The Challenge

Despite a steady flow of new buyers, Warley’s was seeing low repeat engagement and poor retention. Many customers were one-time or irregular buyers, and the brand lacked a structured strategy for building loyalty. Existing CRM reports showed drop-offs in engagement after the first or second purchase cycle.

My Role

I was onboarded on contract to assist with customer engagement and relationship management. While I didn’t hold a formal title, my focus was to identify why customers weren’t sticking and help Warley’s move toward a more relationship-driven marketing approach.

To address the retention gap, I implemented two core strategies:

1. Loyalty Program Design
   I introduced a simple points-based loyalty program for both B2B and walk-in B2C clients. Customers earned points on every order, with tiered rewards based on their frequency and basket size. The program was promoted via direct email and in-store signage, nudging customers toward repeat purchases.
2. Personalized Marketing
   I analyzed Warley’s CRM reports (including “Customer Frequency Summary” and “Tenure-based Drop-off Report”) to segment buyers by behavior and duration. Based on this, I built personalized campaign flows—such as tailored emails for new, returning, and long-term customers. Messaging focused on relevant products, reorder reminders, and seasonality triggers based on past buying patterns.

The Result

These changes created a noticeable shift in engagement:

• Retention increased within the first two months of rollout.
• Churn dropped, especially among mid-tier B2B clients.
• Sales went up, driven by repeat orders from both new and existing segments.

Customer feedback was also positive, with buyers appreciating the recognition and relevance in messaging.