Who we work with - our B2B case studies

Cyclescheme are the market leaders in providing the Cycle to Work program that was established by the UK government’s Green Commute Initiative which enables employees to save approximately 30% of the cost of a bike by paying for it monthly through deductions from pre-tax earnings.

We were brought in to help address the attrition rate between new employers enquiring about CycleScheme, registering to participate in CycleScheme and their staff subsequently buying their bikes through CycleScheme.

After an initial period of training, our team made contact with all newly registered employers via customer-support-style calls and individually written emails. We collected anecdotal information about the customer experience and user journey.

Over the first three months, we spoke with hundreds of employers who had requested brochures and hundreds more who had registered for the scheme but not transacted.

In order to manage the engagement process, capture, analyse and report on our findings, we developed a bespoke relationship management application on our QuickBase platform.

We provided insights on the customer experience and user journey for employers, suggested some quick wins and highlighted some other areas which warranted attention. We made recommendations for an onboarding process for newly-registered employers which is still in use. The ratio of registered employers to transacting employers increased by 30% as a result of the implementation of our recommendations.

Having fine-tuned the process, we worked with Cyclescheme to train their internal team to adopt it and gave them access to our bespoke QuickBase application so they could fully incorporate it.

Brüel & Kjær Vibro have been providing monitoring solutions for rotating machinery for decades, and our first project for them was to engage some of their longest-standing customers. The launch of a new generation of handheld monitors prompted the client to reach out to those customers who had purchased the previous model, which had been on the market for over 20 years. Much of the customer contact information – 2300 contacts in 300+ organisations – was out of date.

Our task was to establish a dialogue with the engineer responsible for the maintenance of handheld vibration monitors to announce the launch of the new generation equipment and the phase-out of the legacy unit. We generated leads with 1 in 8 of those with whom we spoke – a 12.5% conversion rate.

Since 2012, we have been the business development agency appointed to support Servomex, global market leader in gas analysis. Initially, we worked ad hoc, starting with a series of re-engagement projects targeting dormant customers where we converted 12-16% of contacts into qualified leads.

When Servomex opened a new technical centre in Sao Paulo, we reached out to the South American customer base generating a raft of service contracts, including one with a Brazilian customer valued at $180,000 per annum.

There followed a series of obsolescence campaigns – targeting existing customers who had purchased equipment now superseded by newer technology, offering upgrades, discussing future availability of spares and service. The global conversion rate to qualified sales leads was consistently 17-20%.

Endress+Hauser are global leaders in measurement instrumentation, services and solutions for industrial process engineering and were keen to increase conversion of their sales pipeline. They asked us to survey a sample of customers who had obtained quotes but had not yet made a purchase to identify why they did not purchase and what else would have been needed to convert the sale.

We designed a telephone survey, incentivised with a prize draw and prefaced our calls with letters of introduction, to assure customers of the legitimacy of the survey.

We were able to speak with 41% of the target audience and 63% of those who participated in the survey.

We generated three fresh sales leads as a by-product of the survey, where the respondent indicated they would like a call from the client’s sales team immediately.

GrassRoots offered a suite of employee engagement products each of which had been managed as a separate business unit.

When these business units were merged, there was a clear opportunity to cross-sell products but the customer data for each product was held in an independent database, so there was no single customer view. The teams were working in silos and although the account managers responsible for the big customers were liaising to do some cross-selling, the small and mid-sized accounts were completely siloed.

We were asked to propose an approach to cross-selling and up-selling between the product silos. We elected to take an iterative approach, starting with some test calls to batches of data from each customer group to see which approach gained the most traction.

When we started to collate the test data, it became apparent that we would need to create a simple, single customer-view database to work from. We designed a suitable application in our QuickBase relationship management system and imported and deduplicated the data, tagging it carefully, to show existing areas of crossover where one company had independently signed up to more than one GrassRoots scheme.

It immediately became clear that we needed to treat this as a customer engagement exercise. Whereas larger customers were receiving personal attention from the account managers, system-generated email was the main means of communication with the small and mid-range customers, so engagement levels were not as high as anticipated. We repositioned our calls as being from customer support, calling to see if there was anything needed in relation to their existing schemes, and the dynamic of the calls changed immediately. These calls revealed some issues with the customer service infrastructure which led to some very quick wins.

We were rapidly upskilled and given access to more of the client’s internal systems so that we could resolve basic problems and issues in real-time, referring any complex issues to the relevant client service specialists. Once each customer’s queries/problems were resolved, we were then able to discuss the other schemes which GrassRoots offer and move the dialogue towards cross-selling.

In the initial tranche of work, we generated and fulfilled over 500 literature requests and scheduled over 100 calls and meetings for the account management team. The largest single piece of business won from this project generated revenue in excess of £250,000. The success of this pilot led on to a series of 14 other projects targeting all of the product silos.

Our client, Brüel & Kjær Vibro, selected ten new potential key accounts as stretch targets for each of their global sales team, organisations with whom they had little or no previous contact, and asked us to identify key stakeholders to engage.

The specification and purchase of large-scale systems are not, generally, the responsibility of one individual decision-maker; but involve a group of senior stakeholders, separately responsible for defining the technical specification, budget allocation etc. We combined desk research, to find contact information, with phone research to verify and validate the data.

The deliverable for this project was verified data and we exceeded our data target by 24% on the campaign. In the process of our verification calls, spoke with some of the stakeholders and were able to secure 14 appointments/sales leads as an additional deliverable.

eConsult enables patients to log in to communicate with their doctor online. In many cases, Doctors can then provide advice and/or treatment without needing to meet face to face.

Even prior to Covid 19, the UK National Health Service were keen to move local medical services online and were making grant funding available. The 200 local medical management teams needed to submit applications for funding and eConsult wanted to meet with the relevant decision-makers to demonstrate their system and encourage them to apply for grant funding ahead of an upcoming deadline.

There was no list of relevant decision-makers available but, despite this, we engaged with more than 75% of the target audience, providing literature fulfilment, answering questions and handling initial objections. We scheduled meetings with 23 of the 200 (an 11.7% conversion rate), exceeding the campaign target of 10% and provided a further list of 40+ organisations who wanted to stay in touch with a view to re-engaging at a later date.

Brüel & Kjær Vibro ask those downloading manuals, technical material and product specifications to provide basic contact details, which are assigned to us for follow-up. We filter out competitors, distributors and duplicates, reaching out to the remainder by phone and email in 20 languages.

We take a customer-satisfaction-style approach to engage and offer support where needed and identify those displaying buying signals or needing additional technical support. We are consistently converting over 20% of downloads into qualified leads.

A division of HBK provides Electric Power Testing systems. This is a highly specialist area offering services with a high price point and an extended sales cycle so each and every lead is valuable. During 2021 we were retained by the EPT team to support their marketing operation with lead qualification services.

Once our team were briefed and trained, we were provided with contact information for all of those individuals who had downloaded material from the EPT web pages in the preceding 4 months. Then the delegates who registered for a series of webinars. Then those who registered for an event at which one of the EPT technical team presented, and so on.

As well as following up with all these various audience segments, in 20 languages, we set up a webchat on the EPT webpages to provide support for customers seeking information about EPT services.

Overall we were able to convert 14% of the contacts passed to us into sales-qualified leads.

We were trained and provided with logins so that we could upload the leads that we generated straight into the client’s CRM system and assign them to the relevant sales team members.

The EPT sales cycle is protracted and, so that the sales team could keep their focus on those prospects in the latter stages of the customer journey, we were given responsibility for building a nurture programme to keep in touch with those prospects in the early stages. We maintained relationships with future prospects, sharing event invitations and key content and keeping HBK EPT front of mind. We’re delighted to have been retained to continue this work on an ongoing basis.

Since the launch of the new website in 2016, content such as brochures, manuals, technical material and product specifications have been gated, with contact information passed to TCB for follow-up. We provide customer-satisfaction-style follow-up by phone and email in 20 languages asking site visitors if they found what they wanted and identifying those displaying buying signals. We consistently pass 20+% of these contacts to the sales team as qualified leads.

RCP was established during the reign of King Henry VIII and we started working with them as part of the planning for their 500-year anniversary.

RCP planned to celebrate their anniversary with a landmark conference but wanted to consult with their membership to understand their preferences. Most RCP comms were focused round email however the open rates for email to members were low so our brief was to reach them by phone.

RCP selected 1500 members for us to call and were able to connect with 723 of them.

60% of those we spoke with were positive and expressed interest in RCP events and shared their preferences.

21% were negative about RCP conferences, and we asked them additional questions to establish the factors influencing their attitudes.

We were able to provide RCP with actionable insight and a clear roadmap for their future event comms.

These market leaders in gas analysis are headquartered in Crowborough in Sussex, with sales offices across the Americas, EMEA and Asia Pacific. Servomex commissioned a Mystery Shopper initiative three years in a row to test how well their global sales team responded to enquiries. We created a series of test scenarios using ‘Contact Us’ and ‘Request a Quote’ forms on Servomex.com plus email and telephone. These test ‘leads’ were presented as customers and prospects needing support and assistance. We tracked, monitored and scored responses to provide both objective feedback (metrics) and subjective feedback (anecdotal) on sales and customer service performance. We segmented globally to highlight regional trends and specific pain points with recommendations for remedial action for review by regional management.

Following the first mystery shop, the client reviewed the lead management process and initiated a global training programme to standardise the customer experience. We provided on-site training for the customer service and inside-sales teams in the USA, Europe, and ASPAC. Through collaborative workshops, we developed a series of protocols and SLAs which are still in use today.

RCP is a global community, representing 37,000 doctors worldwide.

We were awarded the contract to identify and engage potential corporate partners to support the 500-year anniversary and landmark conference. This was RCP’s first foray into commercial partnerships so there was no pre-existing database. Over a period of six months, we built a database of over 1000 companies and identified and engaged with the relevant decision-makers within those organisations. We booked more than 100 appointments, which generated 81 ‘deals’ and helped exceed the campaign revenue target by 1000%.

HBK hosted a technical product webinar to cross-sell accelerometers following their 2019 merger and, although the sign-up rate was good, the conversion to leads was lower than anticipated so TCB was asked to support. HBK not only wanted leads but needed insight to inform future marketing.

We developed a series of survey questions to get feedback on the webinar, to discern customer needs and to generate leads. We called not only those who registered and attended but also those who registered and did not attend, creating different survey questions for each target group to engage registrants regarding their current and future needs. Although the webinar was delivered in English, delegates were located in 40 different countries, and so we followed up in 20 languages to maximise engagement.

We achieved an 11.88% conversion rate from delegates to qualified leads. The survey questions provided insights into the target audience which informed the planning for a subsequent programme of events which we also followed up. For the later webinars we increased conversion to 13+%.

In addition to the leads we generated, we were able to identify those who showed potential for future sales so that these could be nurtured.

Since mid-2019, TCB has provided webchat on Brüel & Kjær Vibro’s website in English and German using LiveChat. We are currently testing chat in other languages, based on volume of site visitors, and are operating 18 hours a day across the globe.

We deal with non-technical customer queries, guide users to content on the website and fulfil straightforward literature requests.

We connect those needing specialist support with the correct colleague by assigning them within the client CRM system, tagged as to area of product interest, and with as much information as we can collect. Our chat system integrates with the client’s Web Analysis Tool to enable seamless reporting.

Over 50% of chats convert to qualified leads.