Cox Communications Engages Customers with Customized Rewards - PODi Case StudyOctober 2, 2013
Vertical Market: Other—Cable
Business Application: Direct Marketing/Loyalty/Traffic Generation
Cox Communications is the third largest cable company in the United States with over six million subscribers. As an industry, cable companies experience great competition and a high rate of customer churn. To improve customer retention Cox Communications wanted to be proactive in engaging and rewarding its best customers.
It needed a direct marketing campaign that would:
- Recognize product bundle customers—those that receive TV, Internet and phone service through Cox
- Learn about and address any customer dissatisfaction
- Drive traffic at Cox Solutions Stores to increase opportunities for selling additional products
Working with its marketing service provider, Paradise Design, a direct marketing campaign was developed that engaged bundle customers and encouraged them to visit a Cox Rewards microsite.
- 9.6 percent visit rate—7,362 recipients visited their personalized microsite via a Personalized URL or QR Code
- 8.8 percent response rate—6,796 recipients completed the online survey at the microsite and received their rewards book
- Cox Solutions Store educational classes were filled to capacity representing over 2,000 visitors—Five different stores in Orange County and Palos Verdes, CA, participated in the program. Each store held a monthly class with a maximum attendance of 36
- Cox identified and addressed customer concerns immediately
Personalized postcards were sent to 77,000 Cox bundle customers offering a special reward for their loyalty. Recipients were directed to visit a personalized microsite which could be accessed via a Personalized URL or a QR Code. The majority of responses came in via the Personalized URL.
Once on the campaign site customers were asked a few questions regarding their satisfaction with Cox and their interest in other Cox services. A "Thank You" e-mail was delivered to customers immediately following survey completion. If the customer expressed an interest to learn more about selected Cox services they received an additional e-mail with that information.
Customers who filled out negative satisfaction ratings were called by a customer service representative within a few hours. This was a key part of the campaign as Cox had not previously had a systematic way to identify and respond to areas of customer dissatisfaction.
Two follow-up e-mails were sent to non-respondents—the first, four weeks after the postcard was mailed and the second after an additional three weeks.