Étude de cas
When its large domestic market for mobile phones consolidated, one leading Asian phone maker faced a challenge in shifting its focus from customer acquisition to customer retention. Its retention rate, however, was weak compared with its major competitors. In response, the manufacturer worked with Bain to develop an organization that could create and support an ambitious user-engagement strategy.
As overall market growth slowed from an annual increase of 50% to just 5%, MobileCo realized that its 35% customer-retention rate needed immediate attention. But it lacked a clear view of the reasons it lost customers, and what steps occurred along the customer-churn journey. And because each department within the company developed its own programs to retain customers, there was no unified view of its customers' issues, and no standardized way to design and implement effective customer-retention programs. The company's fragmented data management system prevented it from identifying and tracking customers or obtaining user feedback. The company also believed that relatively low brand awareness compared with its peers hurt its ability to win new customers in an increasingly competitive environment.
