board level have improved consumer focus and resulted in the launch of a
loyalty programme, combining to drive all-important consumer retention. Products are now
designed around consumers rather than technology, leading to greater innovation. Our team
continues to work with the wider group.

14. www.aquilainsight.com
The challenge: The UK’s leading high-street retail chain, a familiar household name, markets
itself through stores and a fully transactional website. With increasingly mobile customers
and a declining loyalty card scheme, it needed a status quo check – are the analytics in
place today fit-for-purpose? Would the analytics support the evolution to a multi-channel
approach?
With a team of 100 analysts in-house and data captured from loyalty cards, the website, the
pharmacy and optician business, it was a tough ask. Aquila Insight provided the solution.
Our approach: We conducted a ground-up review of their current analytical capability
against what the business wanted to achieve. We developed an analytical roadmap with
recommendations, which they then followed to achieve their objectives.
The results: We delivered a set of prioritised recommendations to improve the analytical and
digital capability, which in turn boosts business performance. We left our client with a robust
data analytics capability, better aligned to their strategic objectives.
Good to great insight
A robust data analytics capability,
better aligned to strategic objectives.
BI, Analytics & Execution
Campaign Management & Execution
Customer Analytics
• Segmentation
• Acquisition,
Development and
Retention
• Analysis driven
customer
strategy
Targeting
• Purchase models
• Cross-sell
• Up-sell
• Retention
• Win-back
• Lapsed
Channel Analytics
• PPC
• Call centre
• Digital
• Social
• Email
• SEO
Life Time Value
• Current value
• Future value
• Potential value
• Life time value
Product Analytics
• Price elasticity
• Pricing
optimisation
• Product design
BI & Measurement
Database Management & Quality

15. Edinburgh Office:
Argyle House, 3 Lady Lawson Street, Edinburgh EH3 9DR
London Office:
Room 2.02, 18 King William Street, London EC4N 7BP
0131 290 2300
info@aquilainsight.com
aquila-insight
@aquilainsight
www.aquilainsight.com