Zip code:106-0032
3-1-1 Roppongi, Minato-ku, Tokyo
Roppongi T Cube 14F (Reception 14th floor) View on Google Maps
© XICA CO.,LTD.
Zip code:106-0032
3-1-1 Roppongi, Minato-ku, Tokyo
Roppongi T Cube 14F (Reception 14th floor) View on Google Maps
© XICA CO.,LTD.
*Titles are as of the time of the interview.
A telecommunications company in the Kyushu Electric Power Group. It offers "BBIQ," an optical internet service for individuals, "QT Mobile," a mobile service, and "QT PRO," an ICT service for businesses.
The PR/Advertising Group of the Sales Planning Department plans, produces and adjusts advertisements with the aim of contributing to the branding, recognition and customer acquisition of the corporation and each service. I am mainly in charge of advertising for "QT Mobile".
Although low-cost smartphones are becoming more prevalent in the market, there are still many people who have not yet made the decision to switch to low-cost smartphones. The key is to find a connection with them "when, where, and how" and encourage them to take action. Major competitors have an overwhelming advantage in terms of human, material, and financial resources related to marketing. In order to compete with competitors, we are making creative efforts to maximize the effectiveness of advertising with limited resources. One of these efforts is the introduction of MAGELLAN.
When creating a budget allocation plan and considering a promotion plan that would achieve the advertising effects we expect, it is important to clarify how much each currently implemented advertising measure is contributing to actual results and ultimately to the company's sales. In other words, visualizing the advertising effects was one of our major challenges.
We have received proposals from advertising agencies, but most of them were analysis tools for individual advertising measures, and it was difficult to allocate budgets or visualize the advertising effectiveness of each measure. Also, when considering not only visualizing the advertising effectiveness but also using the results for subsequent actions, MAGELLAN turned out to be the best solution.
I am satisfied not only with MAGELLAN as a tool, but also with the feedback I receive from Customer Success at each regular report meeting. We receive a lot of feedback from different angles that can be used as reference for the future, which leads to concrete actions.
First of all, we are now able to optimize our budget allocation according to the advertising budget. We are able to implement advertising measures that lead to results while checking their effectiveness.
In addition to optimal allocation of advertising budget, another major theme was "creative direction." The analysis results by MAGELLAN helped us see whether the creative direction we had in mind was correct.
QT Mobile's application window can be broadly divided into two parts: shops and the web. One of the strengths that differentiates us from our competitors in the low-cost smartphone market is that we have shops throughout Kyushu, which is difficult to locate due to the nature of our business. In order to make the most of this strength, we basically standardize the creative of each offline advertising measure to attract customers to our shops.
After examining the effectiveness of advertising with MAGELLAN, we found that the number of customers visiting the shop through each advertising campaign was greater than we had expected. Although we had expected this, it confirmed that the direction of our promotion was not wrong, and we were able to continue the campaign with a sense of satisfaction.
I will carefully consider and implement the necessary advertising budget allocation and promotion plans to achieve the optimal media mix aimed at raising awareness of QT Mobile and contributing to customer acquisition, and then link them to results. I also feel that in order to carry out consistent promotions, it is important to gain the understanding of the sales department, which handles sales operations, before proceeding. The ideal situation would be to regularly hold opportunities to communicate about the promotional policies that our department envisions, and then proceed with measures only after gaining sympathy.
For example, in the past, when we ran a TV commercial, there was no clear indicator for how many glasses we should produce, and we had to make a decision based on experience. However, now we can work backwards from the scale of the TV commercial to determine the optimal number of glasses to manufacture. We were able to create an indicator that can be used throughout the company, not just from a promotional perspective.
MAGELLAN has enabled us to use the visualized numbers as a common language for communication within the company, and I feel that we are steadily getting closer to our goal.
Head of Brand Strategy
Akihiko Saito
Service
We operate store brands such as "Megane Ichiba," "ALOOK," and "LENS STYLE," selling eyeglasses and contact lenses. In particular, "Megane Ichiba" boasts the top market share in the domestic eyeglasses industry, operating 1,063 stores nationwide*.
* As of 2025 month
Activities
MeganeTop has visualized its "unique value" that makes customers choose them through data, clarifying strategic priorities. Moving forward, they aim to thoroughly implement their strategy by disseminating the identified key drivers throughout the company as a "common language" that will serve as a guideline for actions at the operational level, while simultaneously fostering a data-driven organizational culture.