Top, the No. 1 eyewear retailer, uses data to develop its next-generation customer acquisition strategy.

executive summary

Data reveals the key drivers of "brand switching" and "loyalty."

For the company, which aims to be a brand chosen by younger generations, acquiring new customers in the future market required objectively identifying the key drivers that would drive purchases, without being bound by past successes.

The one used there was XICACMM analysis platform "COMPASS".

This approach allows us to unravel consumer purchasing mechanisms from consumer attitude data and identify key drivers to maximize the probability of our brand being chosen. Specifically, it identifies influencing factors from the perspectives of 4P/CX/brand assets for two axes: "how to get customers to choose our brand over competitors (new customer acquisition)" and "how to improve the loyalty of existing customers (churn prevention)," and statistically calculates the numerical impact. By even calculating the probability of consumers switching when a particular brand image improves (switch rate), we derive "data-driven, solid evidence" that does not rely on intuition.

Data reveals the conditions for "brand switching" and "customer loyalty."

A brand switching strategy that redefines the reasons for being chosen, going beyond functional value.

The analysis revealed that the key driver for attracting younger customers from competitors is not simply a price advantage, but rather "experiential value" such as "unique value tailored to the customer" and "brand image during the purchasing process." Furthermore, these elements were highly rated compared to competitors, and the data confirmed that they are elements that should be focused on as unique strengths.

*Since the specific analysis results and strategic policies are not publicly available, the actual analysis results have been processed and masked (the same applies below).

Designing loyalty programs that maximize LTV by scientifically analyzing customer "favor."

In order to foster customer loyalty, while there are various indicators such as purchase intent, it was found that "likability" is a key indicator for this company. Furthermore, among younger generations, "quality" and "familiarity" were selected as factors that contribute to "likability." Upon further investigation of these factors, it was found that "quality" is related to "the functional value of the product," and "familiarity" is related to "the experience in the purchasing process."

A communication strategy that identifies value that resonates with customers and guides investment "selection and concentration."

Both brand switching and loyalty programs share a common thread: a sense of satisfaction and trust gained through the experience of choosing eyeglasses.

Furthermore, we conducted analyses for each customer generation (younger and older generations), visualizing that different values ​​resonate with each group. By combining "importance" in the market with "our company's competitive advantages," we were able to clearly define the outline of our communication strategy: "which message should be prioritized for which segment."

"The fact that this initiative has provided concrete guidelines for the future is extremely significant in improving the speed of decision-making. I feel that the belief that 'this decision is more likely to succeed' has permeated the company because it is backed by objective data."(Mr. Saito)

Future plans and summary

Topics to consider next

The key issue going forward is to further break down the identified essential key drivers into smaller elements and translate them into concrete actions. We aim to articulate and structure which actions directly lead to the switch as concrete values, so that the entire company can share a common understanding and promote them.

"I believe that decisions based on years of accumulated experience and intuition are not necessarily wrong. However, I wanted to make more certain decisions by adding objective data as support. I feel that we are finally creating an environment within the organization where we can discuss things based on data."(Mr. Saito)

Summary

In any company, on-the-ground experience and intuition are extremely important assets. However, when faced with changes in the market environment or customer base, there are times when it becomes difficult to determine "which option to take" based solely on these factors.

The company identified its true opportunity for success, beyond mere price competition, through data analysis. They quantified qualitative experiential value, such as "the experience in the purchasing process," clearly defining areas for investment. Furthermore, transforming these analytical results into a "common language" that can be shared from management to stores and sales teams is key to unleashing organizational effectiveness.

Using data to objectively visualize the relationship between customer "awareness" and "behavior" will serve as a strong compass for organizations to move forward without hesitation in a rapidly changing market.

Driving marketing decision-making forward with data.

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