A Global Premium cosmetic brand with high presence on digital media reported decline in sales in Asia. The brand, wanted to identify its drivers of sales and optimize media deployment in order to arrest the fall in sales. The brand had presence on various platforms like TV, Print, OOH, mobile, Facebook, iVideo, iMedia and Search, with Facebook and mobile (non-facebook) having a lion’s share of investment. Investment was slightly skewed towards digital media as opposed to other media media channels
Within digital media, Facebook was one of the lead vehicles. RainMan used innovative technique to arrive at the quality impressions on Facebook that consisted of not only paid impressions but also a quantification of consumer engagements through various metrics of Facebook. RainMan thus used its proprietary weighted technique to derive Facebook quality measure factor from customer interactions data. The total Facebook Impressions weighted with quality measure was considered for modelling.
Linear Regression technique was used to build model which were used to identify key drivers of sales. It was discovered that, digital media was the highest contributor of sales with Facebook being the leader and some digital channels had a high ROI compared to TV and other media. RainMan then did deep dive analytics on digital media and generated insights that can be used profitably in future media plans.
Using the insights derived from the modelling exercise, marketing budgets for various key inputs was reallocated in favour of digital using an advanced optimization process. This resulted in an additional 8% lift in sales, more than half its overall growth in the year.
With the regulatory regime changing for insurance companies, the focus is on sufficient capital to cover risk. One of the key aspects of this new regime is to estimate the probability of Surrender, Lapsation and Claims. With a well specified model, the insurance company was able to operate with the optimal capital based on the risk its portfolio carries.
Inventories in store comprise the largest investment in a fine jewellery business. For a chain of jewellery stores, the issue was to identify what SKUs to stock, in what quantities and in which outlet. The objective was to optimize the inventory at a store level. The secondary objective was to improve the new product indents for these stores given the history of sales by product types.
The results were that over 90% of the sales calls were successful and of this about 70% picked the product that was specified for that specific client. This led to an overall improvement of sales of close to 20% and as the costs were the same as the earlier period, the additional margin was added to the bottom line.